From 01dc8e9dd7934213cfe7dc10ed2bc405113e0611 Mon Sep 17 00:00:00 2001 From: plglaser Date: Wed, 21 Feb 2024 19:54:33 +0100 Subject: [PATCH] add crawled models to dataset --- .../csv/elements.csv | 259 + .../csv/properties.csv | 105 + .../csv/relations.csv | 350 + .../model.archimate | 3254 + .../model.json | 1 + .../model.xml | 10395 +++ .../6c4054a4/csv/elements.csv | 93 + .../6c4054a4/csv/properties.csv | 50 + .../6c4054a4/csv/relations.csv | 87 + .../processed-models/6c4054a4/model.archimate | 610 + dataset/processed-models/6c4054a4/model.json | 1 + dataset/processed-models/6c4054a4/model.xml | 1875 + .../csv/elements.csv | 99 + .../csv/properties.csv | 13 + .../csv/relations.csv | 47 + .../model.archimate | 573 + .../model.json | 1 + .../model.xml | 1696 + .../c083c0fb/csv/elements.csv | 123 + .../c083c0fb/csv/properties.csv | 34 + .../c083c0fb/csv/relations.csv | 106 + .../processed-models/c083c0fb/model.archimate | 843 + dataset/processed-models/c083c0fb/model.json | 1 + dataset/processed-models/c083c0fb/model.xml | 2514 + .../csv/elements.csv | 9652 +++ .../csv/properties.csv | 289 + .../csv/relations.csv | 2592 + .../model.archimate | 31317 ++++++++ .../model.json | 1 + .../model.xml | 61829 ++++++++++++++++ .../f0f9d7b8/csv/elements.csv | 277 + .../f0f9d7b8/csv/properties.csv | 55 + .../f0f9d7b8/csv/relations.csv | 139 + .../processed-models/f0f9d7b8/model.archimate | 1226 + dataset/processed-models/f0f9d7b8/model.json | 1 + dataset/processed-models/f0f9d7b8/model.xml | 3516 + .../csv/elements.csv | 18 + .../csv/properties.csv | 12 + .../csv/relations.csv | 23 + .../model.archimate | 144 + .../model.json | 1 + .../model.xml | 337 + .../csv/elements.csv | 18 + .../csv/properties.csv | 6 + .../csv/relations.csv | 6 + .../model.archimate | 79 + .../model.json | 1 + .../model.xml | 216 + .../csv/elements.csv | 35 + .../csv/properties.csv | 14 + .../csv/relations.csv | 33 + .../model.archimate | 199 + .../model.json | 1 + .../model.xml | 643 + .../csv/elements.csv | 40 + .../csv/properties.csv | 2 + .../csv/relations.csv | 41 + .../model.archimate | 236 + .../model.json | 1 + .../model.xml | 620 + .../csv/elements.csv | 3970 + .../csv/properties.csv | 117 + .../csv/relations.csv | 1147 + .../model.archimate | 13053 ++++ .../model.json | 1 + .../model.xml | 25277 +++++++ .../csv/elements.csv | 94 + .../csv/properties.csv | 12 + .../csv/relations.csv | 43 + .../model.archimate | 523 + .../model.json | 1 + .../model.xml | 1551 + .../csv/elements.csv | 2322 + .../csv/properties.csv | 5 + .../csv/relations.csv | 212 + .../model.archimate | 4002 + .../model.json | 1 + .../model.xml | 6227 ++ .../csv/elements.csv | 29 + .../csv/properties.csv | 1 + .../csv/relations.csv | 25 + .../model.archimate | 189 + .../model.json | 1 + .../model.xml | 533 + .../csv/elements.csv | 38 + .../csv/properties.csv | 14 + .../csv/relations.csv | 15 + .../model.archimate | 143 + .../model.json | 1 + .../model.xml | 415 + .../csv/elements.csv | 28 + .../csv/properties.csv | 35 + .../csv/relations.csv | 34 + .../model.archimate | 174 + .../model.json | 1 + .../model.xml | 564 + .../csv/elements.csv | 1270 + .../csv/properties.csv | 223 + .../csv/relations.csv | 1228 + .../model.archimate | 11185 +++ .../model.json | 1 + .../model.xml | 27628 +++++++ .../csv/elements.csv | 37 + .../csv/properties.csv | 16 + .../csv/relations.csv | 25 + .../model.archimate | 170 + .../model.json | 1 + .../model.xml | 539 + raw-data/github/archimate/1.archimate | 1226 + .../archimate/AlexSintuSandbox.archimate | 144 + .../github/archimate/Attendance.archimate | 843 + .../github/archimate/CommonSandbox.archimate | 31317 ++++++++ .../InfoTech_EnterpriseDataModel.archimate | 3254 + .../archimate/JeanBLapierreSandbox.archimate | 13053 ++++ .../OCHRODigitalSuiteTools.archimate | 4002 + .../The_Open_Group_CA_RA_c224-model.archimate | 11185 +++ raw-data/github/archimate/archi_v5.archimate | 523 + .../archimate/migration_guide_3_1.archimate | 573 + raw-data/github/archimate/warehouse.archimate | 610 + ...20\260\320\275\320\270\320\2651.archimate" | 199 + ...20\260\320\275\320\270\320\2652.archimate" | 236 + ...20\260\320\275\320\270\320\2653.archimate" | 189 + ...20\260\320\275\320\270\320\2651.archimate" | 170 + ...20\260\320\275\320\270\320\2652.archimate" | 174 + ...\320\270\320\271_21102022_task2.archimate" | 143 + ...\320\275\320\260\321\2002_ready.archimate" | 79 + 126 files changed, 307791 insertions(+) create mode 100644 dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/elements.csv create mode 100644 dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/properties.csv create mode 100644 dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/relations.csv create mode 100644 dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.archimate create mode 100644 dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.json create mode 100644 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"raw-data/github/archimate/\320\241\320\265\320\274\320\270\320\275\320\260\321\2002_ready.archimate" diff --git a/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/elements.csv b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/elements.csv new file mode 100644 index 00000000..ded23fa6 --- /dev/null +++ b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/elements.csv @@ -0,0 +1,259 @@ +"ID","Type","Name","Documentation","Specialization" +"45b2b019-5269-4e12-b40f-b9d56c430ce8","ArchimateModel","Info-Tech - Enterprise Data Models","See content in SharePoint 2010: ""Create and Manage Enterprise Data Models"" +FOLDER LINK: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Library/Info-Tech%20Documents/Create%20and%20Manage%20Enterprise%20Data%20Models +Documents: +1. 01-Create-and-Manage-Enterprise-Data-Models--Executive-Brief.pptx +2. 02-Create-and-Manage-Enterprise-Data-Models--Phases-1-3.pptx +3. (This ArchiMate model--not in SharePoint) +4. 04-Enterprise-Architecture-Tool-Selection.pptx +5. 05-Data-Modeling-Playbook.pptx","" +"44b20886-74b6-4303-9ca6-d3ddaa650481","Capability","Business Capabilities","","" +"9d6486d4-1607-4d1b-99ac-22c8e8cba75f","Capability","Register a Case","","" +"63e30d3f-9d6d-4c13-b22f-5be1bfc37daf","Capability","Resolution a Case","","" +"dba19b5c-6b6f-493a-b0b5-726f9a8858c1","Capability","Track a Case","","" +"6461df80-9186-4fad-9c37-7d4490c3bcf5","CourseOfAction","Business Strategy","","" +"d1dcacab-b596-440e-917b-1b8893296f1d","BusinessActor","Data Architect","","" +"f1ea7647-e8b4-41ed-a22d-d30b6775ce7f","BusinessActor","Salesperson","","" +"afcd5d4b-286f-4164-b024-f57999988ab5","BusinessFunction","Architecture","","" +"5ca5a1a8-4432-47a4-b9ae-830dc33a9498","BusinessFunction","Enhance Logical Model","","" +"d70b47e1-56ab-4b0e-be5f-56b2b685e210","BusinessFunction","Enrich/harvest Conceptual Model","","" 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These models are a subset of the enterprise (development) models as not all development projects gets promoted to pre-production. Only exists in physical format +","" +"b6b9e637-a5b5-45fe-ae37-d2b16084cb35","Grouping","Production","Models that repsent all artefacts deployed to production. 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new file mode 100644 index 00000000..684e8926 --- /dev/null +++ b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.archimate @@ -0,0 +1,3254 @@ + + + + + + + + + + + + Object Model + + + + + + + + + + + + + + Framework & workflow + + + + + + + + Detail review of all slides & deliverables + + + + + + + + + + + + + + + + Dimensions and facts + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Any thing related to the case; Letter, answerl opinion; motion + + + + + + + + + + + + + + + + + + + + + + Relational + + + Object Model + + + + + + + XSD, REST Schemas + + + Dimensional + + + + + Any physical mdoel: Database, Message et al + + + + + + Any Logical model used: EDW, Datalake, Analytical + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + XSD, JSON Schema artefact + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Model with domains + + + + Models avaialable for the enterprise + + + Models rpresenting the Preproduction environment. These models are a subset of the enterprise (development) models as not all development projects gets promoted to pre-production. Only exists in physical format + + + + Models that repsent all artefacts deployed to production. Not all components that we promoted to pre-production gets promoted to production due to project cancellation, postponed, change of priorities etc + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Long term coarse grain + + + + Short term fine grain + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + A sample Conceptual model describing missing persons. +Party is an abstract concept describing any legal entity that plays a role in a Case and Events. A Case is be registered for 1 or more missing persons and it manages the location process via state changes. An event is something that happended at a point of time at a specific location and its evidence provides validity to the event. + + + + + A party is a legal entity such as a person, organization or household. Parties are related via the party relationship. + + + + A party may play different roles in a case, such as reporter, the missing person. + + + + A location is a place on earth. In the example a town is within a region, within a country + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + A case is the central object of the model + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The conceptual representation of a Party - a person or organization that plays a role in a missing person case. A party may play different roles. + + + + A party is a legal entity such as a person, organization or household. Parties are related via the party relationship. + + + + A party may play different roles in a case, such as reporter, the missing person. + + + + Sub-type or Specialization. Person is a type of Party. Or: a party is a person, organization or household. + + + + + + + + + + + + + + + + + + Creating lineage from source systems to analytical layer is a daunting task and very difficult to keep current + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Salesforce interface with other applications + + + + + + + + Applications interface with Salesforce + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Enterprise Data Model is an integrated view of all the data in use by the organization in its day to day operations. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Message Model is used to describe internal and external facing messages and is equivalent to the canonical model + + + + + The Conceptual Data Model describes the organization from a business perspective + + + + + + Datamarts are built for specific business use cases + + + + Analyitcal models are focussed on the information use of data + + + + Application models are application specific operational models. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Business use business terms as defined in the BDG to access the analytical layer + + + + A lineage from source systems to analytical layer trace data flows + + + + The lineage from source systems to the BDG and semantic layer relates business terms to physical artefacts + + + + + + + + + + + + + + + + + + + + + Creating lineage from source systems to analytical layer is a daunting task and very difficult to keep current. tooling + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Sales and Mfg domains may have different semantics for "customer" + + + + Through domain modelling one recognizes that semantic differences may exists between business domains. +It is important to capture these semantics to make an educated decision how to implement it in the Conceptual Model. This decision will influence your message structures and analytics. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Different data model implementations for Customer + + + + + Semantic differences are small - use a single class + + + + + + Semantic differences are profound. Consider the use of composition or sub-typing + + + + + + + For existing systems the semantic differences may be resolved via a transformation function. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Enterprise Data Model is an integrated view of all the data in use by the organization in its day to day operations. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Message Model is used to describe internal and external facing messages and is equivalent to the canonical model + + + + + The Conceptual Data Model describes the organization from a business perspective + + + + + + Datamarts are built for specific business use cases + + + + Analyitcal models are focussed on the information use of data + + + + Application models are application specific operational models. The Interface model define interfaces + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + A long term coarse grain function with a slower cadence + + + + + + + + + A short term fine grain function with a fast cadence + + + + + + + + See content in SharePoint 2010: "Create and Manage Enterprise Data Models" +FOLDER LINK: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Library/Info-Tech%20Documents/Create%20and%20Manage%20Enterprise%20Data%20Models +Documents: +1. 01-Create-and-Manage-Enterprise-Data-Models--Executive-Brief.pptx +2. 02-Create-and-Manage-Enterprise-Data-Models--Phases-1-3.pptx +3. (This ArchiMate model--not in SharePoint) +4. 04-Enterprise-Architecture-Tool-Selection.pptx +5. 05-Data-Modeling-Playbook.pptx + diff --git a/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.json b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.json new file mode 100644 index 00000000..315cb10d --- /dev/null +++ b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.json @@ -0,0 +1 @@ +{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/45b2b019-5269-4e12-b40f-b9d56c430ce8","archimateId":"45b2b019-5269-4e12-b40f-b9d56c430ce8","name":"Info-Tech - Enterprise Data Models","description":"See content in SharePoint 2010: \"Create and Manage Enterprise Data Models\"\r\nFOLDER LINK: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Library/Info-Tech%20Documents/Create%20and%20Manage%20Enterprise%20Data%20Models\r\nDocuments:\r\n1. 01-Create-and-Manage-Enterprise-Data-Models--Executive-Brief.pptx\r\n2. 02-Create-and-Manage-Enterprise-Data-Models--Phases-1-3.pptx\r\n3. (This ArchiMate model--not in SharePoint)\r\n4. 04-Enterprise-Architecture-Tool-Selection.pptx\r\n5. 05-Data-Modeling-Playbook.pptx","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"sara-sabr/EA-models","license":"CC0-1.0","sourceFile":"raw-data/github/archimate/InfoTech_EnterpriseDataModel.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:22:35","tags":[],"duplicates":[],"language":"en","elements":[{"id":"44b20886-74b6-4303-9ca6-d3ddaa650481","name":"Business Capabilities","type":"Capability","layer":"strategy"},{"id":"6461df80-9186-4fad-9c37-7d4490c3bcf5","name":"Business Strategy","type":"CourseOfAction","layer":"strategy"},{"id":"9d6486d4-1607-4d1b-99ac-22c8e8cba75f","name":"Register a Case","type":"Capability","layer":"strategy"},{"id":"dba19b5c-6b6f-493a-b0b5-726f9a8858c1","name":"Track a Case","type":"Capability","layer":"strategy"},{"id":"63e30d3f-9d6d-4c13-b22f-5be1bfc37daf","name":"Resolution a 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Business architecture and Conceptual Modelling process","viewpoint":""},{"id":"e4655471-b9c5-4c6d-9705-57b2777f5c4a","name":"Example Data lineage","viewpoint":""},{"id":"8a8a4466-82db-4184-9c04-38ca370d0ff3","name":"Sales Process","viewpoint":""},{"id":"15c7581a-1e79-4507-8e62-e136b77e6e3e","name":"Component","viewpoint":""},{"id":"f9b38bd5-7fba-45e8-9d27-78d5d4e2d0d0","name":"1. Data Model Hierarchy","viewpoint":""},{"id":"90eb03e0-41e8-4eef-9d04-716fd2b1169f","name":"Data lineage Abstracted","viewpoint":""},{"id":"395452c4-9f62-46a3-9c83-c6aa2aeaa41c","name":"Data lineage physical (copy)","viewpoint":""},{"id":"622be1b2-22a3-4bb2-b75e-a3fd9c69282b","name":"Columbia Capabilities and processes","viewpoint":""},{"id":"505f00d8-7de1-4c8a-b801-8fc34cd28cd8","name":"Harvest Party - 1. Reference Model","viewpoint":""},{"id":"dd7c30b8-268b-4341-9a4e-f49c90364fa3","name":"Harvest Party - 2. Operational Model","viewpoint":""},{"id":"3aacd45d-ab35-4dc7-8f38-8c6b8c0ff4a9","name":"Domain Modelling","viewpoint":""},{"id":"38f337ac-4fb8-4606-8e36-1ec395ac7661","name":"Domain Modelling 2","viewpoint":""},{"id":"8369845b-6025-4d54-a67d-f93bb378574e","name":"1. Data Model Framework","viewpoint":""},{"id":"1c133811-7e47-4c0a-9e9e-394e8b918546","name":"1. Data Model Hierarchy with Interfaces","viewpoint":""},{"id":"c4b089b4-cf3a-4465-9e6d-bb06d3e5b542","name":"agile","viewpoint":""}]} \ No newline at end of file diff --git a/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.xml b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.xml new file mode 100644 index 00000000..eb7f6390 --- /dev/null +++ b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.xml @@ -0,0 +1,10395 @@ + + + Info-Tech - Enterprise Data Models + See content in SharePoint 2010: "Create and Manage Enterprise Data Models" +FOLDER LINK: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Library/Info-Tech%20Documents/Create%20and%20Manage%20Enterprise%20Data%20Models +Documents: +1. 01-Create-and-Manage-Enterprise-Data-Models--Executive-Brief.pptx +2. 02-Create-and-Manage-Enterprise-Data-Models--Phases-1-3.pptx +3. (This ArchiMate model--not in SharePoint) +4. 04-Enterprise-Architecture-Tool-Selection.pptx +5. 05-Data-Modeling-Playbook.pptx + + + Business Capabilities + + + Business Strategy + + + Register a Case + + + Track a Case + + + Resolution a Case + + + Conceptual Model + Object Model + + + Author + + + Team Lead + + + Reviewers + + + Member + + + Business Role + + + Phase I - Initial Outline + + + Phase III - Inititial assembly + + + Phase II - In-depth Research, + + + Phase III - Final assembly + + + Submit to publishing + + + QR1 + + + Internal interview (review) + Framework & workflow + + + QR1/2 + + + QR3/4 + + + QR5 + + + QR6 + + + review draft blueprint + Detail review of all slides & deliverables + + + Create/Extend Conceptual model + + + Conceptual ->Logical transformation + + + Identify business domains + + + Logical->Physical Transformation + + + Harvest reference models + + + Harvest existing models & DBMS + + + Refine Physical model + + + Logical->Message model Transform + + + Transform to Vendor Physical Model + + + Sync model with Vendor Catalog + + + Create/Extent messsage model + + + refine (specific) message model + + + Create/Extent Analytical Logical Model + Dimensions and facts + + + Transform to Analytical-DBMS Physical + + + Project start + + + Model Deployment + + + Create message schema artefacts + + + Workshop Team + + + Workshop=inize + + + Create/Extend Enterprise Logical Model + + + Create/Extend Enterprise Physical Model + + + Create/Maintain Vendor enterprise Physical Model + + + Create/Extend Analytical Model + + + Create/Extend Analytical DBMS Physical Model + + + Create/extend logical model + + + Create/Extend Conceptual Model + + + Epic Backlog + + + Data Modelling + + + Agile Development + + + Identify/Enhance Conceptual Domains + + + Enhance Logical Model + + + Transform to physical/message models + + + QA + + + User Acceptance Testing + + + Production Deployment + + + Business Process + + + Enrich/harvest Conceptual Model + + + Transform Conceptual to Enterprise Logical + + + Enhance Logical Model + + + Transform to Enterprise Physical + + + Promote to UAT Physical + + + Promote to Production + + + Data Architect + + + Physical Modelling + + + Modelling + + + External Interviews + + + Architecture + + + Data Architect + + + party + + + Indiv + + + org + + + party Role + + + contact role + + + address + + + emal + + + Industry Reference Models + + + Create/Maintain Conceptual Data Model + + + Harvest reference models + + + Harvest existing models & DBMS + + + Identify business domains + + + Create/Extend Conceptual Model + + + Business SME + + + Identify Business Entities within a domain + + + Business Data Glossary + + + Create/extend analytical Logical Model + + + Create Extend Analytical Physical model + + + Create Extend Message Model + + + Iterative Data Architecture + + + Business Capability Modelling + + + Business Process Modelling + + + Sprint Scoping + + + Semantic Layer + + + Party + + + Organization + + + Household + + + Person + + + Party Relationship + + + Event + + + Party role + + + Address + + + adress role + + + Location + + + Eyewitness + + + Military action + + + Official Document + + + eventlocation + + + Country + + + Subdivision + + + Town + + + Missing Person Case + + + Case + + + CaseEvents + + + Evidence + + + business strategy + + + business context + + + business glossary + + + Missing person + + + Family member + + + Main Business concepts + + + Business Object + + + Business Object + + + Epic Backlog + + + Witness + + + Victim + + + Prospecting + + + Solutioning + + + Deal closing + + + Onboarding + + + Business Process + + + Business Process + + + Salesperson + + + Address Location + + + Physical Location + + + DocketEntry + Any thing related to the case; Letter, answerl opinion; motion + + + Arrest + + + Arrest + + + appl + + + domain/enter + + + industry + + + Domain Modelling + + + Transaction Scripting + + + Data Architect + + + Enterprise Architect + + + Information collection + + + collect eye-witness + + + Track person movement + + + Close a case + + + Business Processes + + + Data Modeller + + + Generate Physical Models + + + Enterprise Logical Model + Relational + + + Message Model + Object Model + + + Enterprise Physical Model + + + DBMS Specific Enterprise Physical Model + + + Database Physical Model + + + XMLModel + + + Message Schema Model + XSD, REST Schemas + + + Analytical Logical Model + Dimensional + + + Analytical Physical Model + + + Datamart Physical Model + + + Enterprise Physical Model(s) + Any physical mdoel: Database, Message et al + + + Pre-Production Enterprise Physical Model + + + Production Enterprise Physical Model + + + Enterprise Logical Model + Any Logical model used: EDW, Datalake, Analytical + + + Conceptual Model + + + Message Model + + + Application Logical Model + + + Application Physical Model + + + Create prospect + + + Create Case and activities + + + Change status + + + Interface used + + + Salesforce + + + Application2 + + + Application1 + + + Application Interface + + + Salesforce Services + + + reference + + + MD + + + Interface Model + + + Customer + + + Customer + + + Mfg-Sales Interface + + + Sales Interface + + + Mfg Interface + + + Customer + + + Customer + + + Manufacturing Customer + + + Sales Customer + + + Sales Customer + + + Manufacturing Customer + + + transformation Function + + + Interface Specification + + + Payload Schema + XSD, JSON Schema artefact + + + DBMS DDL + + + DBMS DDL + + + Datamart DDL + + + Datamart load script + + + DBMS DDL + + + DBMS Catalog + + + Artifact + + + Artifact + + + ETL + + + ETL + + + ETL + + + ETL + + + System Software + + + Appl DB + + + Interim store + + + EDB/ODB + + + EDW + + + DM + + + Interim store + + + ETL + + + ETL + + + ETL + + + System Software + + + System Software + + + Technology Collaboration + + + integration technology + + + ??? cust + + + mfg cust + + + sales cust + + + Inteface Model + + + KPI + + + Enteprise Layer + + + Business Layer + Model with domains + + + Implementation Layer + + + Enterprise + Models avaialable for the enterprise + + + PreProduction + Models rpresenting the Preproduction environment. These models are a subset of the enterprise (development) models as not all development projects gets promoted to pre-production. Only exists in physical format + + + Production + Models that repsent all artefacts deployed to production. Not all components that we promoted to pre-production gets promoted to production due to project cancellation, postponed, change of priorities etc + + + Delivery Train + + + Data Architecture + + + Model LC + + + Application,Layer + + + Junction + + + Business Architecture + + + Junction + + + Sales Domain + + + Fulfillment Domain + + + Manufacturing Domain + + + + + Transformed from + + + Transformed into + + + Transformed into + + + subset of + + + subset of + + + subset of + + + Generated from + + + Generated from + + + Generated from + + + + + + + + + + + + + + + Derived from + + + + + + subset of + + + Transformed into + + + Generated from + + + Generated from + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + flow + + + rework + + + + + + + + + flow + + + + flow + + + next cycle + + + + + + + + + + + + + + + + part of + + + part of + + + + trigger + + + + + + + + + + + + + + + + Transformed from + + + + + part of + + + + + assign to + + + assign to + + + + + + + + + + + + + + + + + + + + + derive + + + + + + Generated from + + + + + + + + + + + + + consulted + + + + + + + + + extract concepts from + + + enriched + + + enriched + + + retrieve + + + + + + + + + + + + + + + + owned + + + consulted + + + lineage mapping + + + + + + + + + + rework + + + based on + + + based on + + + access layer + + + lineage + + + lineage + + + lineage + + + derived lineage + + + lineage + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + sub-type or specialization + + + related + + + + lineage + + + ETL lineage + + + ETL lineage + + + lineage/reference + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + responsible for + + + primary assignment + + + + + + + + + + + + + + + + + + serves + + + serves + + + serves + + + request + + + request + + + request + + + + + + + + + + + + + + + + + derived + + + derived + + + derive + + + + derived + + + assigned to + + + Slower cadence + + + Faster Cadence + + + assigned to + + + + assigned to + + + + + + 1. 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Автомитизированная система "Склад". + + + + + + Google Web Toolkit + + + + Spring Security Framework + + + Промежуточный слой ПО, серверная сторона + + + На ближайшую неделю + + + + + Spring Security Framework + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Tomcat + + + + + Tomcat + + + + Tomcat + + + + Tomcat + + + + + + + + + + + + + + + + + + + + + + + + Продажа или непосредственное использование корп. инф. + + + + + + + + + + + + + + + + + Кроме информации на данный момент производится прогнозирование заполненности склада на ближайшую неделю. Если емкости склада не хватает, то требуется запланировать поставку товара со склада в филиалы, либо отменить одну или несколько ближайших поставок, либо провести реарганизацию в наиболее заполненных секциях. + + + + + + Планирование закупок руководством +Принятие решений о продолжении сотрудничества с конкретными транспортными компаниями по результатах их деятельности + + + + Реализуется с помощью Spring Security Framework + + + + 1) Google Web Toolkit создает javascript-код для клиентской части, тем самым оставляя часть бизнес-логики приложения на клиентской части, что снижает количество запросов к серверу. 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Заинтересованные лица и цели","viewpoint":""},{"id":"bcf5f9b8","name":"3. Границы системы","viewpoint":""},{"id":"89ce5b78","name":"4. Сценарии","viewpoint":""},{"id":"bf012b2f","name":"5. Ограничения и показатели качества","viewpoint":""},{"id":"ca97200b","name":"6. Логическая модель данных","viewpoint":""},{"id":"5e88c6f0","name":"7. Развертывание","viewpoint":""}]} \ No newline at end of file diff --git a/dataset/processed-models/6c4054a4/model.xml b/dataset/processed-models/6c4054a4/model.xml new file mode 100644 index 00000000..ba85a90b --- /dev/null +++ b/dataset/processed-models/6c4054a4/model.xml @@ -0,0 +1,1875 @@ + + + Warehouse model + + + WarehouseAS + Продукт. Автомитизированная система "Склад". + + + Суперпользователь + + + Пользователь + + + Администратор + + + Формирование списков по результатам запросов к БД + Google Web Toolkit + + + Контроля доступа + Spring Security Framework + + + Связь с БД + Промежуточный слой ПО, серверная сторона + + + Прогнозирование заполненности склада по данным БД + На ближайшую неделю + + + Занесение новых объектов в БД + + + Формирование PDF + + + Создание и редактирование данных пользователей + Spring Security Framework + + + Промежуточный слой + + + База данных + + + Поставки + + + Товары + + + Сотрудники + + + Типы товаров + + + Контрагенты + + + Транспортные компании + + + Филиалы + + + Секции склада + + + Транспортные компании DAO + + + Филиалы DAO + + + Контрагенты DAO + + + Секции склада DAO + + + Типы товаров DAO + + + Товары DAO + + + Поставки DAO + + + Сотрудники DAO + + + Data Access Service + + + Пользовательский WEB-интерфейс + + + Браузер + + + Промежуточный слой + + + Сервер + + + Подключение к сети + + + Сервис контейнера сервлетов + Tomcat + + + Сервер БД + + + СУБД + + + Контейнер сервлетов (сервер) (copy) + Tomcat + + + Сервер + + + Application Server + Tomcat + + + Сервис контейнера сервлетов (copy) + Tomcat + + + Клиент + + + Браузер + + + warehouse.nocache.js + + + Сотрудник склада + + + Заведующий складом + + + Руководство компании + + + Специалист по БД + + + Аналитик + + + Уменьшение логистических издержек + + + WEB мастер + + + Упрощение получения необходимой информации + + + Нарушение работы системы путем ввода некорректных данных + + + Тестировщик + + + Разработчик Java + + + Качественная работоспособная система + + + Администратор + + + Отсутствие ошибок в работе системы + + + Взломщик + + + Кража корпоративной информации + + + Незаконное использование корпоративной информации с целью получения выгоды + Продажа или непосредственное использование корп. инф. + + + Нарушение корректной работы компании + + + Устранение конкурентов + + + Поиск несоответствий с требованиями заказчика + + + Постановка новых задач для программистов и базистов + + + Разработка и поддержание наиболее оптимальной, целостной и непротиворечивой БД + + + Постановка полных, ясных и последовательных требований для разработчиков + + + Ведение дел на складе + + + Авторизация + + + Создание нового пользователя + + + Редактирование сведений существующих пользователей + + + Получение информации и поставках + + + Создание или редактирование информации о поставках + + + Распечатка накладной + + + Получение статистики о поставках + + + Получение информации о заполненности склада + Кроме информации на данный момент производится прогнозирование заполненности склада на ближайшую неделю. Если емкости склада не хватает, то требуется запланировать поставку товара со склада в филиалы, либо отменить одну или несколько ближайших поставок, либо провести реарганизацию в наиболее заполненных секциях. + + + Поиск позиции по ID-номеру + + + Язык Java + + + Платформа GWT + + + Решение логистических проблем + Планирование закупок руководством +Принятие решений о продолжении сотрудничества с конкретными транспортными компаниями по результатах их деятельности + + + Недопущение распространения информации за пределы компании + Реализуется с помощью Spring Security Framework + + + Низкая нагрузка на центральный сервер компании + 1) Google Web Toolkit создает javascript-код для клиентской части, тем самым оставляя часть бизнес-логики приложения на клиентской части, что снижает количество запросов к серверу. Вся визуальная часть обрабатывается на клиенте. +2) Google Web Toolkit предоставляет механизм асинхронных вызовов серверных сервис-методов вкупе с AJAX-подобным обновлением страниц, что снижает нагрузку на сервер и канал связи, т.к. не требуется дублировать уже переданную однажды информацию. + + + Персонал склада + + + Минимальная кодовая база + + + + + + + + + + + + + + + + + + + + + + + + + Контроль профилей + + + + + Контроль работы + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 1.Заинтересованные лица + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 2. Заинтересованные лица и цели + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 3. Границы системы + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 4. Сценарии + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 5. Ограничения и показатели качества + + + + + + + + + + + + + + + + + + + + + + + + 6. Логическая модель данных + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 7. Развертывание + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/elements.csv b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/elements.csv new file mode 100644 index 00000000..32846c2d --- /dev/null +++ b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/elements.csv @@ -0,0 +1,99 @@ +"ID","Type","Name","Documentation","Specialization" +"799298e6-cefa-47aa-986f-1ab9d5c10d21","ArchimateModel","(new model)","","" +"6be02ba1-0489-4ea4-b62b-a22d302cbefe","Capability","Capability","This is a documentation test","" +"5382f2ab-3c02-44b3-a26f-ceaff8b4df02","CourseOfAction","Course of Action","","" +"40eb5bd6-4d7c-4c27-98a8-602f935ed405","Resource","Resource","","" +"7d9dd269-b44a-4067-b10c-2c0563f3efea","ValueStream","Value Stream","","" +"2d2786e0-cad0-4684-9bb4-efc806502b18","BusinessActor","a","","" 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+"ce1bdaf3-3759-4df2-b2b9-7e4399042f7e","BusinessProcess","Business Process A","","" +"27d9e8b2-ded2-4eb1-8883-062cd3c8dc14","BusinessProcess","Business Process B","","" +"0e9e5337-c1d5-4465-8966-3c33e7aa9306","BusinessProcess","Business Process C","","" +"04c7398e-14b0-4a69-a61e-b729b94c3488","BusinessProcess","Business Process D","","" +"75dfdfeb-77ae-4b35-812a-2eb131ba18df","BusinessProcess","c","","" +"5a22b53b-0f6d-4aae-8e08-51464d63f5ad","BusinessProcess","c","","" +"eeda300f-6a89-4324-a945-b5a3fe74297e","BusinessProcess","c1","","" +"b6c188e2-5026-4a90-816f-b0cb4c0f87fa","BusinessProcess","c2","","" +"dc41a04d-8386-4300-9aa2-b8d056e6e936","BusinessRole","Business Role","","" +"cc07d17e-8450-4adf-84d1-ea7d92ec01ab","BusinessRole","Business Role A","","" +"ba1e731c-ff79-4b07-8f37-bc57a7eea232","BusinessRole","Business Role B","","" +"81be3358-9765-4163-b708-ec082742157f","BusinessService","Business Service","","" +"fb5ae095-a556-4a8c-8a36-d7250d518ddb","Contract","Contract","","" +"f3b3b99e-31eb-489c-a215-e1f2ed384922","Product","Product","","" +"a7d30fa6-97e1-4d08-b482-c091e6664b00","Representation","Representation","","" +"edfda2a4-44d9-4890-9b47-5f6dc02646f2","ApplicationCollaboration","Application Collaboration","","" +"e0f43547-a404-41bd-9ccb-fbd9911b9605","ApplicationCollaboration","Application Collaboration","","" +"fdfa517d-8d14-4ce7-96c4-7dbab4002dbf","ApplicationComponent","a","","" +"18b75b9f-3939-4432-9117-c461d98c62c0","ApplicationComponent","APP A","","" +"fcb99b01-9ddd-48d7-92bd-e2f8abc92df6","ApplicationComponent","Application Component","","" +"075bb62d-b139-4317-9a86-7ebbe6e1f903","ApplicationComponent","Application Component A","","" +"f2c58f23-4d22-4721-96cb-48446b3630e3","ApplicationComponent","Application Component B","","" +"800d0c20-463b-4de7-9b9a-eb2d4f1e459c","ApplicationComponent","Application Component C","","" +"c974cdb4-7b3a-482b-8c48-eabd1a6e44de","ApplicationEvent","Application Event","","" +"9474f8e3-189e-4038-9aa3-07021dcdcb52","ApplicationFunction","a","","" +"dca66cf0-db00-4600-b0ed-9e7b6e7017fc","ApplicationFunction","Application Function","","" +"dc730608-6513-4a77-b7bb-deb496d677c3","ApplicationFunction","b","","" +"af707643-d2f6-427d-945e-fa78ed59b527","ApplicationFunction","FUNC A","","" +"31df2412-ab11-41f8-aca0-bb17538761fb","ApplicationFunction","FUNC B","","" +"e3481ac8-6efb-47ed-a1ee-3aa06174bdc8","ApplicationInteraction","Application Interaction","","" +"c8c8739c-6129-4a39-a2f7-c9423e42ba3e","ApplicationInterface","Application Interface","","" +"f61a8f36-0ad8-4c5d-869b-4dddeb01fe33","ApplicationProcess","Application Process","","" +"6fa66dd9-df7f-4fa6-86ad-d4f944c4dacc","ApplicationService","Application Service","","" +"68754756-d593-4e81-bb52-f2f693b85853","ApplicationService","Application Service A","","" +"7ab087a8-e6d9-4226-a2ce-42d712b80736","ApplicationService","b","","" +"34088132-b261-4950-9a83-0edb5b04450e","ApplicationService","c","","" +"4ffb22b7-5260-4b71-ae13-231bed0817f4","ApplicationService","SERV A","","" +"144823a3-ecfb-433b-af16-6e60fb4654a1","DataObject","Data Object","","" +"5a3f59c1-46c1-4e55-a7a5-931e29d60a1d","DataObject","Data Object","","" +"7a3905c3-ad99-47be-a33f-a8f99dd0b1e1","Artifact","Deploy A","","" +"45c4824f-d318-4102-a6ef-3afedc21d39d","CommunicationNetwork","Communication Network","","" +"fb367d58-be33-4236-800d-ee8c4accd067","Device","Device","","" +"39c926a3-0000-477e-a917-9a00a49b905b","Device","Device A","","" +"26b7eda2-fd42-4382-a2f6-ee4e50c239e7","DistributionNetwork","Distribution Network","","" +"215e3008-ec12-477e-a3e7-8faacf946465","Equipment","Equipment","","" +"390d68ab-1e1f-4524-92f8-4c0d7ab0322c","Facility","Facility","","" +"cad63317-249b-48f3-89c6-4e229737ddab","Material","Material","","" +"2b9be694-5975-4506-914b-20e022ed877c","Node","Node","","" +"f935291b-77c1-4a3a-851e-1d74fbeb658c","Node","Node A","","" +"5e0dfda4-8cb9-4168-9a19-a75701dcf17b","Path","Path","","" 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+"1493131e-477d-4817-a551-4bb147ec82c1","Driver","Driver","","" +"dcaee901-0c56-44de-80e0-a1c2dc0f1d84","Goal","Goal","","" +"1aef2a19-28fe-4c6a-9273-ea0603ff9a8d","Goal","Goal","","" +"1d954579-af9d-4e98-a7b7-a116935aff76","Meaning","Meaning","","" +"2a0436c3-e57f-4b50-88a1-798012cef218","Outcome","Outcome","","" +"55085a11-fe05-4262-87df-dda8116c037c","Principle","Principle","","" +"9ff9bda5-55d1-449e-8253-071a6cc0cf71","Requirement","Requirement","","" +"2403fb49-d671-4a96-8f55-13cb68185e4a","Stakeholder","Stakeholder","","" +"6ab7f2ae-0028-4f6a-95ea-bc98cb691329","Value","Value","","" +"4043fbcf-7b03-43ea-b584-7dd66ece4e7d","Deliverable","Deliverable","","" +"5358184a-b360-4465-993e-a079af1f7bc9","Gap","Gap","","" +"6b1112e8-2b2f-47f1-bb83-4948ca1099f2","ImplementationEvent","Implementation Event","","" +"30301dbd-300b-4657-b633-44ddea33d1ec","Plateau","Plateau","","" +"9babecb9-3ddf-4b7e-a2b1-80cea14f714d","WorkPackage","Work Package","","" +"321beea6-1381-42b9-8657-d1cbd99e8afc","Grouping","Grouping","","" +"bc0948ad-1881-4415-a09c-054d92b3e54b","Junction","Junction","","" +"2ab6d200-8f6a-4185-b0a4-4f6828107951","Junction","Junction","","" +"8ab8d668-3852-4bf8-a43e-2fcc89c01c79","Location","Location","","" \ No newline at end of file diff --git a/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/properties.csv b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/properties.csv new file mode 100644 index 00000000..5281a9d8 --- /dev/null +++ b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/properties.csv @@ -0,0 +1,13 @@ +"ID","Key","Value" +"6be02ba1-0489-4ea4-b62b-a22d302cbefe","Description","Attribute value string" +"6be02ba1-0489-4ea4-b62b-a22d302cbefe","Maturity","3" +"6be02ba1-0489-4ea4-b62b-a22d302cbefe","Has Owner","true" +"bc0948ad-1881-4415-a09c-054d92b3e54b","Junction_Type","And" +"2ab6d200-8f6a-4185-b0a4-4f6828107951","Junction_Type","Or" 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и минут опоздания +ПРЕПОДАВАТЕЛЬ: вводит данные и нажимает кнопку "Сохранить" +СИСТЕМА: сохраняет данные + + + + + СОТРУДНИК ДЕКАНАТА: нажимает кнопку "Статистика группы" +СИСТЕМА: открывает окно просмотра статистики посещаемости группы + + + + КУРАТОР: нажимает кнопку "вынесение выговора студенту" +СИСТЕМА: отправляет оповещение о выговоре студенту и в деканат, сохраняет данные по выговору + + + + СТУДЕНТ: нажимает кнопку "Загрузить документ" +СИСТЕМА: отправляет сохраняет загруженный документ, отправляет оповещение об этом в деканат и преподавателю + + + + СОТРУДНИК ДЕКАНАТА: нажимает кнопку "Просмотр справок и объяснительных записок студента" +СИСТЕМА: открывает окно просмотра справок и объяснительных записок студента + + + Проект Attendance. Реализован в виде плагина к Sakai. + + + Загрузка фотографии в профиль + + + Добавление отметок о присутствии на занятии студентов или количество пропущенного времени. + + + Просмотр личной посещаемости по предметам за прошедшие недели + + + Просмотр посещаемости групппы за прошедшие недели по определенному предмету + + + Авторизация пользователей + + + Редактирование личных данных + + + Добавление новых пользователей в систему + + + Редактирование прав на просмотр и добавление данных пользователями + + + Добавление отметок о присутствии на занятии студентов или количество пропущенного времени. + + + + + + Иными словами не посещаемость студента занятий, хранящиеся в часах и минутах, максимальное чило зависит от продолжительности занятия + + + + + + + + + + + + Выполняет добавление и просмотр посещаемости + + + Выполняет загрузку оправдательных документов и фотографий профиля + + + + + + Sakai open academic environment -- система для академического сотрудничества. + + + Модуль JCR работает с данными и реализует сервис учета посещаемости + + + + Фреймворк Felix лежит в основе модульной структуры Sakai. + + + Sakai управляет жизненным циклом модулей с помощью Felix. + + + Sakai управляет жизненным циклом сервисов с помощью Felix. + + + Sakai управляет поиском сервисов с помощью Felix. + + + Модуль загрузки файлов реализует загрузку файлов в систему. + + + + + + + + + + + + + + + + + + + + Операционная система необходима для взаимодействия системного софта с компьютером. + + + + Виртуальная машина Java необходима для запуска фреймворка Felix. + + + СУБД необходима для хранения, поиска и доступа к информации. + + + felix.jar - готовый байткод для виртуальной машины Java проекта Attendance. + + + Плагин - единица модульности Sakai. + + + Плагин - единица модульности Sakai. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Оценка успеваемости на смотрах, представление к выговорах м и благодарностям + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + На данной диаграме изображен заинтересованные лица и их цели + + + + + + + + + + + + + + + + + + + + + + + + + + + Система включает наш продукт, и заинтересованных в нем лиц (преречислены), которые имеют к ней доступ и снабжают ее данными и получают интересующие их сведения. + + + + + + + + + + + + Обеспечивает надежную, красивую, функционально правильную реализацию системы. Соответственно достигается путем итогов трудовой деятельности тестироващика(выявление ошибок и так далле), дизайнера(красота и стиль), программиста(правильный функционал). + + + + + + + + Окружающая среда всей системы состоит из ректора и родителей , не имеющих к ней доступ, а только способных просматривать результаты, если угодно итоги деятельности системы.(гости) Они обеспечивают (итоги) достижение целей объектов. + + На данной диаграмме изображены группы- собственно сама система, обеспечивающая система(деятельность самой системы) и окружающая среда(в которой находится наша система) в каждой группе + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + На данной диаграмме изображены связи между реальными людьми и заинтерессованными сторонами. + + + + + + + + + + + + + + + + + + + + + + выговор + + + + + + + + + + + + + + + + + + На данной диаграмме изображены связи между заинтересованными сторонами и их ролями и связь между их ролями соответственно + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + На данной диаграмме изображены заинтересованные лица их цели и отношения реализации целей и практик. + + + + + + + + + + + + + + + + + + Ограничения способов и показатели качества, которыми реализуется система + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + На данной диаграмме изображена логическая модель данных, их связи и собственно они сами + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + На данной диаграмме изображены сервисы, программные компоненты и практики их использующие. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + На данной диаграмме изображено аппаратное обеспечение, программные комопненты, связанные с сервисом путем отношения реализации. + + + diff --git a/dataset/processed-models/c083c0fb/model.json b/dataset/processed-models/c083c0fb/model.json new file mode 100644 index 00000000..0bba93e4 --- /dev/null +++ b/dataset/processed-models/c083c0fb/model.json @@ -0,0 +1 @@ +{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/c083c0fb","archimateId":"c083c0fb","name":"Attendance Model","description":"","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"agentlab/sakai-apps","license":"Unspecified","sourceFile":"raw-data/github/archimate/Attendance.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:44:19","tags":[],"duplicates":[],"language":"ru","elements":[{"id":"80102b66","name":"Attendance Control System","type":"Product","layer":"business"},{"id":"e7b2d9e0","name":"Дядюнов Александр Николаевич","type":"BusinessActor","layer":"business"},{"id":"8834ec2c","name":"Журавлев Дмитрий 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Заинтересованные лица и их цели","viewpoint":""},{"id":"95e295a4","name":"1. Заинтересованные лица и системы","viewpoint":""},{"id":"d1381c21","name":"2. Люди и заинтересованные лица","viewpoint":""},{"id":"eedd7a64","name":"4. Границы системы и интерфейсы","viewpoint":""},{"id":"fb4a7231","name":"5. Сценарии работы с системой","viewpoint":""},{"id":"3855f650","name":"6. Ограничения и показатели качества","viewpoint":""},{"id":"1995711a","name":"7. Логическая модель данных","viewpoint":""},{"id":"a7bda4ad","name":"8. Компоненты и сервисы","viewpoint":""},{"id":"5b0f4933","name":"9. Развертывание","viewpoint":"10"}]} \ No newline at end of file diff --git a/dataset/processed-models/c083c0fb/model.xml b/dataset/processed-models/c083c0fb/model.xml new file mode 100644 index 00000000..97b8e14e --- /dev/null +++ b/dataset/processed-models/c083c0fb/model.xml @@ -0,0 +1,2514 @@ + + + Attendance Model + + + Attendance Control System + Продукт. + + + Дядюнов Александр Николаевич + + + Журавлев Дмитрий Андреевич + + + Ширабокова Екатерина Игоревна + + + Шапкина Евгения Сергеевна + + + Иванов Алексей Михайлович + + + Шапкина Дарья Вячеславовна + + + Ширабокова Ольга Анатольевна + + + Журавлев Андрей Павлович + + + студент + + + Преподаватель + + + Куратор + + + Деканат + + + Добавление информации о посещениях текущего занятия + ПРЕПОДАВАТЕЛЬ: нажимает кнопку "Ввести посещаемость текущего занятия" +СИСТЕМА: открывает окно ввода посещаемости, причем окно ввода дает возможность заполнить количество часов и минут опоздания +ПРЕПОДАВАТЕЛЬ: вводит данные и нажимает кнопку "Сохранить" +СИСТЕМА: сохраняет данные + + + Просмотр статистики посещаемости группы + СОТРУДНИК ДЕКАНАТА: нажимает кнопку "Статистика группы" +СИСТЕМА: открывает окно просмотра статистики посещаемости группы + + + Вынесение выговора студенту, непосещающему лекции или посещаемому не всей лекции + КУРАТОР: нажимает кнопку "вынесение выговора студенту" +СИСТЕМА: отправляет оповещение о выговоре студенту и в деканат, сохраняет данные по выговору + + + Загрузка справок и объяснительных записок по пропускам + СТУДЕНТ: нажимает кнопку "Загрузить документ" +СИСТЕМА: отправляет сохраняет загруженный документ, отправляет оповещение об этом в деканат и преподавателю + + + Просмотр справок и объяснительных записок студентов + СОТРУДНИК ДЕКАНАТА: нажимает кнопку "Просмотр справок и объяснительных записок студента" +СИСТЕМА: открывает окно просмотра справок и объяснительных записок студента + + + Загрузка оправдательных документов + Проект Attendance. Реализован в виде плагина к Sakai. + + + Загрузка фотографий профиля + Загрузка фотографии в профиль + + + Добавление пропущенного времени на занятии + Добавление отметок о присутствии на занятии студентов или количество пропущенного времени. + + + Просмотр личной посещаемости + Просмотр личной посещаемости по предметам за прошедшие недели + + + Просмотр пропущенного времени группы + Просмотр посещаемости групппы за прошедшие недели по определенному предмету + + + Авторизация пользователей + Авторизация пользователей + + + Редактирование личных данных + Редактирование личных данных + + + Регистрация новых пользвателей + Добавление новых пользователей в систему + + + Настройка прав пользователей + Редактирование прав на просмотр и добавление данных пользователями + + + Добавление опоздания на занятии + Добавление отметок о присутствии на занятии студентов или количество пропущенного времени. + + + Студент + + + период времени отсутствия на занятии + Иными словами не посещаемость студента занятий, хранящиеся в часах и минутах, максимальное чило зависит от продолжительности занятия + + + оправдательные документы по отсутствию + + + Преподаватель + + + Пользователь + + + Куратор + + + Attendance + + + Модуль пользователей + + + Модуль учета посещаемости + Выполняет добавление и просмотр посещаемости + + + Модуль загрузки документов + Выполняет загрузку оправдательных документов и фотографий профиля + + + Учетные данные пользователя + + + Предмет + + + Группа + + + Sakai OAE + Sakai open academic environment -- система для академического сотрудничества. + + + JCR + Модуль JCR работает с данными и реализует сервис учета посещаемости + + + Felix + Фреймворк Felix лежит в основе модульной структуры Sakai. + + + Управление жизненным циклом модулей + Sakai управляет жизненным циклом модулей с помощью Felix. + + + Управление жизненным циклом сервисов + Sakai управляет жизненным циклом сервисов с помощью Felix. + + + Поиск сервисов + Sakai управляет поиском сервисов с помощью Felix. + + + Модуль загрузки файлов + Модуль загрузки файлов реализует загрузку файлов в систему. + + + Сервис загрузки файлов + + + Сервис учета посещаемости + + + Сервис пользователей Attendance + + + Сервис пользователей + + + опоздание + + + пропуски (копия) + + + сервис учета + + + + + + Данные + + + + + + Данные + + + отсутствие>=90 минут + + + опоздание<90 минут + + + СУБД + + + Компьютер (сервер) + + + Операционная система + Операционная система необходима для взаимодействия системного софта с компьютером. + + + Java VM + Виртуальная машина Java необходима для запуска фреймворка Felix. + + + СУБД + СУБД необходима для хранения, поиска и доступа к информации. + + + felix.jar + felix.jar - готовый байткод для виртуальной машины Java проекта Attendance. + + + Набор плагинов + Плагин - единица модульности Sakai. + + + Плагин + Плагин - единица модульности Sakai. + + + Работа с данными + + + Преподаватель + + + Студент + + + Тестировщик + + + Дизайнер + + + Родитель студента + + + Деканат + + + Ректор + + + Программист + + + Куратор + + + Разработчик + + + Своевременное добавление информации о посещаемости студентов в систему + + + Имеется статистика о посещаемости студентами занятий + + + Студент всегда в курсе своей посещаемости + + + Все оправдательные документы имеются в наличии в системе + + + Администратор + + + В системе содержится актуальная информация о составе групп + + + Создание работоспособной системы + + + Система контролепригодна + + + Привлекательный внешний вид системы + + + Система соответствует требованиям + + + Правила пользования системой соблюдаются + + + Наличие полной информацией о посещаемости студентов + + + Все недобросовестные студенты отчислены + + + Студент посещает все занятия и не опаздывает + + + Выпуск студентов с высоким качеством знаний + + + Посещение студентами всех занятий без опозданий + + + Наличие отметок о посещаемости занятий, на которых не присутствовал или опоздал + + + Испльзование языка Java + + + Использование фреймворка Felix + + + Использование OSGI + + + Интеграция в систему Sakai + + + Отчисление студентов, неоправданно пропускающих занятия + + + Все пропуски и опоздания занятий задокументированы + + + Модифицируемсть ролей пользователей + + + + + + + Оценка учебного процесса + Оценка успеваемости на смотрах, представление к выговорах м и благодарностям + + + Отчисление, выговор, благодарность + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Передача статистики посещаемости + + + Передача статистики посещаемости + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + статистика посещаемости + + + + + + + + + + + + + + + + + + 3. Заинтересованные лица и их цели + На данной диаграме изображен заинтересованные лица и их цели + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 1. Заинтересованные лица и системы + На данной диаграмме изображены группы- собственно сама система, обеспечивающая система(деятельность самой системы) и окружающая среда(в которой находится наша система) в каждой группе + + + Окружающая среда всей системы состоит из ректора и родителей , не имеющих к ней доступ, а только способных просматривать результаты, если угодно итоги деятельности системы.(гости) Они обеспечивают (итоги) достижение целей объектов. + + + + Обеспечивает надежную, красивую, функционально правильную реализацию системы. Соответственно достигается путем итогов трудовой деятельности тестироващика(выявление ошибок и так далле), дизайнера(красота и стиль), программиста(правильный функционал). + + + + Система включает наш продукт, и заинтересованных в нем лиц (преречислены), которые имеют к ней доступ и снабжают ее данными и получают интересующие их сведения. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 2. Люди и заинтересованные лица + На данной диаграмме изображены связи между реальными людьми и заинтерессованными сторонами. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 4. Границы системы и интерфейсы + На данной диаграмме изображены связи между заинтересованными сторонами и их ролями и связь между их ролями соответственно + + + выговор + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 5. Сценарии работы с системой + На данной диаграмме изображены заинтересованные лица их цели и отношения реализации целей и практик. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 6. Ограничения и показатели качества + Ограничения способов и показатели качества, которыми реализуется система + + + + + + + + + + + + + + + + + + 7. Логическая модель данных + На данной диаграмме изображена логическая модель данных, их связи и собственно они сами + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 8. Компоненты и сервисы + На данной диаграмме изображены сервисы, программные компоненты и практики их использующие. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 9. Развертывание + На данной диаграмме изображено аппаратное обеспечение, программные комопненты, связанные с сервисом путем отношения реализации. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/e8ecca68-8692-400d-9425-b00d60784a26/csv/elements.csv b/dataset/processed-models/e8ecca68-8692-400d-9425-b00d60784a26/csv/elements.csv new file mode 100644 index 00000000..b6a75f88 --- /dev/null +++ b/dataset/processed-models/e8ecca68-8692-400d-9425-b00d60784a26/csv/elements.csv @@ -0,0 +1,9652 @@ +"ID","Type","Name","Documentation","Specialization" +"e8ecca68-8692-400d-9425-b00d60784a26","ArchimateModel","CommonSandbox","","" +"id-d5a575f96a1248c28567a44325da92e1","Capability","Adaptive Identity (Capability)","• Adaptive Identity: +— Support for multiple classes of consumers and participants, whose roles and identity may evolve to meet rapidly evolving ecosystems and new environments +— Ease of maintenance and operation while being agile and easy-to-modify","" +"id-04280a4015cd43a38db5cbecef0609d4","Capability","Analytical Insights and Reports","Analytical Insights and Reports +Enhanced access to quality/trusted data +Ability to collect and consolidate data across sources +Enhanced reports quality (client, service, partner, operations, program outcomes) +Robust data driven insights (client, service, partner, operations, program/policy) +","" +"id-e1a2cc71d991452c8c95cbc7bbb44e70","Capability","Application Monitoring","","" +"id-7fb5a7236526497ca4d0b493c8cecbcc","Capability","Application Security","","" +"id-152b995c91a44fbeb9ecabd2dce89c78","Capability","APT/Anti-malware Detection","","" +"id-02ebf1d62b004275b00936ddb6a48252","Capability","Authenticate Cases (Capability)","","" +"id-5d55799d1c294c2bb50afd4d8e116ace","Capability","Automated Audit (Capability)","• Automated Audit: +— Support for agility and increased complexity without traditional, lengthy processes","" +"id-384c9bed653341c081b0ae41ebbd0cf7","Capability","B10.4 Human Resources Management","10.4 Human Resources Management +The ability to manage all the tasks regarding Human Resources. +For example: Managing the enterprise’s employees, Efficient and effective HR capabilities, Employee commitment and engagement, Rewards and recognition, Culture, Accessibility, Learning and development. +Note: This includes the engagement and ongoing retention of personnel through to the eventual separation of personnel.","" +"id-c977acea80754abcbf20defbcc246c2d","Capability","B10.4.1 Workforce Planning and Analysis (Capability)","10.4.1 Workforce Planning and Analysis +The ability to perform the acquisition of human resources through our internal competition process, in order to ensure that appropriate skills are available when needed","" +"id-f8631159a02a43c19cf930c7c24ef6eb","Capability","B10.4.2 Workforce Management","10.4.2 Workforce Management +The activities related to staffing, recruitment and retention, classification, compensation and benefits, talent management, succession planning, employment equity and official languages. + +Business Sub Capability +Workforce Management + +Comments on Capability +Workforce management comprises the institutional processes that maximize performance levels and consistency of data. The implementation of new processes and standards would increase the quality of work performed by enforcement staff and expand the capabilities in data collection, analytics and intelligence.","" +"id-68449272db844369b9acfa6224e82439","Capability","B10.4.2 Workforce Management (Capability)","10.4.2 Workforce Management +The activities related to staffing, recruitment and retention, classification, compensation and benefits, talent management, succession planning, employment equity and official languages.","" +"id-2dd808dda8dc42529a6a90a013828d49","Capability","B10.4.3 Training and Development Management (Capability)","10.4.3 Training and Development Management +The ability to define the organisation, skills and administrative needs of the enterprise and its employees as well as to develop and maintain staff roles and skills profiles.","" +"id-8223ee10e23e49848c139481919978f9","Capability","B10.6.2 IT Technical Management (Capability)","10.6.2 IT Technical Management +The ability to ensure current and appropriate IT is in use. For example, Application Management, IT Infrastructure Management","" +"id-e445ae4b0b5547308d4c3037052f3c6a","Capability","B10.6.3 IT Service Management & Operations (Capability)","10.6.3 IT Service Management & Operations +The ability to respond to interruptions to IT services to restore service levels. For example: National Service Desk (NSD)","" +"id-071477b06e844b7a9b64338517fa9995","Capability","B10.6.4 Channel Infrastructure Management (Capability)","10.6.4 Channel Infrastructure Management +The ability to provide the technological needs to support the operational real-time management of delivery of the channels","" +"id-1edf6bddf4824249934b6735b9023232","Capability","B11.5 Risk & Internal Compliance Management","11.5 Risk & Internal Compliance Management +The ability to monitor and manage enterprise, operational and project risks within the department. +For example: Identifying, evaluating and managing all relevant risks to the enterprise, A comprehensive, integrated and systematic approach to managing risk across the enterprise.","" +"id-9d2873ba187f498f936582cd6741b7ae","Capability","B11.5.1 Risk Operations Management","Business Sub Capability +Risk Operation Management + +Comments on Capability +Risk management is the identification, evaluation and prioritization of risks followed by the application of resources to minimize, monitor and control the risks to case data. The new solution should support the security of data and the tracking/ control of evidence or edits in the notes taken by the investigator (tracking changes, no deletions…).","" +"id-1ad572e609f8484bbce02a63e35ba4e0","Capability","B9.3 Investigations Management","9.3 Investigations Management +The ability to conduct in-depth investigations into incidents of reported or suspected non-compliance or fraud.","" +"id-49e9ba7e0db54eabb67d87d3e0d4636f","Capability","B9.3.1 Fraud Detection Management","9.3.1 Fraud Detection Management +The ability to manage the activities required to carry out an investigation that delivers an unbiased, data-driven determination as to whether a client is attempting to conduct fraud against the department. + +Business Sub Capability +Fraud Detection Management + +Comments on Capability +The application of data analysis and predicative analytics to reconstruct or detect financial fraud. This requires data collection, data preparation, data analysis and intelligence assessment and then the creation of the necessary enforcement reports. A COTS product will be a data repository for information learned during an enforcement investigation.","" +"id-e548add5f3b54eb696089e229367cf19","Capability","Benefit Delivery Use of Data","Benefit Delivery Use of Data +Risk-related data is captured and available to support early decisions, compliance monitoring and controls mitigation +Improved data quality of documented evidence enhances efficiency and effectiveness of benefit processing and the quality and transparency of decisions +Central repository of business rules information supports effective program delivery, consistent and efficient benefit processes, and agile program change management +Agents have access 360 degree view of client data","" +"529e78f0-79e9-44a6-8b16-76aeecca144b","Capability"," Capability","Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level.","" +"id-c99310608f3749fa813b0273073c2be0","Capability","Capability","","" +"id-9360152dc7104134b813f5034e0392ef","Capability","CASB","","" +"id-56a7771d3e3e46cb81a5365351169435","Capability","Case Creation (Capability)","","" +"id-8f54f49195d04fa4a7e0a7d92df95e3f","Capability","CCCS Cyber Defence ","","" +"id-6caa9f7119d848e3b46057b1fc717b49","Capability","CCCS Dynamic Defence (sensors)","","" +"id-119f44176bb1424f81e0700ffb194de4","Capability","Central Logging Service","","" +"id-d46d2fe3b2274f8fab37145f9ff63ec1","Capability","Client and Account Data","Client and Account Data +Increased transparency for clients on their data, interactions and benefits +Increased client sense of ownership by being able to view and update their personal data directly +Clients and ESDC users have integrated views of client data across programs and services, integrated across service channels +","" +"id-d1395eb6d70d4950a310a58b48c2cc1c","Capability","Client Employment and Earnings History","Client Employment and Earnings History +Enhanced capability to assess data quality and integrity +Preparedness to future transformation opportunities such as ePayroll +","" +"id-9260b45f29c6457ca7bbee8ac0fd190f","Capability","Client Experience Use of Data","Client Experience Use of Data +Easy access to current information across programs and over time (e.g single client view) +Support for digital services including real-time information +Use of personalization and behavioural insights to optimize client experience +","" +"id-19dc09a8cec44ba7b9f98033e5ff81a0","Capability","Client Notification (Capability)","","" +"id-8319dea9cb4c4134bd138065ca5f8d73","Capability","Cloud Security","","" +"id-4e6c120a5e9646f698309d2a0640d8d0","Capability","Context-Specific, Policy-Enforced Data Security (Capability)","• Context-Specific, Policy-Enforced Data Security: +— Holistic approach that reduces risk of exposed data across full lifecycle by best practices for continuous improvement","" +"id-882bebae0fe146bb9828737d64e81156","Capability","Cyber Threat Monitoring, Detection & Assessment","","" +"736034de-d4c8-4d61-adbe-3467422b3ce4","Capability","DACAM","","" +"bc4c5da5-349b-44bd-93da-18968809454a","Capability","DACM","","" +"id-1061bc8599bf4dcbb82d92303c7cf783","Capability","Data Centre Security","","" +"id-543a891f2dc140909aed7a9584f34270","Capability","Data Centre/Cloud Monitoring","","" +"id-e853c08b492a43a9a31c98a0bff10a06","Capability","Data Exchange (Capability)","","" +"id-94c1e7e4f39d4f8ab8a813bcb9ff0479","Capability","Data Masking","","" +"id-a7e1108bfa694a8482c157529d47bc21","Capability","Data Security e.g. DLP","","" +"id-0e998fc5eda547a28178de596fd1c0cd","Capability","Database Security ","","" +"27960348-00c1-4fff-b3ef-21de5faed6b5","Capability","DBCM","","" +"id-43aabd9889274f6db0752f197c3d29ec","Capability","Develop and Leverage Cohesive Horizontal Enterprise Services (Capability)","EA should “publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services”","" +"id-0c8949cad6b343bb81dc50dc55229c11","Capability","DNS/DHCP Security","","" +"id-6a91e6779ad84f54af70df76e5858c59","Capability","DOS/DDOS Prevention","","" +"id-aaeb4970f1cb452998bc0e1992a466aa","Capability","Endpoint Detection Response","","" +"id-d1f2f456ada747b78ac68c5d3e7792a6","Capability","Event Correlation & Behaviour Analysis (ECBA)","","" +"id-8f57f20d1ad04b83a380169eaf350e06","Capability","Find & View Cases (Capability)","","" +"id-b4d1f7df71cd43448eccdf5be4157d99","Capability","Firewalls","","" +"id-74ef4e479c844d16a3e0e1623a10be89","Capability","HIDS/HIPS","","" +"id-8f87b03e7cc9468e9f84e3b5180aa493","Capability","HUB: Centralized Log Monitoring Security Capabilities","","" +"id-cff136d6cdb548d48337dbd2ea62e153","Capability","ICAM","","" +"id-f85ce3c29fed4dcab8550f397c2b7833","Capability","Incident Response & Support","","" +"id-09e820c9b4da4efd947fc2bed49db717","Capability","Infrastructure Monitoring","","" +"id-943e043de5c84e4b97f2aa8b40ac6718","Capability","Infrastructure Visbility & Awareness for Security (IVAS)","","" +"id-875f91d2b7304f9bb85225e7a68ca3fb","Capability","Mainframes","","" +"id-6d715f09e1544cdba78b82046a8deb71","Capability","Metrics (Capability)","","" +"id-3e71e40428ff4119a9572ed57c7ed0f2","Capability","Network Access Control","","" +"id-5a4f28a48bfc4e69a77cb997f3d4381f","Capability","Network Devices","","" +"id-5debdd8f1022447c93da11689c58c850","Capability","Network Flow e.g. Netflow","","" +"id-6b4febdfd50846cd9a51df4f0874a0a6","Capability","Network IDS/IPS","","" +"id-d9d9a6c28e03442e885b29da67df1b2d","Capability","Network Monitoring","","" +"id-4eda348f525442f5942d9ce3e36c349f","Capability","Notify: Eligible / Not Eligible (Capability)","","" +"672e05c8-0b23-42bd-8f1e-c2dfa6f18d1e","Capability","Other Capability ","Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level.","" +"id-b5d2a36d03714369a1bb1ea48b208503","Capability","Policy-Driven Access Control (Capability)","• Policy-Driven Access Control: +— Support for adaptive identity, evolving and agile access to resources (e.g., applications, APIs), and unpredictable relationships between consumers and producers","" +"id-97186816ceca4e318307dbaed66faa0e","Capability","Pre-Qualified Candidate List (Capability)","","" +"id-62cdc37eea2849ca96de4ec413b69050","Capability","Real-Time/Near Real-Time Response (Capability)","• Real-Time/Near Real-Time Response: +— Security Operations Centers (SOCs) with threat and incident response organizations, infrastructure, and processes","" +"id-d151501de8e14bddbd3890418e5c944f","Capability","Receive Attestation (Capability)","","" +"id-d7ffcf57cc4147c5a3836319cc8b17fd","Capability","Receive Attestation (Capability) (copy)","","" +"id-fe185196133f4fc5b9550583ee78de51","Capability","Reports (Capability)","","" +"id-bc7c837b64e34cb5be52d9422c25a28c","Capability","Secure Networks e.g. VPN","","" +"id-1f0ba9d19863444883e10879feb9db93","Capability","Secure Web/Email Gateways","","" +"id-c746714f4e2b43a18e5ceb0911071db6","Capability","Secured Zones (Capability)","• Secured Zones: +— Adaptive and easily configured zones for data that must be protected, such as fraud, Personally Identifiable Information (PII), and Payment Card Industry (PCI) data","" +"id-3afac56f62f941a89eb84c8730c7a0ff","Capability","Securirty Orchestration, Automation & Response (SOAR)","","" +"5ed4fc69-4ea3-4784-ba69-21b9fc646d87","Capability","Security Capability","Definition: High level description of security measure to meet the business need for security. This is to be A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level.","" +"id-1ac3a3067bcc48559891059d07c191e2","Capability","Separation of Concerns (Capability)","• Separation of Concerns: +— Ability to support unpredictable consumers by decoupling security from the underlying resource so that clients of APIs and applications can evolve in a changing digitized environment","" +"id-6cd69170700e4a23a5168645afa2e54b","Capability","Servers","","" +"id-95c54ea892604b77bee573f967da4393","Capability","Service Management Use of Data","Service Management Use of Data +Evolve identity information capabilities to match new capacity and shared identity management services +Standard and integrated data across programs and channels facilitates: +Client access and use of data, shifting demand from staffed channels to self-service, and +Comparable operational and performance data to support more effective channel and workload management +Broad access to data analytics to assess trends and predict service requirements +","" +"id-93e454e8bf224a1cb070c05aa465472f","Capability","SIEM","","" +"id-6c2fe677406242c1960c038f7da22124","Capability"," SIEM","","" +"6a8da057-3273-4938-b3cc-eb1a73a41c2b","Capability","Solution Capability","Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level.","" +"id-41d786d19c284420b6dc47a073e7d1cb","Capability","SPOKE (ESDC): Centralized Log Monitoring Security Capabilities","","" +"c5667999-65c2-4a21-b1ab-72223e19abe4","Capability","T.B. Application Framework","","" +"934baeea-f300-4c90-b562-d7813fbf5435","Capability","T.B. Development Language","","" +"id-a9731cb559af40c5b93929818daf4d4d","Capability","Threat Scope Reduction and Risk Avoidance (Capability)","• Threat Scope Reduction and Risk Avoidance: +— Reduced scope of threats to support agility and support complexity +— Increased complexity and number of communication patterns increasing difficulty of addressing through a data and asset-centric approach","" +"id-9edc90ab842340a7bae9e1684473e72f","Capability","TPA Sync (Capability)","","" +"id-cfae4875013f4928a2d528c6f1ba0887","Capability","Update Case (Capability)","","" +"id-d35dd49c335d42529bf75c229cc92560","Capability","Vulnerability Management","","" +"id-e0a5e5bf21354dfab4fab3ab1feb70c9","CourseOfAction","1. Develop Policies Ensure Canadians Can Use Their Talents, Skills and Resources to Participate in Learning, Work and Their Community","ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies.","" +"id-db86922ebfeb45419496011875573ae8","CourseOfAction","1. Invest In Easy‑To‑Use, Reliable, Modern and Secure IT Systems, Networks and Infrastructure That Support Operations (Course of Action)","Our priorities include: + +making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations +","" +"id-0770c07d4e66456da9d756d046884174","CourseOfAction","11 - Incorporate Digital Principles Into Operations, Programs & Service Design","In order to guide and shape how government information, technology and service delivery will be managed in a new digital ecosystem, ESDC is undertaking the following initiatives: +  CSLP – E-Service Re-Procurement; +  Temporary Foreign Worker System and Webservice Enhancements 2.0; and, +  CSLP - New Brunswick SIN Validation. + +These initiatives will help build a set of digital standards into policy, operations and program development. +In response to the COVID-19 pandemic, ESDC created and rapidly deployed the e-service and eSIN applications. Currently, over 99% of EI applications are currently submitted through digital methods. Additionally, Pensions projects, such as CPP-SIS, are further advancing the availability of e-services for that client segment.","" +"id-ed12d4a4b3d0406494c17f7f6d215ae2","CourseOfAction","2. Deliver Programs To Help Canadians Move Through Life’s Transitions","ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies.","" +"id-d0a86f8350184c308c72a7340704922a","CourseOfAction","2. Develop and Deliver Services That Put Users First (Course of Action)","Our priorities include: + +developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language","" +"id-71f5b3760f794ea480fd97add53fe21f","CourseOfAction","2021–2024 DOSP Priorities And Actions (Course of Action)","The 2021–2024 DOSP provides the strategic direction for the GC’s integrated management of service, information, data, IT and cybersecurity. It sets out priorities and actions to accelerate our efforts. Given our shifting operating environment, we will review this document annually. + +Our priorities include: + +making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations +developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language +improving data-driven decision‑making +getting the most value for the public from the data and information the GC holds +modernizing funding and procurement approaches to support more agile execution practices +acting ethically and in environmentally sustainable ways","" +"id-84ea339b93ec401c842b5a6e9db59509","CourseOfAction","3. Improve Data-Driven Decision‑Making (Course of Action)","Our priorities include: + +improving data-driven decision‑making","" +"id-7dc3adc3099043db89c87cdd8a5a922a","CourseOfAction","3. Provide Income Support To Seniors, Families With Children, and Those Unemployed Due to Job Loss, IIllness or Caregiving Responsibilities","ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies.","" +"id-934d68a78c074ebbb930c22328a10309","CourseOfAction","4. Helping Canadians With Distinct Needs (Indigenous People, Persons with Disabilities, Homeless People, Travelers and Recent Immigrants)","ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies.","" +"id-1a829ef0a1484020aafc53411ae42b88","CourseOfAction","4. Maximize Value From GC-Held Data and Information (Course of Action)","Our priorities include: + +getting the most value for the public from the data and information the GC holds","" +"id-370443852cfe4a85a3e8e2a80ea52f90","CourseOfAction","5. Ensure Labour Relations Stability via Mediation Services","ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies.","" +"id-cbbd418e6bfe4959b5d07decfd4b8805","CourseOfAction","5. Modernize Funding and Procurement to Support Agile Execution Practices (Course of Action)","Our priorities include: + +modernizing funding and procurement approaches to support more agile execution practices","" +"id-be2abd155b6144dcab89654ee965a913","CourseOfAction","57 - Promote digital literacy and collaboration","In order to promote digital literacy and collaboration within the Department, ESDC has developed an Open Source Software (OSS) Management Framework, which encourages employees to contribute to public open source software projects.","" +"id-14f28a399cbe4963acd65bb133303160","CourseOfAction","6. Act Ethically and In Environmentally Sustainable Ways (Course of Action)","Our priorities include: + +acting ethically and in environmentally sustainable ways","" +"id-507caf6f91004759bec8b3f57998bd39","CourseOfAction","6. Promote a Fair and Healthy Workplace","ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies.","" +"id-d45ba7d4bac84cd6a03c47aa976abbd0","CourseOfAction","7 - Shift Culture & Processes Toward Open By Design","In order to encourage a culture of ""Working in the Open"", and the sharing of software development projects, ESDC is developing an Open Source Software (OSS) Management Framework to guide employees. To this effect, the IT Strategy and IT Research team within ESDC has begun working in the open. Existing project teams are increasingly looking to share their source codes and work in the open (e.g. CDO, CAWS). More than 50 GitHub source code repositories have been shared (32 Developer Experience, 11 Developer Community of Practice [DevCoP] and 9 Service Canada). The DevCoP has numerous repositories on GcCode and GitHub, indicating ESDC’s efforts to both promote and align with the DOSP - working in the open, collaborating widely, using open standards and solutions. Over 99% of EI applications are currently submitted through digital methods. In addition, the Pensions projects (especially CPP-SIS) are further advancing the availability of e-services for that client segment as well.","" +"id-74d6fd902e944ddb8af1a9af3bbfc0bd","CourseOfAction","7. Deliver Programs and Services On Behalf Of Other Departments and Agencies","ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies.","" +"id-91f3e3f6ad954285a150cf715e2ccc97","CourseOfAction","70 - Evolve IM/IT management practices, processes and tools","","" +"id-a179365c77784d1b8160268202e0b09c","CourseOfAction","73 - Rationalize investments","In order to keep with enterprise IM/IT governance, ESDC is implementing the PMIS Upgrade and Enhancement. ","" +"id-6ea26bade4fd433f9688d189449351b5","CourseOfAction","74 - Introduce stronger project oversight at the concept phase","In order to enhance and strengthen the oversight function for IT-enabled projects, ESDC is implementing the PMIS Upgrade and Enhancement. ","" +"id-621ed85eeb5c4ed4b16cb9961285bfd3","CourseOfAction","A Modernized EI System","","" +"id-5a705606c422472d8ed92ea911445ece","CourseOfAction","A Modernized EI System","","" +"id-e3260149194443eda4353d1bf314f322","CourseOfAction","Accelerate National Action Plan For The National Inquiry into Missing & Murdered Indigenous Women & Girls’ Calls For Justice","Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action;","" +"id-e603e17a18ae4be2924e514869362a71","CourseOfAction","Achieve Business Outcomes and Deliver Value (Course of Action)","Business Outcome: Focus on the achievement of business outcomes and delivering value.","" +"id-459a250e230d46399a2dca42e0ccbba7","CourseOfAction","Action Online Hate","The Government will redouble its efforts by: +• Taking action on online hate;","" +"id-c6442d5bb9e14371a3be0c3ef62bff32","CourseOfAction","Action Plan for Women in the Economy","The Government will create an Action Plan for Women in the Economy to help +more women get back into the workforce and to ensure a feminist, intersectional +response to this pandemic and recovery. This Plan will be guided by a task force +of experts whose diverse voices will power a whole of government approach.","" +"id-3f6378dbdb0f4e19bb6aaf1000385900","CourseOfAction","Action Plan for Women in the Economy","The Government will create an Action Plan for Women in the Economy to help +more women get back into the workforce and to ensure a feminist, intersectional +response to this pandemic and recovery. This Plan will be guided by a task force +of experts whose diverse voices will power a whole of government approach.","" +"id-7380909ca6584152ad828a17c74c4092","CourseOfAction","Address Extreme Wealth Inequality","In the longer term, the Government will focus on targeted investments to +strengthen the middle class, build resiliency, and generate growth. The Government +will also identify additional ways to tax extreme wealth inequality, including by +concluding work to limit the stock option deduction for wealthy individuals at large, +established corporations, and addressing corporate tax avoidance by digital giants.","" +"id-b7eab426f94d4f9592f0b007b9b6ae82","CourseOfAction","Address Food Insecurity","Just like everyone deserves a home, everyone deserves to be able to put nutritious +food on the table. +The pandemic has made that harder for Canadians. The Government will +continue to work with partners – including directly with First Nations, Inuit, +and Métis Nation partners – to address food insecurity in Canada. The +Government will also strengthen local food supply chains here in Canada.","" +"id-5fc873d161014e30a97b51da94d30be9","CourseOfAction","Address Opiod Epidemic","","" +"id-9ced3180d22642619aeee9882e019b8c","CourseOfAction","Adopt SAFe (Scaled Agile Framework) (Course of Action)","SAFe (Scaled Agile Framework)","" +"id-7386dc6602e241dea67e94e981a697e2","CourseOfAction","Advance Analytics","Advance analytics (planned actions) + +Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy. Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends. Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives. + +TBS, working with departments, will lead the development of requirements for an enterprise analytics platform. + +TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing.","" +"id-552cb91deee848af900306ffc81dd8dd","CourseOfAction","Anti-Racism Strategy for 2019-2022","Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape.","" +"id-85ccd8da952e482a8623d915e6d93701","CourseOfAction","Apply Lean-Agile Transformation (Course of Action)","Lean-Agile transformation","" +"id-6544441a4ed24367b475570a1009a01b","CourseOfAction","Assign Epics To Managers, Features To Leads (Course of Action)","","" +"id-c3db6dae180c4594bfd40952ad2d5621","CourseOfAction","Attract Zero-Emission Investment","The Government will launch a new fund to attract investments in making +zero-emissions products and cut the corporate tax rate in half for these +companies to create jobs and make Canada a world leader in clean technology. +The Government will ensure Canada is the most competitive jurisdiction in +the world for clean technology companies","" +"id-d6d0d88d74c242ec8da74d2a0f2731cf","CourseOfAction","Ban Single-Use Plastics","The Government will ban harmful single-use plastics next year and ensure +more plastic is recycled. And the Government will also modernize Canada’s +Environmental Protection Act.","" +"id-e3730df7458048a19b4b4ff93553b548","CourseOfAction","Be Humble and Open Minded (Course of Action)","Be Humble and Open Minded +Working in the open may seem like putting yourself out there, subject to criticism and judgement of others. + +But remember that no one knows everything. Opening up is an opportunity for you and your team to share what you are working on and enable unique collaboration experiences with colleagues and citizens alike. + +This approach is what made open source software projects so powerful and adopted across the whole world. It is also a good way to align with the Directive on Open Government as mentioned earlier. + +Of course, the official review process can still occur for each major revision of your documents. You simply ensure that in between such versions, the creation process is done openly and enables folks from all backgrounds to contribute.","" +"id-181e38988d184869b48dad23b6d19de2","CourseOfAction","Before-and-After School Program Subsidy","The Government also remains committed to subsidizing before- and after-school +program costs. With the way that this pandemic has affected parents and families, +flexible care options for primary school children are more important than ever.","" +"id-b172be4e847b4438b9b540fe0f84949d","CourseOfAction","Before-and-After School Program Subsidy","The Government also remains committed to subsidizing before- and after-school +program costs. With the way that this pandemic has affected parents and families, +flexible care options for primary school children are more important than ever.","" +"id-0b9364cdf5ec43258e7faa880ee38651","CourseOfAction","Black Entrepreneurship Program","The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities.","" +"id-49504abe16cf4eb7932209cfe190ef32","CourseOfAction","Build A Platform For Enterprise Interoperability","Build a platform for enterprise interoperability (actions underway) + +TBS will continue to work with stakeholders to develop a unified service approach and to create a set of modern integration tools called the GC Interoperability Platform (GCIP). This platform acts as an information broker, enabling the exchange of data and information between enterprise systems, departments and governments. + +The GCIP project will implement a central data exchange where information can be shared securely and reliably between government applications. Three core solutions for financial management, human resource management and information management will be connected to seamlessly exchange information, regardless of the technologies underpinning them. These systems operate on a “tell us once” principle, where data is entered in one system and then reused by multiple other systems, as legislation and policy permit, thus reducing the need for duplicate data entry while improving data integrity and accuracy. + +This work will lay the foundation to link internal departmental information with solutions for delivering programs and services and enable greater GC-wide collaboration when designing digital services. + +TBS will continue to lead the adoption of a common GCIP to support information sharing inside and outside the GC domain. This approach will enable business process improvement within the government and across jurisdictions, leading to improved program and service delivery for citizens and businesses. + +Through the creation and use of a governance framework (policies, directives, guidelines and open standards) for the GCIP, TBS will: +• foster openness and collaboration +• promote digital services +• advance enterprise interoperability and information sharing across the government","" +"id-4419e6573fa641b9b4344c89a3b27c92","CourseOfAction","Business Credit Availability Program Improvement","","" +"id-e6b559d894a24f91a6c3f85bbf84f762","CourseOfAction","Business Credit Availability Program Improvement","","" +"id-08865de39cd4441087fcc0bdf0720d61","CourseOfAction","Canada Emergency Business Account Expansion","","" +"id-7d5b9bf552844323ad6b801497621c51","CourseOfAction","Canada Emergency Business Account Expansion","","" +"id-5ecead74b26549b9af6478d3e8d77832","CourseOfAction","Canada Emergency Response Benefit","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table.","" +"id-74ebb625342541b6be98d942a4474182","CourseOfAction","Canada Emergency Response Benefit","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table.","" +"id-e16a180598154fc08cd124c01f70a0f7","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.","" +"id-c813c951cf7e46079a0e579e909def3e","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.","" +"id-30b2ecf5dca4414a8f1be76feaa754a8","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.","" +"id-68d3955fcef04e419c6cb15324357f34","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.","" +"id-3b6896e9e5314bc1b7c89ef3e47b1f1f","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.","" +"id-0e748d043c924399a08f6151ff071e9a","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.","" +"id-1132cf9f8d55413ea2c7b1841fa9539c","CourseOfAction","Canadian Disability Benefit","A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors","" +"id-e6f37aa74dd94b8ebee191d2936bab1f","CourseOfAction","Canadian Disability Benefit","A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors","" +"id-888e27fdde964b7a839be59ce68eb2b0","CourseOfAction","Canadian Forces Support in Long-Term Care Homes","Members of the Canadian Forces were there in long-term care homes.","" +"id-0141cef731f64f0ab5441d71f97ef1e5","CourseOfAction","CERB & Wage Subsidy Support","Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy.","" +"id-f6345e4523df41fd85f049cedd9fe362","CourseOfAction","CERB & Wage Subsidy Support","Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy.","" +"id-b9626f707eeb4362962b33baeb77cdd8","CourseOfAction","CERB-to-EI Canada Recovery Benefit","With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit.","" +"id-64da04afb127440e8406a9d2e006a19a","CourseOfAction","CERB-to-EI Canada Recovery Benefit","With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit.","" +"id-19630c0cf44f4be9a31c78a46e25245c","CourseOfAction","Champion Greater Horizontality of ESDC's Data Flow","First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +3. Champion greater horizontality in the internal flow of ESDC data in cooperation with Senior Management and data custodians.","" +"id-f9338e9271944d8cb6860ded170c7a9a","CourseOfAction","Champion the Establishment of Data Governance and Data Policies to Improve Data Management","First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +2. Champion the establishment of effective data governance and data policies to improve data management and ensure the validity, availability, and quality of ESDC data. ","" +"id-442e84f72268426795392e6de86b9677","CourseOfAction","Co-Develop First Nations Policing Framework","The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service.","" +"id-45783cb281664e1e8732ed3aafcbd77a","CourseOfAction","Consider 2 Current State Diagrams, 1 For Each DC (Course of Action)","From: Peterson, Sophia +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference","" +"id-5a144e79070e48f0aff288245fd236bb","CourseOfAction","Consider 2 Target State Diagrams, 1 For Each DC (Course of Action)","From: Peterson, Sophia +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference","" +"id-74fbdd5dc9854ff9aff5715511757e01","CourseOfAction","Consider Use of Tags (for Reporting) (Course of Action)","","" +"id-e6ebba9621784ffdbec6c65afb65de48","CourseOfAction","Continue To Put A Price On Pollution","The Government will continue its policy of putting a price on pollution, while +putting that money back in the pockets of Canadians. It cannot be free to pollute.","" +"id-68b5643cfab04d63bb98c242d359ff8d","CourseOfAction","COVID Alert app","Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected.","" +"id-96f9de9872ff4136811580858e6c7b5e","CourseOfAction","Create Canada Water Agency","When the Prairie Farm Rehabilitation Administration was closed by a previous +government, Canada lost an important tool to manage its waters. The Government +will create a new Canada Water Agency to keep our water safe, clean, and +well-managed. The Government will also identify opportunities to build more +resilient water and irrigation infrastructure.","" +"id-4a12d6767e084af68540e90a9bb3501c","CourseOfAction","Create Jobs Cutting Energy Costs","As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses","" +"id-f909ec67f09047b598e39c1b180c7b22","CourseOfAction","Criminal Code Amendments","The Government will work with Parliament on Criminal Code amendments +to explicitly penalize those who neglect seniors under their care, putting +them in danger.","" +"id-9061745fe27e4ad88dc04582f0441015","CourseOfAction","Criminal Code Amendments","The Government will work with Parliament on Criminal Code amendments +to explicitly penalize those who neglect seniors under their care, putting +them in danger.","" +"id-1d2c6d84b9b54566a784b61bfa75e50c","CourseOfAction","Data Governance - Define The Data Management Framework","• Data Governance +Define the roles and procedures that assure the effective management of data, i.e. to ensure that as a critical resource, data is available as needed to support the business and safeguarded to ensure its availability, confidentiality and integrity. ","" +"id-3c77d42acca34bc9908919ceb572b74d","CourseOfAction","Data Masking Strategy","","" +"id-8a05c315446e4cc7ba4d7c416b912f36","CourseOfAction","Data Policy - Consistently Towards Successful Strategy Implementation","• Data Policy Support the strategy with overarching policy that provides guidance to ensure that organization acts in a manner that is consistent with successful implementation of the strategy.","" +"id-2a660970387e4b18b835740d6b3a3c06","CourseOfAction","Data Strategy","ESDC’s Data Strategy has been designed to build capabilities to generate strategic insights, increase opportunities for collaboration and to enable improvements and efficiencies in program, service delivery and internal operations. Through its implementation, the Department aims to provide people with easy, secure, and authorized access to quality data in a way that protects privacy and delivers value for Canadians. +The Strategy is built on six foundations for improved client service and policy: access, analytics, data governance and stewardship, data management, enablement, and people. +Foundations investments include among others: + Master data management (MDM) expansion; + Purchase and installation of ESDC Data Catalogue; + Procurement of SAS (VA); + Data Visualization for Business Solutions; and, + Implementation of and analytics platform and Big Data Appliance.","" +"id-ee0cefd25b3347499a6c931844621357","CourseOfAction","Data Strategy - Data As An Asset","• Data Strategy +Define the path and provisions needed to progress the business management of data as an asset.","" +"id-b4381c5686514c99bc3ec7ac3ed2483a","CourseOfAction","Deliver A Minimum Viable Architecture (MVA) (Course of Action)","Minimum Viable Architecture (MVA): Focus on the delivery of just enough architecture to deliver organizational value. MVA implementation will be achieved through experimenting and pivoting. In fact, the MVA may be an experiment that is preserved, or a pivot based on learnings.","" +"id-95b413520c564c75926f3b9d1b347420","CourseOfAction","Deliver More Trainsit","• Help deliver more transit and active transit options;","" +"id-434311c30175460186a2a49524b09bca","CourseOfAction","Demographic Data Intake Partnerships - Obtain Improved Partner Data","Demographic Data Intake Partnerships +Establish the capability to obtain on a continuous basis partner available data that describes the ever-changing operational environment of the business, particularly the client base and their needs.","" +"id-af2bbd379e554820b890e6b69493fb3b","CourseOfAction","Departmental Application Strategy, data centre consolidation, and cloud adoption","Via the Infrastructure Re-use Branch Initiative, connectivity between the legacy ESDC infrastructure and data centres to the SSC End State data centres is being made available as a selfprovisioning service to allow the migration of certain applications. Further work, resources and funds under the WLM Project will need to be engaged to migrate specific ESDC workloads of the legacy data centres to SSC End State data centres. +In order to complete the migration of the specific ESDC workloads of the legacy data centres to SSC’s End State data centre, the following projects are being migrated as part of the WLM project: + 1-800 O-Canada Business Model Review and Contract ReProcurement; + Emergency Management Application System; + ESDC’s Cloud Implementation Plan is underway to support the departmental application strategy, data centre consolidation and cloud adoption. This includes the Cloud Assessment Framework, Research and Prototyping, and the Cloud Intake process; and, + Making all internal applications accessible over the next three years is a significant outcome of ESDC’s Application Strategy.","" +"id-cc36efc088c24dfba244fb0f019fd6ff","CourseOfAction","Detect & Refer To Investigate Pension Fraud","2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis.","" +"id-9da39b54bbe4439c87dfdef478a5e6c8","CourseOfAction","Determine the Feasibility of Developing a “Tell Us Once” Approach for Government","Determine the feasibility of developing a “tell us once” approach for government (planned actions) +TBS will investigate the “tell us once” approach for the GC from various perspectives to understand possible risks and challenges including: security, privacy, IM and IT.","" +"id-0e8c0dbc598c41cf822642e310fa328b","CourseOfAction","Develop A Master Data Management Program","Develop a master data management program (planned actions) + +In an open and distributed operational environment such as the GC, there is a risk that business-critical data becomes redundant, inconsistent and scattered throughout the enterprise. + +Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability. + +TBS will work with key business owners (for example, the Office of the Comptroller General and the Office of the Chief Human Resources Officer) to establish a government-wide MDM program to formally identify standard data elements and single authoritative sources for key information domains, where appropriate.","" +"id-6a491aa5338c41d2a4bd46e742233caa","CourseOfAction","Develop An Application Programming Interface Strategy","Develop an application programming interface strategy (actions underway) + +APIs are used to reveal GC digital capabilities and can be combined and reused to create digital services. APIs are increasingly becoming the way to facilitate sharing of government data and information and, as such, are foundational building blocks that support the GC’s commitment to digital services. TBS will develop an API strategy for the GC.","" +"id-ba9493b9e90c472c8adaf62797b6ea7c","CourseOfAction","Develop and Implement A Data Vision and Strategy","First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +1. Lead the development and implementation of a data vision and strategy, including piloting the use of innovative techniques like predictive analytics.","" +"id-6925c027ccee450095b0a5b0973aa1e4","CourseOfAction","Develop More IT Fact-and-Evidence Based Analyses","KPI's defined by APM, measured in fact. +Measurable, Reproducible, Automatable. +Formula-driven. +Scale-up to HL Frameworks, i.e. EA's Assessment +Explore Predictive Analytics using the model developed for Technical Debt Remediation. +Aim to change, bring in new things. Opportunity to test that out. EA is more about predictive.","" +"id-34ba84092bcb4b61bfb9c8f2e6688a58","CourseOfAction","Develop WLM-and-CE Roadmap (Course of Action)","ESDC will develop a roadmap based on this assessment to address risks and known technical debt, in concert with the transformation agenda currently underway at ESDC. +This involves migrating departmental applications from existing SSC legacy data centres into new hosting environments. ESDC will work with Treasury Board Secretariat (TBS) and SSC to identify target hosting environments, including Cloud based hosting services operated by the Government of Canada and private industry and at new, state-of-the-art data centres operated by SSC.","" +"id-f41209d5d2d24dac880f03f6e7700829","CourseOfAction","Digital collaboration tools","In support of ESDC’s Accessibility Strategy, ESDC is working on and testing an interdepartmental initiative to replace existing GC tools to ensure availability of more accessible toolsets, where such collaborative tools (i.e. Office 365) used for accessibility follow internationally recognized accessibility standards. ESDC is also working to ensure interoperability of adaptive technologies with the ESDC collaboration toolset. These digital collaboration tools are required for Canadians with disabilities as they continue to face barriers to their full participation in the workplace, which limit their opportunities for career development and advancement.","" +"id-fe726bed11c74a7ebd5ae3ca112d12de","CourseOfAction","Disability Inclusion Plan","","" +"id-ccd54fcc846143918ac9185425926f40","CourseOfAction","Disability Inclusion Plan","","" +"id-bd46b74d47c4424ebc303170d27acc67","CourseOfAction","Distinctions-Based Mental Health & Wellness Strategy","","" +"id-0d596dedbef94c24a49db004661bf34e","CourseOfAction","Early alignment and review discussions starting at the concept phase, and GCEARB","Early EA alignment and review discussions will occur pre-gate 0 in order to support streamlined project proposals, financing, management and governance.","" +"id-05b1bacab6e34d7d87d75a18292b6d03","CourseOfAction","Eliminate Discriminatory Justice","The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive.","" +"id-131c22bc803d41b4a10c98fd3f23a224","CourseOfAction","Eliminate Provincial Trade Barriers","","" +"id-0ac90429fced4628a1c78ade07001231","CourseOfAction","Employer Incentives","","" +"id-9bf7c802e97041a59985093813f82afd","CourseOfAction","Employer Incentives","","" +"id-5aa9d7d50b7d4f5289fcddf42b36a535","CourseOfAction","Employment Strategy","A robust employment strategy for Canadians with disabilities","" +"id-e1569dadc3854e55a02645fb99ab5f8c","CourseOfAction","Employment Strategy","A robust employment strategy for Canadians with disabilities","" +"id-94b95b26a0d44426aa8111bec8b96917","CourseOfAction","Enact UN Declaration","","" +"id-13c66da79b354a19b3111b8a290b627c","CourseOfAction","Enhance Civilian Oversight of Law Enforcement","The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP;","" +"id-9c0c12c3785445f8b6a10f1820a76493","CourseOfAction","Enhance Online Infrastructure To Enable Departments To Release Their Data and Information","Enhance online infrastructure to enable departments to release their data and information (actions underway) + +Having reliable infrastructure in place to ensure the maximum release of government data and information ultimately results in: + +• a platform for Canadians that enables access to open government data and information +• the opportunity to meaningfully engage on related issues +The long-term goals of these activities are to deliver value to Canadians through open information and data that: + +• fosters greater citizen participation in government +• promotes innovation +• creates economic opportunities + +Canada’s Open Data Exchange (ODX) is an organization that helps Canadian companies make use of open data. TBS will work with the ODX to deepen insight into the commercial open data landscape and to understand what challenges need to be overcome in order to make Canadian open data companies more competitive.","" +"id-0fe8f03a766845d2a81b7b62edce3d02","CourseOfAction","Enhancing project oversight","The IT Project Management Officer (PMO) has adopted a continuous improvement state of mind. Currently, ESDC is improving project management oversight activities by: + Reviewing current SDLC methodology. The new SDLC is more modern and is adopting latest market state of the art technics such as agile development and management; + Implementing a process through the IT PMO to manage initiatives that fall off its current project management framework by adapting current oversight techniques and procedures to include any unfitted projects\activities; and, + Improving PMIS system and centralizing ESDC’s project data repository. The IT PMO and Enterprise PMO are actively running those projects.","" +"id-47a1eb7300c749f6bf3ca4588629dcab","CourseOfAction","Ensure High Revenue Entity Wealth Sharing","Web giants are taking Canadians’ money while imposing their own priorities. +Things must change, and will change. The Government will act to ensure their +revenue is shared more fairly with our creators and media, and will also require +them to contribute to the creation, production, and distribution of our stories, +on screen, in lyrics, in music, and in writing.","" +"id-a8acef8a5e7741509bfb1ea446e17338","CourseOfAction","Ensure Privacy (Course of Action)","Ensure Privacy +Public servants who work with citizen data must take great care regarding the privacy of that data and never share it publicly. Working in the open by default is not a concept that applies when working on a citizen’s files and data. + +But it doesn’t mean that even these teams can’t work openly on improving their processes and sharing how they overcomed challenges. As public servants, we should continuously strive to improve our processes, look for new ways of solving issues, and share the results of our research, as long as they are unclassified.","" +"id-6ee2a525200940b998245dc6a9f91664","CourseOfAction","Ensure Worldwide Access To A Vaccine","Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere.","" +"id-893a4d43b3b44491a86e5ee977fada43","CourseOfAction","Enterprise Plans","Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise.","" +"id-32319317938f4209b7229098e74643e5","CourseOfAction","Enterprise Strategic Initiatives","Appendix B: Development of EA Principles +The development of architecture principles is typically influenced by the following : +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). +","" +"id-1c522f6731f44d6b8ad6d7ec04456a0c","CourseOfAction","Enterprise Strategies: ","","" +"id-8fe0491a71e8412bb5b70c1ddb673708","CourseOfAction","Establish Necessary Internal Governance","","" +"id-5a0811d7c2bd4adf89797af6d470963d","CourseOfAction","Event Logging Standization","","" +"id-ad043f45a5a548f0b94466ac8cb7af3d","CourseOfAction","Evolve and Mature The Architecture Roadmap (Course of Action)","Architecture Roadmaps: Focus on evolving and maturing the organization, MVA, and IT capabilities and features.","" +"id-07f9bcfc028641efb3cabe3f0a638618","CourseOfAction","Expand Urban Parks","This pandemic has reminded Canadians of the importance of nature. The +Government will work with municipalities as part of a new commitment to +expand urban parks, so that everyone has access to green space. This will be +done while protecting a quarter of Canada’s land and a quarter of Canada’s +oceans in five years, and using nature-based solutions to fight climate change, +including by planting two billion trees.","" +"id-42f1fa0a7bfe48fba1de7d48dfcedcde","CourseOfAction","Fair Supply Sector Compensation","The Canadian and migrant workers who produce, harvest, and process our +food – from people picking fruit to packing seafood – have done an outstanding +job getting good food on people’s plates. They deserve the Government’s +full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors +receive full and fair compensation for recent trade agreements. Farmers keep +our families fed, and we will continue to help them succeed and grow.","" +"id-d107a56b387b4a2b9f716cee41d07642","CourseOfAction","Fight For Free Trade","The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization.","" +"id-ef802ea94da14a8aad60e9b802811f5f","CourseOfAction","Focus Data Literacy Improvements On Key Staff Who Can Deliver Great Benefits","For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value.","" +"id-d164f3e9c534484ca75aa4222c56d001","CourseOfAction","Focus Governance First On High-Value Data Across The Enterprise","For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value.","" +"id-f0d4952864e04e59ad4ac63c8fe3aa10","CourseOfAction","Focus On Product Lifecycle and Organizational Value (Course of Action)","Product:Focus on the product lifecycle and its organizational value.","" +"id-2cccf69667774ba7930c55506b5cf60f","CourseOfAction","Focus On Providing Insight To Inform and Deliver Organizational Value (Course of Action)","Architecture Insight: Focus on providing insight that informs and delivers organizational value.","" +"id-83d0a2f7ee3b4c88851499f6b736d403","CourseOfAction","Focus On Yielding Limited, Targeted, Consequential Results Over Those Without Long-Term Value","For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value.","" +"id-f915b158286d4047b76540d917f96942","CourseOfAction","Follow Security and Privacy Best Practices (Course of Action)","This time, let’s have a look at how we can accomplish this while ensuring we follow security and privacy best practices.","" +"id-2025f59939684d58925acb809e3313a1","CourseOfAction","GC Digital Operations Strategic Plan (DOSP) 2021-2024 (Course of Action)","The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.”","" +"id-5807824af9b94e23ae29267d6371d2ae","CourseOfAction","GC-Wide Data Collection Approach","The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data;","" +"id-abdcb14a90c844acacf06b068147900a","CourseOfAction","GC-Wide Data Collection Approach","The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data;","" +"id-c6192ccef6994870a39adc5f8c90ce87","CourseOfAction","Help People Remain In Their Homes Longer","The Government will also: +• ...take additional action to help people stay in their homes longer.","" +"id-e1772bdc2217438da573b90455082af8","CourseOfAction","Help Provinces Increase Testing Capacity","The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test.","" +"id-6eea994eda994b47b144d0c497fcae25","CourseOfAction","Identify a Business Lead to Develop a Data Lake Service Strategy","TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing.","" +"id-13977256761c49e6bb45c453bbaa92c6","CourseOfAction","Implement A Platform For External Collaboration","Implement a platform for external collaboration (actions underway) + +Technology makes it easier for citizens, academia, scientists, businesses and government to share ideas and information and to collaborate with one another. TBS will lead the establishment of an external collaboration service provider to host departments and provide them with a dedicated workspace and computing storage for unclassified and transitory data. Cloud pilot projects will test-drive requirements and determine the most suitable platform to meet government business, information and security needs. + +TBS, in collaboration with departments, including PSPC and SSC, provides departments with a secure platform called GCCollab to: + +• share opinions, information and analyses +• collaborate with external partners, academia, businesses, other governments and citizens + +While meeting the government’s requirements for security classification, disposition and recordkeeping, the platform will support an array of functions such as document sharing, co-authoring, assigning tasks, organizing meetings and holding discussions.","" +"id-1158604a6c32443288c148d5020e0d23","CourseOfAction","Implement Firearms Policy","The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada.","" +"id-25335cb351db4bfaa36b5e3a3af70b28","CourseOfAction","Implement GCDOCS","Implement GCDOCS (actions underway) + +Time and productivity are frequently lost due to the lack of consistent tools and systems to help employees store, search and find the information and data they need to do their jobs. Enterprise IM solutions such as GCDOCS streamline and simplify these processes, but they need to be configured properly to make back-end IM processes as invisible as possible to users. + +Automation can provide opportunities to: + +• simplify and streamline key IM processes and practices +• deliver a seamless user experience that relieves burden on individual GC workers + +Furthermore, implementing integrated and standardized solutions across departments can help make it easier for GC employees to find, use and share the information and data they need to do their job, while ensuring consistent, foundational management of GC information assets. Information and data can be leveraged to help departments achieve their business objectives and meet their mandated requirements. + +TBS and PSPC will enhance the government-wide GCDOCS service for departments, including: + +• full deployment by 2022 +• broadening its integration with back office systems +• piloting its use as a tool for increasing the openness of government information","" +"id-c124de3eac7642a89e46aec7c3ea45f3","CourseOfAction","Implement The Truth & Reconciliation Commission’s Calls To Action","","" +"id-7ac5f71799b842f385045c101cea71ec","CourseOfAction","Improve Access To Medicine","The same goes for access to the medicine that keeps people healthy. Many +Canadians who had drug plans through work lost this coverage when they were +laid off because of the pandemic. So this is exactly the right moment to ramp +up efforts to address that.","" +"id-3e6f84f5442f4f6a8925766158c68f73","CourseOfAction","Improve Access To Primary Care","Over the last six months, it has become clearer than ever why Canadians need +a resilient health care system. + +The Government will ensure that everyone – including in rural and remote +areas – has access to a family doctor or primary care team. COVID-19 has also +shown that our system needs to be more flexible and able to reach people at home. +The Government will continue to expand capacity to deliver virtual health care.","" +"id-a9789219c9de42a29915bdcc0915b0cb","CourseOfAction","Improve Data Integration In The Enterprise","It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises.","" +"id-7a7920c0d5934359885dff85cae72eb3","CourseOfAction","Improve Eligibility Process","","" +"id-e44447e1d69f406b91108541453213aa","CourseOfAction","Improve Eligibility Process","","" +"id-c3f04c33053e4558993d651365c1218d","CourseOfAction","Improve ESDC’s Use of Data to Deliver on Priorities & Outcomes","An investment in foundational data capabilities is needed to improve the Department’s use of data to deliver on priorities and outcomes such as: Social Sector Stabilization and Resiliency, Early Learning and Child Care support, causes of chronic homelessness, outcomes sought by Black and other racialized Canadians, and predicting the changing and emerging needs of Canadians with respect to legislated programs.","" +"id-8809f33cf9cd4e7f87bff26ae90b9e39","CourseOfAction","Improve Partner Access to ESDC Data and Drive Innovation Via Uptake and Use","First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +4. Work with stakeholders to improve partner access to ESDC data including public access to open data to support informed decision-making and drive innovation through its uptake and use.","" +"id-a06e368bbe8b41f7b40ab1e13002861a","CourseOfAction","Improving service delivery and compliance with the new Policy on Service and Digital as well as the OneGC Vision","TB’s Policy on Service and Digital is estimated to have 247 requirements applying to the departmental Chief Information Officer (CIO) function. Along with this are key changes, which produce new expectations for Deputy Heads in the areas of service, information and data, technology, cyber security, as well as workforce capacity and capability. To comply with the Policy, a methodological gap analysis was performed by IITB teams to determine the policy-driven requirements based on five themes: + Governance, planning and reporting (as it relates to IT governance and planning within ESDC); + Service Design and Delivery; + Information and Data; + Technology (including automated decision making); and, + Cyber Security and Identity. +The gap analysis looked at IITB’s existing investments and priorities and made 12 recommendations for IITB to either create new initiatives or reprioritize its portfolio of activities. Most of these recommendations are already in progress as part of the IITB Way Forward. The top five prioritized recommendations are: + Clarify the role and responsibilities between the CDO and the CIO; + Establish the role of a designated official for Cyber Security (DOCS); + Review IM/IT and Identity Policies to address redundancy, conflicts, user-centered policy writing, and training; + Harmonize the different service inventories for a single source of truth; and, + Formalize automated decision-making governance at ESDC. +These recommendations reflect the integrated management of functions as expected by the Policy, the increased responsibilities of the CIO, and the unique governance entities within ESDC (e.g. use of a CDO, a Chief Security Officer outside the branch of the CIO, and a tier 2 level committee focused on purely on service). +In addition, the Branches within the Department have been collaborating internally to improve service delivery and digital transformation: + Business Architecture and Alignment Office participates regularly at EA activities as one of the EA domains in developing project architectures; + User Experience Team provides UX research and design services to IT project teams regularly; and, + Business Process Management Team provides guidance and services on business process mapping to IT project teams regularly.","" +"id-5cc2ec7785fa435d82b3df7bdd8c1f75","CourseOfAction","Include Detailed List of All Applications In Annex (Course of Action)","From: Peterson, Sophia +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference","" +"id-934da0ffd0854b79abea189cd3e518de","CourseOfAction","Increase Canada Pension Plan Survivor Benefit","The Government remains committed to increasing Old Age Security once a +senior turns 75, and boosting the Canada Pension Plan survivor’s benefit.","" +"id-2a16f52acd3f4cbd89200a83dfc95c9b","CourseOfAction","Increase Canada Pension Plan Survivor Benefit","The Government remains committed to increasing Old Age Security once a +senior turns 75, and boosting the Canada Pension Plan survivor’s benefit.","" +"id-e2ba1eb687ef49ffbd6c4c94ad6b1241","CourseOfAction","Increase Mental Health Resource Access","","" +"id-c7272c1d084647b88a907801f15c0ade","CourseOfAction","Increase National Housing Strategy Investment","The Government will add to the historic National Housing Strategy announced +in 2017 by increasing investments to rapid housing in the short term, and +partnering with not-for-profits and co-ops in the mid- to long-term. For the +middle class, the Government will also move forward with enhancements to +the First-Time Home Buyer Incentive, including in Canada’s largest cities, +so families can afford to buy their first home.","" +"id-26063516d06946db9844e3625930c858","CourseOfAction","Increase Old Age Security","","" +"id-6d767e0d843646969a786c2ab3ed5008","CourseOfAction","Increase Old Age Security","","" +"id-24133d5ddaba4e509d29cae8186e0920","CourseOfAction","Indigenous Infrastructure","And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment.","" +"id-e86e3d0f9b5947a0aa005ad74f2634d3","CourseOfAction","Integrity Case Management System","","" +"id-3c67a5832722479081782b75237b1372","CourseOfAction","Introduce A Government API Store","Introduce a government API store (actions underway) + +TBS will lead the creation of an API store to support information sharing with Canadians, business and other entities external to government. Departments have already made available a number of APIs. The GC API store will offer a consistent means to discovering APIs and subscribing to them. The store will provide API publishers and users with a central, multi-tenant API management platform that includes: + +• a searchable catalogue +• version control +• automated access provisioning workflows + +Operating under a self-service model, API publishers will be allowed to sign up and benefit from “active documentation” that allows them to drill into API definitions, try APIs and share their feedback in the store’s forum. + +Interoperability, mobile applications and APIs are key elements to supporting digital services for the GC.","" +"id-409d15f534dd481686e628122064ab6a","CourseOfAction","Introduce A Mobile Application Strategy and Framework","Introduce a mobile application strategy and framework (planned actions) + +Canadians and business want to use mobile applications to interact with government data and obtain government services. As part of the overall web strategy, TBS will lead the development of a strategy and framework for the development and management of mobile applications that are easy to use and trusted that will be validated through GC EARB. GC mobile applications will be identified on Canada.ca and available through application stores.","" +"id-014553f011364ebbbb91d3a2c1b65b72","CourseOfAction","Introduce A Strategy Or Use of Open Source Software and Open Standards","Introduce a strategy for use of open source software and open standards (planned actions) + +The use of open source software supports interoperability and information sharing and should be considered in the assessment of IM-IT solutions. Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications, making them more robust and interoperable. The use of open standards ensures interoperability between products and systems, and maintains flexibility within the IM-IT environment. TBS will lead the development of a strategy to set direction for the government on the use and release of open source software and open standards that will be ratified by GC EARB.","" +"id-4b83bd1c4ea543468ddfb5812d40afd3","CourseOfAction","Introduce Free Tax Filing","The Government will also work to introduce free, automatic tax filing for simple +returns to ensure citizens receive the benefits they need.","" +"id-229ffb878a8846b7848940c93bcabd04","CourseOfAction","Invest In Blue Economy","At the same time, the Government will look at continuing to grow Canada’s +ocean economy to create opportunities for fishers and coastal communities, +while advancing reconciliation and conservation objectives. Investing in the +Blue Economy will help Canada prosper.","" +"id-adedc5d890124439a28777ebb1ba59a1","CourseOfAction","Invest In Domestic Vaccine Manufacture","","" +"id-881b5305db524bd2a8dcd0b0c94707f2","CourseOfAction","Invest In Infrastructure","To keep building strong communities, over the next two years the Government +will also invest in all types of infrastructure, including public transit, energy +efficient retrofits, clean energy, rural broadband, and affordable housing, +particularly for Indigenous Peoples and northern communities.","" +"id-ee875462b708487c9c56b69e225a63c0","CourseOfAction","Invest In International Development","The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience.","" +"id-0e20f632468748ebbbd071a2b97c8f27","CourseOfAction","Invest In Vaccine Distribution","And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution.","" +"id-ed4bd3acfeb54adb8c18725bd861533f","CourseOfAction","Investigate Allegations of Benefits Non-Eligibility / Non-Entitlement","2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis.","" +"id-71c6ea1e6b9945b29e31ac399c1c6311","CourseOfAction","Investigate EI Fraud","2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis.","" +"id-99b612da777c42309c9dbc5162037638","CourseOfAction","Investigate Harmonizing SP365 Folders With ""SAS-SAS"" Team (Course of Action)","ISSUE: +URL for SharePoint Folders: https://014gc.sharepoint.com/sites/SAS-SAS/Documents +URL for ""SAS-SAS"" MS Teams Team Shared Folder: https://014gc.sharepoint.com/sites/SAS-SAS2/Shared%20Documents/ +In Teams, the ""Files"" tab in each of the ""SAS-SAS"" Team's Channels is mapped to a different ""site,"" ""SAS-SAS2"". +Ideally these would be the same. We may need to involve the IM Team / SharePoint 365 Support Team in order to + - Determine whether this is even possible + - Figure out how to do it in the most direct, simplest way (at least from an ongoing management pov)","" +"id-d11668926707448c94bf5c343be55915","CourseOfAction","Investigate SIN Fraud","2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis.","" +"id-c0b3af9322bf4fcd8ea69ca01e22333d","CourseOfAction","Keep Canada Competitive","The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage.","" +"id-8c504d6786f643a1ac53d3815ffc47f7","CourseOfAction","Keep SharePoint Access and Permissions Up-To-Date (Course of Action)","https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx +13. Will the site’s security groups migrate? +No. Active Directory lists that are on premise will not be migrated; however the Project Team will recreate them as Azure Active Directory groups with settings activated to enable Owners and Designers to manage their membership after they migrate. + +Please keep your access and permissions up-to-date. You should not wait until your site is scheduled for migration to perform this update. + +https://dialogue/proj/ITCD-RMTI/SAS-SAS/_layouts/settings.aspx +","" +"id-1a5d1454049947169d3b801c28d7bb17","CourseOfAction","Legislate Net-Zero Emmissions By 2050","Canadians also know climate change threatens our health, way of life, and +planet. They want climate action now, and that is what the Government +will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s +2030 climate goal. The Government will also legislate Canada’s goal of net-zero +emissions by 2050.","" +"id-ed69eaf78e5049a7b38050f99f84fe8d","CourseOfAction","Leverage of AI, ML & Automation","","" +"id-dc58f2fdba774a2ab681aae8d397275e","CourseOfAction","Leverage the Agile Manifesto (Course of Action)","","" +"id-6ba2f504910d43d6b5d5c6af5167ea5e","CourseOfAction","List Relevant Data Integration Standards","By listing relevant standards, this document provides a useful body of reference.","" +"id-053547abb9684006999de46c9b18640e","CourseOfAction","Make Zero-Emission Vehicles More Affordable","Make zero-emissions vehicles more affordable while investing in more charging stations across the country.","" +"id-17315b4645054a48a85f069282af67a7","CourseOfAction","Manage Leaks (Course of Action)","Manage Leaks +In software development, we expect that there will be a security issue at some point, while we continue to strive to minimize that eventuality. + +By putting in place a remediation process, we ensure that even if there was to be a leak, appropriate mesures are in place to address it as quickly as possible. And we make sure that everyone knows how to run through the process, if it’s not fully automated. + +For traditional text documents and presentations, reducing the amount of specific data used may help minimize the risks of leaks. However, someone could inadvertently type a password or personal information in a document. + +If that was the case, since it is not software related and automation may not be as easily possible, it would be important that each member of your team is familiar with the departmental Directive on Privacy Breach and know exactly what to do and who to contact.","" +"id-f619cacdec8d4dd1be048460b1b0819a","CourseOfAction","Manage Secrets (Course of Action)","Manage Secrets +In software development, certain parts of the final code may be a corporate secret, such as a private key to a computer resource, passwords, etc. + +These must never be included in the public source code itself but rather be managed separately. + +Since, software source code is nothing more than structured text that can be understood by a computer, the same concept of pulling out secrets parts may be taken with other types of documents. + +This means that when a small part of your work must not be shared publicly, you can exclude it and store it in a secure location instead of locking down the entire document. + +This way, the material that is unclassified can still be made available publicly and may be collectively worked on while the parts that are to be secured can be edited separately only by the select individuals who are authorized.","" +"id-d80f8c60473b43cd8e1d94c1ddd052fc","CourseOfAction","Manage the Community (Course of Action)","Manage the Community +An argument sometimes used for avoiding working in the open is that managing the community may end up being more work than what you get back. Or that receiving external contributions before a certain version is mature enough would slow you down. + +Based on our experience, small and continuous feedback makes the process much less cognitively intensive since contributions usually are smaller and can be more easily integrated in the workflow. It also helps identify issues early on so that side discussions may occur on those specifically. And by continuously reviewing and integrating the feedback, it helps minimize the disruption of the entire creation effort. + +As mentioned before, this approach has to be participatory. It means that you have to set the stage, explain what you are trying to accomplish and welcome those contributions from all around. + +And encourage external folks to comment. Make sure you reply to them either by simply acknowledging you have read their contributions or by letting them know what will be done about it. + +Since we abide by a code of values and ethics, clearly outline what is tolerated and what is not. Be clear within your team that this is something that is beneficial and help new comers to feel comfortable with the process. + +You may be surprised as to who ends up contributing! Be welcoming, open minded, and inclusive. Not everyone has the same background and life experiences. We can learn from everyone and grow better together!","" +"id-917a2bf8fba44a779efe3e78c4b5852f","CourseOfAction","Meet Clean Water Committments","The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities;","" +"id-6f7dfa47e0b3478cbeae7964cd75c45b","CourseOfAction","Migrate Websites to Canada.ca and Assess Options For A Single GC Digital Service Platform","Migrate websites to Canada.ca and assess options for a single GC digital service platform (actions underway) + +The GC’s Web Renewal Initiative will improve Canadians’ access to GC online services through a single online window (Canada.ca). This initiative will bring hundreds of existing sites into one, designed to better meet the needs of Canadians. TBS will develop a new strategy to set further direction on providing a single window to Canadians for all GC information and services and create the conditions required to transition to a single GC service platform.","" +"id-a9b866ece29a45829de6fbf248744e02","CourseOfAction","Modernize Law Enforcement Training","The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force;","" +"id-98bba802687843beb45ab7dff992b86e","CourseOfAction","Move Forward With Clean Power Fund","• Transform how we power our economy and communities by moving +forward with the Clean Power Fund, including with projects like the +Atlantic Loop that will connect surplus clean power to regions +transitioning away from coal;","" +"id-65284b381e0143f1bc153f55089bfb24","CourseOfAction","National Action Plan Against Gender-Based Violence","Women’s safety must be the foundation on which all progress is built. The +Government will accelerate investments in shelters and transition housing, and +continue to advance with a National Action Plan on Gender-Based Violence.","" +"id-a16818d21b4b4bfabd5471067ae97672","CourseOfAction","National Early Learning & Childcare System","It has been nearly 50 years since the Royal Commission on the Status of Women +outlined the necessity of child care services for women’s social and economic +equality. We have long understood that Canada cannot succeed if half of the +population is held back. Canadians need more accessible, affordable, inclusive, +and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a +significant, long-term, sustained investment to create a Canada-wide early +learning and childcare system. +The Government will build on previous investments, learn from the model that +already exists in Quebec, and work with all provinces and territories to ensure +that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour +leaders, that the time is now.","" +"id-0390fae9dd3b448998233d70b47a9724","CourseOfAction","National Early Learning & Childcare System","It has been nearly 50 years since the Royal Commission on the Status of Women +outlined the necessity of child care services for women’s social and economic +equality. We have long understood that Canada cannot succeed if half of the +population is held back. Canadians need more accessible, affordable, inclusive, +and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a +significant, long-term, sustained investment to create a Canada-wide early +learning and childcare system. +The Government will build on previous investments, learn from the model that +already exists in Quebec, and work with all provinces and territories to ensure +that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour +leaders, that the time is now.","" +"id-8ec8049fce9e4b63af6b582d7ef2921a","CourseOfAction","National, Universal Pharmacare Program","The Government remains committed to a national, universal pharmacare +program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay.","" +"id-aa10320e41b645df8365eb8593833b62","CourseOfAction","Obtain Help From The SharePoint Migration Team (Course of Action)","As soon as your site is scheduled, here’s how The Migration Team will help SAS get started: + +Owner Welcome Message from the Project Team +Confirms your migration date and new URL, and introduces you to your role and the information and training that will guide your success. + +Invitation to Owner Orientation Session +Live session provides an end-to-end view of the process - before, during and after migration: + - Critical steps and Your Role + - Before/After View of the Technology + - Top Learning Tips + - Questions & Answers with the Project Team + +Online Resource Centre +Handy information and guidance all in one place, to help you prepare your SP 2010 site for migration and get up-to-speed quickly in SP Online. + +Learning Essentials +A checklist of recommended learning that will help you continue your work in your new SharePoint Online environment.","" +"id-0574d79db6cf43ffa39c80478604be16","CourseOfAction","Open Up At Inception (Course of Action)","Open up at Inception +Part of working in the open is accepting that we don’t know what others may be able to contribute to or when they would be able to jump in to help. By making your documents open at their inception, you put yourself from the get go in a mental state where you expect others to read and possibly participate whenever it makes sense for them, not just when you plan a formal review. In a way, you change how you perceive your own work. + +It’s a normal reaction to think that we can do better before getting feedback, which is why you may be tempted to wait until “it’s good enough to share”. But doing so may lead you to wait until very late in the creation process and you may actually never end up opening up for a variety of reasons. + +For example, you may have to go back and review the document to ensure you haven’t unconsciously added sensitive or classified information, which adds work and delays. Or, you may feel less receptive to feedback as you get closer to a final version of a document since you spent so much time aligning your ideas together and wordsmithing. + +As explained in our previous post, working in the open is a participatory approach which includes public reflection and documentation. The process itself is as important as the final document.","" +"id-c0061db621f642b38bf8ae0e3953ecea","CourseOfAction","Personal Protective Equipment Supply Chain Security","Personal protective equipment has been shipped across the country. + +The Government will also continue to work on getting Canadians the PPE they need. + +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs.","" +"id-ee6f8c86086941cd957edca3b406adad","CourseOfAction","Personal Support Worker Measures","The Government will look at further targeted measures for personal support +workers, who do an essential service helping the most vulnerable in our +communities. Canada must better value their work and their contributions +to our society.","" +"id-7f06c66aadb745f49c04a9e1970bf6c6","CourseOfAction","Personal Support Worker Measures","The Government will look at further targeted measures for personal support +workers, who do an essential service helping the most vulnerable in our +communities. Canada must better value their work and their contributions +to our society.","" +"id-a4d146d6a2bd43eea0bef799e3e6846c","CourseOfAction","Personal Support Worker Wage Top-Up","These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs.","" +"id-678ef760896a4acc8cab1f6ffef9bac2","CourseOfAction","Personal Support Worker Wage Top-Up","These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs.","" +"id-01043803cfdd4b05b236ad443583199f","CourseOfAction","Present ESDC's WLM Journey (Course of Action)","From: Peterson, Sophia +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference +","" +"id-22061a73f81440ddb7f343f6517730f1","CourseOfAction","Promote Awareness and Education Across ESDC On Data Management Best Practices and Processes, and Ensure Knowledge Transfer To Executives and to CDO Staff","First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +5. Work with partners across ESDC, including the Chief Information Officer (CIO), Chief Privacy Officer (CPO), the Departmental Security Officer (DSO), and data stewards, to promote awareness and education across the organization with respect to data management best practices and processes, and to ensure knowledge transfer to departmental executives across the organization and to staff directly working within the office of the CDO.","" +"id-9c81ee0be2e84f7ea4785e6da7bfcce9","CourseOfAction","Promote Key Content To Base (Course of Action)","","" +"id-7ec3619e915942bf9751c40293973ef5","CourseOfAction","Publish In The Open All Reusable Common Artifacts (Course of Action)","EA should “publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services”","" +"id-c86cd100ff324b7e9050f93e4f4b2e11","CourseOfAction","Pursue Faster Testing Technology","At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed.","" +"id-f306bdaea3c545e6b486d58396fd4934","CourseOfAction","Pursue Service Improvements","","" +"id-bc4a86e5ea24446c98954c81eb1f4c6e","CourseOfAction","Ramp Up Contact Tracing & Testing","Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more.","" +"id-d2316343d040491ba12680bddac6e3f8","CourseOfAction","Recognize Key Partner Efforts To Reduce Emissions","• And recognize farmers, foresters, and ranchers as key partners in the +fight against climate change, supporting their efforts to reduce emissions +and build resilience.","" +"id-8762a75cc89f447a838782f83f6a9a3b","CourseOfAction","Reduce Chronic Homelessness","This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. + +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada.","" +"id-60badfbf9dd5450bad46a325c75fd751","CourseOfAction","Reduce Chronic Homelessness","This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. + +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada.","" +"id-d7c24aa80304430583f7c850fc9aac7b","CourseOfAction","Reduce Climate-Related Impacts","As part of its plan, the Government will: +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient;","" +"id-b2706b926ae440549e40d19669d76a4c","CourseOfAction","Safe Return To Class Fund Investment","To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation.","" +"id-26974362273e4442a675faed2eaf592a","CourseOfAction","Safe Return To Class Fund Investment","To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation.","" +"id-fa1533cdbdfa4dffae172c27209b2444","CourseOfAction","Safeguard Program Integrity","2.2.4 Program Alignment Architecture +This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools. + +","" +"id-d0c8624fcd8c4171a4beb39323c64658","CourseOfAction","Secure Access To Vaccine Candidates","In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution.","" +"id-ed6f7326897443b7ab7c402c2a6ed104","CourseOfAction","Set Up Your Environment (Course of Action)","Set up your Environment +Your virtual workspace may consist of a variety of tools and platforms. +Software developers and IT folks may leverage social coding platforms such as Gitlab, Github, GCcode, etc., to collaborate widely with people around the world on source code. +In the Government of Canada, most departments now use Microsoft 365 to varying degrees, which may include Teams, a collaboration platform that ties in multiple products and capabilities. +Whether you are using the corporate collaboration platform or a 3rd party software as service to work in the open, there are a number of things to keep in mind.","" +"id-0478e8cfe19d4010a1f4bba77b9527a2","CourseOfAction","Shift To Community-Led Policing","The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing;","" +"id-e1ea40215669412080cff481873c83f0","CourseOfAction","Social Sector & Infrastructure Investment","To help make that happen, the Government will launch a campaign to create +over one million jobs, restoring employment to previous levels. This will be +done by using a range of tools, including direct investments in the social sector +and infrastructure, immediate training to quickly skill up workers, and +incentives for employers to hire and retain workers.","" +"id-8a8198cdeaa6438391a05da339b4dce6","CourseOfAction","Social Sector & Infrastructure Investment","To help make that happen, the Government will launch a campaign to create +over one million jobs, restoring employment to previous levels. This will be +done by using a range of tools, including direct investments in the social sector +and infrastructure, immediate training to quickly skill up workers, and +incentives for employers to hire and retain workers.","" +"id-a607c0f466ca484f8d24939eb2133484","CourseOfAction","Spoke and Hub Service Model","","" +"id-4e7f79c52cbb47449f270fb17c2dfdab","CourseOfAction","Stand Up For Human Rights & The Rule Of Law","The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united.","" +"id-004dffa981a74f6e91e19b4baa86374a","CourseOfAction","Standardize National Long-Term Care","The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible;","" +"id-5fab96f8de614f10813b4cf00842dd75","CourseOfAction","Stay in Control (Course of Action)","Stay in Control +Your workspace is a very important place: it contains your work and you have a responsibility to ensure its properly secured and controlled. However, that doesn’t mean you can’t open up securely. +Proper access management is required so that we can separate the two main types of users: your team’s members and external contributors. The latter could be a person from within your organization or from the public. +There may be more types of roles available depending on the platforms, but these are the main buckets we think of when working in the open. +Depending on the platform you use, various controls may be offered to let you openly share your documents and your work while remaining in control of its content. +In SharePoint, a platform most often available as “Inner Source” only, a team can open up their workspace by default to their colleagues and create specific folders with more restricted access to privately work on documents only when absolutely required. +With most collaboration platforms, whether it’s SharePoint, Google Docs, etc., there usually is an option to let external contributors consult your documents and add comments but prevent them from making changes directly. This way, you remain in control of the main version but you enable people to stop by and provide feedback on a continuous basis. Additionally, such platforms usually offer a functionality that let the owner of the documents revert changes made by someone else, ensuring that only approved changes remain on your official versions that will be kept for information management purposes.","" +"id-bd10bdac3ea64519843697db4ec0136a","CourseOfAction","Strengthen the Official Languages Act","","" +"id-33761151bc134ded8f7d5d6c6e3a51a9","CourseOfAction","Strengthen the Official Languages Act","","" +"id-d38db90fe8584083955916bf25439142","CourseOfAction","Support Black Culture & Heritage","The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage.","" +"id-72c80b85a15c4be5b02290134cd2828d","CourseOfAction","Support Capacity Building","The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation.","" +"id-f33c71e6aea44294b5ed6afdf3162c3b","CourseOfAction","Support For Hardest-Hit Industries","And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts.","" +"id-c05e1bc2ca1442709911398d595fc2c1","CourseOfAction","Support For Hardest-Hit Industries","And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts.","" +"id-0b1ae80930bb4046818b4a1da5e15a7d","CourseOfAction","Support Health Care Systems Capacity","The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE.","" +"id-d7428a7b378a4dc3b26375c85854dc2a","CourseOfAction","Support Regional Airline Routes","And to further link our communities together, the Government will work with +partners to support regional routes for airlines. It is essential that Canadians have +access to reliable and affordable regional air services. This is an issue of equity, of +jobs, and of economic development. The Government will work to support this.","" +"id-825c396f868a4b7b9c50e745a597147b","CourseOfAction","Support Renewable Energy Investment","• And support investments in renewable energy and next-generation clean energy and technology solutions.","" +"id-e7a67549635c42b1b96011d998e86230","CourseOfAction","Support Sector Transformation Towards Net-Zero Future","Canada cannot reach net zero without the know-how of the energy sector, +and the innovative ideas of all Canadians, including people in places like +British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they +work to transform to meet a net zero future, creating good-paying +and long-lasting jobs;","" +"id-5661978e3a604aac85403d05e7a6aed9","CourseOfAction","Support Seniors with Provinces & Territories","Central to this is recognizing that one of the greatest tragedies of this pandemic +is the lives lost in long-term care homes. Elders deserve to be safe, respected, +and live in dignity. + +Although long-term care falls under provincial and territorial jurisdiction, +the federal government will take any action it can to support seniors while +working alongside the provinces and territories.","" +"id-9b0d213326964c2f8e650dbd0a028512","CourseOfAction","Support Seniors with Provinces & Territories","Central to this is recognizing that one of the greatest tragedies of this pandemic +is the lives lost in long-term care homes. Elders deserve to be safe, respected, +and live in dignity. + +Although long-term care falls under provincial and territorial jurisdiction, +the federal government will take any action it can to support seniors while +working alongside the provinces and territories.","" +"id-3c7dbfaf29374f4b90b6c2c54f0bb485","CourseOfAction","Surveys and Research - Identify Gaps In Available Data","• Surveys and Research Identify gaps in available data that describes the operational environment of the business, and act proactively to fill those gaps.","" +"id-de1bfcc517df4e8e91ed7f1ebe1d166f","CourseOfAction","Target Additional Financial Support to Affected Businesses","Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority.","" +"id-b2d58272a7194b4f96cfad1276a3e99f","CourseOfAction","Target Additional Financial Support to Affected Businesses","Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority.","" +"id-60693e84df3f479088316b2928a4dfcc","CourseOfAction","Think Lean (Course of Action)","","" +"id-808341f6bcd0495b8c7da3c76112a8d5","CourseOfAction","Unified Log Management & Analytics Approach","","" +"id-29ced5b5f0664a6c9d35aff565b12c88","CourseOfAction","Universal Broadband Fund","","" +"id-391b10b1b16941e994a87ad82663dabb","CourseOfAction","Update Canada's COVID-19 Economic Response Plan","This fall, the Government will release an update to Canada’s COVID-19 +Economic Response Plan. This will outline the Government’s economic and +fiscal position, provide fiscal projections, and set out new measures to +implement this Throne Speech. + +This update will make clear that the strength of the middle class, and the +wellbeing of all Canadians, remain Canada’s key measures of success.","" +"id-c0de0d1e35d948d6a318b6332715c67c","CourseOfAction","Update Outdated IT Systems","From researchers developing vaccines, to entrepreneurs building online stores, +this pandemic has reminded us of the power of the knowledge economy, and +how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT +systems to modernize the way that Government serves Canadians, from the +elderly to the young, from people looking for work to those living with a disability.","" +"id-82efa8a8153e418b8bc8c39993160efb","CourseOfAction","Update Outdated IT Systems","From researchers developing vaccines, to entrepreneurs building online stores, +this pandemic has reminded us of the power of the knowledge economy, and +how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT +systems to modernize the way that Government serves Canadians, from the +elderly to the young, from people looking for work to those living with a disability.","" +"id-f6ac9ba473f04f4fbe029dfde61a5433","CourseOfAction","Women’s Entrepreneurship Strategy","The Government will also accelerate the Women’s Entrepreneurship Strategy, +which has already helped women across Canada grow their businesses.","" +"id-a60fc590d88c4ebdad14c57c92d11591","CourseOfAction","Women’s Entrepreneurship Strategy","The Government will also accelerate the Women’s Entrepreneurship Strategy, +which has already helped women across Canada grow their businesses.","" +"id-83e61e960a7a4095a1bfeef741a6a70e","CourseOfAction","Worker Training","We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class.","" +"id-2a0e98c5d3ec4db68300ad1003a29ea0","CourseOfAction","Worker Training","We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class.","" +"id-6217b0d4c8c14eff8afe459493ca85cd","CourseOfAction","Worker Training","We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class.","" +"id-9f2400c2c80f470ba4aaaade59f3e78c","CourseOfAction","Worker Training","We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class.","" +"id-e04d03fd84df462bae750fed394a81a5","CourseOfAction","Youth Employment & Skills Strategy","Another example of how the Government will create jobs is by significantly +scaling up the Youth Employment and Skills Strategy, to provide more +paid work experiences next year for young Canadians.","" +"id-09c519b53497463a9a9f807f532eaaff","CourseOfAction","Youth Employment & Skills Strategy","Another example of how the Government will create jobs is by significantly +scaling up the Youth Employment and Skills Strategy, to provide more +paid work experiences next year for young Canadians.","" +"id-8cf909a92143414c9527cf58261d2a80","Resource","1988 National Bureau of Standards’ Management Guide to Software Reuse (Resource)","1988 National Bureau of Standards’ Management Guide to Software Reuse (PDF 2.2 MB) +https://www.govinfo.gov/content/pkg/GOVPUB-C13-dca04f7b7fc21321e39de88b35b2f1d3/pdf/GOVPUB-C13-dca04f7b7fc21321e39de88b35b2f1d3.pdf","" +"id-97647a3abc884166b7dc2b938fe26524","Resource","2018-19 Survey of Canadians on Privacy (Resource)","https://www.priv.gc.ca/en/opc-actions-and-decisions/research/explore-privacy-research/2019/por_2019_ca/ +Date modified: 2019-05-09 + +Final Report +Prepared for the Office of the Privacy Commissioner of Canada + +Supplier Name: Phoenix SPI +Contract Number: 2R008-180131-001_CY +Contract Value: $66,185.51 (including HST) +Award Date: 2018-10-10 +Delivery Date: 2019-03-11 + +Registration Number: POR 055-18 + +For more information, please contact: publications@priv.gc.ca + +Prepared for the Office of the Privacy Commissioner of Canada +Supplier name: Phoenix Strategic Perspectives Inc. +March 2019 + +This public opinion research report presents the results of a telephone survey conducted by Phoenix SPI on behalf of the Office of the Privacy Commissioner of Canada. The research study was conducted with 1,516 Canadians aged 16 and older February 6-20, 2019. + +This publication may be reproduced for non-commercial purposes only. Prior written permission must be obtained from the Office of the Privacy Commissioner of Canada. For more information on this report, please contact the Office of the Privacy Commissioner of Canada at: publications@priv.gc.ca or at: + +Office of the Privacy Commissioner of Canada +30, Victoria Street +Gatineau, Quebec +K1A 1H3 + +Table of figures +Figure 1: General knowledge of privacy rights +Figure 2: General knowledge of how to protect privacy rights +Figure 3: Concern about protection of personal privacy +Figure 4: Knowledge of how new technologies affect privacy +Figure 5: Views on whether businesses respect privacy rights +Figure 6: Views on whether the federal government respects privacy rights +Figure 7: Concern online personal information will be used to make decisions about people +Figure 8: Concern online personal information will be used or stolen +Figure 9: Security measures taken on mobile devices +Figure 10: Body as Information: Concerns about sharing information in different scenarios +Figure 11: Body as Information (over time) +Figure 12: Effect of privacy practices on willingness to do business with a company +Figure 13: Effect of privacy practices on willingness to do business (over time) +Figure 14: Precautions taken to protect personal information +Figure 15: Use of personal information for gain +Figure 16: Impact of privacy breaches on willingness to share personal information +Figure 17: Understanding of the Government of Canada’s use of citizens’ information +Figure 18: Understanding of intelligence-gathering activities in Canada +Figure 19: Understanding of sources used by Government of Canada to collect information +Figure 20: Comfort with the Government of Canada sharing personal information +Figure 21: Level of control over personal information being used +Figure 22: Entity responsible for privacy protection +Figure 23: Views on companies sharing personal information for purposes unrelated to providing a service","" +"86ed5772-cd99-4712-be83-06bcf62fd22a","Resource","<> Data","","" +"dc1ff0e5-1b81-4300-80e7-cd98eb522afb","Resource","<> Data","","" +"159e1920-3016-467c-998c-d35301ed0786","Resource","<> Data (copy)","","" +"a0c510ff-bccb-40f2-9107-47b23629d257","Resource","<> Application","","" +"b57dc2f4-0db9-4811-b888-94dc72004f23","Resource","<> Application (copy)","","" +"29d3eb2a-6c7a-49e9-8131-3aae5e756f89","Resource","<> Finacial","","" +"514a227a-159e-4bc3-ba61-9f612aea76da","Resource","<> Finacial","","" +"25d0ebbc-c2ab-4982-89a5-942fe46346c1","Resource","<> Reputation ","","" +"398f3c52-b0fa-4548-8533-604195d1c8e6","Resource","<> Reputation ","","" +"79a13e82-3be0-45bd-a97c-17d6edb600b2","Resource","<> Reputation (copy)","","" +"id-fe5e0056eee24067bbc3d73298d5a977","Resource","A working definition of Government as a Platform (Resource)","A working definition of Government as a Platform, is an essay from Richard Pope presenting how governments can become platforms from which citizen services can be designed by reusing components and services. +https://medium.com/digitalhks/a-working-definition-of-government-as-a-platform-1fa6ff2f8e8d","" +"1495ba38-6b41-4521-a32c-d90ef1faa45d","Resource","Asset","Asset is a valuable resource owned by the organization and needs to be protected for loss. It can be tangible, intangible and human asset.","" +"6448ee50-8b74-4244-a962-409e3fbc5989","Resource","Asset","Asset is a valuable resource owned by the organization and needs to be protected for loss. It can be tangible, intangible and human asset.","" +"844fdeb0-0d1b-4172-8e1f-5f8c52f92376","Resource","Asset at Risk","","" +"id-f4242fca0ff64915ab54a0f8791cdee6","Resource","Citizen First 8: An in depth look at how citizens experience government services (Resource)","https://citizenfirst.ca/research-and-publications/citizens-first + +The Citizens First series takes an in depth look at how citizens experience government services. Over the years, Canadians have been asked what they think about the delivery of public services, what are their expectations, and what they see as the priorities for improvement. + +Use the research findings to gain a deeper understanding of how citizens experience government services. This knowledge enables you, as a service provider, to improve service based on a citizen perspective and empirical evidence. + +Background +Originally published in 1998, Citizens First was coined as a landmark study that focused on citizen-centred service delivery. Over the years, the Citizens First series has changed and grown, introducing new elements and increasing the depth of understanding of how citizens experience government services. + +The Citizens First series has established the gold-standard for research on public sector service delivery, not only in Canada, but around the world. The distinctive methodology and approach have equipped public sector managers with the tools they need to identify action priorities for service improvement in the public sector. +– Ralph Heintzman","" +"id-e74209ce62514bd18bd4df3b6be37f7f","Resource","Common Components for DigitalBC (Resource)","Common Components for #DigitalBC, a blog from Jaime Boyd, British Columbia’s CIO, on re-usable building blocks, used together, or separately. +https://jaimieboyd.medium.com/common-components-for-digitalbc-99e0cc2befb4","" +"id-a998e51996544be8832efe5c5b82b262","Resource","Gartner's Data Governance Discussion Paper For ESDC (2014)","“In 2013 Gartner was contracted to provide a review of the Information Security Practices of Employment and Social Development (ESDC). Among their recommendations was one with respect to “improving governance”. In the course of researching that recommendation in more detail and exploring related strengths and weaknesses across the continuum of ESDC’s management of information security, it became apparent that a key driver of risk was inconsistent or inadequate enterprise leadership, policy, and process in the area of data management”. Data Governance Discussion Paper, Gartner for ESDC IITB, March 20, 2014.","" +"id-35287825a88d469e891a29fbae506b41","Resource","GC Enterprise Architecture Framework - Application Architecture Guide","Application architecture +Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases. + +Use open source solutions hosted in public cloud +select existing solutions that can be reused over custom built + How to achieve: + * Summarize how the architecture leverages and reuses existing solutions, components, and processes including: + * Existing processes being reused or leveraged; + * Existing solutions being reused or leverage, and; + * Existing components being reused or leveraged. + Tools: + * Target State Architecture + * Interim State Architecture + * EA Assessment + +contribute all improvements back to the communities + How to achieve: + * Summarize how the team will align to the TBS Guidance on Open Source Publishing to support the production of better solutions + * Summarize how the team will leverage/has leverage the Open Source community + Tools: + * Target State Architecture + * Interim State Architecture +register open source software to the Open Resource Exchange + How to achieve: + * Summarize how the architecture will leverage the Open Resource Exchange. + * Summarize how the architecture will utilize APIs to support Open Data feeds + Tools: + * Target State Architecture + * Interim State Architecture +Use software as a service (SaaS) hosted in public cloud +choose SaaS that best fit for purpose based on alignment with SaaS capabilities + How to achieve: + * Summarize how the recommended SaaS is the best fit for purpose based on alignment with SaaS capabilities of SaaS provider and Dept/SSC + Tools: + * Option analysis +choose a SaaS solution that is extendable + How to achieve: + * Summarize how the recommended SaaS is extendable + Tools: + * Option analysis + * EA Assessment +configure SaaS and if customization is necessary extend as open source modules + How to achieve: + * Summarize how the recommended SaaS can be customized through Open Source modules. + + Tools: + * Option analysis + * EA Assessment +Design for Interoperability +design systems as highly modular and loosely coupled services + How to achieve: + * Summarize how the architecture supports the implementation through: + * Simple independent functions + * Highly modular + * Loosely coupled + * Deployed into a container that has just a single application with the ability to build the smallest image + Tools: + * Target State Architecture + * Interim State Architecture +expose services, including existing ones, through APIs + How to achieve: + * Summarize how the architecture exposes functionality as services and these services are accessible through common methodologies + * Summarize how the architectures aligns to the Government of Canada Standards on APIs + Tools: + * Target State Architecture + * Interim State Architecture +make the APIs discoverable to the appropriate stakeholders + How to achieve: + * Summarize which APIs will be published to the ESDC API store + * Summarize which APIs will be published to the GC API store + * Summarize the rational for not publishing APIs to an API store + Tools: + * Target State Architecture + * Interim State Architecture +Design for Interoperability, Proposed amendment Jan 8, 2021 +design systems as highly modular and loosely coupled services + How to achieve: + * +make all services available through a well-defined interface, such as an application programming interface (API) + How to achieve: + * +all APIs with potential for cross-departmental, inter-jurisdictional, or public consumption must be published to the GC API Store + How to achieve: + * +use the Canadian Digital Exchange Platform (CDXP) for data exchange where suitable (e.g., GC Event Broker for asynchronous messaging)","" +"id-26b75b2edb64427d9082cecc897e383f","Resource","GC Enterprise Architecture Framework - Business Architecture Guide","Business Architecture + +Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus. +Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs +Clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service +In order to ensure that a service will be able to meet the users and stakeholders' needs, it needs to understand what needs it is trying to provide service for, who their users and stakeholders are, both internal and external. +Once the needs, the users and stakeholders are defined, then a service provider can proceed to create a stakeholder mapping to further understand the relationship between the service and the users & stakeholders, ie. how a change in one component impacts the other. +From there, the service provider can conduct need analysis of its users and stakeholder to develop a program, a policy or a service that meets their needs (this practice may also be known as stakeholder requirements or value mapping). +This exercise can also help define the limitation/scope of the program/policy/service to better manage the expectation of their users/stakeholders. + + How to demonstrate that the project fulfils this framework: + * summarize the needs and outcome of each key external and internal stakeholders in scope of the architecture + * demonstrate how the architecture is focused on the needs and outcomes of internal and external stakeholders + Tools: + * Business Case + * Stakeholder (Actors, Roles, Organizational Units) Mapping & Stakeholder requirements + * Outcomes + * Business Process Map + * Value Stream and Value Mapping + +include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service +To ensure that a service can be used by all its users, it is important to note the specific requirements for specific users and to that extent, it is important to take note and apply the policy that governs the service standards when providing service to the specific user groups. +This will in turn enable the service to be far-reaching and more inclusive to all its users. + + How to demonstrate that the project fulfils this framework: + * Outline what policies constrain the architecture + * Outline positive and negative impact the policy has on the architecture to meet the needs of the stakeholder + * Outline how architecture supports full spectrum of service design and user experience + Tools: + * User Interface Design Principles + +perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making +When a service has an in-system developed automation for decision making, it is essential that the service perform AIA, to ensure that the result of this decision making is impartial and fair, and the impact of that decision would be the same as if the decision is made manually, only faster. +The use of this type of system must closely follow the Directive on Automated Decision-Making. + + How to demonstrate that the project fulfils this framework: + * Provide the impact level based on the completion of the conceptual AIA + * Describe how the architecture will address the recommendations coming from the AIA + * Describe how the architecture meets the directive's requirements for the impact level + Tools: + * AIA Results (Conceptual) + +Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels (for example, lean process) +When creating a service, make sure the service delivery is modeled end-to-end to make sure the intended end users can actually reap the benefit of the service being offered. +Go through the business process map step-by-step to ensure all points/nodes within the process behaves expectedly resulting in an intended outcome. +Ensure all points/nodes within the process is optimized. +Create all possible positive and negative scenarios that can possibly occur. +Then go through different possible scenarios to ensure the service is still being delivered correctly, effectively and efficiently. + How to demonstrate that the project fulfils this framework: + * Summarize the delivery of value to customer across the architecture’s business ecosystem and the contribution of each stakeholder to the value + Tools: + * Business Process Map + * Business Impact Assessment + * Value Stream and Value Mapping + +Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada +identify which departmental/GC business services, outcomes and strategies will be addressed +To ensure that the Government of Canada provide the best service to its citizen, the services provided needs to be cohesive, ie. the work conducted by each department needs to complement each other to avoid overlap and to ensure continuance of service from one department to another. +In order for a service to be meaningful, it needs to be tied into the driver of why the service is required and the outcome expected from a departmental mandate. The service can affect the mandate directly/indirectly, however, one needs to justify the needs of the service in relation to the actual mandate of the department. + + How to demonstrate that the project fulfils this framework: + * Outline the GC/Departmental Strategies the architect aligns and/or implements + * Describe the architecture's contribution to realizing the appropriate outcomes of the strategy + Artifacts: + * Drivers + * Outcomes (intimidate and ultimate) + * Business services (External) + +establish metrics for identified business outcomes throughout the life cycle of an investment +Once we know which outcome that a service is tied into, and whether or not it is directly affecting the outcome expected, we need to be able to justify the effort required to build the service vs. the outcome exerted by the service. +We need a way to quantify the impact of this service / establish a metrics for this service. +This is an important step to ensure that we can prioritize the effort correctly to identify and build the right service that is of high priority with the budget assigned. + How to demonstrate that the project fulfils this framework: + * What are the metrics used to ensure that the outcomes are being realized + * What data is required for the metrics and identify how any gaps in the data will be addressed. + Tools: + * Value Stream (Measure KPI linked to benefits outcomes and objectives) + +translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation +Once we understood the outcomes and strategy to achieve the outcome, we need to translate it into business capability implications. Historically, the Business Capability Model is a common vocabulary between business, development and operation. +When the plan conveyed is understood by the development and operation, it would be easier to obtain the system required. +Having an open communication between the various teams also helps in getting the right solution that closely match the business requirement. + How to demonstrate that the project fulfils this framework: + * Outline the business capabilities involved in achieving each outcome + Tools: + * Business Impact Assessment + * Departmental BCM + * GC BCM (mapping to D BCM) + * Value Stream +Promote horizontal enablement of the enterprise +identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders +In creating any service, we always need to go back to think about the users/stakeholders. Put ourselves in the users'/stakeholders' shoes. If we are at the receiving end of the service, what kind of experience do we get when we are trying to get the service. Does the user need to know where to get related services, or can we provide them with a seamless service, a cohesive service ? How do we provide a good experience to the users / stakeholders ? +We need to start thinking more of an enterprise level, starting at the departmental level first. How can we enable this service across the department ? Is there any opportunity to reuse what we have in other areas of the department ? What do we need to do to leverage this process ? +We need to plug in to community of practices, network of expertise or other working groups in order to exchange information, understand the various obstacles experienced by others, get lessons learned from others' experiences, share lessons learned, learn from others how they overcome similar obstacles in their work, share your solutions to others. + How to demonstrate that the project fulfils this framework: + * Summarize the departmental / GC opportunities where the architecture could be reused + * Summarize departmental/GC architectures that impact or influence the ability of the user having a cohesive experience + (what are the plans to ensure user has a cohesive experience across these architectures and the ecosystem) + Tools: + * Business Capability + * Departmental Value Stream model + * Projects to Value Stream Script + +reuse common business capabilities, processes and enterprise solutions from across government and private sector +If there is a business capabilities, processes or enterprise solution that can be utilized in creating the service, eg. perhaps during the exchange of information from working groups, community of practices, workshops or even from working with private sectors, that are proven to work, we should consider using it prior to inventing our own. +This will optimize the time required to build the approach or the solution. Rather than having to proof the concept or solution actually works, use the ones that have a proven record. + How to demonstrate that the project fulfils this framework: + * Describe the plan and approach to standardize the realization of the business capability so it can be reused within the department and GC + Tools: + * Projects to value Stream Script + * Business Capability Heat map + +publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services +Going back to the previous point on thinking at an enterprise level, one of the ways to enable a service that we build across the GC is by having it published in the open for other departments to see and re-use. Then and only we can create a cohesive horizontal enterprise services to create a cohesive experience to the users / stakeholders. + How to demonstrate that the project fulfils this framework: + * Outline the plan to allow other public sector organizations to reuse the common capability + Tools: + * Business Capability Heat Map + * Projects to Value Stream Script","" +"id-52f4ae0a055f4c538e1f4434ef79addb","Resource","GC Enterprise Architecture Framework - Information Architecture Guide","Information Architecture + +Information architecture includes both structured and unstructured data. The best practices and principles aim to support the needs of a business service and business capability orientation. To facilitate effective sharing of data and information across government, information architectures should be designed to reflect a consistent approach to data, such as the adoption of federal and international standards. Information architecture should also reflect responsible data management, information management and governance practices, including the source, quality, interoperability, and associated legal and policy obligations related to the data assets. Information architectures should also distinguish between personal and non‑personal data and information as the collection, use, sharing (disclosure), and management of personal information must respect the requirements of the Privacy Act and its related policies. + +Collect data to address the needs of the users and other stakeholders +assess data requirements‑based program objectives, as well users, business and stakeholder needs + How to achieve: + * Summarize how the architecture meets the data needs of the users and other key stakeholders including: + * How does the data asset contribute to outcomes/needs of the user and other stakeholders + * Gaps in the existing data assets to meet the needs of the users and other stakeholders and how the architecture addresses these gaps + * Gaps in data collection and analysis and how the architecture is addressing it so that department can ensure that we are serving the members of our society + * Alignment to the data foundation of the departmental information/data architecture practice + * Alignment to the theoretical foundation of the departmental information/data architecture practice + Tools: + * For Data Foundation – Implement: + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform + * Stakeholder Requirements + * Solution Requirements +collect only the minimum set of data needed to support a policy, program, or service + How to achieve: + * Summarize how the architecture aligns to “collect with a purpose” including: + * What is necessary (as opposed to what is sufficient) to meet the stakeholder need + * Supporting Performance Information Profiles (PIPs) used to assess a progress towards target and broader objectives + Tools: + * Value Stream (Value Item and Value Proposition – Context on What we measure) + * KPI Linked to benefits outcomes and objectives +reuse existing data assets where permissible and only acquire new data if required + How to achieve: + * Summarize reusability of the architecture’s data assets given: + * Context of data assets and user and stakeholder needs + * Data quality and fit for purpose + * Privacy and Security Regulatory Framework + Tools: + * Legislative / Regulations +ensure data collected, including from third-party sources, are of high quality + How to achieve: + * Summarize how the architecture meets the data quality requirements of third-party sources: + * Data quality meets fit for purpose + * Data quality dimensions including: + * Relevance, + * Timeliness + * Consistency, + * Reliability, + * Interpretability, + * Usability + * Data quality mechanism + Tools: + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform +Manage and reuse data strategically and responsibly +define and establish clear roles, responsibilities, and accountabilities for data management + How to achieve: + * Summarize how the architecture assists in defining key data management roles and their responsibilities to ensure data is correct, consistent, and complete including: + * Identifies the data steward responsibilities; + * Identifies the data consumer responsibilities, and; + * Identifies the data custodian responsibilities. + Tools: + * Stakeholders + * Business Process Model + * Functional Requirements + * Business Glossary +identify and document the lineage of data assets + How to achieve: + * Summarize how the architecture’s data assets demonstrate alignment with department's data governance and strategy including: + * Alignment to the data foundation of the ESDC information/data architecture practice + * Alignment to the theoretical foundation of the ESDC information/data architecture practice + Tools: + * Target state (solution data elements) + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary + * Departmental Data Strategy +define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + How to achieve: + * Summarize for each key data assets: + * Retention and disposition schedules + * Disposition process + Tools: + * Target state (solution data elements) + * Non Functional Requirements + * IM Best Practices and Standards +ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + How to achieve: + * Summarize how the architecture enables interoperability, reuse and sharing to the greatest extent possible within and across departments + * Summarize how the architecture avoids data duplication + Tools: + * Target State + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) +contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data + How to achieve: + * Summarize the alignment to departmental/GC: + * Data taxonomy structure + * Data classification structure + Tools: + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary +Use and share data openly in an ethical and secure manner +share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + How to achieve: + * Summarize how the architecture supports sharing data openly by default as per Directive on Open Government and Digital Standards given: + * Existing departmental and GC data standards and policies + * International data standards; and the Privacy Act, + * Fitness for purpose + * Ethics + Tools: + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge Hub + * Data Lake (growth) + * Data Science and Machine Platform + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary + * Departmental Data Strategy +ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + How to achieve: + * Summarize how the architecture utilises existing enterprise and international data standards + * Summarize how the architecture has developed any data standards through open collaboration with key subject matter experts and the Enterprise Data Community of Practice. + Tools: + * Data Standards + * NIEM + * OpenData + * National Address Register + * Reference Data Repository +ensure that combined data does not risk identification or re‑identification of sensitive or personal information + How to achieve: + * Summarize how the architecture ensures the aggregation and combing of data does not pose a risk to information sensitivity or personal information + +Design with privacy in mind for the collection, use and management of personal Information +ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments + How to achieve: + * Describe how the architecture aligns to guidance of the ATIP Office around personal information regulatory framework; policy framework; and consent directives +assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed + How to achieve: + * Has the initiative assessed if personal information will be collected, used, disclosed, retained, shared, and disposed +only collect personal information if it directly relates to the operation of the programs or activities + How to achieve: + * Summarize how the architecture ensures the personal information collected is directly required to the operational of the programs or activities +notify individuals of the purpose for collection at the point of collection by including a privacy notice + How to achieve: + * Does the solution’s privacy notice provide the purpose for collecting this personal information + * Does the solution provide a privacy notice at the point of personal information collection +personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act + How to achieve: + * Does the architecture collect personal information directly from the individual + * If no, what personal information is collect form other sources and does it comply with the Privacy Act and the consent directive of the source + Tools: + * Target State Architecture + * Interim State Architecture +personal information must be available to facilitate Canadians’ right of access to and correction of government records + How to achieve: + * Summarize how the architecture facilitates Canadian's right to access their personal information records + * Summarize how the architecture facilitates Canadian's right to correct their personal information records + Tools: + * Target State Architecture + * Interim State Architecture +design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information + How to achieve: + * Summarize how the architecture limits the use and disclosure of personal information in accordance to the privacy legislative; policy frameworks and consent directives +design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required + How to achieve: + * Summarize how the architecture ensures personal information remains accurate + * Summarize how the architecture ensures personal information remains up-to-date + * Summarize how the architecture ensures personal information remains complete as possible + * Summarize how the architecture ensures personal information can be corrected if required + Tools: + * Non Functional Requirements + * FUnctional Requirements +de‑identification techniques should be considered prior to sharing personal information + How to achieve: + * Outline the de-identification techniques used by the architecture in sharing personal information +in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals + How to achieve: + * Describe how the architecture addresses the recommendations of the PIA + * If not all recommendations of the PIA are being addressed, outline how the business will address any residual risks of the PIA + +establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office + How to achieve: + * Are procedures established to identify and address privacy breaches + * Summarize how the architecture enables/supports these procedures + Tools: + * Business Process Model","" +"id-85cc93f28f904155b0cd5f9728356f08","Resource","GC Enterprise Architecture Framework - Security Architecture Guide","Security architecture +The GC Enterprise Security Architecture program is a government‑wide initiative to provide a standardized approach to developing IT security architecture, ensuring that basic security blocks are implemented across the enterprise as the infrastructure is being renewed. + +Build security into the system life cycle across all architectural layers +identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability +How to achieve: +Summarize how the architecture ensures the confidentiality of the information based on its categorization and degree of injury +Summarize how the architecture ensures the integrity of the information based on its categorization and degree of injury +Summarize how the architecture ensures the availability of the information based on its categorization and degree of injury + +implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary +How to achieve: +Summarize how the architecture aligns with the Centre of Cyber Security’s IT Security Risk Management Framework + +apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit +How to achieve: +Describe the security measures that protect the data at rest while meeting business and users needs +Describe the security measures that protect the data in transit while meeting business and users needs +design systems to be resilient and available in order to support service continuity +How to achieve: +Outline the architecture’s resilient characteristics support service continuity objectives +Outline the architecture’s availability characteristics support service continuity objectives +Tools: +Non-functional Requirements +Ensure secure access to systems and services +identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework +How to achieve: +Summarize how the architectures identifies and authenticates: +Individuals +Processes +Devices +Summarize the enterprise security services leverage by the architecture +Summarize how the architecture aligns to the Pan-Canadian Trust Framework +Tools: +Target State Architecture +Interim State Architecture +constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection +How to achieve: +Summarize how the architecture constrains service interfaces to authorized entities in compliance to: +ITSG-22, and; +ITSG-38. +implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security +How to achieve: +Does the architecture use HTTPS for secure web connections +Does the architecture use and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security + +establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services +How to achieve: +Outline what (APIs or centrally managed hybrid IT connectivity services )the architectures established secure interconnections between systems +Tools: +Target State Architecture +Interim State Architecture +Maintain secure operations +establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance +How to achieve: +Have processes been established to ensure the prompt application of security related patches and updates? +Summarize how the architecture supports these processes + +enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks +How to achieve: +Summarize how event logging within the architecture aligns to GC Event Logging Guidance in the areas of: +Attack detection +Attack prevention +Attack respond +establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security +How to achieve: +Describe how incident management plan aligns to GC Cyber Security Event Management +Describe how incidents are reported to the Canadian Centre for Cyber Security (CCSB)","" +"id-8e93acf048e549d7bbb17a02da9c7376","Resource","GC Enterprise Architecture Framework - Technology Architecture Guide","Technology architecture +Technology architecture is an important enabler of highly available and adaptable solutions that must be aligned with the chosen application architecture. Cloud adoption provides many potential advantages by mitigating the logistical constraints that often negatively impacted legacy solutions hosted “on premises.” However, the application architecture must be able to enable these advantages. + +Use cloud first +adopt the use of the GC Accelerators to ensure proper security and access controls + How to achieve: + * Summarize which cloud usage profile does the architecture align to and why + * Summarize which cloud connection pattern does the architecture align to and why + Tools: + * Cloud Reference Architecture + * Cloud Assessment Framework + * Summary of Cloud Access Scenarios and Usage Profiles + +enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) + How to achieve: + * Summarize how the architecture, based on the TBS Right Cloud Assessment Tool, allows for cloud service model of how: + * The architecture can be implemented using a GC SaaS environment, which has been identified as a possible fit, or + * The architecture can be implemented using a Public SaaS environment, which has been identified as a possible fit, or + * The architecture can be implemented using a GC PaaS environment, which has been identified as a possible fit, or: + * The architecture can be implemented using Public PaaS environment, which has been identified as a possible fit. + Tools: + * Cloud Reference Architecture + * Cloud Assessment Framework + +fulfill cloud services through SSC Cloud‑Brokering Services + How to achieve: + * Confirm the Team is acquiring cloud services through SSC Cloud Brokering Services. Please include the SSC Request number + Tools: + * Contact Cloud COE + +enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions + How to achieve: + * Summarize how the architecture, based on the TBS Right Cloud Assessment Tool, allows for public cloud, including: + * The data, being managed by the architecture, is PBMM or lower, and stakeholders have not raised concerns about deployment to the public cloud. + * A costing model / budget that is available to support an Operational Expense Model. The costs will rise and fall with the consumption of resources. + * The implementation of application(s), which can operate in a cloud environment and any required virtualized or dedicated hardware, is available in a cloud environment. + * The implementation of application(s) which can operate on the standardized offerings and SLAs of public cloud. + * The implementation of applications are not susceptible to latency issues, which may arise due to traffic moving through an additional circuit. + * The implementation of applications, which do not have voluminous transactions with an on-premises database or application. + Tools: + * Cloud Reference Architecture + * Cloud Assessment Framework + +design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + How to achieve: + * Summary how the architecture allows for the execution of an exit strategy to off-board from that vendor + Tools: + * Solution Architecture + * Refer YDG GC EARB + +Design for performance, availability and scalability +ensure response times meet user needs, and critical services are highly available + How to achieve: + * Summarize how the architecture is able to meet the user response time requirements, and achieve the user response time objectives, including: + * The ability to trace how the response time requirements and objectives will be met. + * The capacity requirements (e.g. expected normal traffic, peak traffic, expected traffic grow, etc.) that the architecture needs to meet. + * The ability to trace how the availability requirements and objectives will be met. + Tools: + * non-functional requirements + +support zero‑downtime deployments for planned and unplanned maintenance + How to achieve: + * Summarize how the architecture is able to support zero-downtime deployments for planned and unplanned maintenance, including: + * The planned Windows maintenance for the solution to support backups and length of Windows maintenance. + * The procedure for planning, scheduling and executing the planned downtime. + * The ability to be deployed in a manner that minimizes or limits service disruption, and which is known as zero downtime deployments. + * The acceptable measures for unplanned downtime. + Tools: + * non-functional requirements + +use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively + How to achieve: + * Summarize how the architecture utilizes distributed architectures, which assume that a failure will happen, handle errors gracefully and monitor actively, including: + * The ability to trace how the recoverability requirements and objectives will be met; and, + * The ability to be deployed in a distributed environment. + Tools: + * non-functional requirements + +establish architectures that supports new technology insertion with minimal disruption to existing programs and services + How to achieve: + * Summarize how the architecture allows the insertion of new technology with minimal disruption + Tools: + * non-functional requirements + +control technical diversity; design systems based on modern technologies and platforms already in use + How to achieve: + * Summarize the technology standards’ state (emerging, baseline, containment or retirement) of the products required/recommended to implement the architecture. For those products in the containment or retired state please provide rational for selecting those products + * Identify new technology standards required by the architecture + Tools: + * non-functional requirements + +Follow DevSecOps principles +use continuous integration and continuous deployments + How to achieve: + * Summarize how the architecture can be deployed following a continuous integration approach + * Summarize how the architecture can be deployed following a continuous deployment approach. + Tools: + * CICP mesh + +ensure automated testing occurs for security and functionality + How to achieve: + * Summarize the automated security and functionality testing that will be/has been executed on the solution. + +include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + How to achieve: + * Summarize the role and responsibilities users and other stakeholders have in DevSecOps processes. + Tools: + * Project Charter","" +"id-f94a8735f13248d1841d1c8a9d547398","Resource","GC Service & Digital Target Enterprise Architecture (Resource)","GC Service & Digital Target Enterprise Architecture +https://wiki.gccollab.ca/GC_Service_%26_Digital_Target_Enterprise_Architecture","" +"id-e41f35d8dfc54f32b071e768981eac50","Resource","Government 2.0 (Resource)","Government 2.0 is a list of essays and interviews from Tim O’Reilly, who is known as the person to coin the term “Government as a platform”. +https://www.oreilly.com/tim/gov2/","" +"id-a6eda7b4b4464705b2ee4434a271cb01","Resource","Government as a Platform - Digital Government and Gov 2.0 (Resource)","Government as a Platform: the foundation for Digital Government and Gov 2.0 is an essay from Pia Andrews, presenting her vision of a Digital Government, a Government as a platform. She also explores the API model for governments as well as the concepts of reusable components across services. Pia is now working us in ESDC to navigate the complexities of modernizing our business delivery to citizens. +https://www.themandarin.com.au/118672-government-as-a-platform-the-foundation-for-digital-government-and-gov-2-0/","" +"id-3c877b83245649f890945a99fafe1ff5","Resource","Lessons from Estonia on digital government (Resource)","Lessons from Estonia on digital government is an essay from David Eaves on how Canada could learn from Estonia’s journey by leveraging common building components for digital services, even if we consider the complexity tied to the legacy systems and policies that Canada has to deal with. +https://policyoptions.irpp.org/fr/magazines/february-2019/lessons-estonia-digital-government/","" +"id-9f07ae6f9ab341e5b26c65d8e93ced52","Resource","Re-use existing common components to create your product or service (Resource)","Re-use existing common components to create your product or service. The British Columbia’s Digital Common Components Catalogue. +https://digital.gov.bc.ca/common-components","" +"id-d176635b60b1438898ec401171cebb84","Resource","Web Experience Toolkit (Resource)","Web Experience Toolkit is a Government of Canada initiatives that “includes reusable components for building and maintaining innovative websites that are accessible, usable, and interoperable. These reusable components are open source software and free for use by departments and external Web communities.” It is a great example of how a team was able to work in the open to benefit the government as a whole but also the society itself. +https://www.canada.ca/en/treasury-board-secretariat/services/government-communications/web-experience-toolkit.html","" +"id-821a2d209fe24509897448957a8f0c56","ValueStream","1. General","# Questions + 1.1 Describe ownership and strategic partnerships of your company, does the business and infrastructure reside in Canada? + 1.2 Have you successfully implemented other similar projects? Provide specific examples. + 1.3 Does your company currently have a procurement business number (PBN)? + 1.4 Does your company currently have a security clearance with the Canadian Government? + 1.5 Has your company successfully implemented your solution in a government environment? + 1.6 Can you provide a demonstration of your product? + 1.7 Is a testing environment available for testing as part of the RFI process?","" +"id-bcfd9224e21d4b618146bc4ea79cc33e","ValueStream","10. Cost","# Questions +10.1 What is the licensing model/cost for your product? +10.2 What is the pricing model used for your final integrated solution? (Please provide the published price list if available) +10.3 Depending on your licensing model, what is the annual renewal rate for your product? +(For example, if a perpetual licensing model is used, what is the standard maintenance and support rate? If a subscription licensing model is used, what is the renewal rate for your product? +10.4 How your product is delivered (hosted, cloud, perpetual licenses)? +10.5 What are the costs associated for data migration? +10.6 What are the costs of implementation +10.7 What are the costs, if any, that are associated with installation activities? +10.8 Are there any potential additional fees to those listed above?","" +"id-e18638cacf4c4188883195311ccfed15","ValueStream","11. Timelines","# Questions +11.1 What is the estimated duration required for a simple, medium and complex installation? +11.2 What is the estimated duration required to plan for a simple, medium and complex installation? +","" +"id-48ae51a57a854490bc61b37bf62b2e6c","ValueStream","2. Solution Overview","# Questions + 2.1 Using the Government of Canada’s Policy Framework for People Management and TBS Executive Talent Management Framework, how does your solution capture and use training data to help: +· Build complementary teams? +· Identify talent gaps? +· Map Succession plans? +· Identify skill surpluses deficiencies? + + 2.2 Given the business process attached to the RFI for the departments LMS process, please comment on possible improvements, comparison to industry best practice, and how your product would align/benefit the process. + 2.3 How does your product classify and categorize skills, talents and competencies both for employees and for positions? + 2.4 How does your product manage organizational hierarchical relationships? + + 2.5 How does your product provide assessments to facilitate the design and delivery of customized leadership development solutions consistent with organization's unique business and culture context? + 2.6 How does your product assess leadership strengths, and potential gaps? + 2.7 What level of configuration is possible, available, and required to meet the department’s business process? + + 2.8 How is your product be configured to meet WCAG 2.0+, Revised Section 508, or EN 301 549? + + 2.9 If unable to meet 2.8, is this planned in the roadmap and when? How is this to be implemented to an existing solution? + + 2.10 Can different business rules be configured for different organizations/sub-organizations in the system? + 2.11 Does your system support performance assessments? If so, does it support the following: +· Annual +· 6 months +· Self-appraisal +· 180/360 degrees +· Peer-to-peer +· induction +2.12 Does your system support branding courses differently based on group or department? +2.13 Is your system capable of suggesting training based on current qualifications, course history and career development goals, including high potential employees? +2.14 Does the system support access by individuals with visual, physical and cognitive disabilities using screen readers, screen magnifiers, speech input and switch-based tools? +2.15 Does your system offer training certificates or proof of completion?","" +"id-befa2e1572c5442197507ea1e0973b34","ValueStream","3. Reporting","# Questions +3.1 How does your product provide reports to users and what reporting capabilities does it support? +3.2 How does your product assess content, data and generate reports to support senior management decision making? +3.3 Does your product support ad-hoc reporting? What (if any) limitations are involved with it. +3.4 Can raw data be exported from the system? In which formats? + +3.5 Can reports be scheduled to run? +3.6 Can reports be distributed to a predefined list of users on a schedule? +3.7 Does the product support exporting data to other BI tools or external reporting (e.g. Crystal Reporting)? +3.8 Can data be restricted from users based on their organization or role? +3.9 Can reports be exported? In which formats? +3.10 Does the product support the ability to brand and customize the look and feel of the reports by organization +3.11 Is data in reports live? If not, how frequently are the data tables updated? +","" +"id-74706715b3b64585ac23b50f0d58cff1","ValueStream","4. Support","# Questions + 4.1 Please describe what is provided with your technical support, including but not limited to: the hours of support, methods of contacting technical support, and location of technical support. + 4.2 What support resources are available outside of phone support/live chat? + 4.3 How often is the product updated/upgraded? At what frequency would these updates be added to the system after deployment? + 4.4 Do you have a process for rolling out regular system updates/upgrades? If so, what is the process? + 4.5 Is support bilingual (French and English)? + 4.6 What is the availability of the system? 24/7? And with what % uptime?","" +"id-8039c7f7a6704ceb9d8be9e4c02690fe","ValueStream","5. Architecture","# Questions + 5.1 What additional hardware and/or software are needed for proper performance? + 5.2 What level of integration is your product: +a) capable of and +b) What is required to function? + 5.3 Does your product require special network requirements (LAN or WAN) for optimal operation of this product? + 5.4 Is your system installed on standard server hosting, private cloud or a public cloud? If cloud based, are all your data-cloud servers located in Canada? + 5.5 What controls are in place to ensure proper isolation between your internal administrations from resources used by customers? + 5.6 If the solution is based on a multi-tenant environment, what controls are in place to isolate customer’s data from one another? + 5.7 Is there any additional software or hardware required for your solution? + 5.8 What security measures are in place to comply with https://www.tbs-sct.canada.ca/pol/doc-eng.aspx?id=12329 ? ","" +"id-c14dc534ef2d4bfa82bbc299d283b18f","ValueStream","6. Data Conversion & Migration","# Questions + 6.1 Can existing courses from our current SABA LMS be migrated and reused in your solution? + + 6.2 Does the solution support map4, HTML5 packages, SCORM packages, PDFs, audio clips, MS Office documents formats? + 6.3 How can the types of files listed in 6.2 be migrated from an existing LMS? + 6.4 How do you support migrating data and media files to your system? + 6.5 Can training results be exported and shared from another system and loaded via spreadsheet? Example user is moving from another department + 6.6 Is raw data accessible to the extent that it could be migrated to a new system upon contract end? If so, are there any associated costs? + + 6.7 Do you have any previous experience in migrating data from an existing LMS into your solution? Is there a defined process for this? + +","" +"id-48163cd283c347748cc42838ecca90b6","ValueStream","7. Security","# Questions + 7.1 In a networked environment, is it possible to disable your product for one user without disabling the product for the entire network? + 7.2 Does your product support encryption at rest, in transit or authentication (2- +factor)? How are users authenticated? +7.3 Is your product able to support the requirements in the GC Security Control Profile for Cloud-Based GC IT Services for Protected B, Medium Integrity and Medium Availability (PBMM)? +7.4 Has your service been validated and verified through the Centre for Cyber Security (CCCS)’s Cloud Service Provider IT Security Assessment Process? +7.5 Describe how your product complies with the following Government of Canada security and privacy standards and policies: +· Security Organization and Administration Standard +· Operational Security Standard: Management of Information Technology Security (MITS) +7.6 Does your product allow for user profiles (role-based access)? +7.7 What level of redundancy exists in your data centres to ensure data recovery can be ensured? +7.8 Are any third-party vendors used in this solution? If so, have they verified by CCCS (Cloud Service Provider IT Security Assessment Process)?","" +"id-c8972f0a715a4ae986cf8cb5dc8283f8","ValueStream","8. Data Exchange","# Questions +8.1 Can existing courses from our current LMS be transferred to your system? + +8.2 Does the system support the use of Application Programming Interfaces (APIs)? +8.3 If yes to 8.2, Have these APIs been validated by the Communication Security Establishment via the Supply Chain Integrity Assessment? +8.5 Is the system able to integrate with PeopleSoft HRMS? +8.6 Is the system able to integrate with ERP systems for cost and financial data reporting? Is the data exchange unidirectional, or bidirectional? +8.7 Does the system support Single Sign On authentication SAML 2.0? + +8.8 Can the system integrate and connect with existing GC social networks (GCConnex, GCpedia, GC Intranet)? +8.9 Does the system have the ability to track and store the capture of all transactions and data in the system? ","" +"id-a18cf73b8aed49aebbf849cc3293a291","ValueStream","9. Training","# Questions +9.1 In what ways are technical support team members supported in case of issues? Is there any process in place? +9.2 How would support staff at ESDC be trained to use the system? +9.3 What resources are available to ESDC staff after training to support administration of the system? +9.4 Describe what, if any, training resources are available for end users and how they are delivered? +9.5 Do you provide train the trainer training during onboarding?","" +"id-dae55fb647c84ed4a416aa9cf0fdbfd4","ValueStream","Agent Portal (Value Stream)","","" +"id-59919adba5204000b46debfcd1db4248","ValueStream","Auto Enrol (Value Stream)","","" +"id-99d9616d5b5045ea97352105549805ef","ValueStream","Client Notification (Value Stream)","","" +"id-4495bd4e96954a36b1276e1b921561b0","ValueStream","Develop Employee Career (Value Stream)","Value Stream Develop Employee Career +Value Stage Develop Employee +Business Capability 10.4.3 Training and Development Management +The ability to define the organisation, skills and administrative needs of the enterprise and its employees as well as to develop and maintain staff roles and skills profiles + +","" +"id-114105d4b154402eb32aaa2920a181c2","ValueStream","Digitally enabled delivery","","" +"id-ec00439d74a540438d00765baf25cb24","ValueStream","Good governance","","" +"id-cf006b420cd04353a395ff4a8a3868eb","ValueStream","IVR (Value Stream)","","" +"id-0b3c8fb75c4b4962bd33b10b696a00ef","ValueStream","Open, collaborative and accessible","","" +"id-00fe88f9e54f41179f48c94b373d6e1c","ValueStream","Reporting & Analytics (Value Stream)","","" +"id-06585f014faa4e0b9913d36d3fc94b00","ValueStream","Service orientation and user-centered","","" +"id-5de2a0fd5cd74ca59a961034489e485f","ValueStream","TPA Partner Exchange (Value Stream)","","" +"id-0db5b3c1a1384703a5bf396f53c086f4","BusinessActor","A. Mikelsons","","" +"id-d980da62801845a78a6a025ae71f2c6f","BusinessActor","Benoit Long","","" +"id-d92f68c51c094944a99f117eaa5aeca1","BusinessActor","Business Actor","","" +"13861b61-226d-4a7e-a33d-8c92b6cfec6d","BusinessActor","Chief Architect","","" +"id-0616d235ab4644018c4685ef632a55a3","BusinessActor","Christiane Faucher (Business Actor)","Director Responsible for the EA Strategy and Roadmap +Christiane Faucher (christiane.faucher@hrsdc-rhdcc.gc.ca)","" +"id-5ef56f1a27fb4f2e9964a13bda256e01","BusinessActor","Daniel Desforges (Business Actor)","Chief Architect +Daniel Desforges (daniel.desforges@hrsdc-rhdcc.gc.ca)","" +"id-bad57636346249aba871422fa487e75b","BusinessActor","Donna Blois","","" +"id-0475fec61c024d6481da77a2b68161b9","BusinessActor","Dr. Chris Harding","Chris Harding, Principal, Lacibus Ltd. + +Dr. Chris Harding founded Lacibus to develop, promote, and exploit a new data platform paradigm, the Virtual Data Lake, following many years as a Forum Director of The Open Group. Virtual data lakes enable applications to mix and match data from different sources, applying distributed access control to ensure the right people have the right data. The core virtual data lake implementation is open source, and incorporates ideas developed by Chris during his work at The Open Group. + +Chris started his career as a software engineer, and was then a consultant. He has a long and wide experience of the IT industry, on which he draws in his contributions toward The Open Group work, and in online blogs and articles.","" +"id-66a7dd913f3746d0a823285bfddb5050","BusinessActor","Elise Boisjoly","","" +"2d6ba712-5fc3-4304-8be3-28f3dab4243c","BusinessActor","Entity 1","","" +"f929f49b-6b9b-4f46-8511-823d15ab3e83","BusinessActor","Entity 1","","" +"9581fb78-fb5d-44c3-a39c-9529ad2ccd16","BusinessActor","Entity 2","","" +"e9b69053-7d0c-413d-b6f1-227e8f8b6f87","BusinessActor","Entity 2","","" +"91fa441b-3571-43bf-a933-405c671dcee1","BusinessActor","Interoperability Service Division (ISD).","","" +"id-4351ececc61b497e850b28165c34b6e7","BusinessActor","Jeremy Sales","Director General +Integrity Services Branch – Service Canada +Employment and Social Development Canada ","" +"id-dc76592664cb42e6a3e405fa35bc9eff","BusinessActor","Jeremy Sales","","" +"id-fa574cefe696402a8234308e96055c48","BusinessActor","Joanne Mayhew (Business Actor)","","" +"id-c81a6ca8222f47bbac37193445828eff","BusinessActor","Kathleen Walford","Director General +Integrity Services Branch – Service Canada +Employment and Social Development Canada","" +"id-1bbae6b0f230455b8aeee3d732fbbf90","BusinessActor","Kathleen Walford","","" +"id-4536fdb5c5224e46b4c7bb91ab9996ff","BusinessActor","Keith Milton (consultant)","","" +"id-1dfc5b23bece492f85b940e7847770bb","BusinessActor","Kristin Robertson (Business Actor)","For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Robertson, Kristin K [NC]","" +"id-6f37b8616a384bd3b45aed4b098e357c","BusinessActor","Linda André","","" +"id-eba2f413ae744676b8dc23293f7cb680","BusinessActor","Marc Lafontaine","","" +"id-7ef0d39879f74e7dad85469331764317","BusinessActor","Marie-Claire Simard (Business Actor)","For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Simard, Marie-Claire T [NC]","" +"id-2b7d21910ca44e9d9623b9649e21d774","BusinessActor","Mark Perlman","","" +"id-0c90e2a4727844499c4270f60a8c691b","BusinessActor","Melissa Cyr (Business Actor)","For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Cyr, Melissa M [NC] ","" +"id-a31e9319f9b54c9ca95aee03fea41242","BusinessActor","Meredith McNaughton (Business Actor)","For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - McNaughton, Meredith M [NC] ","" +"id-3ed4b33a961e4ea6acce7a1d6f9a2576","BusinessActor","Nadia Benoit","Senior Project Manager +Integrity Service Branch – Service Canada +Employment and Social Development Canada","" +"id-466aeca532304e4daab26bfd160768cc","BusinessActor","Nadia Benoit","","" +"id-9ec0722f69f34fafa652269d8fe57c3c","BusinessActor","Nathalie Beaulieu","A/Director General +Innovation, Information and Technology Branch +Employment and Social Development Canada","" +"id-f5efdefe59894a8cb3bbb88e33eb2d25","BusinessActor","Nathalie Bédard","","" +"053d5d40-9254-423f-bba1-feb536961fa6","BusinessActor","Nik","","" +"id-1c4e632cc98241f69d3b4a69d9b763e1","BusinessActor","Paul Middleton (Business Actor)","EA Strategy and Roadmap Lead +Paul Middleton (paul.middleton@hrsdc-rhdcc.gc.ca)","" +"ef3fdee0-4878-4487-98ce-dd07451b8ca6","BusinessActor","Person (Atomic Entity1)","","" +"0f065f8d-3704-4272-b284-2ffd2f8ab522","BusinessActor","Person (Atomic Entity2) ","","" +"ffd80fb0-9df2-44d0-86d9-cf94cbf19514","BusinessActor","Person (Atomic Entity3)","","" +"id-91fd61134dae41caad4616d998bae167","BusinessActor","Peter Littlefield","","" +"id-b14e5b25ef16484592622c87a7e7950e","BusinessActor","S Lacelle","","" +"id-cc251abefd1b42d582b74d57dd8ae84c","BusinessActor","Stephen Bisang (Business Actor)","For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Bisang, Stephen S [NC] ","" +"id-d2b79e25adaa4b52ba607086cbfb79e4","BusinessActor","Susan Donavan Brown (Business Actor)","","" +"id-f57d2b36077b4e4990f92a6a72f10a68","BusinessActor","Sylvie Cyr","","" +"f0e85654-cbfb-4583-b1fa-34b83b3c24ff","BusinessActor","Threat Agent","GC Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (HTRA)","" +"7e4d52ed-a40b-4c8d-9101-7ef249651479","BusinessActor","Threat Agent","Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (ITSG-33/HTRA)","" +"cb90c754-ba9d-4e9e-932b-cbb7493db923","BusinessActor","Threat Agent","Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (ITSG-33/HTRA)","" +"id-dd43d4a271434c1aa0a0a50322d8b869","BusinessCollaboration","Architecture Review Committee (ARC)","1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architecture Review Board (EARB), Architecture Review Committee (ARC), and other governance bodies involved in making decisions and providing recommendations;","" +"id-d1d268416d074cefab54c4ef7fd471b9","BusinessCollaboration","BDM Architecture Content Creation (Business Collaboration)","","" +"id-d3e17c1d80664ed3949979b32c33abee","BusinessCollaboration","BDM Architecture Review Committee (ARC) (Business Collaboration)","","" +"id-8b6137f6406b42ffabb4a2a4ebf29dc6","BusinessCollaboration","BDM Enterprise Architecture Working Group (EA WG) (Business Collaboration)","","" +"id-1fdaff25efcd401db932255d8453745f","BusinessCollaboration","Business-Focussed Review","","" +"id-4fd03805316e477280c911c847f0634d","BusinessCollaboration","Cloud Architecture Practitioners","","" +"id-549be3f4893244f0ac28a63eb1c51b66","BusinessCollaboration","Consent Domain General - CODG","Consent Domain General.","" +"id-027d52514c9b4b16afb89b372831f301","BusinessCollaboration","Credential Domain General - CRDG","General requirements for the credential domain atomic processes.","" +"id-b3997cfc8039444da7b7fcfe67b097f8","BusinessCollaboration","EA Assessment Peer Review By Domains","","" +"id-76c90299415a47c184d433513def90fc","BusinessCollaboration","EA Assessment Review Team","","" +"id-57046808bb1a4c9cadd8af6bdba4bdac","BusinessCollaboration","EARB Co-Chairs","","" +"id-742c4ae292ba4ac8974bf5c76c33cb6a","BusinessCollaboration","EARB Co-Chairs","","" +"id-85163fa354304ad9abcff6cf2286d9f2","BusinessCollaboration","EARB Deck Review Attendees","","" +"id-4b671ed3586149fab8b0238008e5c872","BusinessCollaboration","EARB EA Assessment Group","","" +"id-7c0b194aca704c838cef91bfd92de4fb","BusinessCollaboration","Enterprise Architecture Executive Management (Business Collaboration)","","" +"id-5d0c4bdc62f84628b97932e25541c8b5","BusinessCollaboration","Enterprise Architecture Practitioners","","" +"id-210b0d062bc7489f8ff17310bb1fa1b0","BusinessCollaboration","Enterprise Architecture Review Board (EARB)","1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architecture Review Board (EARB), Architecture Review Committee (ARC), and other governance bodies involved in making decisions and providing recommendations;","" +"id-41fb19e3a36747edb814fb85ee821e77","BusinessCollaboration","ESDC EA Content Creation","","" +"2a330583-7585-4eea-8a04-a70a516d0d23","BusinessCollaboration","ESDC Interoperability Platform (EIP)","","" +"id-19fb5273fb8e452393bb9964a9105934","BusinessCollaboration","Functional Leads (Vendor, IITB, Training, etc.)","","" +"id-8f7d49a08a7d48848fbd4cc68c3d1124","BusinessCollaboration","Functional Managers (EI / Pensions / Training / QM)","","" +"id-78f0e74cdad041fea716f60fc889bf9d","BusinessCollaboration","Identity Domain General - IDDG","General requirements for the identity domain atomic processes","" +"id-781e7042e2864e45ab2486f04a9ad89a","BusinessCollaboration","IITB Managers (Architecture, CRM, Interop, etc.)","","" +"id-189056dee5a04780954a29aae9628c15","BusinessCollaboration","ISB Senior Management","","" +"id-bc422f7e2b99473fbdf44e14bab4c4d1","BusinessCollaboration","ISB Staff","","" +"id-7512ddb014b44e659b2443e1fb94163a","BusinessCollaboration","Regional Executives","","" +"id-444427c715d74fedb5aaf6efa43c9a96","BusinessCollaboration","Regional Managers","","" +"id-68e35b83811843aaafa3e36b9952ec72","BusinessCollaboration","Relationship Domain General - REDG","General requirements for the relationship domain atomic processes.","" +"id-2c4d48fbe6eb48a19e0fbad09dc6014c","BusinessCollaboration","SAS Peer Review Team","","" +"id-2daaec0229044f108a2f554dd02b408e","BusinessCollaboration","Signature Domain General - SIDG","","" +"id-8230328e9ba94238be4cb221743630ce","BusinessCollaboration","Subject Matter Experts","From NHQ NEID @ 25-to-50%","" +"027ddac9-d0d4-4400-8dbd-b87e1820bf9f","BusinessEvent","<> Fraudulent Payment","","" +"ae4dc003-6854-4642-be7b-b0af4ce82739","BusinessEvent","<> Fraudulent Payment","","" +"53cea089-a172-42ca-8d4e-4e672ca1ef39","BusinessEvent","<> Trust / Client Confidence","","" +"d5ca1bce-225b-49af-8c6a-2b9c35abee33","BusinessEvent","<> Trust / Client Confidence","","" +"599975b2-238c-4e0b-99b2-0a2664488a43","BusinessEvent","<> Application for Benefit (CERB & EI)","","" +"f6c405b2-811b-4de5-beb0-4250ff967edb","BusinessEvent","<> Application for Benefit (CERB & EI)","","" +"6db3ddaf-6d33-4d94-8594-57dc2411d99e","BusinessEvent","<> EI/CPP/OAS personal information changes","","" +"bdb274be-b028-4b84-9098-8dcb38c04a53","BusinessEvent","<> EI/CPP/OAS personal information changes","","" +"0e0ab8c0-128d-4bd8-a255-c9bd69cdda94","BusinessEvent","<> MSCA Account takeover ","","" +"2dd63beb-b84d-48bf-809b-d2513662fde8","BusinessEvent","<> MSCA Account takeover ","","" +"id-97c337ce77b44e61852bef02461a1b19","BusinessEvent","EA Requests EA Assessment","","" +"id-c02ee210a5f845fbbd2097a186b3b124","BusinessEvent","EA Requests EA Assessment","","" +"id-3831880684d04e3093d37c62f3cf439c","BusinessEvent","EA Requests SAS Feedback","","" +"id-75dd207e20a04e5a9ef997c471ae0f8e","BusinessEvent","Lite Project Proposed","","" +"e79ceb34-b965-4a1f-9cae-9375429f557d","BusinessEvent","Loss Event","","" +"id-0ab9494dae2f4e5c8e0cd7aaae518103","BusinessEvent","Privacy and Security","Privacy and Security Management involves the following: prioritizing risk-mitigating actions based on the data's sensitivity levels and manner of use, document clearly personal information processing purposes and subsequently used data, and clarifying roles and responsibilities in the various processes involved.","" +"82ba2cf3-26ac-49e6-9adb-3cbecfe56228","BusinessEvent","Threat Event","","" +"id-236b50051b2e46c18e2ddc773fc56ac5","BusinessFunction","(Fraud) Enforcement Investigation","Enforcement investigations are seeking to establish evidence of “guilty mind” by the subject, compared to compliance investigations that are seeking to establish and adjudicate on the conduct of “guilt acts” by the subject. + +As ISB’s Enforcement investigations function continues to mature, maintaining the status quo poses significant challenges to workload, case management, intelligence gathering, security of information, and operational reporting. There is also a real risk that ISB may have a case thrown out of court or rejected by the Public Prosecution Services of Canada (PPSC) based on a loss of evidence that would normally be included in a proper enforcement case management system. ISB requires a system to support Enforcement investigations that will replace the system(s) currently in use, which is not meeting the needs of enforcement. + +The Enforcement function is in need of an effective case management system capable of supporting effective workload management, unified case management, the release of quality court documents, tracking of evidence and reporting. The Office of the Auditor General (OAG), in its 2017 spring report “Managing the Risk of Fraud”, noted the following “fraud in a federal government organization can cause the loss of public money or property, hurt employee morale, and undermine Canadians’ confidence in public services. Therefore, federal organizations must manage their fraud risks.”1 The lack of an effective case management system within ISB is limiting the ability of ISB to support robust investigations and achieve ESDC strategic objectives. + + +• Enforcement function +Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes. + +[2.3.1] Enforcement Function +Cases handled by the ISB Enforcement NEID and regional investigators are maintained using a SharePoint system and Excel sheets to track cases. +Enforcement investigations previously used MISCIS as a reporting tool to keep NHQ informed of the nature of a case, objectives, strategy, participants, partners, status and outcome of cases involving sensitivity and/or fraud characteristics MISCIS did not support day-to-day case processing. As a result, it was deemed impractical by investigators and was completely discounted as non-operational. +Cases are managed at the regional level, without a common and robust case management system; current data on ongoing criminal investigations is unreliable, as the case management system (SharePoint) is not built into a robust process. SharePoint also does not meet the court-mandated investigation tracking, evidence tracking, documentation security and disclosure requirements for enforcement investigations. There is minimal system-level security around the criminal cases and investigators see each other’s files, and team leaders see files belonging to all of their investigators. SharePoint lacks any suitable change tracking mechanism for documents that may be modified by others than the author. There is also no suitable safeguards within SharePoint to prevent unauthorized disclosure of info. Once the objectives of transforming the enforcement function are met, this will increase the number of criminal cases initiated by each region, but as of yet no modern, secure, and reliable tool is available to help manage such an increase. The lack of an appropriate case management system puts into jeopardy all enforcement cases. +ESDC provides significant public funding (more than $120 billion yearly) to millions of beneficiaries through the EI, CPP and OAS programs. To fulfill ESDC’s commitment to the proper stewardship of these funds, ISB is responsible for preventing, detecting and addressing potential abuse and fraud of these programs. To achieve this mandate, ISB currently performs the majority of its activities in the form of administrative investigations. As a result, the proportion of Enforcement function activities is much smaller than that of the compliance function. A 2016 global study by the Association of Certified Fraud Examiners (ACFE) indicates that all types of organizations around the world suffer significant losses due to fraud (estimated between 2.5 and 5% of an organization’s yearly revenue (excluding administrative errors). A scan of reports of fraud loss across major countries—including the United States (US), United Kingdom (UK) and Australia, among others—indicate that between 2.5 and 5% of benefits funds are lost to fraud. While some errors can be caught and fixed through administration functions, the function must be complemented with a strong enforcement regime that can address the complexities associated with a criminal fraud investigation and act as a strong deterrent. ISB has the opportunity to develop a cohesive, integrated, and enterprise-wide system to support the prevention, detection, and resolution of fraud investigations through the development of an enhanced Enforcement CMS, aligned to the Fraud Framework. +To support the broader departmental modernization agenda, ISB must modernize itself to evolve with current and future technological and social changes. +The Department’s employees are at the centre of this evolution. ISB will continue to invest heavily in staff development and training, enabling staff to change and grow with the environmental changes and to use new and existing skills to drive innovation in the Branch. ISB will also engage new employees with multidisciplinary knowledge and technical specialties to facilitate the horizontal collaboration and partnerships both within and outside of ESDC. This will be critical to its success in identifying new approaches to protect the integrity of its programs, services, people, and assets. ","" +"1eb30ecd-f888-40c0-8f6c-2486369c2a64","BusinessFunction","Access Control","","" +"ea233473-0b27-4ec1-8ab8-fec64ba7f995","BusinessFunction","Access Control (copy)","","" +"30b2d26e-4d87-4d20-a88b-91ab67da6d8a","BusinessFunction","Activities from EA domains including ESA","","" +"83066aed-cf17-4e4f-8445-88443eba8c7c","BusinessFunction","Activities from IT Security (SA&A process)","","" +"cc59f64b-14c1-41e1-bd38-7934bfdf4215","BusinessFunction","Agent","","" +"20ac499a-2f0b-4a73-817d-80c48237a4bd","BusinessFunction","Agent","","" +"dbb1dc7f-1840-4a3d-bb85-d7e4a349bd48","BusinessFunction","API Analytics","Analytics and insights into how APIs are performing, how they are being used and how they are driving business value.","" +"c4053797-6965-47e7-b873-581095a458f6","BusinessFunction","API Design","API Design is the process of developing a software interface that exposes backend data and application functionality for use in new applications. +providing an effective interface that helps your API's consumers better understand, use and integrate with them while helping you maintain it effectively","" +"2bf330ba-dbf4-41a0-950e-fbf0c732e2ac","BusinessFunction","API Development","API Development is the planning, building, inspecting and documenting of a fully functioning end product that developers will want to work with and trust.","" +"bb005910-4f2d-451b-9483-83b656aa63a7","BusinessFunction","API Development","API Development is the planning, building, inspecting and documenting of a fully functioning end product that developers will want to work with and trust.","" +"d95995d5-cec2-4ab9-87a9-6d0940f834ba","BusinessFunction","API Discovery","Developers can easily discover APIs that are available in a catalog, explore them with interactive documentation and testing tools, register for access and manage their applications that are consuming those APIs.","" +"27b96992-2227-4d52-93c1-2dcb87d88b51","BusinessFunction","API Exploring","Browse through available APIs and versions, see methods available for each API and what parameters they support along with inline documentation, execute requests for any method and see responses in real time, make authenticated and authorized API calls with ease, and search across all services, methods, and your recent requests to find what you are looking for","" +"73183998-2db5-4b0c-bb6e-54d17521d6be","BusinessFunction","API Exploring","Browse through available APIs and versions, see methods available for each API and what parameters they support along with inline documentation, execute requests for any method and see responses in real time, make authenticated and authorized API calls with ease, and search across all services, methods, and your recent requests to find what you are looking for","" +"e3cb1cd0-68de-4334-bd8a-72fad5192d3a","BusinessFunction","API Gateway","An API gateway is the core of an API management solution. It acts as the single entryway into a system allowing multiple APIs or microservices to act cohesively and provide a uniform experience to the user. The most important role the API gateway plays is ensuring reliable processing of every API call. In addition, the API gateway provides the ability to design API specs, help provide enterprise-grade security, and manage APIs centrally. +https://apigee.com/about/cp/api-gateway","" +"1ffed886-217c-444f-9a2d-9b24f25cc898","BusinessFunction","API Lifecycle Management","API lifecycle management refers to the overseeing of all aspects of managing an API or API program from development to deployment and beyond, providing an organization with the ability to build, scale, analyze and monetize their APIs with ease. (https://apigee.com/about/cp/api-lifecycle-management)","" +"04d56aa3-18de-492c-98e1-2210b579a014","BusinessFunction","API Monitoring","Ensure API availability to maintain seamless experiences for application developers, customers, and partners. Reduce the mean time to diagnosis (MTTD) by quickly investigating issues.","" +"cacb4b59-9494-4848-8347-ca400086d151","BusinessFunction","API Publishing","Publishing is the process of making your APIs available to app developers for consumption, i.e. putting it on the market. Make API products accessible and discoverable to app developers. Include reference documentation, manage the audience for an API and develop your API Store content. Control who has access to your APIs through the app registration process. Use API keys to provide or deny access to your API products by developers","" +"8918b331-f8c2-4171-bf24-dbf39849b0d3","BusinessFunction","API Publishing","Publishing is the process of making your APIs available to app developers for consumption, i.e. putting it on the market. Make API products accessible and discoverable to app developers. Include reference documentation, manage the audience for an API and develop your API Store content. Control who has access to your APIs through the app registration process. Use API keys to provide or deny access to your API products by developers","" +"60a1a013-f39e-4fa0-8917-8882c049204d","BusinessFunction","API Scaling","API Scaling is to ensuring that you are using a proper load balancer, that your API has failover paths and/or you can dynamically scale to meet almost any demand (serverless).","" +"1735b795-333f-4652-baeb-3d216f5b0dd3","BusinessFunction","API Security","Enforce consistent security best practices and governance policies across all APIs","" +"8dbe7640-bc53-40be-b285-6e416640261f","BusinessFunction","API Store Operations","The API Store is a Web application which hosts published APIs. It provides a structured GUI, designed for API consumers and partners to self-register to find, explore, subscribe to and evaluate available resources.","" +"5cfad1aa-b758-43b8-a9f5-8f8448e7f18a","BusinessFunction","API Subscription","Enter into a service contract and receive an access key to the API. Determine the most appropriate recurring usage model. If monetization is involved, determine pricing and billing.","" +"f63780c3-c983-4516-9da1-e0844cfd3248","BusinessFunction","API Testing","API testing is a type of software testing that involves testing application programming interfaces (APIs) directly and as part of integration testing to determine if they meet expectations for functionality, reliability, performance, and security. Since APIs lack a GUI, API testing is performed at the message layer.","" +"id-fa51e329af0640688a88a0efa74fb2eb","BusinessFunction","API Testing","API testing is a type of software testing that involves testing application programming interfaces (APIs) directly and as part of integration testing to determine if they meet expectations for functionality, reliability, performance, and security. Since APIs lack a GUI, API testing is performed at the message layer.","" +"7f96ce85-78f1-4a1e-bc8c-3ebc79b0f688","BusinessFunction","API Tooling Operations","The API Tooling platform includes components to assist API developers to design, build, document, test APIs according to specifications-based standards.","" +"ae66ab25-d799-40c7-a2b7-ccaaac87b339","BusinessFunction","Approve Deployment","This checkpoint is necessary for team that don’t have automated deployment authorization. A production deployment may require the business partner’s approval.","" +"f0469a9a-9340-4340-9270-20db286dd88d","BusinessFunction","Approve Deployment","This checkpoint is necessary for team that don’t have automated deployment authorization. A production deployment may require the business partner’s approval.","" +"88477270-44f6-44ac-85da-e97c03286138","BusinessFunction","Availability Management","Availability Management is concerned with the design, implementation, measurement and management of IT infrastructure availability to ensure the stated business requirements for availability are consistently met, according to agreed levels.","" +"id-42d41d35dc4b45b693d24550af0f7eb8","BusinessFunction","Batch / ETL","Extracting, processing, and loading data in bulk, batch data movement includes two styles: extract-load-transform (ELT) and extract-transform-load (ETL). Batch data movement often combines with data cleaning processes, such as reconciling semantic disparity, merging master data entities or correcting erroneous data","" +"id-88b21c8ba70d4cc5b3608539d01aaf9a","BusinessFunction","Benefits Delivery Modernization (BDM)","ESDC has a mandate to help build a stronger and more inclusive Canada, help Canadians live productive and rewarding lives, and improve Canadians' quality of life. At the heart of this mandate are the policies, programs, services and benefits that support our most vulnerable -- the unemployed, people with disabilities, the homeless and the elderly. Last year alone, Service Canada provided $122 billion in direct benefits to 9.5 million Canadians. + +To ensure that ESDC can continue to deliver on this important mandate in the future, we have embarked on a department-wide transformation to improve the client experience during their journey with Employment Insurance (EI), Old Age Security (OAS) and Canada Pension Plan (CPP) programs. + +The Benefits Delivery Modernization (BDM) Programme is leading this transformation. + +BDM Programme signifies a long-term commitment to modernization. Over the next 10 years, many projects will focus on improving our statutory programs in three key areas. They are: + +Service Excellence: we want to deliver an outstanding experience for clients, delivering benefits and services when they need them. We also want an organization that embeds quality and integrity in service design. +Policy Agility: we want to be able to adapt policy rapidly to changing needs and priorities of Canadians and their government. +Transformed Organization: we want our workforce to have the authority, skills, tools, and training to make it all happen. + +The four phases, called tranches, are moving at this deliberate pace to ensure changes are done properly and in an integrated way. It also means we can adjust the plan as we go and keep employees informed and prepared.","" +"79defb9c-baa7-4937-bc34-d4c29b3103e5","BusinessFunction","Build","","" +"06084686-52e9-4776-871c-42aa43a3a289","BusinessFunction","Build","","" +"bd2b93dc-d7c6-4b7f-8336-0e98fa5666bf","BusinessFunction","Build","","" +"339b84fc-54fd-4eba-88fb-b291d77c5960","BusinessFunction","Build","","" +"5e605c46-1cfb-4a61-ba69-9f069110b1e3","BusinessFunction","Build / Test","Build / Test: Development efforts occur as the solution is built according to the established design specifications. As features are developed, they undergo a cycle of testing and correcting until they successfully meet their expected intent, while being as free as possible of bugs and issues.","" +"8e281fe5-7a62-4616-be4c-a84ae7c09e05","BusinessFunction","Build / Test","Build / Test: Development efforts occur as the solution is built according to the established design specifications. As features are developed, they undergo a cycle of testing and correcting until they successfully meet their expected intent, while being as free as possible of bugs and issues.","" +"id-acb2e2860f934329b065c6baa7c34e43","BusinessFunction","Business Delivery Modernization (BDM)","1.2.6. Transformation and Business Delivery Modernization (BDM) +The CDO is a part of a larger departmental and governmental transformation agenda. In particular, the largest department transformation program, Business Delivery Modernization (BDM), has requirements that CDO will work toward collaboratively to fulfill while keeping line of sight to enterprise outcomes. Initially identified BDM future state capabilities and enablers will be coordinated synergistically with CDO data foundations. This will be equally true for other transformation activities. Table 1 summarizes data relevant BDM capabilities and enablers identified by that program area.","" +"c0d19d7d-90bf-4fbb-b8d4-4c0a3e902ef8","BusinessFunction","Business Intake Management","On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients.","" +"id-2ee5fa77d1064a4f824383a3a2346378","BusinessFunction","Business Intake Management","On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients.","" +"7eb0ec25-7aa1-45b7-ba11-86b946fe51f8","BusinessFunction","Business Intake Management","On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients.","" +"dbd1b906-fc8e-4103-8997-1e4104a02470","BusinessFunction","Business Service Management","Business Services are services that perform specific business functions and are required for the successful completion of a business process. They might also be called Application Services since they are used to develop composite services and business applications that automate business processes.","" +"id-de0aea2628e3479a92045e68b4e58d82","BusinessFunction","Canada Pension Plan (CPP)","","" +"b41e3ab1-0502-45d7-8702-c09cc80d22da","BusinessFunction","Capacity Management","Capacity Management is the focal point for all IT performance and capacity issues. Capacity Management aims to optimize the amount of capacity needed to deliver a consistent level of current and future services","" +"id-13c745ae0aca4b53bbc8539fcfba5891","BusinessFunction","Capacity Management (Business Function)","","" +"id-61dc9c2a7af645ca8a0982e35712df50","BusinessFunction","Case Management","","" +"7d488748-e341-4cef-9b10-e1913ba1f615","BusinessFunction","Change Management","The goal of Change Management is to ensure that standardized methods and procedures are used for the efficient and prompt handling of all changes, to minimize the impact of change-related incidents and improve day-to-day operations","" +"755bf645-421d-47b5-9147-45ba9192c2f5","BusinessFunction","CI/CD Pipeline","The CI/CD pipeline is a set of automated processes that allow Developers and DevOps professionals to reliably and efficiently compile, build and deploy their code to their production compute platforms. The most common components of a pipeline are; build automation/continuous integration, test automation, and deployment automation.","" +"956c0314-4549-46ff-a918-ba194c0669aa","BusinessFunction","CI/CD Pipeline","","" +"227d28c5-8fed-4e62-aaa6-697c33461c9c","BusinessFunction","CI/CD Pipeline","","" +"2fa036c8-4d3d-4c45-bfa3-391300f436cd","BusinessFunction","CI/CD Pipeline","The CI/CD pipeline is a set of automated processes that allow Developers and DevOps professionals to reliably and efficiently compile, build and deploy their code to their production compute platforms. The most common components of a pipeline are; build automation/continuous integration, test automation, and deployment automation.","" +"a8181b0e-4768-42f4-9ac4-5ddceb100225","BusinessFunction","Cloud Infrastructure Operations","Infrastructure as a service (IaaS) is a form of cloud computing that provides virtualized computing resources over the internet instantly.","" +"id-1ad52fcb05f840a5b6eecee6b19786cf","BusinessFunction","Compliance Investigation","Enforcement investigations are seeking to establish evidence of “guilty mind” by the subject, compared to compliance investigations that are seeking to establish and adjudicate on the conduct of “guilt acts” by the subject.","" +"id-a0208959f1e94eb8ba1f8db598330744","BusinessFunction","Conditional Data Mart","Conditional data marts require data feeds from the data warehouse and other source systems to serve a specific business need","" +"abb4cc34-3942-49bf-be3b-0d8c1101ad3e","BusinessFunction","Configuration Management","Configuration Management covers the identification of all significant components within the IT infrastructure and recording details of these components in the Configuration Management Database (CMDB).","" +"037b0a89-1edb-4065-940d-a230982352f0","BusinessFunction","Consent Management","","" +"88e0d948-ba8a-4655-80f3-d144d0483df3","BusinessFunction","Consent Management (copy)","","" +"id-5f15a103288d46f9a134c6a2dc11918a","BusinessFunction","Consumption (business function)","Enables the analysis of data and delivery to the ultimate consumption users","" +"d8792044-5bb3-4a98-8e78-a79d175463f5","BusinessFunction","Continuity Management","Service Continuity Management involves undertaking a systematic approach to the creation of a plan and or set of procedures (which are updated and tested regularly) used to prevent, cope with, and recover from the loss of critical services for extended periods, in line with business continuity plans","" +"id-8d838163cee64cedbc8486372bf3593e","BusinessFunction","Data & Analytics Services","","" +"id-110fc339ff6f4b7482c3b9d4f0ecc352","BusinessFunction","Data Foundations Programme","Information ","" +"id-15be408b7631415eaa344ee0f234e9a0","BusinessFunction","Data Governance","Data governance is a decision-making framework for assigning rights, responsibilities and authorities to ensure that an enterprise, its regulators and its stakeholders receive reliable, authentic, accurate and timely data","" +"id-c71d9d6eadca48d0a2b4869a19292ace","BusinessFunction","Data Lake ( Non-Certified )","A data lake is a collection of storage instances of various data assets. These assets are stored in a near-exact, or even exact, copy of the source format. ","" +"id-baf0d876fde44027bbfd5918fb2a4b6f","BusinessFunction","Data Management","Data Management +Defined and applied standards for data and data management practices +Increased clarity of data inventory and use +Increased data quality, consistency and trust +Data management expedites policy modelling and speed of implementation +Capabilities in place to support proper data management practices, operations and governance (aligned with office of the CDO)","" +"id-7b2fc4db21dc4b5ab76ff75f7737a1a7","BusinessFunction","Data Quality","Data Quality - Profiling, cleansing, enriching, certifying, and correcting of data to improve quality and consistency for fit for a purpose business requirements","" +"ff38d345-c8b1-466d-9953-8f10b0a51cf0","BusinessFunction","Define Success Criteria","Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not.","" +"d4e1471d-5921-42c9-bee9-e345aa5c1d8c","BusinessFunction","Define Success Criteria","Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not.","" +"d45ea692-88eb-4a97-adda-0c2e2ccf97fc","BusinessFunction","Define Success Criteria","Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not.","" +"af8707f8-5a1b-4968-8868-423de38f7ebc","BusinessFunction","Delivery","Provide the service specific planning, provisioning, delivery, and decommissioning processes for the services provided by the program","" +"id-6117c01c0a1b41d2a6abb909ed6731db","BusinessFunction","Delivery","Leverages the intelligence of Data Virtualization software to access data sources directly to create an optimal execution path","" +"id-2ce6f2e34d6d4c839b4756df632a7b59","BusinessFunction","Delivery","Enables the analysis of data and delivery to the ultimate consumption users","" +"id-4e5fd24f34d74d2bad3eadc5e0ee21b1","BusinessFunction","Dependant Data Mart","Dependent data marts are a subset of the data warehouse and are usually oriented to a specific business line","" +"0ec5f76d-3f2a-4b01-ba3d-9060c0391b3d","BusinessFunction","Deploy","Production deployment: This step consists of releasing the solution to its production environment.","" +"97aff748-651a-4dbc-bb74-ea43c64a7e5c","BusinessFunction","Deploy","","" +"e9757ec3-5955-4672-b753-0abdd4dc6edf","BusinessFunction","Deploy","Production deployment: This step consists of releasing the solution to its production environment.","" +"8fe9b77f-d57a-42e1-8453-6955faa90de6","BusinessFunction","Deploy","","" +"id-15fe188a165c4b76849705e8faf079d8","BusinessFunction","Development of EA Principles","Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise. +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. +• Current systems and technology: The set of information resources deployed within the enterprise, including systems documentation, equipment inventories, network configuration diagrams, policies, and procedures. +• Emerging industry trends: Predictions about economic, political, technical, and market factors that influence the enterprise environment. + +The EA Principles are developed by following a systematic process to create, socialize, approve and communicate them to ensure that they will have the desired effect. This process involves the following five key steps : + + Step 1- Identification of the EA Principles: The EA Principles identified in this document were mostly derived from previous EA Principle documents. The following main sources were consulted and leveraged: +• The Open Group Architecture Framework (TOGAF) defined Architecture Principles; +• Canada Border Services Agency (CBSA) defined Architecture Principles; +• Treasury Board defined Architecture Principles; +• (Draft) DFO-MPO Enterprise Architecture Principles; +• Correctional Service Canada (CSC) defined Architecture Principles. + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization. +• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations. +• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived. +• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations. +• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified. + + Step 3 – Revision of EA Principles: Architects within EA/IM Directorate are initially engaged to review and revise the proposed EA Principles. Following that initial revision, some additional key stakeholders could also be engaged in the revision as required. + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + Step 5 – Leveraging the EA principles: The EA Principles will be used as an important tool for Departmental governance within the Gating process of any technology projects. They provide a firm foundation for making architecture and planning decisions, framing policies, procedures and standards, and supporting resolution of contradictory situations.","" +"id-e9620e2c9ed94e82bd87b1028dd6f976","BusinessFunction","EA Training Coordination (Business Function)","","" +"id-c9725e2e49c64788ab5aa5c57e3234d5","BusinessFunction","Employment and Social Development Canada","Integrity Operations, within ISB, is responsible for national Compliance and Enforcement activities for several of ESDC’s largest benefit programs and services: Employment Insurance (EI), Social Insurance Number (SIN), Canada Pension Plan (CPP), Old Age Security (OAS), Temporary Foreign Workers Program (TFWP), and International Mobility Program (IMP). To manage its programs, ISB executes the enforcement workload as follows: +• The Enforcement function (focusing on fraud cases with the potential for prosecution under the Employment Insurance act) does not have a unified case management system, and instead manages work through a combination of Microsoft (MS) Excel and a variety of SharePoint sites using various designs. +","" +"id-54c9fa205ec24796aca1d4f0393fbd31","BusinessFunction","Employment Insurance (EI)","","" +"id-b7dfaa105244450283bc94e61afcecd2","BusinessFunction","Enterprise Data Warehouse","A data warehouse is a storage architecture designed to hold data extracted from transaction systems, operational data stores and external sources. The warehouse then combines that data in an aggregate, summary form suitable for enterprise-wide data analysis and reporting for predefined business needs","" +"654ee258-e717-4146-8c64-ed5535c566aa","BusinessFunction","Event Broker","An event broker is middleware software, appliance or SaaS used to transmit events between event producers and consumers in a publish-subscribe pattern. +According to Gartner, event brokers “are middleware products that are used to facilitate, mediate and enrich the interactions of sources and handlers in event-driven computing.” +“Event-driven architectures (EDA) is inherently intermediated. Therefore, the intermediating role of event brokering is a definitional part of EDA. All implementations of event-driven applications must use some technology in the role of an event broker.”* +https://solace.com/what-is-an-event-broker/","" +"id-745258581b0b43efb10f72fc65abbbbe","BusinessFunction","Evidence Immutability","","" +"426e30cc-1989-4514-8e2e-81eadcc5900e","BusinessFunction","Feedback","","" +"3d9cbc44-6009-49e3-ba6c-573c0b94ebaf","BusinessFunction","Financial Management","Financial Management involves three main processes - budgeting, IT accounting, and charging - to ensure the cost-effective stewardship of IT assets and resources used in providing IT services. Charging is an optional activity and is dependent on the charging policy of the organization as a whole","" +"3145f942-d04c-4787-9c8f-c0749f69e321","BusinessFunction","Governnance","Governance ensures that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritisation and decision making; and monitoring performance and compliance against agreed-on direction and objectives. Governance is the responsibility of the Enterprise Architecture Review Board under the leadership of the ADMs of TISMB and IITB.","" +"1f2a6e78-2166-4cf7-946e-da8938bf7b31","BusinessFunction","Identification and Authentication","","" +"e33c69d7-65bb-4efd-b396-968b669ed6f5","BusinessFunction","Identification and Authentication (copy)","","" +"id-de3777d2f21648e8a5f5fa6413936d53","BusinessFunction","Immunity Task Force","","" +"id-1d23f61275ef44bf88aa2a127650a114","BusinessFunction","In Memory Database","Refers to in-memory database to create virtual integrated view of data on the fly. This may require physically moving data to an environment (e.g., SAP Hana) before conducting data virtualization","" +"343b4d88-8b90-4de0-95b4-bdbe616555fb","BusinessFunction","Incident Management","The primary goal of the Incident Management process is to restore normal service as quickly as possible following loss of service, and to minimize the adverse impact on business operations, thus ensuring that the best possible levels of service quality and availability are maintained","" +"0170cf62-9e2b-41ad-9a82-618b71c42fb1","BusinessFunction","Infrastructure","","" +"id-c54504047dee478f8530d63dda485adf","BusinessFunction","Ingest","Enables the access, integration, and preparation of data from source systems and transformation for downstream use","" +"11ce2c18-399d-47b2-b9f0-50b8fc2e8222","BusinessFunction","Intake","Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities.","" +"e7b6a9cb-c695-405f-9245-eaa0b4121b38","BusinessFunction","Intake","Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities.","" +"16bcd01c-9c30-44e7-8191-65b160d20b1d","BusinessFunction","Intake","Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities.","" +"id-2351a9351c3f43aa813d87db62998479","BusinessFunction","Integration","Instead of physically moving the data, data federation/virtualization executes queries against multiple data sources to create virtual integrated views of data on the fly. DV/DF requires adapters to various data sources, a metadata repository and a query engine that can provide results in various ways (for example, as an SQL row set, XML or a Web services interface)","" +"id-86e3a575bb0647e980889668002b3bfc","BusinessFunction","Integrity Operations","Integrity Operations, within ISB, is responsible for national Compliance and Enforcement activities for several of ESDC’s largest benefit programs and services: Employment Insurance (EI), Social Insurance Number (SIN), Canada Pension Plan (CPP), Old Age Security (OAS), Temporary Foreign Workers Program (TFWP), and International Mobility Program (IMP). To manage its programs, ISB executes the enforcement workload as follows: +• The Enforcement function (focusing on fraud cases with the potential for prosecution under the Employment Insurance act) does not have a unified case management system, and instead manages work through a combination of Microsoft (MS) Excel and a variety of SharePoint sites using various designs.","" +"id-7c0f9f18f3bf45908c43fe10ee51ab96","BusinessFunction","Integrity Services Branch","","" +"id-f59e6247d1f34551a51560e08e8ab2bd","BusinessFunction","Intelligence Gathering","","" +"id-cd37a2d7d6fa4dbba73f368daa1437c2","BusinessFunction","International Mobility Program (IMP)","","" +"id-a549838ddd15473692cb61ea4bfc4caa","BusinessFunction","Lifecycle Management","","" +"0f5ced7f-ce30-4c00-9124-217ab14956f1","BusinessFunction","Manage","","" +"53437d97-c1f6-430f-810a-06ce578403cf","BusinessFunction","Manage","","" +"bfe9fb5c-d27a-4a0c-9859-6ea2569d3712","BusinessFunction","Management","Management plans, builds, runs and monitors activities in alignment with the direction set by the governance body to achieve the enterprise objectives. +manage the direction, acquisition and investment, as well as the overall performance of the program","" +"id-2126609d22b3489dbecb963a20662e18","BusinessFunction","Management","Consists of policies, rules or standards that govern which data is collected, and how it is stored, arranged, integrated, and put to use in data systems and across the enterprise","" +"id-8fb41176880749dc9577f0cfae350e57","BusinessFunction","Master Data Management","A technology-enabled discipline in which business and IT work together to ensure the uniformity, accuracy, stewardship, semantic consistency and accountability of the enterprise's official shared master data assets. Master data is the consistent and uniform set of identifiers and extended attributes that describes the core entities of the enterprise including customers, prospects, citizens, suppliers, sites, hierarchies and chart of accounts.","" +"id-4fa685ba69bb46528abd4f59f7dd18f0","BusinessFunction","Message","","" +"2b5d2cd9-9110-4888-9941-469b26c0262a","BusinessFunction","Message Fabric","The message fabric is a messaging infrastructure that connects the system components and allows them to communicate. +Messages are transmitted to the components over the message fabric. The message fabric constitutes the message queues to write and retrieve application-specific data to and from the queues without the requirement for a private, dedicated connection to link the components. +https://www.ibm.com/support/knowledgecenter/SSYJCD_1.0.0/com.ibm.help.meigV100.doc/com.ibm.help.meg.welcome.doc/meig_as4_messagefabricoverview.html +","" +"id-efd797a69d2f4a02b6aefe6c26c71cd9","BusinessFunction","Meta Data Management","A technology-enabled discipline in which business and IT work together to ensure the uniformity, accuracy, stewardship, semantic consistency and accountability of the enterprise's official shared metadata. Metadata is a set of data that describes and gives information about other data.","" +"fea28939-ebfe-4c24-a661-9f186585e008","BusinessFunction","MFT Analytics","Consolidate and correlate event data, automate reporting and provide visibility into risk.","" +"ab1569f3-8a48-4226-9cb6-21d4935891eb","BusinessFunction","MFT Monitoring","Continually monitor a resource, for example a directory, and when the contents of that resource meet some predefined condition, start a task.","" +"b33ae80c-a84a-448b-9679-f985662ce2cf","BusinessFunction","MFT Operations","The MFT platform enables secure file exchange and management with internal departments and external partners. It protects against inadvertent access to unsecured files in the end-to-end transfer of files. It includes monitoring and reporting capabilities.","" +"72d8a8d8-bfbc-4dc2-aeda-75ea8e9b41f7","BusinessFunction","MFT Solution Development","Deliver sophisticated and controlled file-transfer solutions using simple, secure file transfer protocols and standard models of exchange, with secure encryption, manageability, scalability, file processing, integration and business-reporting options.","" +"a7f18948-38f6-44d3-bbf8-b7b6172030be","BusinessFunction","Monitor","","" +"d7dedcb9-3e8a-43c5-bec9-fa78fb146533","BusinessFunction","Monitor","","" +"cd55c327-5467-4227-bc3a-71a85882625c","BusinessFunction","Monitor/Support ","Monitor/support: This step serves to provide ongoing oversight of the production solution. As bugs, issues, opportunities for improvement and change requests arise, they are fed into the intake process to be addressed by the team.","" +"6d1bc35d-883c-440d-b8c9-48e1a98e7bc8","BusinessFunction","Monitor/Support ","Monitor/support: This step serves to provide ongoing oversight of the production solution. As bugs, issues, opportunities for improvement and change requests arise, they are fed into the intake process to be addressed by the team.","" +"d18d21b3-dc4f-4c54-9859-d54373c3fa4c","BusinessFunction","Network Device and Infrastructure Protection","","" +"3be9b164-08bc-406f-b935-8eb5ba0fe85b","BusinessFunction","Network Device and Infrastructure Protection (copy)","","" +"ad1f2637-cd4a-4b36-b92d-07101bb04a35","BusinessFunction","Notify","","" +"46a583d4-3fae-44a4-828a-b76fc09aa088","BusinessFunction","Notify","","" +"id-258115e6957047c4a75886305ebfea4a","BusinessFunction","Office of the Chief Data Officer (OCDO)","","" +"id-44ef2dcf497a42ba9267392993bf23b9","BusinessFunction","Old Age Security (OAS)","","" +"eb3655a1-4a08-492d-95df-452f5112db3e","BusinessFunction","On-Premise Operations","""On-prem""refers to private data centres that companies house in their own facilities and maintain themselves. On-prem infrastructure can be used to run private clouds, in which compute resources are virtualised in much the same way as those of public cloud.","" +"id-18b15f99a87d432fa65ed1bea53eef17","BusinessFunction","Operational Reporting","","" +"6ce6f579-3632-4db6-87e4-2d7a81c603ee","BusinessFunction","Outcome Evaluation","","" +"id-20c7f8ac33f540828f17b6a772dea55a","BusinessFunction","Persist and Access","Stores the persistent data, metadata, and models that provide the analytical capabilities and orchestrate the operation of the architecture +Stores persistent and transient information, of prepared and accessible business information that are ready for use by respective use cases","" +"dee057d5-fe83-411d-b2d5-4fb9a404daf7","BusinessFunction","Plan","Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations.","" +"8c8892c1-27aa-494c-bc05-29c3938a6bc5","BusinessFunction","Plan","Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations.","" +"095386b0-5f5f-48fa-bab0-cf5a453b87d2","BusinessFunction","Plan","Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations.","" +"26e4f2c8-c531-46d2-acb0-d525418c1b7c","BusinessFunction","Platform Operations","Information technology operations, or IT operations, are the set of all processes and services that are both provisioned by an IT staff to their internal or external clients and used by themselves, to run themselves as a business. It involves monitoring and controlling the IT services and their underlying infrastructure, the fulfilling of user requests, resolving service failures, fixing problems, as well as carrying out routine operational tasks. + +The coordination and execution of activities that enable the ongoing management and operation of products or services in the computing environment","" +"5a2a9f14-306d-4113-aa11-892ce02e1f77","BusinessFunction","Principal","","" +"2e9a1268-bf23-4681-8662-3ef371a05ea1","BusinessFunction","Principal","","" +"d47b0989-d54f-4184-874a-4a4683f01ee5","BusinessFunction","Privilege Management","","" +"f9a40b51-c4fb-4bde-a1de-37c283d1031c","BusinessFunction","Privilege Management (copy)","","" +"2c9eb023-9ba3-4623-b690-70ffa402f65b","BusinessFunction","Problem Management","The goal of Problem Management is to minimize the adverse impact of incidents and problems on the business as may be caused by errors within the IT infrastructure, and to prevent recurrence of incidents related to these errors.","" +"f96652e3-2c02-4225-9551-94f91421996f","BusinessFunction","Product Management","","" +"d5ae818a-0d3c-4dde-9edd-d4f065d640ab","BusinessFunction","Prototyping","","" +"id-f15600de9837441890d9a97fa8c8c75c","BusinessFunction","Quality Management","Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). +","" +"c8599c24-08d9-49b8-8706-2b54fb7a6011","BusinessFunction","Release Management","Release Management is very closely linked with Configuration Management and Change Management, and undertakes the planning, design, build, and testing of hardware and software to ensure that all aspects of a release, both technical and non-technical, are considered together","" +"id-0f6cab87cc724ba58583b919b9ca07d7","BusinessFunction","Repository (Certified)","","" +"id-5436299f77a048d0be66d52077c48eaf","BusinessFunction","Repository Data Mart","Special-purpose data marts that are standalone are oriented to a specific business line within an organization","" +"823b678e-b790-4b0b-bfe6-17e36181e4ee","BusinessFunction","Run","","" +"a5d25b96-c282-468c-88ec-da472f33542c","BusinessFunction","Run","","" +"2809115b-cc8b-4e49-a267-6f8bb1e34a32","BusinessFunction","Run","","" +"51423b47-1349-4681-89cc-0f227befbb98","BusinessFunction","Security Management","Security Management processes involve organizing the collection, storage, handling, processing and management of data and services in such a way that the integrity, availability, and confidentiality business conditions are satisfied","" +"id-d997bd379a864592bae3bd2f41ce309d","BusinessFunction","Security of Information","","" +"7eeaee28-f907-4fcb-ac67-0f49ab44afae","BusinessFunction","Security Visibility and Real-time Threat Protection ","","" +"bce9d1f5-4d01-443d-ab33-4b9d02190fa2","BusinessFunction","Security Visibility and Real-time Threat Protection (copy)","","" +"f0fcaa17-75d5-41ce-90e9-71ad8bfb59b5","BusinessFunction","Service Architecture Standards","The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration.","" +"id-80406ce12bd3401eb4b5834316b07c61","BusinessFunction","Service Architecture Standards","The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration.","" +"0f99441a-d73f-4f89-95d4-72544880be65","BusinessFunction","Service Architecture Standards","The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration.","" +"debd1229-4b29-46ce-ad57-4caa0aa9a502","BusinessFunction","Service Bus Operations","The ESB platform acts as a shared messaging layer for connecting applications and other services throughout an enterprise computing infrastructure. It supplements its core asynchronous messaging backbone with intelligent transformation and routing to ensure messages are passed reliably. Services participate in the ESB using either web services messaging standards or the Java Message System (JMS). Originally defined by analysts at Gartner, ESB is increasingly seen as a core component in a service-oriented infrastructure. ","" +"57cd2bc3-36de-4470-be69-737adb12b7a8","BusinessFunction","Service Contract Management","Service Contract management is the process of managing contract creation, execution and analysis to maximize operational and financial performance , all while reducing financial risk","" +"e650629a-5c73-4ac7-9f07-c137bf1b475a","BusinessFunction","Service Desk","The Service/Help Desk is the single contact point within the IT provider organization for all end-users to seeking assistance and support for IT services and/or related problems, incidents, questions, and complaints.","" +"aa208eb1-1c4b-4db9-ada5-03d5a7e97c32","BusinessFunction","Service Direction","The service governance process sets direction through prioritization and decision making.","" +"f5c73147-005e-45b4-9682-3172a34e8531","BusinessFunction","Service Evaluation","The service governance process ensures that the organizational objectives are achieved by evaluating stakeholder needs, conditions and options.","" +"d66e16ba-812d-4d40-86ef-04469f860a67","BusinessFunction","Service Level Management","Service Level Management involves the processes of planning, coordinating and reporting on Service Level Agreements (SLAs) between the IT service provider and customer/client group; and the ongoing reviewing of service achievements to ensure that service levels and quality are consistently delivered and maintained.","" +"30ba6192-c23f-48c0-b676-e8c6721f1954","BusinessFunction","Service Monitoring Oversight","The service governance process monitors performance, compliance and progress against agreed-on direction and objectives","" +"c8f2589d-4d5f-477a-a5ee-b8e56fdab739","BusinessFunction","Service Procurement Management","Service procurement management controls and directs the series of activities and procedures necessary to acquire facilities, infrastructure, platform and software products and services.","" +"1399be75-d5c9-4420-876b-fa396af51af5","BusinessFunction","Service Strategy Development","Service Strategy development is to decide on a strategy to serve clients. Starting from an assessment of client needs and the market place, the service strategy development determines which services the IT organization is to offer and what capabilities need to be developed. Its ultimate goal is to make the IT organization think and act in a strategic manner.","" +"6d20590a-55d3-4c00-9644-e5e9340e4796","BusinessFunction","SOA Operations","The SOA platform enables system developers to set up and manage services and to orchestrate them into composite applications and business processes. It provides the tools to design, implement, manage, and maintain service-oriented computing infrastructure across the enterprise,","" +"3c8b5553-21c7-4c4d-a87e-fca217bea617","BusinessFunction","SOA Service Analytics","SOA services analytics provides support of business analytics and business activity monitoring. It enables the department to leverage information to better understand and optimize business performance. It supports entry points of reporting to deep analytics and visualization, planning, aligned strategic metrics, role-based visibility, search-based access and dynamic drill-through, and alert and detect in-time actions","" +"808fee52-953a-44e8-a2a1-db4e2f998ff1","BusinessFunction","SOA Service Architecture","Selecting appropriate and approved solution patterns and technology products.","" +"5401717f-90e1-49ff-a083-7482142d965b","BusinessFunction","SOA Service CI/CD","Services Continuous Integration / Continuous Deployment +Integrate and deploy services to the production environment.","" +"b42dd591-600e-490c-b2cb-14e065fc8956","BusinessFunction","SOA Service Deployment","Build services for accessing and aggregating data assets, and executing standard business processes","" +"a437f94e-1ac5-4976-9dde-3b6c8ad9edcd","BusinessFunction","SOA Service Pattern Development","Prepare repeatable solution patterns for common integration message exchange requirements.","" +"58935f38-ffb2-459c-b573-b4088ca16482","BusinessFunction","SOA Service Security","Implement security policies and authentication/authorization protocols into service interfaces.","" +"1974de08-98c0-4d4e-b56a-756c1688c0f0","BusinessFunction","SOA Services Monitoring","SOA services monitoring provides monitoring and management of software services and applications. This includes the ability to capture metrics and to monitor and manage application and service status.","" +"id-28c71617b78f4c889786305f027933c6","BusinessFunction","Social Insurance Number (SIN)","","" +"9c2f8fce-0eab-435a-9fb2-359258745324","BusinessFunction","Solution Delivery","An integrated approach to enable technology transformation and solve complex business challenges","" +"5fe57f52-1a42-4664-be42-80529c81c0ad","BusinessFunction","Solution Enablement","Required Guardrails","" +"ab0c85e4-4b97-4ffd-88fd-9398c7f17fc9","BusinessFunction","Solution Train","","" +"7e359902-0281-4c56-8942-8f29484f41a4","BusinessFunction","Story Boarding","","" +"1068ed25-dac0-4c3c-ab2f-950c804c4c47","BusinessFunction","Support","Provide the support processes common to all services delivered by the program","" +"id-18b67f9fedcc4d689058d79a728bd732","BusinessFunction","Syncronization","Typically through change data capture (CDC), this process replicates and synchronizes data among database management systems (DBMSs). Schemas and other data structures in DBMS may be identical or slightly different. This pattern keeps operational data current across multiple systems","" +"id-25c5427dd7f4485db94fc14e6871767d","BusinessFunction","Team Management (Business Function)","Avoid burnout +Meet client expectations","" +"id-6c4803433ad241a0a5374ca3f5884dbe","BusinessFunction","Temporary Foreign Workers Program (TFWP)","","" +"3e3bc277-1fea-40bd-bbc1-35dd96697b2a","BusinessFunction","Test","","" +"513cf63b-f8f4-48da-93cc-0304a88030c1","BusinessFunction","Test","","" +"52e60851-0df0-409c-b2e9-db5d4ff77298","BusinessFunction","Test","","" +"id-3e382299882848f686e87fcd27423462","BusinessFunction","Testing Assistance Response Team","The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities.","" +"id-cb7b1dd9eee640feb457a3bac9409d6d","BusinessFunction","The College @ESDC","The College@ESDC opened its doors in September 2006 as Service Canada's national corporate learning institution. The Service Canada College (since renamed College@ESDC) sets the direction for and integrates all learning activities and learning priorities within the organization. Modeled on the ""corporate university"" concept, the College@ESDC weaves service excellence throughout all its activities. +It is the organization's strategic lever for achieving cultural change. The objective is to change attitudes, behaviors and mindsets and give our employees the tools and confidence to deliver service that goes beyond client expectations. + +The College@ESDC is distinctive in the sense that: + It is the first federal organization to recognize service as a key competency in addition to valuing knowledge. + It formally recognizes the role of service providers as a profession and a career in the federal public service. + It is the first in government to centralize a learning, training and development function based on a corporate university model. + It consists of a nation-wide network of physical and virtual learning centres to accommodate the needs of staff across the country; and + It is recognized as one of seven ""noteworthy department – specific examples"" of public service renewal by the Clerk of the Privy Council.","" +"8434a930-1c1e-4e42-9a25-89dea34f1dbe","BusinessFunction","UAT","","" +"0f3c264d-b63e-4b6e-a519-c6455bc7bd10","BusinessFunction","UX/ Design","UX / Design: This step serves to explore and eventually establish the necessary specifications and features that will satisfy the solution’s success criteria. The team will determine the data needs, components (hardware and/or software) and infrastructure required for the solution to accomplish its objectives.","" +"f73ee8c5-cdb4-4d53-af5a-a9acb0fcc5fb","BusinessFunction","UX/ Design","UX / Design: This step serves to explore and eventually establish the necessary specifications and features that will satisfy the solution’s success criteria. The team will determine the data needs, components (hardware and/or software) and infrastructure required for the solution to accomplish its objectives.","" +"id-8c79ab4c9e4c44b3bc59ac7d041975cb","BusinessFunction","Vaccine Task Force","","" +"id-e2ad863fc01e4ef2b92575df77e93285","BusinessFunction","Virtualization / Federation","","" +"id-4854fd74e7cd4f16a9084cced4f4a93c","BusinessFunction","Workload","","" +"id-f97666ea0500480f9f6c5167ea6ee833","BusinessFunction","Workload Management (Business Function)","","" +"2fd084cc-f138-4dea-bee3-2bcbd46c5241","BusinessInteraction","Appoint","","" +"a28b7f4d-014f-4236-ac58-2f56a33578e1","BusinessInteraction","Appont","","" +"id-b02cc38a38224f0b9e51facf6693f7c6","BusinessInteraction","BRM Facilitated Stakeholder Meeting","","" +"id-91c062a168ed497587eeb3c6b0d08f9d","BusinessInteraction","EARB Deck Reviews (N Times)","","" +"id-90c5387be53e496d8ec762ee738cd106","BusinessInteraction","Facilitated EA Assessment Review & Meeting","","" +"id-dfd2d45f19284fba85735ee5d6e318e8","BusinessInteraction","Facilitated EA Assessment Review & Meeting","","" +"id-db4beee486654eeebac0b471f3fd7717","BusinessInteraction","PanCanadien Trust Framework v1.3 - Atomic Processes","Reference: https://canada-ca.github.io/PCTF-CCP/","" +"id-3bd1c3fe9ae84708847825e1f8fba35c","BusinessInteraction","SAS Peer Review","","" +"id-fd05ce4a9c314508b0b4c7346dbc4feb","BusinessInterface","Benefits Delivery Services","","" +"f4c7f0e7-c848-4b94-acc3-56dee6cbee35","BusinessInterface","Business Interface","","" +"id-fb4a3b6c46734f04b3a546c5e3747b63","BusinessInterface","Dashboard","Dashboards are a style of reporting that graphically depicts operational or strategic information","" +"id-8804a4533b5e4c75b66ad28a0b08b896","BusinessInterface","Dashboard (business interface)","Dashboards are a style of reporting that graphically depicts operational or strategic information","" +"id-80f98688484b4e43840d272431e45a35","BusinessInterface","ICST","Selections +Observations Creation +Case Creation + +ICST - Information Collection and SYnthesis Team","" +"id-ad9e33528885414d90af859f82199305","BusinessInterface","Policy Group","","" +"id-b58af76f090344e3959dc9b934ec7ac3","BusinessInterface","Regional Service Canada","Case Transfer (Report)","" +"id-2f0726d763e84b90ab1d20b8e8108f90","BusinessInterface","Self Service","Refers to the capability that allows business users to query data and create personalized reports in a data warehouse or data marts environment","" +"id-5ed91d83af114f9b9c872b09acb75e40","BusinessInterface","Self Service (business interface)","Refers to the capability that allows business users to query data and create personalized reports in a data warehouse or data marts environment","" +"id-f6f03262b65a418aa4c008fb03e75888","BusinessInterface","Web API","","" +"id-6175e307d47a4a90a740c7305ef71181","BusinessInterface","Web API (business interface)","","" +"7237e56e-f07d-4c23-845a-3fbeda35e4d3","BusinessObject","Accessibility Architecture Guardrails","","" +"313baf56-c677-4d08-a908-69f63803282d","BusinessObject","Accessibility Architecture Guardrails","","" +"77fa7164-dd1f-41de-a2f9-f9aa9aa1fa42","BusinessObject","Accessibility Guardrails","","" +"811fdc2f-98b1-43fc-b01c-3d8d1cbaab1d","BusinessObject","Advanced Analytics Architecture Guardrails","","" +"36c72806-1e90-42e5-930a-fe86e4fa0921","BusinessObject","Advanced Analytics Architecture Guardrails","","" +"id-ecf17f14466e4000ada660966ac9aa52","BusinessObject","An Information Architecture Vision: Moving from Data Rich to Information Smart","An Information Architecture Vision: From Data Rich to Information Smart, White Paper (W132), published by The Open Group, April 2013; refer to: www.opengroup.org/library/w132","" +"b473190d-b5e1-4655-8c3f-bf87099ce8be","BusinessObject","API Architecture Guardrails","The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens. +• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. ""API First"" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described. +• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders. +• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design. +","" +"id-247904d7b5374d9d8785efa6f4db37b8","BusinessObject","API Architecture Guardrails","","" +"954f6a00-120e-4aa8-87b1-5f72ad17bd68","BusinessObject","API Architecture Guardrails","","" +"bae8c832-9ec1-419e-9bf2-634cd37a0380","BusinessObject","API Architecture Guardrails","The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens. +• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. ""API First"" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described. +• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders. +• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design. +","" +"eded674b-2346-4edd-800f-d855b59cce45","BusinessObject","API Architecture Guardrails","The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens. +• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. ""API First"" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described. +• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders. +• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design. +","" +"06c492be-ccd5-4fff-83f4-f98b7fc4f906","BusinessObject","Architecture Guardrails","“Another mechanism that organizations use to bake evolvability into their system architectures is the concept of architectural guardrails. As with their real-world roadside equivalents, software guardrails are designed to keep people from straying into dangerous territory. +In real terms, guardrails represent a lightweight governance structure. They document how an organization typically “does” things – and how, by implication, development teams are expected to “do” similar things. For example, a guardrail may document not just the specific availability requirements for a new service, but also how the organization goes about meeting such requirements. Typically, guardrails are used in combination with an external oversight team – be this an architecture board, guild, or program office. Typically, the message from such oversight teams is simple: if you stick to the guardrails, you do not need to justify your architectural choices – we will just approve them. However, in those situations where you could not abide by a guardrail, then we need to discuss it. If your reasoning is sound, then we may well agree with you and modify our guardrails, but we reserve the right to tell you to change your approach if there was no good reason not to abide by the guardrails. +The key to their power is that they are not mandates. They do not impose absolute bans on teams taking different approaches; rather they encourage creativity and collaboration, and encourage the evolution of the governance structure itself.” +From +","" +"0a804b0e-a2d2-405e-bd57-1e87fd4abefb","BusinessObject","Architecture Guardrails","","" +"1696d650-d9e7-4218-90b6-b13768332060","BusinessObject","Architecture Guardrails","","" +"cf3130d5-3924-40c4-bf19-37470c013751","BusinessObject","Architecture Standards","","" +"b7e1aaf0-002f-43a7-94d7-6da09e2f227e","BusinessObject","Architecture Standards","","" +"d7b6bd96-574f-4ff2-9bbd-8b330995c27f","BusinessObject","Architecture Standards","","" +"id-3432d40b50c0403c9a8fe721969ba162","BusinessObject","ATAG 2.0 Glossary","Appendix A: Glossary +This section is normative. + +This appendix contains definitions for all of the significant/important/unfamiliar terms used in the normative parts of this standard, including terms used in the Conformance section. Please consult http://www.w3.org/TR/qaframe-spec/ for more information on the role of definitions in standards quality. + +accessibility problems +ATAG 2.0 recognizes two types of accessibility problems: +authoring tool user interface accessibility problems: Aspects of an authoring tool user interface that does not meet a success criterion in Part A of ATAG 2.0. +web content accessibility problems (WCAG): Aspects of web content that does not meet a WCAG 2.0 success criterion (Level A, AA or AAA). +accessibility information (WCAG) +Information that web content must contain in order to meet a WCAG 2.0 success criterion (Level A, AA or AAA). Examples include: programmatically associated alternative content (e.g. text alternatives for images), role, and state information for widgets, relationships within complex tables). +Note: For the purposes of ATAG 2.0, only programmatically determinable accessibility information qualifies. For additional examples, see Appendix A of the Implementing ATAG 2.0 document. +accessible content support features +Any features of an authoring tool that directly support authors in increasing the accessibility of the web content being edited. These are features that must be present to meet the success criteria in Part B of ATAG 2.0. +alternative content +Web content that is used in place of other content that some people are not able to access. Alternative content fulfills essentially the same function or purpose as the original content. WCAG 2.0 recognizes several general types of alternative content: +text alternatives for non-text content: Text that is programmatically associated with non-text content or referred to from text that is programmatically associated with non-text content. For example, an image of a chart might have two text alternatives: a description in the paragraph after the chart and a short text alternative for the chart indicating in words that a description follows. +alternatives for time-based media: Web content that serves the same function or purpose as one or more tracks in a time-based media presentation. This includes: captions, audio descriptions, extended audio descriptions, sign language interpretation as well as correctly sequenced text descriptions of time-based visual and auditory information that also is capable of achieving the outcomes of any interactivity in the time-based presentation. +media alternative for text: Media that presents no more information than is already presented in text (directly or via text alternatives). A media alternative for text is provided for people who benefit from alternate representations of text. Media alternatives for text may be audio-only, video-only (including sign-language video), or audio-video. +Importantly, from the perspective of authoring tools, alternative content may or may not be: +programmatically associated alternative content: Alternative content whose location and purpose can be programmatically determined from the original content for which it is serving as an alternative. For example, a paragraph might serve as a text alternative for an image, but it is only programmatically associated if this relationship is properly encoded (e.g. by ""aria-labeledby""). +Note: ATAG 2.0 typically refers to programmatically associated alternative content. +assistive technology +Software (or hardware), separate from the authoring tool, that provides functionality to meet the requirements of people with disabilities (authors and end users). Some authoring tools may also provide direct accessibility features. Examples include: +screen magnifiers, and other visual reading assistants, which are used by people with visual, perceptual, and physical print disabilities to change text font, size, spacing, color, synchronization with speech, etc. in order improve the visual readability of rendered text and images; +screen readers, which are used by people who are blind to read textual information through synthesized speech or Braille; +text-to-speech software, which is used by some people with cognitive, language, and learning disabilities to convert text into synthetic speech; +speech recognition software, which are used by some people who have some physical disabilities; +alternative keyboards, which are used by some people with physical disabilities to simulate the keyboard (including alternate keyboards that use head pointers, single switches, sip/puff, and other special input devices); +alternative pointing devices, which are used by some people with physical disabilities to simulate mouse pointing and button activations. +audio +The technology of sound reproduction. Audio can be created synthetically (including speech synthesis), recorded from real-world sounds, or both. +author actions preventing generation of accessible web content +When the actions of authors prevent authoring tools from generating accessible web content (WCAG). Examples include: turning off accessible content support features, ignoring prompts for accessibility information (WCAG), providing faulty accessibility information (WCAG) at prompts, modifying the authoring tool (e.g. via scripting, macros), and installing plug-ins. +authors +People who use authoring tools to create or modify web content. The term may cover roles such as content authors, designers, programmers, publishers, testers, etc. (see Part B Conformance Applicability Note 6: Multiple authoring roles). Some authoring tools control who may be an author by managing author permissions. +author permission +Authorization that allows modification of given web content. +authoring action +Any action that authors can take using the authoring tool user interface that results in editing web content (e.g. typing text, deleting, inserting an element, applying a template). In contrast, most authoring tool user interfaces also enable actions that do not edit content (e.g. saving, publishing, setting preferences, viewing documentation). +reversible authoring action: An authoring action that can be immediately and completely undone by the authoring tool upon a cancel request by an author. Examples of cancel requests include: ""cancel"", ""undo"", ""redo"" (when it used to reverse ""undo""), ""revert"", and ""roll-back"" +Note: It is acceptable for an authoring tool to collect a series of text entry actions (e.g. typed words, a series of backspaces) into a single reversible authoring action. +authoring outcome +The content or content modifications that result from authoring actions. Authoring outcomes are cumulative (e.g. text is entered, then styled, then made into a link, then given a title). +authoring practice +An approach that authors follow to achieve a given authoring outcome (e.g. controlling presentation with style sheets). Depending on the design of an authoring tool, authoring practices may be chosen by authors or by the authoring tool. Authoring practices may or may not be: +accessible authoring practices (WCAG): An authoring practice in which the authoring outcome conforms to WCAG 2.0 at Level A, AA, or AAA. Some accessible authoring practices require accessibility information (WCAG). +authoring session +A state of the authoring tool in which web content can be edited by an author. +end of an authoring session: The point at which the author has no further opportunity to make authoring actions without starting another session. The end of an authoring session may be determined by authors (e.g. closing a document, publishing) or by the authoring tool (e.g. when the authoring tool transfers editing permission to another author on a collaborative system). +Note: The end of the authoring session is distinct from publishing. Automatic content generation may continue after the end of both the authoring session and initial publishing (e.g. content management system updates). +authoring tool +Any web-based or non-web-based application(s) that can be used by authors (alone or collaboratively) to create or modify web content for use by other people (other authors or end users). +Note 1: ""application(s)"": ATAG 2.0 may be conformed to by stand-alone applications or by collections of applications. If a conformance claim is made, then the claim must provide identifying information for each application and also for any required extensions, plug-ins, etc. +Note 2: ""alone or collaboratively"": Multiple authors may contribute to the creation of web content and, depending on the authoring tool, each author may work with different views of the content and different author permissions. +Note 3: ""to create or modify web content"": This clause rules out software that collects data from a person for other purposes (e.g. online grocery order form) and then creates web content from that data (e.g. a web-based warehouse order) without informing the person (however, WCAG 2.0 would still apply). This clause also rules out software used to create content exclusively in non-web content technologies. +Note 4: ""for use by other people"": This clause rules out the many web applications that allow people to modify web content that only they themselves experience (e.g. web-based email display settings) or that only provide input to automated processes (e.g. library catalog search page). +Examples of software that are generally considered authoring tools under ATAG 2.0: +web page authoring tools (e.g. WYSIWYG HTML editors) +software for directly editing source code +software for converting to web content technologies (e.g. ""Save as HTML"" features in office document applications) +integrated development environments (e.g. for web application development) +software that generates web content on the basis of templates, scripts, command-line input or ""wizard""-type processes +software for rapidly updating portions of web pages (e.g. blogging, wikis, online forums) +software for generating/managing entire websites (e.g. content management systems, courseware tools, content aggregators) +email clients that send messages using web content technologies +multimedia authoring tools +software for creating mobile web applications +Examples of software that are not considered authoring tools under ATAG 2.0 (in all cases, WCAG 2.0 still applies if the software is web-based): +customizable personal portals: ATAG 2.0 does not apply because the web content being edited is only available to the owner of the portal +e-commerce order forms: ATAG 2.0 does not apply because the purpose of an e-commerce order form is to order a product, not communicate with other people via web content, even if the data collected by the form actually does result in web content (e.g. online tracking pages) +stand-alone accessibility checkers: ATAG 2.0 does not apply because a stand-alone accessibility checker with no automated or semi-automated repair functionality does not actually modify web content. An accessibility checker with repair functionality or that is considered as part of a larger authoring process would be considered an authoring tool. +authoring tool user interface +The display and control mechanism that authors use to operate the authoring tool software. User interfaces may be non-web-based or web-based or a combination (e.g. a non-web-based authoring tool might have web-based help pages): +authoring tool user interface (non-web-based): Any parts of an authoring tool user interface that are not implemented as web content and instead run directly on a platform that is not a user agent (e.g. Windows, Mac OS, Java Virtual Machine, iOS, Android). +authoring tool user interface (web-based): Any parts of an authoring tool user interface that are implemented using web content technologies and are accessed by authors via a user agent. +Authoring tool user interfaces may or may not be: +accessible authoring tool user interfaces: Authoring tool user interfaces that meet the success criteria of a level in Part A of ATAG 2.0. +checking, accessibility +The process by which web content is evaluated for web content accessibility problems (WCAG). ATAG 2.0 recognizes three types of checking, based on increasing levels of automation of the tests: +manual checking: Checking in which the tests are carried out by authors. This includes the case where authors are aided by instructions or guidance provided by the authoring tool, but where authors must carry out the actual test procedure. +semi-automated checking: Checking in which the tests are partially carried out by the authoring tool, but where authors' input or judgment is still required to decide or help decide the outcome of the tests. +automated checking: Checking in which the tests are carried out automatically by the authoring tool without any intervention by authors. +An authoring tool may support any combination of checking types. +content (web content) +Information and sensory experience to be communicated to the end user by means of a user agent, including code or markup that defines the content's structure, presentation, and interactions. In ATAG 2.0, the term is primarily used to refer to the output that is produced by the authoring tool. Content produced by authoring tools may include web applications, including those that act as web-based authoring tools. Content may or may not be: +accessible content (WCAG): Content that would conform to WCAG 2.0, at either Level A, AA, or AAA, assuming that any web content technologies relied upon to satisfy the WCAG 2.0 success criteria are accessibility supported. +Note 1: If accessibility support for the relied upon technologies is lacking, then the content will not conform to WCAG 2.0 and one or more groups of end users with disabilities will likely experience difficulty accessing the content. +Note 2: Conformance to WCAG 2.0, even at the highest level (i.e. Level AAA), still may not make content ""accessible to individuals with all types, degrees, or combinations of disability"". +content being edited: The web content that an author can modify during an authoring session. The content being edited may be a complete piece of content (e.g. image, style sheet) or only part of a larger piece of content (e.g. a status update). The content being edited only includes content in web content technologies that the authoring tool supports (e.g. a WYSIWYG HTML editor allows editing of the HTML content of a web page editable, but not the images). +content properties +The individual pieces of information that make up the web content (e.g. the attributes and contents of elements, style sheet information). +content (structured) +Web content that includes machine-readable internal structure (e.g. markup elements), as opposed to unstructured content, such as raster image formats or plain human language text. +content generation (content authoring, content editing) +The act of specifying the actual web content that will be rendered, played or executed by the end user's user agent. While the precise details of how content is created in any given system may vary widely, responsibility for the generation of content can be any combination of the following: +author generated content: Web content for which authors are fully responsible. The author may only be responsible down to a particular level (e.g. when asked to type a text label, the author is responsible for the text, but not for how the label is marked up; when typing markup in a source editing-view, the author is not responsible for the fact that UNICODE is used to encode the text ). +automatically-generated content: Web content for which developer-programmed functionality is fully responsible (e.g. what markup to output when an author requests to start a new document, automatically correcting markup errors). +third-party content generation: Web content for which a third-party author is responsible (e.g. community shared templates). +content rendering +User interface functionality that authoring tools present if they render, play or execute the web content being edited. ATAG 2.0 recognizes several types of content renderings: +conventional renderings (or ""WYSIWYG""): When content is rendered in a way that is similar to the default rendering a user agent would create from the same content. While ""WYSIWYG"", standing for ""What-you-see-is-what-you-get"" is the common term, differences between user agents and end user settings mean that in reality there is no single typical end user experience; or +unconventional renderings: When content is rendered differently than it would be in a typical user agent (e.g. rendering an audio file as a graphical waveform); or +partial renderings: When some aspects of the content are rendered, played, or executed, but not others (e.g. a frame-by-frame video editor renders the graphical, but not the timing aspects, of a video). +content transformations +Processes that take content in one web content technology or non-web content technology (e.g. a word processing format) as input and produce content that has been optimized, restructured or recoded: +Optimizing Content Transformations: Transformations in which the content technology is not changed and the structural features of the content technology that are employed also stay the same. Changes would not be expected to result in information loss (e.g. removing whitespace, replacing in-line styles with an external style sheet). +Restructuring Content Transformations: Transformations in which the content technology stays the same, but the structural features of the technology used to markup the content are changed (e.g. linearizing tables, splitting a document into pages. +Recoding Content Transformations: Transformations in which the content technology used to encode the content is changed (e.g. HTML to XHTML, a word processing format to HTML). +Note: Clipboard operations, in which content is copied to or pasted from the platform clipboard, are not considered content transformations. +control settings +Settings that relate to how authors operate the authoring tool, for example using the keyboard or mouse. +developer +Any entities or individuals responsible for programming the authoring tool. This includes the programmers of any additional software components included by the Claimant in the conformance claim. In some cases, development of the authoring tool is complete before authors can use it to publish web content. However, in other cases (e.g. some web-based authoring tools), the developer may continue to modify the authoring tool even after content has been published, such that the content experienced by the end user is modified. +direct accessibility features +Features of an authoring tool that provide functionality to meet the requirements of authors with disabilities (e.g. keyboard navigation, zoom features, text-to-speech). Additional or specialized functionality may still be provided by external assistive technology. +display settings +Settings that relate to how authors perceive the authoring tool. These include: +audio display settings: the characteristics of audio output of music, sounds, and speech. Examples include volume, speech voices, voice speed, and voice emphasis. +visual display settings: the characteristics of the on-screen rendering of text and graphics. Examples include fonts, sizes, colors, spacing, positioning, and contrast. +tactile display settings: the characteristics of haptic output. Examples include the magnitude of the haptic forces and the types of vibration. +documentation +Any information that supports the use of an authoring tool. This information may be provided electronically or otherwise and includes help, manuals, installation instructions, sample work flows, tutorials, etc. +document object +The internal representation of data in the source by a non-web based authoring tool or user agent. The document object may form part of a platform accessibility service that enables communication with assistive technologies. Web-based authoring tools are considered to make use of the document object that is maintained by the user agent. +element +A pair of markup tags and its content, or an ""empty tag"" (one that requires no closing tag or content). +end user +A person who interacts with web content once it has been authored. This includes people using assistive technologies. +human language +Language that is spoken, written or signed (through visual or tactile means) to communicate with humans. +informative +For information purposes and not required for conformance. +keyboard interface +Keyboard interfaces are programmatic services provided by many platforms that allow operation in a device independent manner. A keyboard interface can allow keystroke input even if particular devices do not contain a hardware keyboard (e.g. a touchscreen-controlled device can have a keyboard interface built into its operating system to support onscreen keyboards as well as external keyboards that may be connected). +Note: Keyboard-operated mouse emulators, such as MouseKeys, do not qualify as operation through a keyboard interface because these emulators use pointing device interfaces, not keyboard interfaces. +keyboard trap +A user interface situation in which a keyboard interface may be used to move focus to, but not from, a user interface component or group of components. +label +Text or other component with a text alternative that is presented to users to identify a component. A label is presented to all users whereas the name may be hidden and only exposed by assistive technology. In many (but not all) cases the name and the label are the same. +live +Information captured from a real-world event that is published with no more than a broadcast delay. +Note: A broadcast delay is a short (usually automated) delay, for example used in order to give the broadcaster time to queue or censor the audio (or video) feed, but not sufficient to allow significant editing. +markup language +A system of text annotations (e.g. elements in HTML) and processing rules that may be used to specify the structure, presentation or semantics of content. Examples of markup languages include HTML and SVG. +markup of some content is the set of annotations that appear in the content. +name +Text by which software can identify a user interface component to the author or end user. The name may be hidden and only exposed by assistive technology, whereas a label is presented to all users. In many (but not all) cases, the label and the name are the same. +non-text content +Any content that is not a sequence of characters that can be programmatically determined or where the sequence is not expressing something in human language. This includes ASCII Art (which is a pattern of characters), emoticons, and images representing text. +normative +Required for conformance. One may conform in a variety of well-defined ways to ATAG 2.0. Content identified as ""informative"" or ""non-normative"" is never required for conformance. +option +When an author is presented with choices. +default option: A setting or value for an option that is assigned automatically by the authoring tool and remains in effect unless canceled or changed by the author. +platform +The software environment within which the authoring tool operates. Platforms provide a consistent operational environment on top of lower level software platforms or hardware. For web-based authoring user interfaces, the most relevant platform will be a user agent (e.g. browser). For non-web-based user interfaces, the range of platforms includes, but may not be limited to, desktop operating systems (e.g. GNOME desktop on Linux, Mac OS, Windows), mobile operating systems (e.g. Android, BlackBerry, iOS, Windows Phone), or cross-OS environments (e.g. Java), etc. +Note 1: Many platforms mediate communication between applications operating on the platform and assistive technology via a platform accessibility service. +Note 2: Accessibility guidelines for developers exist for many platforms. +platform accessibility service +A programmatic interface that is specifically engineered to provide communication between applications and assistive technologies (e.g. MSAA, IAccessible2 and UI Automation for Windows applications, AXAPI for Mac OS X applications, GNOME Accessibility Toolkit API for GNOME applications, Java Access for Java applications). On some platforms, it may be conventional to enhance communication further by implementing a document object. +plug-in +A program that runs as part of the authoring tool (e.g. a third-party checking and repair tool) and that is not part of web content being edited. Authors generally choose to include or exclude plug-ins from their authoring tool. +pre-authored content +Pieces of web content, created prior to an authoring session, that the authoring tool developer makes available to authors to use in the content being edited. Examples include clip art, sample videos, user interface widgets. +Note 1: For templates, an incomplete form of pre-authored content, see Guideline B.2.4. +Note 2: If the authoring tool uses pre-authored content automatically, see Guideline B.1.1. +accessible pre-authored content (WCAG): Pre-authored content that is either already accessible web content (WCAG) or would be accessible, if it was appropriately inserted into an empty document. +Note: If extensive author input is required to make use of pre-authored content, then the content may in fact be a template. +pre-authored content selection mechanism +A function beyond standard file selection that allows authors to select pre-authored content to use in an authoring session (e.g. clip art gallery, widget palette). +presentation +Rendering of the content in a form to be perceived by authors or end users. +programmatically determined (programmatically determinable) +Information that is encoded in a way that allows different software, including assistive technologies, to extract and present the information in different modalities. ATAG 2.0 uses this term in two contexts: +Processing content: Whether the authoring tool is able to extract information from the web content (e.g. to extract the language of content from the markup). +Communication between the authoring tool and assistive technology: For non-web-based user interfaces, this means making use of platform accessibility services, APIs, and, in some cases, document object models. For web-based user interfaces, this means ensuring that the user agent can pass on the information (e.g. through the use of WAI-ARIA). +prominence +A heuristic measure of how likely authors are to notice a user interface component in a user interface that they are operating. Prominence is affected by numerous factors, including: the number of navigation steps required, the reading order position, visual properties (e.g. size, spacing, color), and even the modality of use (e.g. mouse vs. keyboard use). +at least as prominent: For ATAG 2.0, a user interface component A is considered to be ""at least as prominent"" as another component B when, from a default state, component A becomes displayed (and enabled) with the same number or less ""opening"" actions than are required for component B to become displayed (and enabled). +Note 1: When a container is open, all of the enabled components in the container (e.g. items in a list, items in a menu, buttons in a toolbar, all components in a dialog box) are considered to be displayed (and therefore are at least as prominent as each other), even if the container must be scrolled for them to become visible. This takes into account that different screen sizes and author settings will affect which components are visible at a given time. +Note 2: ""Opening actions"" are actions made by authors on components within the user interface that result in new components becoming displayed or enabled. For example: (a) keyboard shortcut to a top-level menu item to display a sub-menu, (b) keyboard selection on a button to display a dialog box, (c) mouse click on a checkbox to enable previously disabled sub-items, etc. Actions that do not cause new components to become actionable (e.g. moving focus, scrolling a list), are not counted as ""opening actions"". +Note 3: Keyboard shortcuts to components in closed containers are not counted as ""opening actions"" because the components have no prominence when they are not displayed. The same is true when authors must use ""search"" to reveal components in closed containers. +Note 4: The ""default state"" is the state of the authoring tool at the beginning of an authoring session as set by the developer. The default state of many document authoring tools is an editing-view. +prompt +Any authoring tool initiated request for a decision or piece of information from authors. The term covers both requests that must be responded to immediately (e.g. modal dialog boxes) as well as less urgent requests (e.g. underlining a misspelled word). +publishing +Any point at which the authors or authoring tool make web content available to end users (e.g. uploading a web page, committing a change in a wiki, live streaming). +range +More than one item within a multi-item set. +Informative Note: ATAG 2.0 uses the term ""range"" where absolute measurements may not be practical (e.g. the set of all help documentation examples, the set of all templates). While the strict testable requirement is the definition ""More than one item within a multi-item set"", implementers are strongly encouraged to implement the success criteria more broadly. +relationships +Meaningful associations between distinct pieces of content. +repair (accessibility) +The process by which web content accessibility problems that have been identified within web content are resolved. ATAG 2.0 recognizes three types of repair, based on increasing levels of automation: +manual repair: Where the repairs are carried out by authors. This includes the case where authors are aided by instructions or guidance provided by the authoring tool, but where authors carry out the actual repair procedure; +semi-automated repair: Where the repairs are partially carried out by the authoring tool, but where authors' input or judgment is still required to complete the repair; and +automated repair: Where the repairs are carried out automatically by the authoring tool without any intervention by authors. +restrictions, restricted web content authoring +When the web content that authors can specify with an authoring tool either must include or must not include certain content (e.g. elements, attributes, widgets). Many authoring tools restrict authoring in some way, which can either benefit accessibility (e.g. if text alternatives for non-text content are required) or detract from accessibility (e.g. if attributes for defining text alternatives are not available). In contrast, authoring tools that allow unrestricted web content authoring do not require any particular content to be included or not included (e.g. many source editing-views). +role +Text or a number by which software can identify the function of a component within web content (e.g. a string that indicates whether an image functions as a hyperlink, command button, or check box). +sequential keyboard access +Using a keyboard interface to navigate the focus one-by-one through all of the items in an ordered set (e.g. menu items, form fields) until the desired item is reached and activated. This is in contrast to direct keyboard access methods such as keyboard shortcuts and the use of bypass links. +technology (web content) +A mechanism for encoding instructions to be rendered, played or executed by user agents. Web content technologies may include markup languages, data formats, or programming languages that authors may use alone or in combination to create end user experiences that range from static web pages to multimedia presentations to dynamic web applications. Some common examples of web content technologies include HTML, CSS, SVG, PNG, PDF, Flash, Silverlight, Flex, and JavaScript. +template +Content patterns that are filled in by authors or the authoring tool to produce web content for end users (e.g. document templates, content management templates, presentation themes). Often templates will pre-specify at least some authoring decisions. +accessible templates (WCAG): Templates that can be filled in to create web content that meets the WCAG 2.0 success criteria (Level A, AA or AAA), when both of the following are true: +The author correctly follows any instructions provided (e.g. correctly responding to prompts, correctly replacing highlighted placeholders); and +No further authoring occurs +Note: Under these conditions, some templates will result in completely empty documents, which are considered accessible by default. +template selection mechanism +A function beyond standard file selection that allows authors to select templates to use as the basis for new content or to apply to existing content. +time limit +The amount of time that an authoring tool provides to authors to perform a task (e.g. read a message, select an item, save a change). Examples include: authoring session timeouts, time-based presentations (e.g. tutorial video). +tutorial +A type of documentation that provides step-by-step instructions for performing multi-part tasks. +user agent +Any software that retrieves, renders and facilitates end user interaction with web content (e.g. web browsers, browser plug-ins, media players) +In-Market User Agent: A user agent that can be procured by members of the public (free or otherwise). Usually, an in-market user agent will be a separate software from the authoring tool; however, sometimes a software may combine user agent and authoring tool functionality. These cases include: +Preview-Only: If the user agent can only render web content that it receives from the associated authoring functionality, then the software is an authoring tool with a preview feature. Such preview-only features are not considered in-market user agents. +User Agent with Authoring Tool Mode: If the user agent functionality must retrieve and open web content before it can be sent to the authoring tool functionality, then the software is a user agent with an authoring tool mode. If the user agent is used to preview content produced by the authoring tool mode, then it is to be considered an in-market user agent. +Combined User Agent/Authoring Tool: A user agent in which the default mode of user interaction enables editing the web content. These tools do not need previews because the author is already experiencing the content in the same way as end users. +user interface component +A part of the user interface or content display (including content renderings) that is perceived by authors as a single control for a distinct function. +video +The technology of moving pictures or images. Video can be made up of animated or photographic images, or both. +view +A user interface function that authors use to interact with the web content being edited. ATAG 2.0 categorizes views according to whether they support editing: +editing-views: Views in which some or all of the content is editable; or +previews: Views in which no authoring actions are provided (i.e. the view is not editable). Previews are provided to present the web content being edited by the authoring tool as it would appear to end users of user agents. Previews may be implemented using actual in-market user agents, but this is not necessary. +ATAG 2.0 also recognizes several approaches to presenting the content in a view: +source views: The content is presented in unrendered form (e.g. plain text editors); or +rendered views: Content renderings (conventional, unconventional or partial) are presented; or +property views: Only properties of the content are presented. The authoring tool then uses these properties to automatically generate the content to be published (e.g. CMS calendar widget that generates a calendar from the numeric month and year). +workflow +A customary sequence of steps or tasks that authors follow to produce a content deliverable. If an authoring tool is composed of a collection of applications (e.g. markup editor, image editor, and validation tool), then its workflows may include use of one or more of the applications.","" +"id-463d49cb38154531b2be5bee32437c25","BusinessObject","BDM Architecture Playbook","BDM Architecture Guidance and Standards Playbook - v0.3.pptx +https://014gc.sharepoint.com/sites/BDMArchitectureTouchpoint-StaffandConsultants/Shared%20Documents/General/04%20-%20Architectural%20Governance%20and%20Enabling%20Services/BDM%20Architecture%20Playbook/BDM%20Architecture%20Guidance%20and%20Standards%20Playbook%20-%20v0.3.pptx","" +"id-12d12cb2c25b478a9663ae749e908aed","BusinessObject","BNF Standard","BNF +The meaning of BNF-structured data is generally described in textual documents; for example, IETF RFC 822, the original Internet email standard, describes the meanings of the fields of an email message. + +Refer to: https://tools.ietf.org/html/rfc822.","" +"id-296248707d9d4c598fdc52e040158b19","BusinessObject","Business Object","","" +"id-3c29fdba997f401eac7f4b6af31f38a1","BusinessObject","Business Object","","" +"id-fe2a93d42f274a5eada1cf5d3366b9ca","BusinessObject","Business Object","","" +"id-c9f7a6427dd24b87a7559b503c3b76dc","BusinessObject","Business Object","","" +"id-f3e01cbaae7f4c26b2559b354763b075","BusinessObject","Business Object","","" +"id-2cfb3c7310bf4620a855f6e0356fc86f","BusinessObject","Business Object","","" +"id-0d158e9508714448803079dcfd7b53bd","BusinessObject","Business Object","","" +"id-9dd24649db3b40fda2107779d05a8676","BusinessObject","Business Object","","" +"af2a6578-d76b-4c03-8a00-184511c15ffd","BusinessObject","Client Journey Map","","" +"id-a5a7459ec08849d3b6c4cc97b41a7cac","BusinessObject","Cloud Licensed","A resource, such as applications and storage, which is available online through a licensing agreement. ","" +"id-0be045c0aa314a839cbd7a553cd2edb6","BusinessObject","Cloud: Other Core Systems","ESDC data and information hosted externally (e.g., Canada Student Loan Program)","" +"id-73a372a374ef4e208f3e1fb74aa744d3","BusinessObject","Cloud: Public Open","A resource, such as applications and storage, which is available online to the general public. ","" +"id-64f01f5ecbdf4e22a039b593ddd2f796","BusinessObject","Content ","A content is a set of claims.","" +"id-5e11b66089cf4ef29f5d1cc07899c784","BusinessObject","Content Display Standards","Content Display +A content display standard states how human-readable content should be represented by data values (and therefore, in conjunction with a data encoding standard, as binary zeros and ones). +The most common content display conventions are not formally standardized; for example, conventional English text consists of words, sentences, and paragraphs delimited by spaces and punctuation marks. +Table 1 contains examples of formal standards that extend these conventions. +Table 1: Content Display Standards","" +"id-2c8017b667a2483981fa4b624de863e7","BusinessObject","Credential","","" +"74680ec8-2528-4bbb-96d9-6cdcddea3a5b","BusinessObject","Data Analytics Architecture Guardrails","","" +"0da43c2e-26d9-4a10-90c6-bcb8b8e6ada8","BusinessObject","Data Analytics Architecture Guardrails","","" +"2af1a90a-0c86-466e-86e7-028ca6fd7a18","BusinessObject","Data Analytics Architecture Guardrails","","" +"id-368152f67a0d4414985c9b7c50169324","BusinessObject","Data Encoding Standards","Data Encoding +Digital computer data consists of sequences of zeros and ones. A data encoding standard states how data values such as numbers, text strings, and images should be represented as sequences of zeros and ones, and how such a sequence should be parsed to create data values; for example, ISO®/IEC® 10646:2020: Information Technology – Universal Coded Character Set (UCS) (see References) states how text characters are represented as sequences of zeros and ones in various formats, including UTF-8. +A list of media types (formerly known as Multipurpose Internet Mail Extensions (MIME) types) that includes the data decoding standards in common use is maintained by the Internet Assigned Numbers Authority (IANA).1 These standards are not listed here. The reader should consult the IANA media type registries. +Some data encoding standards also define content display or data structure. The media type standards listed by IANA include content display standards and data structure standards as well as data encoding standards.","" +"f3ffef3a-cc74-4c64-b117-1974f8f842be","BusinessObject","Data Exchange Architecture Guardrails","","" +"ddda3e6f-4795-4d97-8ae9-968147229cf7","BusinessObject","Data Management Architecture Guardrails","","" +"5cb33410-77e6-4cd8-9d0e-5bfbd633a115","BusinessObject","Data Management Architecture Guardrails","","" +"a4b910e4-e894-4237-b202-db431f9727c4","BusinessObject","Data Management Architecture Guardrails","","" +"id-d5e93326cd974e31a5808a483fb8d970","BusinessObject","Data Management Body of Knowledge","Data Management Body of Knowledge (DMBOK®), Version 1.2, 2017, published by DAMA International, Inc.; refer to: https://www.dama.org/cpages/body-of-knowledge","" +"id-0ef1dd29a1ed4766a92f8374df89d6ac","BusinessObject","Data Science","Data Science +Data analysis and transformation are related to data science,26 which is an inter-disciplinary field that uses scientific methods, processes, algorithms, and systems to extract knowledge and insights from collections of structured and unstructured data. +The Data Science Association27 has formed a committee to define formal standards for data science. +The Open Group has defined the Open Certified Data Scientist (Open CDS) certification program,28 to provide certification of the competence of data science professionals.","" +"id-b87204012c184324b8dbf9657ea12a0d","BusinessObject","Datasets","Ability to deliver flat filesfor downstream analytics","" +"id-0396463cf35b4c68bd7b419dd424e241","BusinessObject","Datasets (business object)","Ability to deliver flat filesfor downstream analytics","" +"id-d1a06fc0a8254a64954413f178a10e8c","BusinessObject","Description Source-URL","Name Description Source/URL +Name: UNIX Utilities +Description: The UNIX Standard defines some text transformation utilities and associated transformation specifications, including sed and awk. Linux® contains similar utilities. +Source/URL: Refer to: http://www.unix.org/ and https://en.wikipedia.org/wiki/Linux. +","" +"id-3ed336dc29cb46839f772041cb3076cf","BusinessObject","Dictionaries","Dictionaries +There are a number of dictionaries that provide precise definitions for terms that may be used in textual descriptions of data. They may be required to be used for specific purposes by industry associations and corporations. Table 11 provides examples. +Table 11: Dictionaries","" +"d1b6e8c4-6fcc-451c-9d71-94ca0dfe97ca","BusinessObject","Digital Experience Architecture Guardrails","","" +"f57474d1-91e3-449d-b7f9-a1f261194e8e","BusinessObject","Digital Experience Architecture Guardrails","","" +"90fd382e-a575-4c1a-ba52-2a56c60f3772","BusinessObject","Digital Experience Guardrails","","" +"id-d2cc276c7ca74ed29160364b7aab749e","BusinessObject","Django Template Processor","Name Source/URL +Django® Template Processor +Refer to: https://www.djangoproject.com/start/overview/.","" +"id-8550db0e65da485b984fb3db0a8e7994","BusinessObject","DMBOK","DMBOK +Data Management (DM) is an overarching term that describes the processes used to plan, specify, enable, create, acquire, maintain, use, archive, retrieve, control, and purge data. Data analysis and transformation are data management activities. Data Management Association (DAMA) International24 is a not-for-profit association dedicated to advancing the concepts and practices of information and data management that has produced the DMBOK.25 This includes, in its Data Integration and Interoperability knowledge area, guidance related to the transformation of data. + +24 Refer to: https://www.dama.org/. +25 Refer to: https://www.dama.org/cpages/body-of-knowledge, or see References.","" +"id-2ef1ba9ac86e426daa2e84b56586a0fa","BusinessObject","Document Type Definition (DTD)","Name: Document Type Definition (DTD) +Description: An XML document can have either a DTD or an XSD, each of which defines its structure and its legal elements and attributes. +Refer to: https://www.w3.org/XML. +","" +"id-6e7a5d4ef1b149daa41bc40562637e47","BusinessObject","Domain-Specific Standards","Domain-Specific Standards +Domain-specific data structure standards define data structures appropriate to specific application domains. They are generally based on generic data structure standards, and add requirements for identified constructs that contain application-specific data. This implies particular semantics for that data. Examples are shown in Table 7. +Table 7: Examples of Domain-Specific Standards","" +"id-a2620f34da924506a1e342258c1c5f30","BusinessObject","Domain-Specific Structures","Domain-Specific Structures +Domain-specific structure standards, including FHIR, HL7, OFX, the Open Banking Standard, and UN/EDIFACT generally define metadata for their respective domains.","" +"id-d29c6e5bc6a146c6a2ca0422488fb181","BusinessObject","Dublin Core Vocabulary","Name: Dublin Core™ Vocabulary +Description: The most notable, and possibly the most widely-used metadata standard, which defines a core set of common terms. +Source/URL: The Dublin Core Metadata Initiative (DCMI); refer to: https://dublincore.org/. + +Dublin Core is a trademark of the Dublin Core Metadata Initiative.","" +"id-55b63ceb83054aee8f1be0aea113b68a","BusinessObject","ECCMA Open Technical Dictionary (EOTD)","Name: ECCMA® Open Technical Dictionary (EOTD) +Description: A technical dictionary that complies with ISO 22745. +Source/URL: Refer to: https://eccma.org/resources/.","" +"id-08ee688d220b44199c4b11e2b438fa43","BusinessObject","Encyclopedia of Computer Science","Encyclopedia of Computer Science, January 2003; refer to: https://dl.acm.org/doi/pdf/10.5555/1074100.1074312","" +"id-ff84d472b0e9472d94aefea806871ed5","BusinessObject","ERA Models","ERA Models +Entity-Relationship-Attribute (ERA) models are often used to describe relational database structures. ERA modeling is a well-established practice. There is no formal standard for it, although ISO/IEC 11179 defines some modeling terms.","" +"id-619d4f3b45dc44a1aa662c34c0f65a10","BusinessObject","Extensible Markup Language (XML)","Name: Extensible Markup Language (XML) +Description: Data described in XML is structured as a tree of elements with content and attribute data values. The content of an element includes child elements and content data values. +Refer to: https://www.w3.org/XML.","" +"id-b2c896a853074eb0856bb64cbef590e1","BusinessObject","eXtensible Stylesheet Language (XSL)","Name: eXtensible Stylesheet Language (XSL) +Description: A family of W3C recommendations for defining XML document transformation and presentation. It includes XSL Transformations (XSLT), which is a language for transforming an XML document into another XML document, or another type of document, such as HTML or Extensible HyperText Markup Language (XHTML™) that is recognized by a browser. A transformation is defined in a transformation template, which contains rules to apply when an XML node is matched in the input. XSLT is a powerful language, capable of arbitrary computations. It is widely supported by web browsers. +Source/URL: For XSL, refer to: https://www.w3.org/Style/XSL/. +For XSLT, refer to: https://www.w3.org/TR/xslt-30/. +For XHTML, refer to: https://www.w3.org/TR/xhtml1/.","" +"5dff957a-8be6-4078-91fb-82da8abefbd2","BusinessObject","External","","" +"c54b9f37-42fe-4588-8090-f38e940cfc25","BusinessObject","External Architecture Guardrails","","" +"992719c7-0e95-40b7-96a4-8dda8c4536c5","BusinessObject","External User Architecture Guardrails","","" +"id-60f9a8a2ce944f2785e4948bd83e95a0","BusinessObject","Fast Healthcare Interoperability Resources (FHIR)","Name: Fast Healthcare Interoperability Resources (FHIR®) +Description: A standard for healthcare data exchange, published by Health Level Seven® International (HL7®). It has equivalent representations of data using XML, JSON, and RDF. +Source/URL: Refer to: https://www.hl7.org/fhir/.","" +"id-6ec17c8bf5014309aba3caa9582048b0","BusinessObject","Find & View Cases (Business Object)","","" +"id-1a7117f30f9e4fb09015606909007966","BusinessObject","Friend Of A Friend (FOAF) Vocabulary Specification","Name: Friend Of A Friend (FOAF) Vocabulary Specification +Description: A standard vocabulary with a wide take-up that is defined using RDF. +Source/URL: Refer to: http://xmlns.com/foaf/spec/.","" +"id-b374232f20b4460fabfdc63762e4f86c","BusinessObject","Gartner Identifies Top Ten Data and Analytics Technology Trends for 2021","Gartner Identifies Top Ten Data and Analytics Technology Trends for 2021, Gartner Newsroom Press Release, March 2021; refer to: https://www.gartner.com/en/newsroom/press-releases/2021-03-16-gartner-identifies-top-10-data-and-analytics-technologies-trends-for-2021","" +"id-35be1284d89545709defb123cbbc0c37","BusinessObject","Generic Data Structure Standards","Generic Data Structure Standards +Relational databases are the most common way of storing data, and there is universal agreement that data in relational databases is structured data. Other important forms of structured data, at least according to some practitioners, are spreadsheets and Comma-Separated Value (CSV) files, Resource Description Framework (RDF) triple stores, JavaScript™ Object Notation (JSON) and YAML (a recursive acronym for “YAML Ain’t Markup Language”) files, Extensible Markup Language (XML) files, and text files in Backus-Naur Form (BNF).","" +"id-540725f271a043179c45f30aa636ac91","BusinessObject","Hugo Templating","Name Source/URL +Hugo Templating +Refer to: https://gohugo.io/templates/introduction/.","" +"id-6a6e38f81fb54960942bb85500fb3cd0","BusinessObject","Hybrid Data","Hybrid Data +Data primarily intended for human consumption but conforming, or partly conforming, to a data structure standard is hybrid data. Email is a prime example: it is intended to be read by people but includes headers (“From”, “To”, etc.) that enable machine processing. In most cases, the structured data is metadata (see Structure Standards) describing the content that is for human consumption.","" +"id-cc40e5d1d8d843339a8d7ca939d51234","BusinessObject","Hybrid Data","Hybrid Data +The structured component of hybrid data sets is often there to provide metadata. +Word processor files often include metadata, such as the name of the author. The HTML standard defines the tag to include metadata in web pages, and also allows linked data, which is structured data that is incorporated in web pages so that they become more useful through semantic queries. JavaScript Object Notation for Linked Data (JSON-LD)21 is a standard method of encoding linked data using JSON. +Refer to: https://www.w3.org/TR/json-ld11/.","" +"id-ac847263bd7b49829bfaabcdf9cd4305","BusinessObject","HyperText Markup Language (HTML)","HyperText Markup Language (HTML™) +Recommended by the World-Wide Web Consortium (W3C®); refer to: https://www.w3.org/TR/html52/, and also https://html.spec.whatwg.org/.","" +"77602c24-1722-41cb-9b4f-f9cf13e0d914","BusinessObject","IAM Architecture Guardrails","","" +"579ba8a4-25ab-4001-8aa1-2f0b13eb2ed8","BusinessObject","IAM Architecture Guardrails","","" +"71efe8d8-63a4-4ae3-9f94-71e85c9128a3","BusinessObject","IAM Architecture Guardrails","","" +"id-683fd9ecaef54ec98dbe2be4828dd0ae","BusinessObject","Image","A picture that has been created or copied and stored in electronic form (e.g., JPEG, GIF)","" +"id-ef62796cd4f04d6e8005d0586f2387b6","BusinessObject","Information Architecture: Business Intelligence & Analytics and Metadata Management Reference Models","Information Architecture: Business Intelligence & Analytics and Metadata Management Reference Models, The Open Group Guide (G201), published by The Open Group, January 2021; refer to: www.opengroup.org/library/g201","" +"c434523b-0dc5-4976-82b0-fed42c3a61c0","BusinessObject","Insight Reporting Architecture Guardrails","","" +"3351617b-96e2-430b-af66-ed839b2439b7","BusinessObject","Insight Reporting Architecture Guardrails","","" +"5d2162f8-f209-4747-b617-38861b9877d8","BusinessObject","Internal","","" +"d47dd8af-8c6c-4237-b939-439402293b11","BusinessObject","Internal Architecture Guardrails","","" +"6751ca8a-33cb-4cf4-b919-54f43a9dd1c7","BusinessObject","Internal User Architecture Guardrails","","" +"id-f48e4e6c30af4e33916b562ce211978c","BusinessObject","ISO 22745","Name: ISO 22745 +Description: Defines open technical dictionaries and their application to master data for industrial automation systems and integration. +Source/URL: ISO 22745-1:2010: Industrial Automation Systems and Integration – Open Technical Dictionaries and their Application to Master Data – Part 1: Overview and fundamental principles; refer to: https://www.iso.org/standard/53995.html.","" +"id-f383535055154014827f4d850b0cfb57","BusinessObject","ISO-IEC 10646.2020 Information Technology - Universal Coded Character Set (UCS)","ISO/IEC 10646:2020: Information Technology – Universal Coded Character Set (UCS); refer to: https://www.iso.org/standard/76835.html","" +"id-266b3666948f46cea22243e5ef4c884f","BusinessObject","ISO-IEC 11179-1.2015 Information Technology - Metadata Registries (MDR)","ISO/IEC 11179-1:2015: Information Technology – Metadata Registries (MDR) – Part 1: Framework; refer to: https://www.iso.org/standard/61932.html","" +"id-bfdc171afe884c5c9b3802061412acbd","BusinessObject","JavaScript Notation Object (JSON)","Name: JavaScript Notation Object (JSON) +Description: Functionally equivalent to a subset of Javascript (but with a slightly different syntax). Data is described in JSON as collections of name-value pairs, where a value can be null, a text string, a number, a boolean, a collection of name-value pairs, or an array of values. The data thus has a recursively nested structure. +Source/URL: Refer to: https://www.json.org/json-en.html.","" +"id-9c1982a2aae64aef81a9dfab14becb48","BusinessObject","JSON and YAML","JSON and YAML +Data described using JSON corresponds to a collection of objects, each of which has attributes, each of which is a data value, an object, or an array of objects. +There are no formal semantic standards for JSON or YAML, but data described by these languages includes the names of the objects and properties and so, to some extent, is semantically “self-documenting”.","" +"id-7f7384e0b8804f4ca57698abbac59e2b","BusinessObject","JSON and YAML Standards","JSON and YAML +Table 4: JSON and YAML + +Note: JSON does not have a schema standard, though the Internet Engineering Task Force (IETF) is working to develop one (see https://json-schema.org/). Work is also taking place to extend the draft JSON Schema standard to cover YAML.","" +"id-97dff8660a404f079953a5f2d9f3fa59","BusinessObject","Liquid Template Language","Name Source/URL +Liquid Template Language +Refer to: https://shopify.github.io/liquid/.","" +"id-8cc0f30d061b430bba284b594b9e9952","BusinessObject","Machine Learning","Machine Learning +With programs such as UNIX sed and implementations of XSLT, the analysis or transformation is defined by a fixed specification, such as a sed script or transformation template, which is interpreted by an application-agnostic program. In an ML system, the definition of the analysis or transformation is modified in the light of results; the system learns what it has to do. ML is a branch of Artificial Intelligence (AI) that can be used for data analysis and transformation. +A particular form of data analysis that is relevant to data integration is the analysis of human-readable content. This is a branch of Natural Language Processing (NLP). It includes Sentiment Analysis, which assesses whether a piece of human-readable content is positively or negatively disposed towards a product or proposition. +ISO/IEC JTC 1/SC 4232 is the sub-committee of the joint technical committee of International Organization for Standardization (ISO) and the International Electrotechnical Commission (IEC) responsible for standardization in the area of AI. Its work program includes: +• AI framework, concepts, terminology, and computational approaches +• Quality model for AI-based systems +• Robustness of neural networks +• Analytics using AI and big data +• Functional safety, risk management, ethical and societal concerns, bias, and governance +• Use-cases","" +"b2134456-5924-429d-b8ac-c20c329ab3ed","BusinessObject","Master DM Architecture Guardrails","","" +"id-90396b684ba44226947dd1f75d2cf6ce","BusinessObject","Merriam-Webster Dictionary","Merriam-Webster Dictionary; refer to: https://www.merriam-webster.com/","" +"id-c865af551ac64d409082cc53c718bacd","BusinessObject","Metadata Registries","Metadata Registries +International Standard ISO/IEC 11179-1: 2015: Information Technology – Metadata Registries (MDR) – Part 1: Framework (see References) defines a framework for data semantics that is in practice used in connection with relational databases, but in theory could be applied more widely. +In this framework, data encodes information about real-world objects and their properties. A data element is a unit of data that is considered in context to be indivisible. It is a logical specification to which a data value can conform, and that states what a conforming data value means. The meaning of a data element value is a combination of an object class and a property, such as person and name. A data element also has a value domain – its set of permissible values. +When ISO/IEC 11179 is applied to a relational database, each table represents an object class, each column represents a data element, and each row represents an object and contains the values of the column data elements for that object. +Usually, the table names and column names suggest the meaning of the data in a relational database. Formal documentation can describe the meaning more rigorously. Such documentation is a kind of metadata. ISO/IEC 11179 documents the standardization and registration of metadata to make data understandable and shareable.","" +"f150e6f5-3bf1-4969-bda6-ea06cbcc09ba","BusinessObject","MFT Architecture Guardrails","","" +"id-45fd8258f40c4720bbbdcf1ed11e23e3","BusinessObject","Microsoft Office Word","Microsoft® Office Word +ISO/IEC 29500-1:2016: Information Technology – Document Description and Processing Languages – Open Office XML File Formats – Part 1: Fundamentals and Markup Language Reference; refer to: https://www.iso.org/standard/71691.html.","" +"id-91c31604ed634239bdf34c4fe85bc68e","BusinessObject","O-DEF Standard","O-DEF™ Standard +The Open Data Element Framework (O-DEF) (see References) is a standard of The Open Group based on ISO/IEC 11179 that defines a framework for describing common data element concepts, with an initial index (to be extended over time) of object classes, properties, and roles. (A data element concept is a generic data element, with an object class and property, but no defined value domain.) +The O-DEF Standard aids interoperability by enabling basic units of data to be classified, using specific object class and property codes, so that equivalences and similarities between the data can be easily determined. +The O-DEF Standard also incorporates codes from existing international standards that can become plug-ins; for example, the product codes in the O-DEF Standard are drawn from the UNSPSC.","" +"id-7048f6ffc7e94098b00065daf1ec9496","BusinessObject","O-DEF The Open Data Element Framework","O-DEF™, the Open Data Element Framework, Version 2.0, The Open Group Standard (C202), published by The Open Group, February 2020; refer to: www.opengroup.org/library/c202","" +"id-58c0cf1d000849dc8c1b973e1f4aa108","BusinessObject","Open Banking Standard","Name: Open Banking Standard +Description: Has JSON and YAML data representations and is documented using Swagger, now the OpenAPI Specification (OAS).3 +Source/URL: Refer to: https://standards.openbanking.org.uk/.","" +"8a4257c6-8b81-409b-bed0-f42c75995176","BusinessObject","Open Data Architecture Guardrails","","" +"9bd7f7f9-b93f-41f4-88b5-aaa53f88e116","BusinessObject","Open Data Architecture Guardrails","","" +"id-22a8664240754ee7b9b20e88f5950088","BusinessObject","Open Database Connectivity (ODBC)","Name: Open Database Connectivity (ODBC) +Description: A programming language-independent programming interface to databases originally derived from CLI. It has much in common with it, and is more widely used. ODBC can also provide connectivity to some data sets that do not support SQL, including spreadsheets. +Source/URL: Refer to: https://docs.microsoft.com/en-us/sql/odbc/reference/odbc-programmer-s-reference.","" +"id-dee55e3b0ee847c2a9ebffda67698b40","BusinessObject","Open Document Format (ODF)","Open Document Format (ODF) +Published as ISO/IEC 26300-1:2015: Information Technology – Open Document Format for Office Applications (Open Document) v1.2 – Part 1: Open Document Schema; refer to: https://www.iso.org/standard/66363.html.","" +"id-091d44d9959e4a6ba011f32bfb25ae4b","BusinessObject","Open Financial Exchange (OFX)","Name: Open Financial Exchange (OFX) +Description: A standard for exchanging financial information. It is based on XML. +Source/URL: Refer to: https://www.ofx.net/.","" +"4ffbb39d-d018-477c-b828-b5efc914afb7","BusinessObject","Pan Canadian Trust Framework","","" +"id-9c3797862cac4fa8a090f336b6db874a","BusinessObject","Perl","Name: Perl™ +Description: A family of two high-level, general-purpose, interpreted, dynamic programming languages. It was originally partly based on UNIX utilities and the C programming language, but also incorporated ideas from other sources. It came to prominence as a means of creating Command Gateway Interface (CGI) scripts in the early days of the World-Wide Web, and is now used in a variety of system administration, network programming, and other applications. It can be used as a flexible and powerful language for transforming data represented using text. +Refer to: https://www.perl.org/.","" +"id-8d60790b3dcc4812ae04310914533e7d","BusinessObject","RDF Mapping","Name: RDF Mapping +Description: A W3C recommendation that defines a direct mapping of relational data to RDF. +Source/URL: Refer to: https://www.w3.org/TR/rdb-direct-mapping.","" +"id-7ca456bf7b824252a37940a3c364a5fb","BusinessObject","RDF Triple Stores","RDF Triple Stores +In the RDF, the subject of a triple represents a real-world object, the triple’s verb represents a property, and the triple’s object represents the value of the property for the subject. This value can be a real-world object or a data value such as a number, a text string, or an image. +Real-world objects and properties that are triple subjects, verbs, and objects are identified by Internationalized Resource Identifiers (IRI).15 An IRI can be a Uniform Resource Identifier (URI) that gives the location of a web page, so that the value representing the object or property points to a web page that describes it.16 +The RDF Schema (RDFS)17 standard defines the meaning of object class and property for the RDF. Fundamentally, this is not very different to what is meant in ISO/IEC 11179. The Web Ontology Language (OWL)18 is a standard language, based on RDF, for defining ontologies. An ontology describes object classes and properties, and relationships between them. An OWL ontology can be a powerful collection of metadata. +RDF, RDFS, and OWL can be used to define standard vocabularies, including the examples given in Table 12. +Table 12: Example Standard Vocabularies","" +"id-2736f6894de143a99a2c4ef10a384fa7","BusinessObject","RDF Triple Stores Standards","RDF Triple Stores +Table 3: Key RDF Standards + +Note: RDF is not a language. RDF descriptions are often written in XML, but other languages such as Terse RDF Triple Language (Turtle) can be used.","" +"5cfeb726-6509-41f2-994b-f2dd66b9e1af","BusinessObject"," Reference DM Architecture Guardrails","","" +"id-b724a90e92884d8bac9782ae09f908ef","BusinessObject","Relational Data Standards","Relational Data +A relational database contains tables. A table is a tuple (finite sequence) of named columns, each containing data of a particular type. Each row of the table is a sequence of data values, one for each column. +Table 2: Key Standards for Relational Data","" +"id-18217641038c44fcb856b43515c33a30","BusinessObject","Relational Data Standards","","" +"id-9a5430d933f547489bc9bc1b67a22a0e","BusinessObject","Resource Centre Frequently Asked Questions (FAQs) (Business Object)","Explore the Resource Centre and be sure to see the Frequently Asked Questions. +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx","" +"id-73994dfee245461a99d0ead8cf634b86","BusinessObject","Resource Description Framework (RDF)","Name: Resource Description Framework (RDF) +Description: Strictly speaking, a semantic standard, rather than a data structure standard, but RDF implies a data structure that is a collection of triples, each of which has a subject data value, a verb data value, and an object data value. +Source/URL: Refer to: https://www.w3.org/RDF.","" +"id-d6e815cbae0c4c958fe7b8240404c56e","BusinessObject","SAS Lite Project EA Assessment","","" +"id-ba49450390ec4d27833be68aa5d95651","BusinessObject","SharePoint Online Learning Essentials (Business Object)","SharePoint Online Learning Essentials +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml","" +"5aa08ebf-7ac7-4e0c-b89c-c37b82776e1c","BusinessObject","SOA Architecture Guardrails","","" +"id-4dc57b75678343fd8b65a99775fe1ec0","BusinessObject","Social","Information from social networks that show how users share, view or engage with content in addition to data individuals create that is knowingly and voluntarily shared by them ","" +"d949f4c3-a4b4-4b14-9f47-3a1f7bba1382","BusinessObject","Solution Demo","","" +"id-c47698702f8446939e22df7c904bc706","BusinessObject","SPARQL Protocol and RDF Query Language (SPARQL)","Name: SPARQL Protocol and RDF Query Language (SPARQL) +Description: RDF triples are stored in triple stores. Just as SQL is a standard for obtaining data from a relational database, SPARQL specifies how data can be obtained from RDF triple stores. +Source/URL: Refer to: https://www.w3.org/TR/rdf-sparql-query. +","" +"id-895ecacc7c164ca9ae2e186564f4f3b3","BusinessObject","Spreadsheet","An electronic document in which data is arranged in the rows and columns of a grid and can be manipulated and used in calculations","" +"id-89826c0f09a141b9860fe721812df093","BusinessObject","Spreadsheets","Under Structure Standards: +Spreadsheets +A spreadsheet file similarly contains data in rows and columns: columns need not be named, and a column can contain data of several different types and have empty cells. One common format for keeping data with these characteristics is the CSV file. + +Under Relational Data: +Spreadsheets +A convention is sometimes used in spreadsheets and CSV files that one row (the header row) contains the names of the columns, and the cells beneath it contain the values. When a spreadsheet or CSV file has consistently-typed columns (so that it is like a relational database table) the ISO/IEC 11179 standard could apply to its semantics.","" +"id-a8bb036f888443f4b4a8e29a3af5f1ce","BusinessObject","SQL or Call-Level Interface (CLI)","Name: SQL/CLI, or Call-Level Interface (CLI) +Description: An extension to the SQL standard that defines common interfacing components that can be used to execute SQL statements from applications written in other programming languages. +Source/URL: Refer to: https://www.iso.org/standard/63475.html.","" +"id-1e6cb7c434c3444bb34a604a5a42cf45","BusinessObject","Standard Data Models","Standard Data Models +A standard data model13 or Industry Standard Data Model (ISDM) is a data model that is widely applied in some industry, and shared amongst competitors to some degree. There are a number of standard data models, defined by industry bodies, vendors, and others. Many use ERA modeling notations to describe relational structures. Others take the form of hierarchical vocabularies. A particularly extensive standard data model is the US National Information Exchange Model™ (NIEM™).14 The NIEM model includes core elements and elements specific to particular communities.","" +"id-8b432a2bef254c87a6c57e290eb68ebd","BusinessObject","Standard Generalized Markup Language (SGML)","Standard Generalized Markup Language (SGML) +Defined in ISO 8879:1986: Information Processing – Text and Office Systems – Standard Generalized Markup Language (SGML); refer to: https://www.iso.org/standard/16387.html.","" +"id-7e8524d3b6e34b2fb95caf8ba8a67a2f","BusinessObject","Structured Data","Data that can be both searched and processed by machine. + +Structured data typically resides in databases, including spreadsheets, and is used for both transaction and analytical processing. The latter normally conforms to an enterprise-wide semantics and syntax that transcends specific business processes and functions and includes the representation of Knowledge (e.g., decision trees and rule bases). This data model or structure is defined prior to the ingestion of associated data.","" +"id-385a28e8d5d24f1da1df25cc44bcc538","BusinessObject","Structured Data Query Languages","Structured Data Query Languages +Data structure query standards can be used to parse data, or to define the structure of the source and target of a transformation. So, for example, a program can be written in SQL, SPARQL,29 or XML Query (XQuery)30 in order to read data from a source and write it to a destination after transformation.","" +"id-8b48692938d84e74928aab61c7f3553f","BusinessObject","Structured Query Language (SQL)","Name: Structured Query Language (SQL) +Description: Defines the structure of relational databases, obtaining data from them, and creating or modifying data in them. +Source/URL: ISO/IEC 9075-1:2016: Information Technology – Database Languages – SQL – Part 1: Framework (SQL/Framework); refer to: https://www.iso.org/standard/63555.html.","" +"id-93364899d4ba45f6b1d1969a385f4618","BusinessObject","Technical Debt Risk Reduction Framework","","" +"id-a16dbdaca02840baa903fcdcf639d565","BusinessObject","Technical Standards for Data Integration","Technical Standards for Data Integration (opengroup.org): https://publications.opengroup.org/white-papers/architecture/w211 +Copy available in SP2010: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Governance/Training/TOGAF%209.2/The%20Open%20Group%20Documents","" +"id-323dc473d4b848428c658db1218ebc03","BusinessObject","Template Languages","Template Languages +A template processor31 (also known as a template engine or template parser) is software designed to combine templates with a data model to produce result documents. The language in which the templates are written is known as a template language or templating language. Examples are shown in Table 14. + +31 Refer to: https://en.wikipedia.org/wiki/Template_processor. +Table 14: Examples of Template Languages + + +","" +"id-ae659b9012ee4eb9a5bc566c4849835c","BusinessObject","Text","A human-readable sequence of characters +","" +"id-31ab758b78154925b84d1070fda14516","BusinessObject","The Apache FreeMarker","Name Source/URL +The Apache FreeMarker™ +Refer to: https://freemarker.apache.org/.","" +"id-e26437a75b3446f5a52638243f0aefe4","BusinessObject","The Rise of Big Data","The Rise of Big Data, by Kenneth Cukier and Viktor Mayer-Schoenberger, 2013, published by Foreign Affairs; refer to: http://www.foreignaffairs.com/articles/139104/kenneth-neil-cukier-and-viktor-mayer-schoenberger/the-rise-of-big-data","" +"id-3f22085ae96045898b889f8bcad7b1be","BusinessObject","TOGAF Standard v9.2","Architect selects principles affecting EA work throughout the ADM cycle. + +The TOGAF® Standard, Version 9.2, The Open Group Standard (C182), published by The Open Group, April 2018; refer to: www.opengroup.org/library/c182","" +"id-6beb383d5ab341279eaecc779c08640c","BusinessObject","Transformation Utilities","Transformation Utilities +Table 13: Transformation Utilities","" +"id-e5c2238b816d4af6be053c823430727d","BusinessObject","Turing eXtender Language (TXL)","Name: Turing eXtender Language (TXL) +Description: A programming language designed to support computer software analysis and source transformation tasks. A TXL program specifies the structure of the input to be transformed using an extended form of BNF, and gives rules for rewriting the input to produce output. It enables structural analysis and transformation of formal notations, and has been used in a wide range of applications, including database schema translation. +Source/URL: Refer to: https://www.txl.ca/.","" +"id-aaf5a8f3239c465b8c7ba5217b9da628","BusinessObject","UN Electronic Data Interchange for Administration, Commerce and Transport (UN-EDIFACT)","Name: United Nations/Electronic Data Interchange for Administration, Commerce and Transport (UN/EDIFACT) +Description: Based on XML, with documented data models. +Source/URL: Refer to: https://unece.org/introducing-unedifact.","" +"c9506914-3f57-41d5-8d76-6f5e98cb2754","BusinessObject","Use Case","","" +"80522499-7dd8-4d73-bfce-c003bc3c3649","BusinessObject","UX Architecture Guardrails","","" +"4dd872e1-5613-42ce-b971-7145b4cfea38","BusinessObject","UX Architecture Guardrails","","" +"ee29009a-7068-4b59-9846-dca79ad72c8d","BusinessObject","UX Architecture Guardrails","","" +"id-458eac04bf3841caae53543067fbd4b5","BusinessObject","Video","A visual media product featuring moving images","" +"id-8bc534c8d652482a8aeb466e325e10dd","BusinessObject","Voice","Refers to voice communications that can be transcribed and analyzed to discover customer insights","" +"id-9ae04105d5274f39934f3d4120277226","BusinessObject","Web Data","Data extracted from websites","" +"id-91638a47bad445e5a11eb5f9b3ccbe4d","BusinessObject","XML Path Language (XPath)","Name: XML Path Language (XPath) +Description: A query language for selecting nodes from an XML document. +Refer to: https://www.w3.org/TR/1999/REC-xpath-19991116/.","" +"id-2d8e5fb8647e4438b6df40d65495ad36","BusinessObject","XML Query (XQuery)","Name: XML Query (XQuery) +Description: A language for finding and extracting elements and attributes from XML documents. It is to XML what SQL is to relational databases. +Refer to: https://www.w3.org/XML/Query/.","" +"id-9fcc5ea2782e4ca4a3394e8fd2d1e356","BusinessObject","XML Schema Definition (XSD) Language","Name: XML Schema Definition (XSD) Language +Description: An XML document can have either a DTD or an XSD, each of which defines its structure and its legal elements and attributes. +Refer to: https://www.w3.org/TR/xmlschema/.","" +"id-cae44e4b77b943e69a1087092514ca9b","BusinessObject","XML Standard","XML +Each XML element represents an object, and its attributes are typed data entities that are the values of properties. The content of an element includes child elements that can be regarded as objects that are the values of other properties. As with the names of tables and columns in a relational database schema, the names of elements and attributes in a DTD or XML Schema Definition (XSD) imply some correspondence with the real world. +An approach to XML semantics was proposed in the W3C in 2001,19 but this appears not to have resulted in a formal standard. + +19 XML with Relational Semantics: Bridging the Gap to RDF and the Semantic Web; refer to: https://www.w3.org/2001/05/xmlrs/.","" +"id-28c4569d88424ebcb05067d0ea1fdc80","BusinessObject","XML Standards","XML +Table 5: Key XML Standards","" +"id-985dc6585ac24c838a5785790d8c4e9e","BusinessObject","XPath Data Model (XDM)","Name: XPath Data Model (XDM) +Description: The data model of XPath and some other W3C standards. +Refer to: https://www.w3.org/TR/xpath-datamodel-31/.","" +"id-8340af8e6bb146479feb2cae673a65c0","BusinessObject","YAML (YAML Ain’t Markup Language)","Name: YAML (a recursive acronym for “YAML Ain’t Markup Language”) +Description: Functionally a superset of JSON that is intended to serve similar applications to XML, but with a more human-friendly syntax. Its syntax also differs from that of JSON. It is commonly used for configuration files and in applications where data is being stored or transmitted. +Source/URL: Refer to: https://yaml.org.","" +"ea2088fa-4554-4533-9160-8fb22c4db45c","BusinessObject","Zero Trust Architecture Guardrails","","" +"id-efea9fcbaf4949fa9d9a6cb7221ab46a","BusinessProcess","1. [Archi] Prepare *.archimate File For Export","KEEP EXPORTED CONTENT TO A MINIMUM. REMOVE ""ZOMBIE"" OBJECTS. +• Consider creating an *.archimate file that contains *ONLY* content to be moved to QualiWare. This is important as it will overwrite any existing content of the same name, and appear as though there is only 1 revision (""Revision 0"") created at import time. +• Ensure that no ""Zombie"" components exist in the file. These can be identified in Archi as the objects appear *in italics* and under ""Analysis"", there is no associated view for the object. If these are not removed, they may be imported into QualiWare. +• +• +• ","" +"id-3778169b42254912816aa363f78003b6","BusinessProcess","2. [Archi] Export *.XML File","• +• +• +• +• ","" +"id-44a30475afb742b89a2264a379bab516","BusinessProcess","3. [QLM] Tools, Import ArchiMate File","• Tools --> Import From ArchiMate File +• +• +• +• ","" +"id-7137f8cab7044ce5805a3a802dd7cea7","BusinessProcess","4. [QLM] Update / Modify Imported Views","Content imported from ArchiMate will not appear the same as it looked in Archi. Notes are stripped out. +• Reformat the content as desired. +• Add all notes back to the imported diagrams. +• +• ","" +"id-4c18aa25a6d043ec8392612198da4fff","BusinessProcess","5. [QLM] Publish New Content","• +• +• +• +• ","" +"id-5b0e49b56d8e4cbabd8ae771b1d599b0","BusinessProcess","6. [QLM] Promote New Content To Base","• +• +• +• +• ","" +"id-ef6263ec491d49bb9eb9ab7ee441f1f3","BusinessProcess","Agreement of Revisions"," Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ","" +"id-120cfa8215714dffa083cbdb9d00a368","BusinessProcess","Approve 3-Year DOSP (Business Process)","","" +"id-f79f09f75d6246769f7ff955cd3bd352","BusinessProcess","Archive Data","","" +"id-081efca1a8464a4a9f08c16aa9acfa16","BusinessProcess","Backlog Grooming (Business Process)","","" +"id-281f93e95ca0458ea7c093c0b5c13526","BusinessProcess","Business Process","","" +"id-986852358abd4baaa5129d59216f99d0","BusinessProcess","Business Process","","" +"id-0ee509966aac4bd996f430984dae2e89","BusinessProcess","Case Assignment","","" +"id-14b30bd23cc8402cb728b0ac4146f086","BusinessProcess","Case Creation","","" +"id-e00f9e01895c4453a0936b2652c99cac","BusinessProcess","Case Management","","" +"id-fd9d0e71aa9d4b3c9ae3c647b59f6f5a","BusinessProcess","Champion EA Principles","Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ","" +"id-d68361eb4a744236a2ac6faf2be5ed42","BusinessProcess","Collection, Creation, Receipt and Capture (Business Process)","","" +"id-df229a050da54e4a9c0455779a469f71","BusinessProcess","Communicate Revisions","Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ","" +"id-cba13490ecfb4cf8a05dd444d1b9ecf5","BusinessProcess","Consent Expiration - COEX","Consent Expiration is the process of suspending the validity of a “yes” consent decision as a result of exceeding an expiration date limit.","" +"id-b15b61bc3f90457ebcebc5459f09cce4","BusinessProcess","Consent Notice Formulation - CODG","Consent Notice Formulation is the process of producing a consent notice statement that describes what personal information is being, or may be, collected; with which parties the personal information is being shared and what type of personal information is being shared (as known at the time of presentation); for what purposes the personal information is being collected, used, or disclosed; the risk of harm and other consequences as a result of the collection, use, or disclosure; how the personal information will be handled and protected; the time period for which the consent notice statement is applicable; and under whose jurisdiction or authority the consent notice statement is issued. This process should be carried out in accordance with any requirements of jurisdictional legislation and regulation.","" +"id-6a57bc4d59c74f4d9471775d31d6d8c6","BusinessProcess","Consent Notice Presentation - CONP","Consent Notice Presentation is the process of presenting a consent notice statement to a person.","" +"id-9dfe27d27572469ab865803aecd4c709","BusinessProcess","Consent Registration - CORG","Consent Registration is the process of storing the consent notice statement and the person’s related consent decision. In addition, information about the person, the version of the consent notice statement that was presented, the date and time that the consent notice statement was presented, and, if applicable, the expiration date for the consent decision may be stored. Once the consent information has been stored, a notification on the consent decision made is issued to the relevant parties to the consent decision.","" +"id-7791ae274a5f42a188da99fa2212230a","BusinessProcess","Consent Renewal - CORN","Consent Renewal is the process of extending the validity period of a “yes” consent decision by means of increasing an expiration date limit.","" +"id-f3ac47de3e52462ca1c6e78fad0fd022","BusinessProcess","Consent Request - CORQ","Consent Request is the process of asking a person to agree to provide consent (“Yes”) or decline to provide consent (“No”) based on the contents of a presented consent notice statement, resulting in either a “yes” or “no” consent decision.","" +"id-dabda15386ab4c13a1c5e577586af0db","BusinessProcess","Consent Review - CORE","Consent Review is the process of making the details of a stored consent decision visible to the person who provided the consent.","" +"id-ed59591d363148f1b9d4a26a55d243ed","BusinessProcess","Consent Revocation - CORV","Consent Revocation is the process of suspending the validity of a “yes” consent decision as a result of an explicit withdrawal of consent by the person (i.e., a “yes” consent decision is converted into a “no” consent decision).","" +"id-acdb7aa311664b70982da5426c45ae2a","BusinessProcess","Create Teams Chat Group","","" +"id-8d88160608dd4895a97a4bca5e5c98e1","BusinessProcess","Credential Authenticator Binding - CRAB","Credential Authenticator Binding is the process of associating a Credential issued to a Holder with one or more authenticators. This process also includes authenticator life-cycle activities such as suspending authenticators (caused by a forgotten password or a lockout due to successive failed authentications, inactivity, or suspicious activity), removing authenticators, binding new authenticators, and updating authenticators (e.g., changing a password, updating security questions and answers, having a new facial photo taken).","" +"id-b0fb842b91754eb6bcd58ff4c0e78826","BusinessProcess","Credential Issuance - CRIS","Credential Issuance is the process of creating a Credential from a set of Claims and assigning the Credential to a Holder.","" +"id-34980831b46e410abfeba3b37b2b8839","BusinessProcess","Credential Maintenance - CRMA","Credential Maintenance is the process of updating the credential attributes (e.g., expiry date, status of the credential) of an issued Credential.","" +"id-b82eb6b1149b4c3ea534f28bfadc678b","BusinessProcess","Credential Recovery - CRRC","Credential Recovery is the process of transforming a suspended Credential back to a usable state (i.e., an issued Credential).","" +"id-25aa42f46d9c4983b7de7a5d36264682","BusinessProcess","Credential Revocation - CRRV","Credential Revocation is the process of ensuring that an issued Credential is permanently flagged as unusable.","" +"id-e40ae1da533b40fe8c3209aac93abad4","BusinessProcess","Credential Suspension - CRSU","Credential Suspension is the process of transforming an issued Credential into a suspended Credential by flagging the issued Credential as temporarily unusable.","" +"id-8f207061a9304bac9158a2427fd0c3c0","BusinessProcess","Credential Validation - CRVA","Credential Validation is the process of verifying that the issued Credential is valid (e.g., not tampered with, corrupted, modified, suspended, or revoked). The validity of the issued Credential can be used to generate a level of assurance.","" +"id-9d1a0cfb765549f2b8d0db8266aeea3e","BusinessProcess","Credential Verification - CRVE","Credential Verification is the process of verifying that a Holder has control over an issued Credential. Control of an issued Credential is verified by means of one or more authenticators. The degree of control over the issued Credential can be used to generate a level of assurance.","" +"id-443c60b340bf4973806f6751b60ace0c","BusinessProcess","Data Discover & Extract","Discover & Extract: includes analyzing the shortfalls, finding sources and information quality (often through metadata), assessing privacy and legality of extraction, cost-benefit analysis, and getting the information required directly or indirectly (e.g., through data as a service)","" +"id-8937d2ec1a4b46378250269adba3c859","BusinessProcess","Data Disposition","","" +"id-7e2307c3fac24bc38e383735353a7882","BusinessProcess","Data Planning","Plan: includes representing information holdings and identifying shortfalls, such as a lack of requisite quality","" +"id-6269942d585f4d3f94af67053983ebd6","BusinessProcess","Data Transform & Integrate","Transform & Integrate: includes transforming data into a standard enterprise format, assessing information loss and resultant quality, information sub-integration (e.g., multi-sensor), creating metadata for integrated data, and integration with existing information holdings","" +"id-f302496bb2d8473780ebce2a5a9c2975","BusinessProcess","Data Use","Use: includes operations, decision support, and analytics; for example, Business Intelligence (BI) and Machine Learning (ML)","" +"id-66f1145bea4a4e1d85c982362f754042","BusinessProcess","Data Verify","Verify: includes establishing the legal/privacy/policy framework, determining whether the integration is legal, determining whether the integration is in line with enterprise values and brand, and determining the need to transform (e.g., anonymize) integrated data","" +"d4455d7d-e827-436a-ad15-5b98791c9f64","BusinessProcess","Design Thinking","https://www.scaledagileframework.com/design-thinking/","" +"id-2354c3a6b0ed4d379b002f3288171e9c","BusinessProcess","Develop DOSP (Business Process)","","" +"id-1706309b8fec434fb860a5e715fc12bd","BusinessProcess","Disposition (Business Process)","","" +"id-3869cbcdc0db44daba5276f4c432eb8b","BusinessProcess","Draft EA Assessment","","" +"id-559399938a344db3a1ca818ef94c3d3d","BusinessProcess","Draft EA Assessment","","" +"id-d60e6c3d844b462e973c1f1556b43e3f","BusinessProcess","Draft EA Recommendation, Assessment","","" +"id-85cbf0bf0f1d474fb7740291bc172765","BusinessProcess","Emergency / Fire Task Creation (Business Process)","Under Feature 807, ""Emergencies"", under Epic +Create new (Child) Task +RH: Emergency is an emergency, within a couple of hours. Typically our work is not immediately due. If too many too soon, an issue. Capture frequency of emergencies. +KC: Sprint: Fire is an unplanned Task. Harder to I.D. Capture for the Backlog? Prioritization? Everything in ADO is Priority 2. +OT: Emergency is always Priority 1.","" +"id-f5afee4a2e9c4b1d982fac487b9b51f2","BusinessProcess","Endorse Revisions","Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ","" +"id-f6ec4753e82e4e3c8b19660ec8009ba0","BusinessProcess","Enforcement Investigation Process","As part of processing an enforcement case, there is involvement with the judiciary, so obtaining evidence requires more diligence and effort to conduct and holds more risk to the organization should they be conducted inappropriately.","" +"id-8b4f5beeafbd4f579fd29822bce2a0d4","BusinessProcess","Evalutation (Business Process)","","" +"id-4f97a04999ca4681ae7a34eb27acf526","BusinessProcess","Finalize EA Assessment","","" +"id-9a6413550e644b6aafc75f6357756267","BusinessProcess","Finalize EA Assessment","","" +"id-a07329b580f3478eae8f061f4f8f4740","BusinessProcess","Finalize EA Assessment","","" +"id-e210782172244b209b814934d03c2a9c","BusinessProcess","Govern Revisions"," Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ","" +"id-a370f50ceb0c42aba83129c1561db57e","BusinessProcess","High Level Solution Process Flow (Business Process)","","" +"id-9e566cefd887448685b8b630325b33b5","BusinessProcess","Identity Continuity - IDCO","Identity Continuity is the process of dynamically confirming that the Subject has a continuous existence over time (i.e., “genuine presence”). This process can be used to ensure that there is no malicious or fraudulent activity (past or present) and to address identity spoofing concerns.","" +"id-916a1b5547d04b90a84bd654fb2bba30","BusinessProcess","Identity Establishment - IDES","Identity Establishment is the process of creating a record of identity of a Subject within a program/service population that may be relied on by others for subsequent programs, services, and activities.","" +"id-feb5547f23d54c28ae859f776cca50f6","BusinessProcess","Identity Evidence Acceptance - IDEA","Identity Evidence Acceptance is the process of confirming that the evidence of identity presented (whether physical or electronic) is acceptable.","" +"id-a4bb07fab6e84de588f5a46a451604f4","BusinessProcess","Identity Evidence Determination - IDED","Identity Evidence Determination is the process of determining the acceptable evidence of identity (whether physical or electronic).","" +"id-2427bea371d94057b5ce04f4c8293f91","BusinessProcess","Identity Information Determination - IDID","Identity Information Determination is the process of determining the identity context, the identity information requirements, and the identifier.","" +"id-677d54c6fba24ba095d0db392b1f2852","BusinessProcess","Identity Information Validation - IDIV","Identity Information Validation is the process of confirming the accuracy of identity information about a Subject as established by the Issuer.","" +"id-ea22b729c13b46b3bce20eb67f8a2f5f","BusinessProcess","Identity Linking - IDLI","Identity Linking is the process of mapping one or more assigned identifiers to a Subject.","" +"id-9a9e027d57534f64ad46a59585e01d93","BusinessProcess","Identity Maintenance - IDMA","Identity Maintenance is the process of ensuring that a Subject’s identity information is accurate, complete, and up-to-date.","" +"id-77d1db3465bf461fbeff3fb8b09e3f7b","BusinessProcess","Identity Resolution - IDRE","Identity Resolution is the process of establishing the uniqueness of a Subject within a program/service population through the use of identity information. ","" +"id-3daea807d28b49418ba937893aa33c10","BusinessProcess","Identity Verification - IDVE","Identity Verification is the process of confirming that the identity information is under the control of the Subject.","" +"id-7f915b826fb2467597c2006076b80dfd","BusinessProcess","IM Planning (Business Process)","","" +"id-d58fd97a0fbf4f3e9e4d5661b710b607","BusinessProcess","Maintenance, Protection and Preservation (Business Process)","","" +"id-6223a3c978a942df9c307a789239804e","BusinessProcess","Observation Management","","" +"id-dea4e21a1ca64f778284e2531ac17b56","BusinessProcess","Organization (Business Process)","","" +"2c92d564-b537-477b-bdba-d78b3ea3c72f","BusinessProcess","Organization (Compound Entity)","","" +"id-c5507569dc7b4b029519849e374a9361","BusinessProcess","Pre-Brief Review of EA Assessment","","" +"id-f3811547d8a4497fb05e168e6b546667","BusinessProcess","Pre-Brief Review of EA Assessment","","" +"4a4cb005-b68b-4f77-9d93-e1de75c61fd9","BusinessProcess","Relationship Continuity","","" +"2771166b-f43a-4d09-bc70-341ef407d9f6","BusinessProcess","Relationship Continuity","","" +"id-60302d787419441285da3630a66cb70d","BusinessProcess","Relationship Continuity - RECO","Relationship Continuity is the process of dynamically confirming that a relationship between two or more Subjects has a continuous existence over time.","" +"id-e0b8c9e3813749a68fd31d8de13c31a1","BusinessProcess","Relationship Establishment - REES","Relationship Establishment is the process of creating a record of a relationship between two or more Subjects.","" +"id-2b2ec21f7b6340fdad0253996a621c8d","BusinessProcess","Relationship Evidence Acceptance - REEA","Relationship Evidence Acceptance is the process of confirming that the evidence of a relationship presented (whether physical or electronic) is acceptable.","" +"id-ebdb3ecaec514033bc46355938afd165","BusinessProcess","Relationship Evidence Determination - REED","Relationship Evidence Determination is the process of determining the acceptable evidence of a relationship (whether physical or electronic).","" +"id-41dbeec865774a8cad8e8a8807093ea0","BusinessProcess","Relationship Information Determination - REIDRelationship Information Determination - REID","Relationship Information Determination is the process of determining the relationship context, the relationship information requirements, and the relationship identifier. +","" +"id-285be2de695b4471a4809f18811623e7","BusinessProcess","Relationship Information Validation - REIV","Relationship Information Validation is the process of confirming the accuracy of information about a relationship between two or more Subjects as established by the Issuer. ","" +"id-885641fdde2d41c99247639cc70aab26","BusinessProcess","Relationship Maintenance - REMA","Relationship Maintenance is the process of ensuring that the information about a relationship between two or more Subjects is accurate, complete, and up-to-date.","" +"id-d878816a2e1447dc92253a4120d78d46","BusinessProcess","Relationship Reinstatement - RERI","Relationship Reinstatement is the process of transforming a suspended relationship back to an active state.","" +"id-931267703fbb435097897681ed78ef79","BusinessProcess","Relationship Resolution - RERE","Relationship Resolution is the process of establishing the uniqueness of a relationship instance within a program/service population through the use of relationship information and identity information.","" +"id-1c81ec980122448da9183c7c5851b74d","BusinessProcess","Relationship Revocation - RERV","Relationship Revocation is the process of flagging a record of a relationship as no longer in effect.","" +"id-abeafef15b084332be6d4c03ece941c4","BusinessProcess","Relationship Suspension - RESU","Relationship Suspension is the process of flagging a record of a relationship as temporarily no longer in effect.","" +"id-6e67a6a9e2e54cc890d6f3611de58b8c","BusinessProcess","Relationship Verification - REVE","Relationship Verification is the process of confirming that the relationship information is under the control of the Subjects.","" +"id-03bfa929c90a46bca8e11e6ea131bec8","BusinessProcess","Reporting","","" +"id-58abdb1db0534ed99bc390beee727c6f","BusinessProcess","Retention & Disposition","","" +"id-93246b5f8e98445a925fb0d62e203e80","BusinessProcess","Signature Checking - SICH","Signature Checking is the process of confirming that the signature is valid.","" +"id-f6a317206d3848da84fd46b81ef5c54c","BusinessProcess","Signature Creation - SICR","Signature Creation is the process of creating a signature.","" +"id-2c652f514faf40fbbc39cff142851b1a","BusinessProcess","Sprint Planning (Business Process)","","" +"id-a009c136a2cb44e688528f93d91113f7","BusinessProcess","Step 1- Identification of the EA Principles","The EA Principles are developed by following a systematic process to create, socialize, approve and communicate them to ensure that they will have the desired effect. This process involves the following five key steps : + + Step 1- Identification of the EA Principles: The EA Principles identified in this document were mostly derived from previous EA Principle documents. The following main sources were consulted and leveraged: +• The Open Group Architecture Framework (TOGAF) defined Architecture Principles; +• Canada Border Services Agency (CBSA) defined Architecture Principles; +• Treasury Board defined Architecture Principles; +• (Draft) DFO-MPO Enterprise Architecture Principles; +• Correctional Service Canada (CSC) defined Architecture Principles.","" +"id-cd121a9eaa9348c9a6e0c174edbacbdc","BusinessProcess","Step 2- Definition of the EA Principles","Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization. +• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations. +• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived. +• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations. +• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified.","" +"id-d40001fedd4f4360a51c7dba66a813f5","BusinessProcess","Step 3 - Revision of EA Principles","Step 3 – Revision of EA Principles: Architects within EA/IM Directorate are initially engaged to review and revise the proposed EA Principles. Following that initial revision, some additional key stakeholders could also be engaged in the revision as required. ","" +"id-ada1c7474a6940ecad0797c36f3a8876","BusinessProcess","Step 4 - Govern and Communicate EA Principles","Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ","" +"id-01562180e40c410fb5897dc818beef34","BusinessProcess","Step 5 - Leverage EA Principles","Step 5 – Leveraging the EA principles: The EA Principles will be used as an important tool for Departmental governance within the Gating process of any technology projects. They provide a firm foundation for making architecture and planning decisions, framing policies, procedures and standards, and supporting resolution of contradictory situations.","" +"id-a22f35d2793f440abeede1a40a4d45b6","BusinessProcess","Store Data","","" +"58e5fad6-6b5b-4bcf-84ad-51c5325c2347","BusinessProcess","Storyboarding","","" +"id-29b769d13be84daeaae6d2be5edb6855","BusinessProcess","Use and Dissemination (Business Process)","","" +"id-b35e9079e8424e46a5939830fbd1d333","BusinessRole","""SAS_Collaborators"" (SharePoint Group) (Business Role)","SharePoint Group: ContributeWithoutDelete","" +"id-5c8a75d6f41d4133ad14fe8aef848170","BusinessRole","""SAS_Contributors"" (Custom SharePoint Group) (Business Role)","SharePoint Group: Design, Contribute","" +"id-983816265e6342c797cb9b7470b22132","BusinessRole","""SAS_DesignerPlus"" (Custom SharePoint Group) (Business Role)","SharePoint Group: DesignerPlus","" +"id-bf1bc597948043b3a93f7b5adac3f9e7","BusinessRole","""SAS_Owners"" (Custom SharePoint Group) (Business Role)","This role has no one associated with it. Users are to not have Full Control, for security reasons.","" +"id-67d95f1da0dd4ede8cdc89cfd99a9f1b","BusinessRole","(Lead) EA Assessor","","" +"fcb8b3d1-433e-4518-b3c4-b29a019b43ba","BusinessRole","<> Attacker","","" +"657910bd-a06e-4f3e-9d49-b9c4f48e7301","BusinessRole","<> Td2 - Passive, casual adversary with minimal resources who is willing to take little risk ","","" +"5bcf9490-b074-4c49-96f4-bbc607a13b54","BusinessRole","<> Td3 - Adversary with minimal resources who is willing to take significant risk (e.g., unsophisticated hackers)","","" +"9d7acd24-360a-4c8b-af79-157795ed25c9","BusinessRole","<> Td3 - Adversary with minimal resources who is willing to take significant risk (e.g., unsophisticated hackers)","","" +"d9aeb99e-f384-480f-8700-25c6429795f8","BusinessRole","<> Td4 : Sophisticated adversary with moderate resources who is willing to take little risk (e.g., organized crime, sophisticated hackers, international corporations)","","" +"0d876470-255f-4c9c-b3b9-5a48c517a50a","BusinessRole","<> Td4 : Sophisticated adversary with moderate resources who is willing to take little risk (e.g., organized crime, sophisticated hackers, international corporations)","","" +"id-60c4f12d0e304f6e927e191997664a11","BusinessRole","Additional Key Stakeholders","","" +"id-f934d1bde46d4eb29cbf40fc9c3a92cb","BusinessRole","ADO Administration (Business Role)","","" +"id-2cc22b96f27a427fa2c9f944f070d71a","BusinessRole","ADO CI/CD Steward (Business Role)","Ongoing improvements.","" +"id-a1c431503ed641789f199caff12def38","BusinessRole","ADO Operations (Business Role)","","" +"id-12daca56d7b74f9687e3c5d6e0e3dd16","BusinessRole","ADO User (Business Role)","","" +"id-54413da1959b4bccb1ccf9e41aa0adf2","BusinessRole","APM_DesignerPlus (Custom SharePoint Group) (Business Role)","","" +"id-abc47bc52e7e4eafaa357dda5ba6dd42","BusinessRole","APM_DesignerPlus (SharePoint Permission) (Business Role)","APM_DesignerPlus - All permissions","" +"id-344eced6bd8f4bf6884957e49290a589","BusinessRole","Applicaiton Architect Assessor","","" +"id-6398cf4d87f24f85a09fb6951238d607","BusinessRole","Application Architect","","" +"24bc0346-189f-4fae-95eb-fa91dbfef6e2","BusinessRole","Application Architecture","","" +"53e974bd-023d-4eb5-9ea8-adf89315feb2","BusinessRole","Architect","","" +"id-d33f89d9130842bdb4b3bccd9861dff4","BusinessRole","Architecture Practitioner","1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architects, Domain Architects, Architecture Practitioners and Solution Designers for use in defining standards, architectures, designs, plans and roadmaps.","" +"id-ab34cb1258fa4c6dafbea7b185aaffed","BusinessRole","Assigned Enterprise Architect","","" +"id-457ad3d782a4465d8c1c53063c357093","BusinessRole","B.A.D. Team","","" +"id-0f3041c8b5a94da5b89d9442b76a16c9","BusinessRole","BDM EA Team (Business Role)","","" +"id-c6d23499d1ef4c45a785f728351af391","BusinessRole","BDM Enterprise Architecture Team","","" +"id-55f4a5099a6b4185b87b4c2536db5d71","BusinessRole","Benefits Application Delivery (BAD) (Business Role)","Benefits Application Delivery +Benefits to clients: +Client and agent centric end-to-end processing +New benefits solution (Cúram) +Faster response to legislation and policy changes +Enhanced application process +Will improve: +Stability and reliability of systems +Client self service +Consistency and accuracy of payments and information +Level of automation + +Benefits Application Delivery: Foundations +Define user stories +Build new business capabilities +Configure the solution to enable readiness for benefit(s) +Create a Business Rules Management Framework and Platform +Create a Testing Automation Framework for benefits delivery +Incorporate Integrity-by-Design","" +"id-f1cbd0de0f84415a93f9ee592070acb5","BusinessRole","Benefits Delivery Services Personnel","","" +"id-2e227b46db584a6883a4ed03e4f2b209","BusinessRole","Business Analyst","Once approved, to ensure that all downstream requirements derive from the business need and to assess the impact of proposed changes on realizing project objectives.","" +"id-412c0245d92d4592aa97c3df5b4c1729","BusinessRole","Business Analyst (consultant)","","" +"id-b42f668910224b728c7bc9afbf50d50d","BusinessRole","Business Analyst (SharePoint Role) (Business Role)","The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online","" +"id-6bbbac69dd9847ab88fb1a34972089fc","BusinessRole","Business Architect","","" +"id-349d6aee77024199a2c194bdaa3be63f","BusinessRole","Business Architect Assessor","","" +"d87f5993-3d0b-4aed-bd7b-f727b2c8ca78","BusinessRole","Business Architecture","","" +"id-0d7819b520f347d3b1c418eb77095cb4","BusinessRole","Business Architecture Lead (Business Role)","","" +"id-1559135c624541b681f088ea437f7f99","BusinessRole","Business Owner","","" +"id-cf8f224b878f4dab98e16d6a0400d3f0","BusinessRole","Business Role","","" +"id-3096f43b52104232ada0e4ef35df1143","BusinessRole","Business Role","","" +"id-26b4fe9c647043518e505e7c9b48e2c7","BusinessRole","Business Use-Case Contributors (business role)","","" +"id-92d2eab1ad994567821b1d3ada0b89b5","BusinessRole","Business Use-Case Stewards (business role)","","" +"id-ab23b2d9ede84e27b096a312ff349dc2","BusinessRole","Canadian Citizens (Business Role)","","" +"id-9f6ae74875364bbeb8ba20ad0316d73a","BusinessRole","CDO Contributors (Custom SharePoint Group) (Business Role)","","" +"id-5da30955224e486a82a996a1f64c3233","BusinessRole","Change Management Officer","","" +"id-bcab76694e094a7b9cacbbd84fe8c225","BusinessRole","Chief Architect (Business Role)","Welcome! +I’m excited to share with you this Enterprise Architecture (EA)Strategy and Roadmap Year-In-Review Newsletter for the 2020-21 fiscal year. +I hope you’ll enjoy this new and innovative way to provide the EA domains with timely information on the EA Strategy [English only]and Roadmap [English only]. +In this newsletter, you will learn more about the Strategy and Roadmap. You will be introduced to the numerous challenges in evolving and maturing EA. You will also learn about the team’s outstanding achievements, particularly those accomplished while supporting COVID-19 operational requirements. The team has put together many great articles. I hope you enjoy them! +Until next time, stay safe and stay well. +Daniel Desforges +Chief Architect +Executive Director, Architecture Innovation, Information and Technology Branch","" +"id-759f9b496aab44f2afe98da6c7905333","BusinessRole","Chief Data Officer (CDO)","","" +"id-ac635190a4df4c9d99685584faa612ad","BusinessRole","Chief Information Officer","","" +"id-3ace5b21c6834644a6beb5ea80f409a0","BusinessRole","Chief Information Officer of Canada (Business Role)","The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.”","" +"id-2553f42bac1e41099facdbb271189448","BusinessRole","Cloud Archiect","","" +"id-7a5f0cf4a5c5433eadb06c1f82837aa9","BusinessRole","Cloud Center of Excellence","","" +"id-8f61ddd350e742d1b1cc691b0abcec8c","BusinessRole","Cloud Operations","","" +"id-a2fef67c5d7c4204afc3ed13677a2bd9","BusinessRole","Compliance Personnel","","" +"id-4d07d4ab3ee64c82a0c905903ad9c3a9","BusinessRole","Contribute (SharePoint Permission) (Business Role)","Contribute: Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents.","" +"id-bd2e84d17f8d4be6bf44fd18ede661a7","BusinessRole","ContributeWithoutDelete (SharePoint Permission) (Business Role)","ContributeWithoutDelete - Contribute Level, no delete, no deletion of versions, no browser directories","" +"id-de7862c994074283907f87a474844414","BusinessRole","CSD_Contributers (Custom SharePoint Group) (Business Role)","","" +"id-c9175faef0a048d893845dc6218e9ec3","BusinessRole","CSD_Designers (Custom SharePoint Group) (Business Role)","","" +"id-77fe3ca7ad2f40b38f2b464e8b74e8f9","BusinessRole","CSD_Owners (Custom SharePoint Group) (Business Role)","","" +"id-910ff1eca1a64e559fc387c8a93a9941","BusinessRole","CSDContributers (SharePoint Permission) (Business Role)","CSDContributers - Edit and view with disabled create new items","" +"id-386e01cc834e45e5a268144e68490584","BusinessRole","Data Architect Assessor","","" +"deca7fb6-6ede-48a3-af46-f3b80125a766","BusinessRole","Data Architecture","","" +"id-9d2510149ee343cfbbf52126a16dafeb","BusinessRole","Data Quality Analyst","","" +"id-33af757f0dfa4f1cbad1ffe4ea336764","BusinessRole","Data Reservoir Operations","The data reservoir operations team maintains the data reservoir behind the scenes","" +"id-0bf78f6b3fda4f93b0bfe68fe45b3778","BusinessRole","Data Stewards (business role)","","" +"id-95c36297458e4d639d60ff85219417a1","BusinessRole","Decision Model Management","Decision model management describes the systems used by data scientists and business analysts as they configure analytics models and rules to execute inside the data reservoir. Advanced analytics and data mining is managed from decision model management. These teams need access to samples of the data. This data must be formatted for analysis tools and the environment must have sufficient performance capacity to handle intense, lumpy workloads from the mining and testing processing.","" +"id-e2dfc8b4cfe2445b932a1061af60ead9","BusinessRole","Decision Model Management (business role)","Decision model management describes the systems used by data scientists and business analysts as they configure analytics models and rules to execute inside the data reservoir. Advanced analytics and data mining is managed from decision model management. These teams need access to samples of the data. This data must be formatted for analysis tools and the environment must have sufficient performance capacity to handle intense, lumpy workloads from the mining and testing processing.","" +"id-bd071c7eb0034143ae3b66389221186a","BusinessRole","Departmental SharePoint Site Administration and Support (Business Role)","","" +"id-320d268d8a7c42fda4d81d596503a68d","BusinessRole","Deputy Project Manager","","" +"id-8202d3d677bb45f194b98ebb7eadb346","BusinessRole","Design (SharePoint Permission) (Business Role)","","" +"id-ad9d8564c0a145d4844249e62f07f245","BusinessRole","DesignerPlus (SharePoint Permission) (Business Role)","","" +"87af318e-0976-4766-b8d6-9a08865775e8","BusinessRole","Developer","","" +"id-d26cfba358cf46d8bc1960e379171170","BusinessRole","Digital Experience & Client Data (DECD)","Digital Experience & Client Data +New digital channel +Respect and empower clients +Single access page +Direct support and interactive assistance options +16 initiatives for service excellence +Provide employees more meaningful work + +Digital Experience & Client Data: Foundations +Launch Alpha digital channel +Launch Service Analytics Evidence Base +Stand up the Virtual Concierge +Procure ancillary technologies required to deliver the first end to end benefit","" +"id-f0fac0be04d54f4084dab88e4f48fc52","BusinessRole","Digital Expreience and Client Data (DECD) (Business Role)","","" +"id-8187bb9027554d06a74e2f60c9fc197f","BusinessRole","Director Responsible for the EA Strategy and Roadmap (Business Role)","","" +"id-524a8924a85b453ea9d09f81053aa9b6","BusinessRole","Director, Business Solutions Management","","" +"id-301c5c7f982e4852b4d33e1c6043fd3e","BusinessRole","Director, Program Support","","" +"id-9079a74ad9ac4c0db469e27916f0d8d7","BusinessRole","EA Administrative Assistant (Business Role)","","" +"id-e44780e31be648b19d0630853fae69f4","BusinessRole","EA Director (Business Role)","","" +"id-30e24185364c4a798a23b78ba23c119e","BusinessRole","EA Executive Director (Business Role)","","" +"id-e187cb01495f4a36b0205e053ee962f1","BusinessRole","EA Manager (Business Role)","","" +"id-4aac4ccdbb7f49079a51b67c8bc47e22","BusinessRole","EA Strategy and Roadmap Lead (Business Role)","","" +"id-ceb9f048a23241239a0a5c6a1934ef81","BusinessRole","Edit (SharePoint Permission) (Business Role)","Edit - Can add, edit and delete lists; can view, add, update and delete list items and documents.","" +"id-8b3d7dda05ec4cf0aeb08782afc344e1","BusinessRole","Enterprise Architect","Includes (Enterprise) Solution Architecture.","" +"337d586a-8226-4c01-a6cb-58f8ed38f818","BusinessRole","Enterprise Architecture","","" +"id-5320908da63d44599cc3195d2bedb002","BusinessRole","ESDC Chief Architect (Business Role)","","" +"id-3a359c4489984a8fad6e3f9d17a76f0a","BusinessRole","ESDC Chief Financial Officer","","" +"id-abe70aa3f1994ce8a8239393a782a6cc","BusinessRole","ESDC CIO","","" +"id-7c9b49073a094837bda82f46ced73956","BusinessRole","ESDC CIO","","" +"id-d91d9486915549ec80450d53451ca755","BusinessRole","ESDC Clients (Business Role)","","" +"id-31d023c3f24b48459871ead5390338fc","BusinessRole","ESDC Employees (Business Role)","","" +"id-c1fdc79e3c1a43c9b91514356803fb94","BusinessRole","ESDC QualiWare Application Management (Business Role)","","" +"fef0a611-c0ea-489d-9a4b-511d49281f6f","BusinessRole","ESDC User","","" +"id-9beab5dd258b46d1a0c3dec0a76eaac2","BusinessRole","Everyone EXCEPT External Users (DOMAIN Group) (Business Role)","Everyone Except External Users +DOMAIN Group: ContributeWithoutDelete","" +"id-c4ccc8bf80a94910a159ca778efdd06e","BusinessRole","Executive Director, Enforcement","","" +"id-2f2ec75f35ed4aaa82c4b61ca8c26743","BusinessRole","Executive Sponsor","Justifies expenditure of funds for project planning.","" +"id-c912d67428e0461c96b9fe91474f080c","BusinessRole","Financial Management Advisor","","" +"id-a372b644dcd24682803f92ed0d75ddbc","BusinessRole","Full Control [NOT AVAILABLE] (SharePoint Permission) (Business Role)","Full Control - Has full control. +NOT AVAILABLE to non-System Administration staff (i.e. M365), for security reasons. +Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. +Users have the ability to run code, delete the entire SharePoint instance, etc. (""SAS_Owner"").","" +"id-b8b01d0620bc40508bcba1c8d78ce75c","BusinessRole","Functional Manager","","" +"id-ac1223e019d64c1facc6a9506b098596","BusinessRole","Functional Manager, I/O Systems","","" +"id-ae93c26492f8428482757d01c14860ce","BusinessRole","Governance Authority (Business Role)","Governance authority +Identifies and evaluates feasibility and value of an opportunity.","" +"id-7a7640d427aa433096f3d5df80143cf0","BusinessRole","Governance, Risk and Compliance","The information governance, risk, and compliance team use a reporting environment to demonstrate compliance in industry regulations and business policies. Some of these policies apply to the management of information. These policies are defined and managed in the data reservoir’s catalog.","" +"cd5a8459-a54f-47b7-b50a-8eed48ecbea1","BusinessRole","Holder","Holder: An entity that controls one or more Credentials from which a Presentation can be expressed to a Verifier. A Holder is usually, but not always, the Subject of a Credential. Digital Identity Owner, Card Holder ","" +"id-527cdce858c74696aad3cb76dde5b044","BusinessRole","ICST Personnel","ICST - Information Collection & Synthesis Team","" +"id-f0de83090322440cac31519e65979cc9","BusinessRole","Identity Management & Integrity","Identity Management and Integrity +Accomplished by: +A dynamic digital ecosystem +A secure sign-in portal +Sophisticated integrity tools and techniques +Up-front compliance controls +Benefits to Canadians: +Simple user experience +Effective ID proofing +Secure login +Faster access to programs and services +Personalized profile and secure file management +Increased accuracy and trust + +Identity Management and Integrity: Foundations +Procure third-party solution for real-time client identity validation +Procure solution to provide a single secure access point to ESDC programs and services +Enable access to Social Insurance Register to do SIN/SIR look-up for the first onboarded benefit +Develop foundational Integrity-by-Design capabilities","" +"id-27463c3f1d7843c5b34902631e59566b","BusinessRole","IITB Director","","" +"id-3fe711bcc4da4bc7baeb228465e18e27","BusinessRole","IITB Executive Director","","" +"id-7b2ffd21fd5640239d1d6a8d412f2b72","BusinessRole","IITB IM Director (Business Role)","","" +"id-4aed1d37fa8a42429bdda41cd46f004a","BusinessRole","IITB IM Lead (Business Role)","For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Robertson, Kristin K [NC] + - Simard, Marie-Claire T [NC] + - Cyr, Melissa M [NC] + - Bisang, Stephen S [NC] + - McNaughton, Meredith M [NC] +http://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx","" +"id-3ed72c97c46d4f75b13697305048ff6d","BusinessRole","IM Lead (SharePoint Role) (Business Role)","IM Lead + - Reviews sites and proposed migration dates with the Project Team + - May update name(s) “Site Owner” role for migration, in the site metadata + - Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) + - Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Point of contact to Site Owners/Designers through the migration process","" +"id-2f66af4eb0294e7a8840edb9b6dd94f7","BusinessRole","Information Architect","Includes Data Architecture.","" +"id-7cec8bb835604ba4ba8bd7cccbda713d","BusinessRole","Information Curator","An individual or group of people in the organization that are maintaining the catalog information. This activity includes advertising new sources, enhancing and categorizing existing data descriptions, and helping people locate the data they need.","" +"id-09ade88da70846038a01df41b20fbed0","BusinessRole","Information Steward","","" +"id-c64df19770bc4678b9b4b92d5f508bcd","BusinessRole","Information Technology Strategy Team (Business Role)","","" +"id-4e725aa0b35745a8b1bfe2a1ddecb957","BusinessRole","Infrastructure Operator","","" +"id-28df1fd71e6f46d281e9ca95a74075e5","BusinessRole","Integration Developer","","" +"id-612813682b83440a8f9e0100d2b12e3c","BusinessRole","Integrity Operations","2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis.","" +"id-7edd06e108eb4610a81f0267c1f8512c","BusinessRole","Integrity Operations","","" +"7fed3a19-d159-43ad-aee1-1c4e5fdd6958","BusinessRole","Issuer","Participants that provide the 'full package' of a trusted digital identity. Typically, this is a provincial, territorial, or federal digital identity program that is providing trusted digital identities to another jurisdiction. These may also be providers serving each other within an industry sector. Trusted Digital Identity Providers are a type of Claims Provider. ","" +"id-c5f9a8a2396f4c0bbfca0f5ffd935e57","BusinessRole","Judiciary","As part of processing an enforcement case, there is involvement with the judiciary, so obtaining evidence requires more diligence and effort to conduct and holds more risk to the organization should they be conducted inappropriately.","" +"id-fa112a2efcd440c39e4e4813b5f5e7f9","BusinessRole","Lead Enterprise Architect","","" +"id-1bd18260bc7d4c4db60c48738c95c3b4","BusinessRole","Limited Access [DEFAULT] (SharePoint Permission) (Business Role)","Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4).","" +"id-1d58b176e7a846439842c950ee61ef38","BusinessRole","Lite Project Team","","" +"id-b594e2fe91eb446288e874250d8836a2","BusinessRole","Manager, Business Architecture (Business Role)","","" +"id-8fadd169ac464075b23361ea72c91101","BusinessRole","MEMBER (High Level SharePoint Role) (Business Role)","","" +"id-e0fe54ef9b554f94a8db3200ead23f92","BusinessRole","NHQ Business Intelligence Personnel","","" +"id-90871c9e707c46649964f12cb96c90ef","BusinessRole","NHQ Training Personnel","","" +"id-c32e615e6adf4cceb9eb7c72b83ecd5c","BusinessRole","NOT ACTIVE: ALL Users (includes PUBLIC) (SharePoint Group) (Business Role)","This Permission has been deactivated (via enterprise configuration) for ESDC's tenant of M365. + +This Permission might have been used to: +1. Share with other GC Departments, Partners, etc. +2. Share with System Integrators who may not have an ESDC Network Account +3. Share with Public (use caution here). +There should be a strong Use Case here, with permissions set only at the lowest-level folder, to ensure permissions are not inherited by mistake.","" +"1f1bb20b-f848-4113-aa18-d76fba6b53c4","BusinessRole","Operator","","" +"id-5fb7f084b4f54201b5f18aedfe9cd915","BusinessRole","OWNER (High Level SharePoint Role) (Business Role)","","" +"id-65ca923b12344067b1e65f35b8152dbe","BusinessRole","Peer Enterprise Architect","","" +"id-5f24184a9b824fc695b2d9c55f24fee7","BusinessRole","Platform Operators (business role)","","" +"c2c97ebe-d5e0-4c79-827e-0a9d588f70e5","BusinessRole","Platform Stewards","","" +"id-f85244242fa34d5b97d61244dfda118a","BusinessRole","Platform Stewards(business role)","","" +"id-00529e741033454189067af03cae4627","BusinessRole","PM PDO","","" +"id-8d8b61bfec224e8e950030f36bfb296c","BusinessRole","Project Control Officer","","" +"id-93999777565a427ba56ef7cb70d6fe0c","BusinessRole","Project Management Advisor","","" +"id-01a72cd230f04afb8c344eb38b28698b","BusinessRole","QualiWare Cloud Provider (Business Role)","","" +"id-49ce7dbe11a54097829409e41c8d2ebc","BusinessRole","Read (SharePoint Permission) (Business Role)","Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. +","" +"id-3eba8575f01249c9aaedc0d362943aa6","BusinessRole","Regional Enformcement Personnel","","" +"id-9fae24ffc5f246aeab49e87b058b1713","BusinessRole","Restricted View (SharePoint Permission) (Business Role)","Restricted View - Can view pages, list items, and documents. Documents can be viewed in the browser but not downloaded.","" +"id-13e42903e8ff47eb86213c5bacbeb463","BusinessRole","SABR Director General (Business Role)","","" +"id-31dc8f4450a448ac885474d68d3c59b0","BusinessRole","SAS ADO Content Curator (Business Role)","Managing content","" +"id-d8710cbc44a34a40b548c2166694537c","BusinessRole","SAS SharePoint Content Curator (Business Role)","","" +"id-6850065d5a4d47b5bce114f365d67880","BusinessRole","Security Architect","","" +"id-a28ed054206f40fc888c7e28ad260dc3","BusinessRole","Security Architect Assessor","","" +"6a06d55a-add0-4558-bb5c-78e5bc06e786","BusinessRole","Security Architecture","","" +"id-442401d533fe440c9cb03df38817e8fb","BusinessRole","SecurityReponse_WG (Custom SharePoint Group) (Business Role)","","" +"id-734eca9daa57474eaa10a1b978e5ae07","BusinessRole","Senior Business Analyst","","" +"id-d3e6fbf448ad4110a98c85808796dac7","BusinessRole","Senior Management","Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ","" +"id-99c1253fa5a34e778658beb77ebd4b4e","BusinessRole","Senior PM PDO","","" +"id-3f70b6b1ab344abcb30428ebb60a7736","BusinessRole","Senior Project Manager","","" +"id-1ba0b0dadbea45708783b17a5883af21","BusinessRole","Service Delivery Hub","Service Delivery Hub +Improved, seamless and timely service delivery for clients +Increased self-serve results supported by real-time support options +An integrated view of the organization’s workload and workforce to support decision-making +A central repository of program information for employees +A user-experience feedback system for clients and employees +Service Delivery Hub “showcase” sites + +Service Delivery Hub: Foundations +Develop new SDH operating model +Develop foundational frameworks to support integrated workforce and workload management +Develop SDH training strategy +Procure new Knowledge Management, Feedback, Telephony and Workforce Management solutions +","" +"id-8e29edf9a46b44f3bbbd498e1da14e7a","BusinessRole","Service Delivery Hub (SDH) (Business Role)","","" +"id-d25237161d154eada5994743781dc72b","BusinessRole","SharePoint Migration Project Team (SharePoint Role) (Business Role)","SharePoint Migration Project Team + - Creates new URL for site in SharePoint Online + - Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation + - Consults with Branch/Regional IM Leads to schedule sites in migration waves + - Migrates site to new SharePoint Online environment + - Point of contact to Site Owners/Designers through the migration process + - May assign additional resources to support Site Owners/Designers of more complex sites","" +"id-8a51ad2d48454b79b05c5c899bd7fb29","BusinessRole","Site Designer (SharePoint Role) (Business Role)","Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online","" +"id-208d8e09d9bc40ebaf365e2bbed85270","BusinessRole","Site Owner (SharePoint Role) (Business Role)","Site Owner + - Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities + - Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed: https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-Site-Remediation.aspx + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Confirms completion of final steps in SharePoint Online, with the Project Team +","" +"id-76bdd63fe5904dc3a2cd91fd6ead1c20","BusinessRole","Solution Architecture","","" +"id-717c79b6db1442ba8d6bcd03752c9e89","BusinessRole","Solution Designer","1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architects, Domain Architects, Architecture Practitioners and Solution Designers for use in defining standards, architectures, designs, plans and roadmaps.","" +"id-41b85bee1443484b93953fc6ed5e38f9","BusinessRole","Sr.ADM ISSD","","" +"id-f8b907a579884c30a6eeb02bb7ccd5a4","BusinessRole","Stakeholder Branch Sponsor","Executive Sponsor +Justifies expenditure of funds for project planning.","" +"id-37b23e4d843547a380b71fde8c029a98","BusinessRole","Stakeholder Branch Sponsor","Executive Sponsor +Justifies expenditure of funds for project planning.","" +"id-7b109ad3ea3a417a85a1e2a95e247d33","BusinessRole","Stakeholder Business Owner","","" +"1af802f8-ef57-459c-b558-5ebdc29b9648","BusinessRole","Subject","Subject: An entity about which Claims are asserted by an Issuer. Person, Organization, Device ","" +"id-c9bd9551c0ef49228c9726e18e277f5d","BusinessRole","System Administrator","","" +"id-f1a0774873904a2abb4568f3ff4e47aa","BusinessRole","System Integrator (CRM, BDM)","","" +"id-70a8d4c5024c462eb00c523e2845b617","BusinessRole","TechArch_Contributors (Custom SharePoint Group) (Business Role)","","" +"id-84efec203834482c8cf6533f34ac29c0","BusinessRole","Technical Consultant (SharePoint Role) (Business Role)","The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site +","" +"id-d57344311c5345bf95e03e387e1c1528","BusinessRole","Technology Architect","","" +"id-c38ae3334d974ff1bfbde4cf072a58b3","BusinessRole","Technology Architect Assessor","","" +"fbdb3faf-3aa9-46b3-aa80-39a6add07ef8","BusinessRole","Technology Architecture","","" +"id-38715d0763774f178efb830221966372","BusinessRole","Technology Platform","Technology Platform +Establishes the project engagement model and operating model +Cloud enablement - benefits delivery within cloud environments +Interoperability - exchange of data/information securely +Legacy readiness - connecting new and current benefit delivery solutions +Technology infrastructure - implementation beginning with “core” capabilities + +Technology Platform: Foundations +Foundational technology infrastructure, interoperability and security +Flexibility to meet future service requirements +Scalability to perform at a high level during periods of intense demand  +Builds common interoperability capabilities for connecting and communicating between BDM solutions and legacy systems +Promotes collaboration and automation to support rapid deployment of products and services +Delivers a consistent end-user experience – ensures clients have the same positive experience +","" +"id-485e2802317d4a18827313e0b42a9abf","BusinessRole","Technology Platform (Business Role)","","" +"33e3cc51-6af4-4714-84dc-bbb6e5a28679","BusinessRole","Threat Agent","","" +"id-ee1a854ede7f47bf9314b818ef70cbdb","BusinessRole","TISMB Assistant Deputy Minister","","" +"id-56038ff366a4499299c1451be6675d2d","BusinessRole","Treasury Board of Canada Secretariat (TBS) (Business Role)","Treasury Board of Canada Secretariat (TBS)","" +"fb7f87c8-43a2-435b-a906-7fc1f687df23","BusinessRole","User","","" +"9cb60a59-0d1c-4164-ae6e-c985bb92a7ef","BusinessRole","Verifier","Verifier: An entity that accepts a Presentation from a Holder for the purposes of delivering services or administering programs Relying Party, Credential Verification Service Provider, Credential Authentication Service Provider, Authentication Service Provider, Digital Identity Consumer, Delegated Service Provider. +","" +"id-959183ac8e1b4ef6a6a31af1ff9b8e64","BusinessRole","View Only (SharePoint Permission) (Business Role)","View Only - Can view pages, list items, and documents. Document types with server-side file handlers can be viewed in the browser but not downloaded.","" +"id-66fb25ecccc2474eb3f0651664f9d694","BusinessRole","View Web Site Statistics (SharePoint Permission) (Business Role)","View Web Site Statistics (SharePoint Permission) (Business Role) +View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents.","" +"id-faa7e661024a442f8fad73dbf608a53c","BusinessRole","Viewers (Custom SharePoint Group) (Business Role)","","" +"id-716dcbdaff56417d9d9f937b0ea47961","BusinessRole","VISITOR (High Level SharePoint Role) (Business Role)","","" +"2c222644-a9a7-4e8a-a8a8-47525b1b4da2","BusinessService","<> Microsegmentation","A method of creating secure zones within the network at the applications and services layer or below to allow better monitoring of lateral network traffic and management of access to those zones. Microsegmentation could enable zero trust principles by allowing administrators to control authentication and authorization at a more granular level than the network perimeter","" +"44388cb1-d602-4fb7-8535-21cd4162f951","BusinessService","<> Multi-factor authentication (MFA)","An authentication method in which a computer user is granted access only after successfully presenting two or more pieces of evidence (or factors) for authentication. +","" +"effc2ccb-739f-4a40-ad21-3b714c439a63","BusinessService","<> Software Defined Perimeter","A security framework to microsegment network access by dynamically creating one-to-one network connections between the user and the resources they access","" +"5899f3a9-c77a-4c12-878d-4e29abeea6aa","BusinessService","<> User Entity Behavior Analytics (UEBA)","A type of cyber security process that models and identifies typical and abnormal behavior of humans and systems within a network and can help in discovering security anomalies in user and system behavior. UEBA uses advanced analysis, aggregates data from logs and reports, and looks at packet, flow, file and other types of information, as well as certain kinds of threat data to figure out whether certain kinds of activity and behavior are likely to constitute a cyberattack","" +"aec78217-dece-4cdf-a050-734f76005826","BusinessService","<> API (Application Programming Interface) Gateway","An API management tool that sits between a client and collection of backend services and takes all API requests from the client, determines which services are needed, and combines them into a synchronous experience for the user.","" +"9326d7dc-b998-43f3-a74c-13bb81288b43","BusinessService","<> Conditional access","A set of policies and configurations that control access of users and devices to various services and data sources within the IT environment. Conditional access makes use of various signals or factors (e.g. user profile, device type, geographical location, etc.) to make access decisions and enforce organizations policies","" +"c4db9dd6-bb60-4b16-a865-cdb35ac0f530","BusinessService","<> Data Loss Prevention (DLP)","A set of technologies, products, and techniques that are designed to stop sensitive information from leaving an organization and ensure that sensitive data is not lost, misused, or accessed by unauthorized users.","" +"871c482a-713c-4212-89c4-893f94ace379","BusinessService","<> Network policies aligned to app micro segments ","","" +"897c0b51-9dcd-4f0d-8ae7-6965e8b4e6c8","BusinessService","<> Security Information and Event Management (SIEM)","A software solution that stores, normalizes, aggregates and analyzes log data from multiple data sources across the entire IT infrastructure. SIEM analyzes data collected to discover trends, detect threats, and enable organizations to investigate any alerts","" +"c668367a-4b58-4ecb-bc09-6289be3b5c27","BusinessService","<> Single Sign-On (SSO)","A user authentication service which occurs when a user logs in to one application and is then signed in to other applications automatically, regardless of the platform, technology, or domain the user is using. The user uses one set of login credentials can be used to access multiple applications.","" +"id-3124ec0ba4ff46b5b1af60dd85699bc4","BusinessService","[ESDC-EA] Provide EA Assessment <>","","" +"id-73b8aeefec2149d1b50c1222e8aa6df9","BusinessService","[ESDC-EA] Provide EA Assessment <>","","" +"id-81aab0d085524547a0e62eddcc9c4421","BusinessService","[SAS] Provide EA Feedback <>","","" +"id-d9ee28c1a8b74fe88fc94561cbe60af3","BusinessService","Advanced Analytics","","" +"id-480ab8a9025e4cfea98ee4e5ad9902c1","BusinessService","Advanced Analytics (business service)","","" +"c224ca48-ad69-454c-8e51-5565b0fbaf3b","BusinessService","Balanced Relationship","","" +"5c8ad1f7-271d-49b5-8d23-5729fa3c8513","BusinessService","Balanced Relationship","","" +"id-92789d7db5cc407f9dda1cfbc405931f","BusinessService","BDM Analytics & BI","","" +"id-4d26fb79e7cf4a9ab0000d306dbef7a3","BusinessService","BDM Workforce Management","","" +"id-edc14eb8b3fc44498b3c88bf93437152","BusinessService","Benefits Knowledge Hub (BKH)","The Benefits Knowledge Hub will start as a Data Mart, possibly becoming the Enterprise Data Warehouse.","" +"be560406-7ae8-471e-9e18-b8c717b7ee04","BusinessService","Business Service","","" +"id-7e70892d43eb49eeaa1ffb4c24b068eb","BusinessService","Data Hub","","" +"id-530fb8a24aca45a1a6c622051587e759","BusinessService","Data Science & Machine Learning (DS&ML)","Data Science & Machine Learning Platform","" +"id-338d7c043825418585dd265b5bf3e192","BusinessService","Discovery","","" +"id-32d9261eccd54ce7aa9400bebeb5d257","BusinessService","Discovery (business service)","","" +"id-38eed3eb567f4b5cb93c387786c5ddf5","BusinessService","Enterprise Canonical Model","","" +"id-60052f44a3e2476a837a46399abe3c4d","BusinessService","Enterprise Data Catalog","Data describing all assets: internal, external, open data and shares +Includes glossaries and diagrams +Identifies data authorities +Links to access request initiation","" +"id-c2794205e13d4adb87691bed8df866cc","BusinessService","Enterprise Data Lake","• Raw, curated, near-real-time data +• Some standardization, few linkages +• Multiple data sources +• Well suited for data science +• Supports exploratory analysis +• Addresses unknown questions and hypotheses + +1.4.3.1. Data Lake +The advent of “big data” tools is enabling organizations to detect patterns in data that may otherwise escape human recognition. This is being further advanced with new tools in machine learning and artificial intelligence described below. These tools are designed to access large data sets in a range of native formats, but such access cannot generally target mission critical systems for fear of adverse performance effects. This long-standing performance issue remains true for supporting more traditional reporting and analytics techniques as well. To enable state-of-the-art tools to operate, the industry has begun to co-locate large volumes of data in “raw” forms. Such a repository is called a data lake, and by “raw” form it is meant that few, if any, operations are performed when the data is copied from operational systems into the data lake. As a result, the data lake contains a complete and detailed copy of the organization’s assets, but stored in a very human-unfriendly form. This is well suited to support two activities: big-data, machine learning and artificial intelligence operations performed by highly-skilled specialists, and extraction of key data into a data warehouse without interfering with mission critical systems as described below. In the absence of a data lake, it is not possible to bring to bear many modern technological tools, and consequently there are likely many opportunities to improve service that remain hidden. There is a business need to provide secure access to authorized users, including executives and analysts, to easy-to-use, reporting, dash-boarding, and visualization tools that require few technical skills and yet provide answers to basic business questions, in near-real-time, in a manner that does not adversely affect performance of operational systems, and enables access to integrated, enterprise-shared data. +","" +"id-100e1209c88147c9910726229c63892c","BusinessService","Enterprise Data Warehouse","Trusted and governed data +Multi-source, near-real-time +Standardized and linked +Optimized for analysis & self-service +Supports repeatable analytics needs +Addresses mostly known questions +Insight for broad consumption","" +"c4967d72-ce41-49a7-832b-0a735da76436","BusinessService","Implemented Control Measure","","" +"691caafd-aeda-4f08-89d3-7dd01b8445b2","BusinessService","Implemented Control Measure","","" +"id-7e8ce4104b62451e9e54b473baaf58a3","BusinessService","Information Technology Services (Business Service)","2.2.4 Program Alignment Architecture: +5.1.7 Information Technology Services +The migration of ESDC’s solutions to the EDCs and to cloud, going through an evaluation and adaptation of the solutions, will ensure proper IT service continuation and improve ESDC security Posture.","" +"id-d094a09bee1f44ba9ba74e26099f673c","BusinessService","LMIA","","" +"dc9269ed-fd9b-4b81-be01-a3c30db89606","BusinessService","Management Controls","","" +"1479cd91-a52b-4354-ace6-93a1bed7b023","BusinessService","Management Security Controls","Definition: A security control that focuses on the management of IT security and IT security risks. (ITSG-33)","" +"612d1065-aaea-40fe-ad9f-5731c8573568","BusinessService","Management Security Controls","Definition: A security control that focuses on the management of IT security and IT security risks. (ITSG-33)","" +"id-3923932b2c13469a92bda47ba2314f5e","BusinessService","Master Data Management","","" +"id-060cf01a607a449a8345dea908ddc9aa","BusinessService","National Address Register","","" +"id-d052d968b46149458ce2a5441bed64ca","BusinessService","Reference Data Management","","" +"id-2aed6c70818c490da92ef77c95192ea8","BusinessService","SA Alignment (Business Service)","• Assess architecture alignment through participation in Architecture Review Committee (ARC), EA Working Groups and architecture work. +• Evaluate, review and provide architecture-related feedback on procurement-related requests. +• Engagement with EA Community through collaboration with ESDC Enterprise Architecture domains and GC EARB community.","" +"id-bdcee36cb53242739329d9a42a6fc49b","BusinessService","SA Consulting (Business Service)","• Lead or support the preparation of Enterprise Architecture Review Board (EARB and GC EARB) presentation content. +• Architectural information discovery, capture, development and maintenance in ESDC EA Repository and architecture deliverables and artifacts. +• Review project/initiative proposals; collaborate with EA domains and proposal originators to provide assessment responses. +• Provide advice/feedback/recommendations upon receipt of requests for advice on Enterprise and/or Architecture.","" +"id-c4beed71f01f4bc88746689edef0c1cc","BusinessService","SA Strategic Planning (Business Service)","• Develop and manage strategic architectural direction (reference architectures, standards, patterns). +• Research work of architectural significance (initiatives, products, technologies). +• Review technical architecture collaboratively with other EA Domains as needed.","" +"id-7e7323adb81348418148f673dc57887e","BusinessService","Visualization","","" +"id-5f7055c87fab4b499db0a02c69f4ba55","BusinessService","Visualization (business service)","","" +"fb9c350e-a8fb-4a2c-b55d-3da0d6844534","Contract","Investment Agreement","","" +"2dbffbd6-d8aa-483a-a1bc-5dce5b28f0ef","Contract","KPIs","","" +"id-6adc504384014928809b2ae7bff90763","Contract","Safe Restart Agreement (Provinces & Territories)","","" +"id-f1bb7096f3454a5db0ac590353920356","Product","*.archimate Files","","" +"id-92989fecf9784cba898f128b29cc92ff","Product","Alert","Alertsare notifications for data thresholds for (e.g., performance)","" +"id-c42c8cc2e0d0423e86aa27af0456d14b","Product","Alert (product)","Alertsare notifications for data thresholds for (e.g., performance)","" +"f3f2bd24-c4fd-45f8-9ed7-95b5c4681792","Product","API Guardrail Specification","","" +"a8ea070d-19ae-487d-9b17-3d397c9162f4","Product","Cloud Native Computing Foundation Landscape","","" +"0eb7b730-f8b9-4f7f-8068-a7d0a768aff5","Product","Developer View","","" +"id-b2c0b1b595c2499583c1eb26bb8334d5","Product","EA Horizons Strategy Outcomes (Product)","The EA Horizons Strategy Outcomes [English only] illustrates the strategic goals of each horizon as well as the goals of each tenet across the horizons.","" +"id-3ed2d85fb0db46d396123a5f3cf9e853","Product","EA Roadmap Workbook (Product)","The EA Roadmap Workbook [English only] provides the EA Strategy activity details for each of the three horizons, with a directorate-specific Roadmap view. It also includes a Responsible, Accountable, Consulted and Informed (RACI) matrix of each Roadmap activity.","" +"id-5f33f92000b44188a0d8b59d6fb4e668","Product","EA Strategy (Detailed) (Product)","The EA Strategy (Detailed) [English only] describes the finer points of the strategy.","" +"id-7bdda28e0bc94569bddae0a4dec727da","Product","EA Strategy (Executive Summary) (Product)","The EA Strategy (Executive Summary) [English only] provides an overview of the drivers and key themes of the strategy.","" +"id-21513079e6ec44f39e5752a3466f392d","Product","EA-SAS Team Guide(s) On Use Of ADO (Product)","May include: + - When to input a Description into an Epic / Task / etc.? +","" +"id-57a18d79de064384b4141f342f27f8a3","Product","Enforcement Maturity Model (EMM)","","" +"id-5aae0bd9b6aa4496a5f84da9215e7c7f","Product","Enterprise Mission","Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise. ","" +"id-1bb66d98aff145a79f73339ba98b0df4","Product","ESDC Cloud Reference Architecture","","" +"eaaa4749-4f66-4ecc-a73f-9824ce8757c3","Product","Executive View","","" +"id-702cb1d4280b4af19457705e9221692d","Product","Exported *.XML File","","" +"286da79f-1aa6-4f65-813b-9172237e3222","Product","Operator View","","" +"id-d2b0f692b6804690a0f2892f2d909879","Product","Real Time Reporting","Ability to report and conduct analysis using real-time dat","" +"id-39fde5e1a21a4151ab6bf6e3023b440c","Product","Real Time Reporting (product)","Ability to report and conduct analysis using real-time dat","" +"id-7bdb64934b8c43189f2baf277f8e3f25","Product","SABR DG Report (Product)","","" +"id-f61c78737adc49319b0580d815adf6bc","Product","Scheduled Report","Ability to create highly formatted and print-ready reports on a regular basis","" +"id-8d31d2d186ef43b2a4dcbef11e2abe3f","Product","Scheduled Report (product)","Ability to create highly formatted and print-ready reports on a regular basis","" +"id-4097e07bb0ef4aaf8e8796635697cafa","Product","Scorecard","Scorecards help organizations measure and align the strategic and tactical aspects of their businesses, processes and individuals via goals and targets","" +"id-4ba59e970d014ac28c57b84a0e8090a2","Product","Scorecard (product)","Scorecards help organizations measure and align the strategic and tactical aspects of their businesses, processes and individuals via goals and targets","" +"id-ed81c1b789184478b864ee8d2189784a","Product","The Integrated Horizon 1 (H1) Work Plan (Product)","The Integrated Horizon 1 (H1) Work Plan [English only] delivers an integrated viewpoint of Horizon 1 activities along with the provisional quarterly achievements of each activity.","" +"id-9cd81a4b1a64414186743758604f3ca8","Representation","ADO Epic (Representation)","","" +"id-96cab18f55144e97b76753bf851db1e9","Representation","ADO Feature (Representation)","","" +"id-13ca98cd6d8b40ad8dc985e2f5bb30ee","Representation","ADO Task (Representation)","","" +"id-7173e61f1b3243d18fffa44304e3324d","Representation","ADO User Story (Representation)","","" +"d94e281c-ebf1-4122-9c74-a2d62dc4fe64","Representation","API Guardrail Document Representation","","" +"e181e171-3ff2-497d-95e4-98b247172cde","Representation","ARC Presentation","","" +"id-4342a646eed241ce920603e82c783e32","Representation","ArchiMate 3.1 Notation (Representation)","","" +"id-5cd6e57be4d1451e86f22144e882ffe3","Representation","BDM Architecture QualiWare Templates Suite (Representation)","","" +"f7898772-abf9-411e-99bd-1dfcaa46b428","Representation","Business Case","","" +"id-84dc6ac2c98a4b3eb8c0fd7b1b3b37f9","Representation","Container","A documentary proof of the credential ","" +"8bc29935-9cfc-4d2b-ba89-dcbc66ded96e","Representation","Definition of Done","","" +"id-97b6abcc93e44d25b87019a163184f62","Representation","EA Assessment <>","","" +"id-4bed2b03a6454c18873c9c07e569b387","Representation","HyperText Markup Language (HTML) (Representation)","HyperText Markup Language (HTML™) +Recommended by the World-Wide Web Consortium (W3C®); refer to: https://www.w3.org/TR/html52/, and also https://html.spec.whatwg.org/.","" +"id-c01826cf6d6d4559b0ab6f4d1b1aac7c","Representation","Integrity Services National Committee (InSNC)","","" +"id-e3e31e319db545eda6f5ccc194b79a19","Representation","Microsoft Office Word (Representation)","Microsoft® Office Word +ISO/IEC 29500-1:2016: Information Technology – Document Description and Processing Languages – Open Office XML File Formats – Part 1: Fundamentals and Markup Language Reference; refer to: https://www.iso.org/standard/71691.html.","" +"id-145b9f0c0d50406dbca108629ed9e828","Representation","Open Document Format (ODF) (Representation)","Open Document Format (ODF) +Published as ISO/IEC 26300-1:2015: Information Technology – Open Document Format for Office Applications (Open Document) v1.2 – Part 1: Open Document Schema; refer to: https://www.iso.org/standard/66363.html.","" +"7a7e6cde-b01b-4d79-a325-0a87a5b55227","Representation","Representation","","" +"id-a8a7cc80028641ad9d111be1a75a57f6","Representation","Standard Generalized Markup Language (SGML) (Representation)","Standard Generalized Markup Language (SGML) +Defined in ISO 8879:1986: Information Processing – Text and Office Systems – Standard Generalized Markup Language (SGML); refer to: https://www.iso.org/standard/16387.html.","" +"efed4f5a-1295-4ed2-a91b-81b154d47642","Representation","User Story","https://www.scaledagileframework.com/story/","" +"id-ff31b7597bce4597b42a93eed0730bce","Representation","Witness","An attestation to the content ","" +"id-2cf321143a924bbb98c45408375da510","ApplicationCollaboration","Analytic Tools","Data scientists usually have a solid foundation in computer science, mathematics, and statistics, rather than substantial business knowledge. Their role is to explore different kinds of data to look at patterns so that they can understand the meaning of relationships between sets of data. They often have a thirst for new information sources to develop new ideas on how to gain value from combining that data with other sources. The tools used by the data scientists include capabilities for preparing and transforming data for analysis. They typically work with data in its original (raw) format. Data can be accessed through the creation of a sandbox copy of the data for the data scientist to use because the data scientist will subset and transform the data as part of their work. Their activity should not affect the shared version of the data in the data reservoir. The sandbox will be accessible as an area in a file system such as Hadoop Distributed File System (HDFS) or accessible by using common mechanisms such as Java Database Connectivity (JDBC) or Open Database Connectivity (ODBC). As the data scientists explore samples of this data, they will develop analytical models and try them out against test data. Those models can then be deployed to refinery services within the data reservoir or to operational systems outside the data reservoir.","" +"id-27bd7aca5ad3436eb4579d4f67149330","ApplicationCollaboration","Analytic Tools (application collaboration)","Data scientists usually have a solid foundation in computer science, mathematics, and statistics, rather than substantial business knowledge. Their role is to explore different kinds of data to look at patterns so that they can understand the meaning of relationships between sets of data. They often have a thirst for new information sources to develop new ideas on how to gain value from combining that data with other sources. The tools used by the data scientists include capabilities for preparing and transforming data for analysis. They typically work with data in its original (raw) format. Data can be accessed through the creation of a sandbox copy of the data for the data scientist to use because the data scientist will subset and transform the data as part of their work. Their activity should not affect the shared version of the data in the data reservoir. The sandbox will be accessible as an area in a file system such as Hadoop Distributed File System (HDFS) or accessible by using common mechanisms such as Java Database Connectivity (JDBC) or Open Database Connectivity (ODBC). As the data scientists explore samples of this data, they will develop analytical models and try them out against test data. Those models can then be deployed to refinery services within the data reservoir or to operational systems outside the data reservoir.","" +"id-47f4cfda2cc944bc970ec53c972590e4","ApplicationCollaboration","Analytical Insight Applications","","" +"id-6691d0543e7542319c144944cb552f63","ApplicationCollaboration","Analytical Insight Applications (application collaboration)","","" +"id-cedebf6011424027b16bb62b4a190b21","ApplicationCollaboration","Application Collaboration","","" +"id-d92d554749e14f25ab709659b20fbdfb","ApplicationCollaboration","Data Ingestion","As new data is imported into the data reservoir, the data ingestion processes ensure the data is transformed, logged, and copied into the appropriate data repositories. +The ability to easily import data from a multitude of sources is one of the selling points of the data reservoir. You want to be able to capture anything easily, and to allow decisions about how that data can be used later in the process. That being said, information needs to be incorporated into the reservoir in a controlled manner. During the process, metadata must be captured. It is also important to ensure appropriate separation between other systems and the reservoir to ensure an issue in one does not impact both. The Information Ingestion component is responsible for managing this. A staging area will often be used as part of the process to support loose coupling and ensure that delays in processing will not affect the source system. +The information ingestion component will apply appropriate policies to the incoming data, including masking, quality validation, deduplication, and will push appropriate metadata to the reservoir catalog. +Data with a known structure can be stored in a more structured repository such as a relational database, whereas less structured or mixed data can end up in a file system such as HDFS.","" +"id-7d5e7da2cce64dfa8acf30fcceb69d8c","ApplicationCollaboration","Deposited data","Deposited data are information collections that have been stored by the data reservoir information users. These information collections may contain new types of information, analysis results, or notes.","" +"id-de1c1ece1f5b4920b7b3038bfda75733","ApplicationCollaboration","Descriptive Data","The descriptive data is sometimes referred to as metadata because it describes the data in the data reservoir. Descriptive data provides the definitions used to create information views and access the data in the data reservoir using the information view. http://www.redbooks.ibm.com/redpapers/pdfs/redp5120.pdf","" +"id-68804171cb7d41fdb29a899e3086cd4c","ApplicationCollaboration","Descriptive Data Catalog","The catalog is a repository and a set of applications used to maintain details about the data in the data reservoir.","" +"91ebd99d-96cf-417f-b8bf-5090bcf08b68","ApplicationCollaboration","ESDC instance","","" +"id-5493e9e801ef4a2bb0c63ba4da929f0b","ApplicationCollaboration","Event Correlation","Event correlation provides for complex event processing based on business events that can occur over an extended period and can correlate these events to develop additional insight. Some of these events can come from insight obtained by the streaming analytics component.","" +"id-c398cf3795824472800e23b59f897b79","ApplicationCollaboration","Event Correlation (application collaboration)","Event correlation provides for complex event processing based on business events that can occur over an extended period and can correlate these events to develop additional insight. Some of these events can come from insight obtained by the streaming analytics component.","" +"id-b426a75626e649b59b747380c9b5981b","ApplicationCollaboration","Guards","Guards are controls within the reservoir to enforce restrictions on access to data and related protection mechanisms. These guards can include ensuring the requesting user is authorized, data masking being applied, or certain rows of data being filtered out.","" +"id-018bfd3028da47698ecfbdfc7452f5af","ApplicationCollaboration","Harvested data","Harvested data includes data from other systems that has been extracted and is being transformed, consolidated, aggregated, and analyzed to create new insight","" +"id-1b83cdf2b9654983a7d8200e6c17be8e","ApplicationCollaboration","Harvested data","Harvested data includes data from other systems that has been extracted and is being transformed, consolidated, aggregated, and analyzed to create new insight","" +"id-5ea5df7701224379a32d8ed0f3ccbe59","ApplicationCollaboration","Historical data","Historical data contains read-only records of historical activity","" +"id-7d6412b420ed49e1abf6d68131c023a7","ApplicationCollaboration","Information Broker","The information broker is a runtime server environment for executing the integration processes (such as the information deployment process). These processes move data in and out of the data reservoir and among the components within the reservoir.","" +"id-88e7b7e9cadc45baa448af7d6f6627af","ApplicationCollaboration","Landing Zone","Landing pad areas are used to manage movement of data into, out of, and around the Logical Data Warehouse, and to provide appropriate decoupling between systems. The implementation can include database tables, directories within Hadoop, message queues, or similar structures","" +"id-8206283287f04702b89e1f924f9b12fc","ApplicationCollaboration","Monitor","The monitor watches over the overall function and responsiveness of the data reservoir to ensure a consistent working environment. The data reservoir has many monitor components deployed that record the activity in the data reservoir along with its availability, functionality, and performance. The management of any alerts that the monitors raise can be resolved using workflow.","" +"id-dee022d3da3540898bbf0533debbfcfc","ApplicationCollaboration","Operational Governance Hub","A repository and applications for managing the information flow and information governance within the data reservoir. This information node supports the metadata service.","" +"id-07c494e17ca8491aac39ac2e5835b6c8","ApplicationCollaboration","Publishing Feeds","Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. This data can be triggered by upstream changes, or run on a schedule or on demand from a user request. A subscription table is used to manage the list of sources and the destinations they need to be published to. The destinations can involve populating a table, creating files, or messages to be posted to a queue. During the publishing process, data transformation can occur, for example by resolving code values to alternate representations.","" +"id-33515d43bb114ecaa1e3a04ffb927ad4","ApplicationCollaboration","Publishing Feeds (application collaboration)","Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. This data can be triggered by upstream changes, or run on a schedule or on demand from a user request. A subscription table is used to manage the list of sources and the destinations they need to be published to. The destinations can involve populating a table, creating files, or messages to be posted to a queue. During the publishing process, data transformation can occur, for example by resolving code values to alternate representations.","" +"id-f7421453aeff4191b003db6accf2e5d5","ApplicationCollaboration","Real Time Interfaces","These systems could also make API calls to the data reservoir to access/update data or insight. These APIs might interact with a single data repository or may federate data from multiple repositories. Service interfaces provide the ability for outside systems to access data in the reservoir repositories, and for systems within the reservoir to query data from both inside and outside. These interfaces can be REST web services, SQL style through JDBC, or various other forms","" +"id-234d81829539400cbca23d24d891554b","ApplicationCollaboration","Real Time Interfaces (application collaboration)","These systems could also make API calls to the data reservoir to access/update data or insight. These APIs might interact with a single data repository or may federate data from multiple repositories. Service interfaces provide the ability for outside systems to access data in the reservoir repositories, and for systems within the reservoir to query data from both inside and outside. These interfaces can be REST web services, SQL style through JDBC, or various other forms","" +"id-72525175d1b040339a074a3b795262eb","ApplicationCollaboration","Real-time Analytics","The data reservoir could process events in real time and produce insight that could be stored in the data reservoir’s repositories, and published externally for other systems to act upon.","" +"id-0868d2d0eb1346c9b19a34e369fa040d","ApplicationCollaboration","Real-time Analytics (application collaboration)","The data reservoir could process events in real time and produce insight that could be stored in the data reservoir’s repositories, and published externally for other systems to act upon.","" +"id-280b67e2a13446359c683aa1a5e42a61","ApplicationCollaboration","Reporting","","" +"id-58f9b133e7cb402b9092f7b655f750be","ApplicationCollaboration","Reporting (application collaboration)","","" +"id-ee84ef9eb34d48aeb3b336002c2de325","ApplicationCollaboration","Reporting Data Marts","The reporting data marts provide departmental/subject-oriented data marts targeted at supporting frequent line of business reports. The data is often structured as a dimensional model such as star or snowflake, and are easily used by common business reporting packages. Data in marts will be updated incrementally as new data is made available. typically from an information","" +"id-65cb7951ad8643c29b33836b5933a6af","ApplicationCollaboration","Shared Operational Data","Shared operational data contains consolidated operational data that is being shared by multiple systems. The data reservoir may host the master copy of this data, or a reference copy of this data supplied from one or more operational systems.","" +"id-c8a89be664184d47b3de60406a241bd4","ApplicationCollaboration","Simple, Ad Hoc Discovery and Analysis","","" +"id-47c66c7b40a5469dac8a4c7a3435d1f2","ApplicationCollaboration","Simple, Ad Hoc Discovery and Analysis (application collaboration)","","" +"id-fcc66fce1cbc491e901db77bec0f1ce6","ApplicationCollaboration","Streaming Analytics","Streaming analytics is the component responsible for running the analytics on streaming data in real-time.","" +"id-603f78be06c8458486088e230b8dfa63","ApplicationCollaboration","Streaming Analytics (application collaboration)","Streaming analytics is the component responsible for running the analytics on streaming data in real-time.","" +"id-f969c667c96e42ac8d10718d4490a470","ApplicationCollaboration","Workflow","Workflow consists of a server running stewardship processes that coordinate the work of the individuals responsible for fixing any problems with the data in the data reservoir. Successful use of a data reservoir depends on various processes involving systems, users, and administrators. For example, provisioning new data into the data reservoir might involve an information curator defining the catalog entry to describe and classify the data. An information owner must approve the classifications, and an integration developer must create the data ingestion process. Workflow coordinates the work of these people.","" +"094d1bb4-c73f-4608-b0be-f74eebb17bb9","ApplicationComponent","Application Component","","" +"id-f47358cbeb5640e6ae181fa5f04321a9","ApplicationComponent","Descriptive Data Component","","" +"4775edd0-5c04-4282-90e7-b836070926ee","ApplicationComponent","ESDC Application Component","","" +"id-2e8441768911438bb72448e5c802b9ea","ApplicationComponent","Operational Governance Component","","" +"47155fe3-766a-4587-a61b-6ce9d6656d66","ApplicationComponent","Partner Application ","","" +"2745e34d-4533-4bf1-9914-aea44113e807","ApplicationEvent","ESDC Application Event","","" +"70f3f74f-a64e-4383-a753-7ab976325acd","ApplicationEvent","Partner Event","","" +"51ac688f-1b7c-428d-aade-ff339dc6eef0","ApplicationFunction","Accessibility Testing","","" +"fae30472-1418-44c1-9347-0ef679300ef2","ApplicationFunction","Accessibility Testing","","" +"48a2de69-d71d-4c1c-a8d4-10b3c6b8eb9f","ApplicationFunction","API","","" +"dd9522d2-d73b-420f-9138-d2541a87a170","ApplicationFunction","API Gateway","","" +"15732985-b5d4-4cdb-8460-8610d85e5a54","ApplicationFunction","App Definition and Development","","" +"87e3f6b0-b568-4e8f-b881-d69e337c76fb","ApplicationFunction","Application Definition & Image Build","","" +"a472e1dd-e915-496d-aa84-6523387ddfd5","ApplicationFunction","Application Framework","","" +"007e6bdf-b9f0-47f6-9771-b2051ba3d10c","ApplicationFunction","Application Framework","","" +"fb0edd97-d40c-46ac-b595-33cb0e1145c5","ApplicationFunction","Application Portfolio Management / Microservice Management","Application performance management, commonly known as APM, is also sometimes called application performance monitoring. A key element of DevOps, APM allows developers and operations project stakeholders to monitor and review the backend of applications in real-time. (https://www.bmc.com/blogs/application-performance-management-in-devops/)","" +"aa06682b-fd15-41be-a909-d51f296c075a","ApplicationFunction","Application Portfolio Management / Microservice Management","Application performance management, commonly known as APM, is also sometimes called application performance monitoring. A key element of DevOps, APM allows developers and operations project stakeholders to monitor and review the backend of applications in real-time. (https://www.bmc.com/blogs/application-performance-management-in-devops/)","" +"285685d2-5d80-454d-a25b-46ddc23346ef","ApplicationFunction","Automation and Configuration","","" +"83c6d217-3851-49fa-b1db-c884237f848a","ApplicationFunction","Browser Testing","","" +"34433327-9c00-4704-8062-82b665b69ac7","ApplicationFunction","Browser Testing","","" +"300e6c36-87d4-42d9-aaa3-a1707a70d4ef","ApplicationFunction","Business Processs Modling","","" +"id-45571b74a2034a0d9cab6c57c0f0ddd0","ApplicationFunction","Catalog Interfaces","The catalog interfaces provide information about the data in the data reservoir. The catalog includes details of the information collections (both repositories and views), the meaning and types of information stored, and the profile of the information values within each information collection.","" +"496ab092-7516-4b40-8cec-1e57eec26e71","ApplicationFunction","CDN","CDN is short for content delivery network. A content delivery network (CDN) is a system of distributed servers (network) that deliver pages and other web content to a user, based on the geographic locations of the user, the origin of the webpage and the content delivery server. (https://www.webopedia.com/TERM/C/CDN.html)","" +"14048bd2-4369-4709-8cec-2749e857af43","ApplicationFunction","Certified Kubernetes - Distribution","","" +"3d2242d4-aa91-40e1-9e6a-df6ee89ebd1a","ApplicationFunction","Certified Kubernetes - Hosted","","" +"d742490c-5646-47cd-9646-a5d38f93406b","ApplicationFunction","Certified Kubernetes - Installer","","" +"b72cc21b-f9eb-46e9-b843-f0b03bda50b7","ApplicationFunction","Chaos Engineering","","" +"2d375d77-7379-414f-b4e7-1645d5e901e6","ApplicationFunction","Client Journey Mapping","","" +"899280a0-61f8-4cce-916c-8468fee84f79","ApplicationFunction","Cloud infrastructure","","" +"9ae6d296-b76e-4f87-b2e4-bfb0f13bdba3","ApplicationFunction","Cloud infrastructure","","" +"df9f57d5-8fdf-459e-b7d9-77a4f80f2364","ApplicationFunction","Cloud Native Network","","" +"444bd706-f4ac-4918-97b0-1559c50c31bd","ApplicationFunction","Cloud Native Storage","","" +"5cfb751d-0d38-42d7-8296-ef026a1ec9d0","ApplicationFunction","Cloud Service Provider","","" +"6788c05d-ce47-40b0-9994-21a4a98707b4","ApplicationFunction","Cloud Service Provider","","" +"26e87738-80fb-423f-8f10-0570f69f4572","ApplicationFunction","Code","","" +"a1ff7e53-37c3-43e2-925a-fca212b024cb","ApplicationFunction","Code","","" +"e5f226c6-edf9-4829-bf82-db00c0d152a0","ApplicationFunction","Code","","" +"956da0bc-fa69-457f-bb67-f4e53bccc306","ApplicationFunction","Code Analysis","","" +"88f18420-2a98-48b8-8248-f42c80b46056","ApplicationFunction","Code Analysis","","" +"ebd7bfa0-0822-4e1b-a1dc-a854d6721b5b","ApplicationFunction","Code Project Management","","" +"91f17c90-400b-42e0-b1f8-3bb7cb0988b7","ApplicationFunction","Code Project Management","","" +"e4c9bf79-a781-49fa-a65d-fd65d497f62a","ApplicationFunction","Collaboration","","" +"a33b189c-0d68-4d29-85b3-685592f217ec","ApplicationFunction","Collaboration","","" +"1246f924-f830-4ce4-97ef-5d4dcf6a2248","ApplicationFunction","Configuration Management","","" +"8b9b4ddb-817f-43ab-aa19-b622cd8ca2e7","ApplicationFunction","Configuration Management","","" +"58d5b2a3-f5c2-4ba4-b16e-a2cad31deffe","ApplicationFunction","Configuration Testing","","" +"a30ae8f6-283c-4294-b13e-d81a7e28afe8","ApplicationFunction","Configuration Testing","","" +"3b404f55-560a-4310-8371-eee4f5bca298","ApplicationFunction","Container Registry","","" +"6c7835c8-a968-4ff6-90e6-9e39801d41d5","ApplicationFunction","Container Runtime","","" +"df8771f2-b473-4260-9d87-281f5c48fb74","ApplicationFunction","Containers","","" +"963dce01-c17b-4d04-82e5-7258f7c17a0a","ApplicationFunction","Containers","","" +"dafe72aa-6817-4917-a540-8ecc725facbe","ApplicationFunction","Content Delivery Network","CDN is short for content delivery network. A content delivery network (CDN) is a system of distributed servers (network) that deliver pages and other web content to a user, based on the geographic locations of the user, the origin of the webpage and the content delivery server. (https://www.webopedia.com/TERM/C/CDN.html)","" +"775f3db9-5cd1-42ab-93ce-ee5723c381ac","ApplicationFunction","Continuous Delivery","","" +"c44ddee8-e05a-4384-a9fc-ed4bd0c72dde","ApplicationFunction","Continuous Delivery","","" +"717f10e6-b636-4bcf-b385-cd0a6828f903","ApplicationFunction","Continuous Delivery","","" +"81ece312-43b9-40b8-b674-4c9297c55aaa","ApplicationFunction","Continuous Integration","","" +"ba08c84a-ce4f-445f-a057-2abc8f8f9531","ApplicationFunction","Continuous Integration","","" +"e6b94eed-897a-4d88-b43c-dfc3c6b2984b","ApplicationFunction","Continuous Integration","","" +"262c97ea-6ecd-4fa4-91fa-64b511b12a6a","ApplicationFunction","Continuous Integration & Delivery","","" +"4ed79b09-4d06-4b2d-9066-9d8091778865","ApplicationFunction","Coordinatioin & Service Discovery","","" +"e805aa7c-c020-4fff-8e12-59e099739d7c","ApplicationFunction","CRM Helpdesk","","" +"99d036c0-8b03-43b6-962c-637ca15a318b","ApplicationFunction","CRM Helpdesk","","" +"a6a7e070-8fb9-41ae-8429-bf8002682797","ApplicationFunction","Database","","" +"f24dec0f-25a5-4bff-9436-121d61583faa","ApplicationFunction","DB","","" +"63df4677-35f8-4da7-a16b-b085d4116ae5","ApplicationFunction","DB","","" +"579ccae5-347c-4e42-89ad-d6810810d0c2","ApplicationFunction","Development Language","","" +"2c1cf1d2-3807-454f-8112-1edb4f60ba58","ApplicationFunction","Development Language","","" +"d9b95095-4fd6-412c-8f3f-69d3d5ce36d9","ApplicationFunction","Enterprise Architecture","","" +"746ff327-16c3-4ea5-bba1-ae1a43e8d1bd","ApplicationFunction","Escalate","","" +"cd377207-3dc5-4088-8db6-4fb3126a7f53","ApplicationFunction","Escalate","","" +"cd1ffe50-c957-4730-ad27-c208794dfa43","ApplicationFunction","ESDC Application ","","" +"e8b18c28-b95a-43bb-af7d-6535ac3759d5","ApplicationFunction","ESDC Data Layer","","" +"806b231b-ea93-41ed-b237-fef990ad0182","ApplicationFunction","Events & Alerts","","" +"0de5fd19-81ea-499b-bde2-4b489cf5cf33","ApplicationFunction","Events & Alerts","","" +"ae6ebf01-e6a3-4ce0-b748-1072275c1937","ApplicationFunction","Feature Management","","" +"c6b8393a-2113-47e8-859a-6db49d787a44","ApplicationFunction","Governance","","" +"a8720142-b397-4242-b057-30e23e03f8c2","ApplicationFunction","IDE","","" +"3b1ccf83-36df-43ef-ac58-739003467197","ApplicationFunction","IDE","","" +"id-9fdf9b3103eb4693b222e2bf39fea053","ApplicationFunction","Information Integration and Governance","Information integration and governance provide the libraries to support different provisioning, transformation, and governance capabilities that are used in the data reservoir, particularly the data refineries.","" +"ffd389dc-df05-4b0f-b9cb-c09d306cffd4","ApplicationFunction","Infrastructure Provisioning","","" +"93de9c32-8aa3-4c22-bf2b-e9ea7fbe77c6","ApplicationFunction","Infrastructure Provisioning","","" +"91ec774c-d90f-48e8-a9d5-3421f4bc45ed","ApplicationFunction","Key Management","","" +"1ab04c20-d9e3-4ac5-9562-27e7fb26e016","ApplicationFunction","Load/Performance testing","","" +"ed03bbf0-ce7f-4460-a95a-bed12a0e1fc9","ApplicationFunction","Load/Performance testing","","" +"6da475c6-0d46-4501-824b-0d35b0286fc3","ApplicationFunction","Logging","","" +"d0432b1c-401e-4058-9aa2-c22974fffde6","ApplicationFunction","Logs Management","","" +"c2e061e0-ce36-4b48-a410-52e1a87fe124","ApplicationFunction","Logs Management","","" +"7d4f43f4-6354-4115-9a58-1b425e7652b8","ApplicationFunction","Messaging","","" +"49457183-f76f-4d47-8daa-922d59390b76","ApplicationFunction","Messaging","","" +"3172b2fc-f83b-4ba7-9ce6-9c489a8cc6f8","ApplicationFunction","Mobile Testing","","" +"6e7d1d15-6348-4335-89c8-3055334d1a7e","ApplicationFunction","Mobile Testing","","" +"bcef8ed4-3f77-43f7-b972-f2936b23a3e2","ApplicationFunction","Monitoring","","" +"9b733ee9-a9cc-42af-ba0e-602fa053b69a","ApplicationFunction","Observability and Analysis","","" +"91e50fc3-6ef9-435e-983d-694f0f7b2e4c","ApplicationFunction","Orchestration","","" +"a9d5183f-96db-4acd-bdcc-6ec86557eaa5","ApplicationFunction","Orchestration","","" +"ecabbe33-c707-4c71-88d1-8683c865c608","ApplicationFunction","Orchestration & Management","","" +"cb4a7844-0f25-49cc-bdc1-4f66777ec4a5","ApplicationFunction","OS","","" +"89e8faf8-8abb-47bb-9a05-878f8f8810de","ApplicationFunction","OS","","" +"e98af6c0-626d-408a-b7f6-569658a61e1b","ApplicationFunction","PaaS/Container Service","","" +"7a6381a3-d4a1-4c91-91c2-fe7525db80a9","ApplicationFunction","Platform","","" +"12cf6142-ef7c-4962-a02b-31324ee814a2","ApplicationFunction","Provisioning","","" +"id-2302f3e9db784a8cb1820b09be791cb0","ApplicationFunction","Raw data interaction","Raw data interaction provides access to most of the data (security permitting) in the data reservoir for advanced analytics. It is responsible for masking sensitive personal information where appropriate.","" +"id-95d7636986234418856eab3593dab7e9","ApplicationFunction","Raw data interaction (application function)","Raw data interaction provides access to most of the data (security permitting) in the data reservoir for advanced analytics. It is responsible for masking sensitive personal information where appropriate.","" +"19ab9bb8-f705-4945-b595-4ed906e4b399","ApplicationFunction","Remote Procedure Call","","" +"f4643012-8898-4e18-9511-6ac95d24d893","ApplicationFunction","Repositories","","" +"2c3a1114-71a0-4666-b3bd-e9c3bbd3e45d","ApplicationFunction","Repositories","","" +"308bc54d-4cb4-4d01-a5f8-d0c1bb777e90","ApplicationFunction","Requirements Management","","" +"3d964b4f-becc-4151-abf3-8447dd5efda7","ApplicationFunction","Runtime","","" +"3a2da566-ad02-4b81-a638-19efa04f2e5d","ApplicationFunction","Scheduling & Orchestration","","" +"5d64c942-878a-427f-9879-2109b264fdba","ApplicationFunction","SCM & VCM","","" +"56cde346-0b63-4150-92cb-e6386482edba","ApplicationFunction","SCM & VCM","","" +"a2fa8233-af70-4e71-a670-cb800f4ba38d","ApplicationFunction","Security","","" +"7d686304-a118-4fc0-9fce-d1242de45e20","ApplicationFunction","Security","","" +"23bbf45c-da0b-43d3-9785-7e2b8487c613","ApplicationFunction","Security Testing","","" +"71f3c71c-619f-467e-8e15-f28699490eba","ApplicationFunction","Security Testing","","" +"e1eac795-0a2a-4ac0-9bb9-47d092b3088b","ApplicationFunction","Security and Compliance","","" +"b1d98150-d202-4b91-b5be-125524f965c7","ApplicationFunction","Service Desk","","" +"105c9205-8c0a-4063-bcca-eead07f15d22","ApplicationFunction","Service Desk","","" +"0c6bd28c-76af-4adf-bc8c-99cd6e6ce578","ApplicationFunction","Service Mesh","","" +"356dba2f-6e27-45a1-89c5-fffa8f8c1ee6","ApplicationFunction","Service Proxy","","" +"87eba11f-43f6-4759-b49e-c5ad86a96ae8","ApplicationFunction","Streaming & Messaging","","" +"7ea661d2-bc11-443c-a43f-4c26d3d0d5dd","ApplicationFunction","Tracing","","" +"8e08a2d2-e462-45a0-97fa-4c1a0586a193","ApplicationFunction","Tracing","","" +"2c516317-d6ab-4aa7-bfcd-d8db37958cf8","ApplicationFunction","Tracing","","" +"f611cfa8-2aa5-46d7-a04b-044c9771b9e1","ApplicationFunction","User Story Management","","" +"id-204e71b777d84262b06e5fd6a8931f82","ApplicationFunction","View Based Interaction","View-based interaction provides access to data in the data reservoir (subject to security permissions) for line-of-business teams that want to perform ad hoc queries, search, simple analytics, and data exploration. The structure of this information has been simplified and it is labeled using business relevant terminology.","" +"id-0b6f15a751a849449002dcb421f60012","ApplicationFunction","View Based Interaction (application function)","View-based interaction provides access to data in the data reservoir (subject to security permissions) for line-of-business teams that want to perform ad hoc queries, search, simple analytics, and data exploration. The structure of this information has been simplified and it is labeled using business relevant terminology.","" +"b7868762-a1b2-403f-be9e-5a09c6cab00c","ApplicationFunction","Wireframe Design","","" +"7efc7ea8-c8ad-428e-83ba-11fd4428907c","ApplicationInterface","<> Hybrid UI","Hybrid UI: Apigee hybrid UI: Provides a UI for developers to create and deploy API proxies, configure policies, create API products, and create developer apps. Administrators can use the Apigee hybrid UI to monitor deployment status​","" +"78905f50-703f-4503-9011-deb53f01c775","ApplicationInterface","<> ESDC User Interface","","" +"41959efc-6315-4555-accb-85767b82685c","ApplicationInterface","<> ESDC API ","","" +"8726b506-0549-4441-87f7-1d0c79905af3","ApplicationInterface","<>Partner API","","" +"id-1b3ccf25869948a6b6b2be9ff35f1d72","ApplicationInterface","API","","" +"id-cdab47b9d3e640008342dd02af7b8e15","ApplicationInterface","IBAD / IITB / Tips / Escalated Compliance Cases","Data Sets +Seletions (Observations) + +IBAD - Integrity Business Analytics Division","" +"id-c97d8127b87c496e8df74c672beaad61","ApplicationInterface","Integrity Business Analytics Division","","" +"id-44d75d2dc7e74293be90569dad5b7fad","ApplicationInterface","Security Model","Security Objectives: + - Confidentiality + - Integrity + - Availability","" +"id-7ec3355418f445c79b75f76e7a338e96","ApplicationInterface","User Interface","ApplicationInterface:ArchiMate","" +"id-ce54263f9c32403b9976463e86352f5c","ApplicationProcess","Analysis and Transformation","Operation +A data integration operation may take several forms, including: +• Discrete operation – all the source data and contextual metadata is read, and the source data is analyzed and transformed, to produce the integrated data in a single step +• Continual synchronization – the integrated data is initially created as in a discrete operation, and subsequent changes to the source data trigger corresponding changes to the integrated data +• Dynamic query – specific queries of the integrated data trigger queries of the source data, for which responses are transformed and returned","" +"08a4661b-4ea4-46ab-8831-69c478efeb36","ApplicationService","<> Service Mesh","","" +"94981ffb-fa3c-483e-9774-04eaf3f4df36","ApplicationService","<> Context based authentication","","" +"9fb8fef2-4d14-4e51-aaae-bb88820a16b9","ApplicationService","<> In-app and session monitoring","","" +"ace1423c-f463-4b38-b715-700968259bb9","ApplicationService","<> Trust Engine","","" +"aec1deda-0a27-4dd9-a036-85f8244bada0","ApplicationService"," <> API Security","","" +"2d93da23-b860-42ec-bba4-4d4c3ee93a9f","ApplicationService"," <> Application Whitelisting and Ring-fencing","","" +"4e586392-d49b-4896-8a1a-ff961883df3e","ApplicationService","<> Automated remediation","","" +"8cd362fe-b1bc-4096-a46d-dbf5b304db36","ApplicationService","<> Automation","","" +"13388b30-3f8e-4b2e-8b3c-01df5a758384","ApplicationService","<> Conditional access policies","","" +"bd36372c-2b38-47b2-afa1-b3a9b78789b9","ApplicationService","<> Device Management","","" +"a423041e-e759-4ed2-9590-106e80ebd82d","ApplicationService","<> Device directory","","" +"3cbee885-4c0a-4f58-b913-909936d96e59","ApplicationService","<> End-to-end encryption","","" +"0e705692-458a-4668-908b-c700008bd93c","ApplicationService","<> Endpoint protection","","" +"9bf9f407-c68a-4f89-ba40-499660671a99","ApplicationService","<> Identity Provider","","" +"ac7c0546-79d8-4e5b-bfb4-d14d22204f38","ApplicationService","<> Least privilege access","","" +"dc68eaaa-e9a4-4133-a5af-845b35b6ceb6","ApplicationService","<> Network and infrastructure protection","","" +"7c043024-bc89-42aa-9c9d-e256f01afd13","ApplicationService","<> Network Monitoring","","" +"1469aaac-c990-408a-88bc-74bff8b95e89","ApplicationService","<> Network Segmentation","","" +"7df999a0-3fee-454b-a96c-f6811bc8e72c","ApplicationService","<> Secrets Management","","" +"ca4bf0e7-608f-43c7-84e3-6bf831b412fb","ApplicationService","<> Threat Intelligence","","" +"cd68bc4e-06ba-42b2-a92b-13a2746f9bcc","ApplicationService","Cassandra Datastore","Cassandra is a free and open-source, distributed, wide column store, NoSQL database management system designed to handle large amounts of data across many commodity servers, providing high availability with no single point of failure.","" +"b136dee8-162d-4025-a8e2-037dca66d541","ApplicationService","ESDC Application Service","","" +"9626279b-be6f-4bbb-9a10-c9773b2c47fc","ApplicationService","Identity Credential Authentication ","Identity Credential Authentication User account authentication uses Google Cloud Platform accounts. Authorization uses GCP service accounts.​ +","" +"cd1bc7a8-00ea-4f92-854b-eb0032fbf0a5","ApplicationService","Implemented Control Measure","","" +"10b9e132-87ca-4997-98a0-228ac960dcf7","ApplicationService","Implemented Control Measure","","" +"id-4dec3c9e31674c94b083ca831b509427","ApplicationService","Information Management Office Portal (Application Service)","Information Management Office Portal +https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx","" +"e3ecdfb1-2f37-484b-bdfe-2f6e26979fe3","ApplicationService","Logging","Logging helps provide insight to the current and past activities taking place within the services. By default, Edge components use a logging level of INFO. However, you can set the logging level for each Edge component. For example, you might want to set it to DEBUG for the Message Processor, or to ERROR for the Management Server. the associated message level helps increase or decrease the verboseness of the outputted information to help debug a situation that may be taking place, or monitor ongoing activities of a solution to catch any errors as they occur","" +"id-92bf68ff263546cc86f0d465e332566f","ApplicationService","Major Investigation and Sensitive Case Information System (MISCIS)","• Enforcement function +Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes. + +§Note: +Recommendation 29: Enforcement reviews and replaces the existing case management system (MISCIS) to better meet the needs of the potential future new “Investigations”* function. +Recommendation 41: Enforcement segregates sensitive investigations that follow an administrative verification stream from those that follow an “investigation”* stream and be reporting through dedicated but separate National Headquarters (NHQ) functions. +*The term “investigation” is used here to describe any investigation with the predominant purpose of determining criminal liability under either ESDC-administered legislation or the Criminal Code of Canada.","" +"eccaeffa-f76b-4b08-b536-2dc4f9bbb826","ApplicationService","Management API for Runtime Data (MART)","The MART server (Management API for Runtime data) processes the API calls against the runtime datastore.​","" +"632c0e68-a4b4-4c9c-b9a9-ae5c8107c376","ApplicationService","Management Server","Management Server: The Synchronizer periodically polls the Management Server for changes and downloads a new configuration whenever changes are detected. The configuration data is retrieved and stored locally as a JSON file on the local file system, where the Message Processors can access it.​","" +"1f690383-6b7a-4552-b47f-a3d7f769b088","ApplicationService","Message Processor","The message processor is essentially the engine that receives and processes all your API requests, applies the policies to the runtime requests and serves the response.​","" +"0d7b2518-04b8-4b6b-82fb-df23b6ade708","ApplicationService","Metrics","Metrics: the measurement of API traffic relating to usage rates, date/time related usage, error rates, availability rates","" +"id-6e66af186db64065843e0284ce20a4c3","ApplicationService","National Integrity Investigation System (NIIS)","CSD Link: +CSD Description: + +","" +"id-035d7d82c8e74e30a5331780f8ec799f","ApplicationService","OneGC Platform (Application Service)","Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca.","" +"ac9abff7-0d99-4dc0-b051-06e3e8bcd7a9","ApplicationService","Operational Controls","","" +"891e9224-de03-42f4-917f-3276fc4fef0f","ApplicationService","Partner Service","","" +"bc2ccf3c-e876-4cd0-bfa0-db823be0d155","ApplicationService","Resource Hierarchy ","Resource Hierarchy: Resources are organized in GCP projects (linked to Apigee organizations).","" +"3134f6e0-8e8d-45ee-8076-c095912d9387","ApplicationService","Role Access Management","Role Access Management: Access management for hybrid uses Google’s roles engine, IAM, and supports default Apigee roles.​","" +"b154df25-5d3a-45e1-8b5e-e1d4d64624d1","ApplicationService","Syncronizer","The Synchronizer fetches configuration data about an API environment from the management plane and propagates it across the runtime plane. This downloaded data is also called the contract and is stored on the local file system​","" +"25c7ea3f-e497-44ab-82da-e6519618e3cb","ApplicationService","Unified Analytics Platform","Unified Analytics Platform: Unified Analytics Platform (UAP): Receives and processes analytics and deployment status data from the runtime plane.","" +"44eee917-6eba-4cf9-bc70-2909c8c9bffc","ApplicationService","Universal Data Collection Agent (UDCA)","The Universal Data Collection Agent (UDCA) is a service running within the data collection pod in the runtime plane that extracts analytics, trace, and deployment status data and sends it to the UAP.","" +"id-f133731f0bb04e668d39030878f7d05e","DataObject","Benefit Processing Data: Evidence, Activity, Interactions, Decisions, Payments","Benefit Processing Data: Evidence, activity, interactions, decisions, payments +Integrated system management of information used and produced across end-to-end process +Application of common standards and standardization of data across processes and benefit programs +Consistent and integrated data for benefit processing +","" +"id-7fb43989e02746d9bc65a01e3656a5ed","DataObject","Common Warehouse Metamodel (CWM)","The Common Warehouse Metamodel (CWM™) is a standard of the Object Management Group® (OMG®)12 that defines a specification for modeling metadata for relational, non-relational, multi-dimensional, and most other objects found in a data warehousing environment. It enables interchange of metadata, including lineage metadata, between data warehouse tools and repositories. +Refer to: https://www.omg.org/spec/CWM/1.1/PDF.","" +"id-b14d95a0ecff43f389bb07c604332200","DataObject","Contextual Metadata","Contextual Metadata +Data from a source may include some metadata. Contextual metadata is additional metadata that is not related to a particular source data set or API method. It determines how the source data is to be interpreted and processed in a wider context.","" +"id-42aea72e0554497c960bc6efaaee80ed","DataObject","Data Warehouse Metadata","Data Warehouse +The Common Warehouse Metamodel (CWM™)11 is a standard of the Object Management Group® (OMG®)12 that defines a specification for modeling metadata for relational, non-relational, multi-dimensional, and most other objects found in a data warehousing environment. It enables interchange of metadata, including lineage metadata, between data warehouse tools and repositories.","" +"eb597fb5-0359-408d-925d-b7cd9a1dae97","DataObject","ESDC Data","","" +"id-2b142bb1bb514159b55ab22cdad0b46f","DataObject","Global Trade Item Numbers (GTIN)","Name: Global Trade Item Numbers (GTIN) +Description: Used by companies to identify their trade items – particularly in barcodes. +Source/URL: Refer to: https://www.gs1.org/standards/id-keys/gtin.","" +"id-3ce946a3c8d94d0daaf2f4783fc1fd25","DataObject","Harmonized System (HS) Codes","Name: Harmonized System (HS) Codes +Description: A standardized numerical method of classifying traded products used by customs authorities around the world to identify products when assessing duties and taxes and for gathering statistics. +Source/URL: Refer to: http://www.wcoomd.org/en/topics/nomenclature/overview/what-is-the-harmonized-system.aspx.","" +"id-685e3975ae864f92986a54cafb8d1bb7","DataObject","Identification Codes","Identification Codes +There are a number of standards defining codes that identify particular classes of things. Some examples are shown in Table 10. +Table 10: Identification Codes + +","" +"id-b46e29e1760c4b6aa9ce042c359ebcc2","DataObject","Information Views","Definitions of simplified subsets of information stored in the data reservoir repositories. These views are created with the information consumer in mind.","" +"id-fba766fdd778496bbd839c6c3a269644","DataObject","Integrated Data","Integrated Data +The integrated data is often written to a single data set, posted to a single data API, or made available to clients through a single data API. Where there are multiple data sets or APIs, they will have a common data model and semantics.","" +"id-d085208a57064c90925f24f5eed9d99e","DataObject","ISO 3166 Country Codes","Name: ISO 3166 Country Codes +Description: Widely used to identify countries. +Source/URL: Refer to: https://www.iso.org/iso-3166-country-codes.html.","" +"44d10c3b-422e-4714-8ee1-f157c470e5e0","DataObject","IT Asset","GC Definition: The components of an information system, including business applications, data, hardware, and software.","" +"id-bad42b18f28445e3997333039045f49e","DataObject","Knowledge-Reference and Document Data","Knowledge/Reference and Document Data +Accessible central repositories of authoritative program and operational knowledge will facilitate consistency and accuracy of service delivery +Access and use of consistent metadata across systems and programs +Consistency in data will eliminate data silos and barriers to data use +","" +"id-c5e4204444ac4485864ea89ff7ccbd6d","DataObject","Partner and Relationship Data","Partner and Relationship Data +Authorized partners have access to client data +ESDC can manage and assess partners through partner relationship data and reduced agreements +Streamlined and consistent/common agreements to reduce burden on partners and ESDC +","" +"id-6527dfa02a5d4aa191e1e70516fa086b","DataObject","Security and Integrity Data","Security and Integrity Data +Secure Trusted Digital Identities ecosystem supported +Cyber security protocols in place to prevent unauthorized access and the misuse of personal information +Data supports ongoing integrity management +","" +"id-a818e9a33e80499daeadc8d438f92538","DataObject","Source Data","Source Data +The source data comes from two or more sources. They may have differing representations, structures, data models, and semantics. They may be data sets that are read, or data Application Program Interfaces (APIs) that are queried.","" +"id-bb80af9322ce406586cea6fe6cda07db","DataObject","Standard Industrial Classification (SIC) Codes","Name: Standard Industrial Classification (SIC) Codes +Description: Used to indicate a company's type of business. +Source/URL: Refer to: https://www.sec.gov/info/edgar/siccodes.htm.","" +"id-63787827ce0f49ba88311a9bef7edf5a","DataObject","Structure-Independent Metadata","Structure-Independent Metadata","" +"id-3dd8ccfe97424d1ea4cbd27b979721ed","DataObject","United Nations Standard Products and Services Code (UNSPSC)","Name: United Nations Standard Products and Services Code® (UNSPSC®) +Description: Identifies products and services. +Source/URL: Refer to: https://www.unspsc.org/.","" +"id-65ec400f7c964bf59e6f25ce205b3eba","Artifact","Application Logs","","" +"id-50f93f8929434896a99b20fa9b91a837","Artifact","Cloud/DC Logs","","" +"id-8f60f8c2c8e34e7887c0942c187d8f7e","Artifact","Data Logs","","" +"id-4a12fe3af7e24841ae93da9b21c27b36","Artifact","ESDC EA CoP's SharePoint Files and Folders (ESDC EA CoP's) (Artifact)","","" +"id-f440a76f81dd43849b39e38d0067a02d","Artifact","ESDC Initiative EA Assessment, EARB Deck","","" +"id-c020b6d8f96944e59817604c0b799db5","Artifact","Infrastructure Logs","","" +"id-347c5e7ed9fc484882aad8d268402160","Artifact","INTERIM SAS Team SharePoint Files and Folders (Artifact)","","" +"id-26ce87daece24c51a530fdee5c589eeb","Artifact","Microsoft Teams 1-to-1 Chats: (Artifact)","","" +"id-98cc3b1ca4c84ebda1be255ea6a19700","Artifact","Microsoft Teams Channel: (Artifact)","Other Channels: + - ESA CoP (Enterprise Security Architecture Community of Practice) + - LITE PROJECT + - SA PEER REVIEW + - SA MEETINGS + - TRAINING & LEARNING + - ADO + - HR & Finance + - HR Management & Staffing (Possibly Private Channel) +","" +"id-27d5389483d64adba49d3372475a1237","Artifact","Microsoft Teams Channel: DA CoP (Artifact)"," - DA CoP ( Data Architecture Community of Practice)","" +"id-b552ffbde3854b42b77994e62637f4c0","Artifact","Microsoft Teams Channel: DA-CoP (Artifact)","","" +"id-5216920c0d6242458404c62c2f60d52e","Artifact","Microsoft Teams Channel: GC EARB (Artifact)","","" +"id-a93f0dc8555444cfbf5cefc6939d475f","Artifact","Microsoft Teams Channel: General (Artifact)"," - General (Default Channel in EACH Team, cannot be changed in name, must exist)","" +"id-745c2c30af104507903b141966aee6e3","Artifact","Microsoft Teams Channel: PROJECT (Artifact)","","" +"id-299d450a7a4348eab7317fe6c726b418","Artifact","Microsoft Teams Channel: SA ONBOARDING (Artifact)","","" +"id-963e42f9e6f645f388d7b81231421707","Artifact","Microsoft Teams Channel: SARA-SA - SABR-SA (Artifact)","","" +"id-fab8507380d04021ad8da4a35e628d98","Artifact","Microsoft Teams Channels: [VARIOUS] (Artifact)","","" +"id-2dd59103712346f0bd018f9bc8f85701","Artifact","Microsoft Teams Group Chats: (Artifact)","","" +"id-3e851ef265b847739037beb780526de0","Artifact","Microsoft Teams Meeting Chats: (Artifact)","","" +"id-dfab30f104cb45199c2de23ced72d9ea","Artifact","Microsoft Teams Team: DGIIT - SARA / IITB - SABR (Artifact)","","" +"id-a3ff2b3f1f574d08adf2e8bb77c739c1","Artifact","Microsoft Teams Team: EA CoP's (Artifact)","","" +"id-133a8a5511c64dc2a235568b4324f268","Artifact","Microsoft Teams Team: ESA WG (Artifact)","","" +"id-eb3b8b28eebe4f6ca4177537ba8c2f18","Artifact","Microsoft Teams Team: SAS-SAS (Artifact)","","" +"id-f818ecc477f04272b446e1cf13124467","Artifact","Network Logs","","" +"id-3b05951a7a99408782c67c41d034e88f","Artifact","SA Team Calendar in SharePoint Online (Artifact)","","" +"id-b97a1393d643481d8dff35fec1313e31","Artifact","SAS Team SharePoint (New) Main-Site (SAS-SAS) (Artifact)","New MAIN site for SAS-SAS, which will need to be owned & managed wholly by SAS.","" +"id-802d9466a4bf487da77a834ab8f108bc","Artifact","SAS Team SharePoint Sub-Site (SAS-SAS) (Artifact)","","" +"id-ef9bf201d87c4934b00fc2f8843cdbe3","Artifact","SAS Team SharePoint Sub-Site REDIRECT TO NEW (SAS-SAS) (Artifact)","","" +"id-1db29f0ce12248af8606a1c583ca053c","Artifact","SAS Team's Current (Same) SharePoint Files and Folders (SAS-SAS2) (Artifact)","","" +"id-38a657b3ed6a4c4bb9f39d3421374da0","Artifact","SAS Team's Current SharePoint Files and Folders (Artifact)","","" +"id-51190272cc344236b035f1604dd253bb","Artifact","SAS Team's READ-ONLY SharePoint Files and Folders (Artifact)","","" +"id-d29ce12b06f64b6380efe21ceedb4d8e","CommunicationNetwork","ESDC Network (On Premises) (Communication Network)","","" +"id-b908f0d3964a4d60a98b44dcf08d7a16","CommunicationNetwork","Microsoft Azure Tenant (Cloud) (Communication Network)","","" +"45f53d3c-c217-4566-afde-1f4029c22993","Device","Managed Devices","","" +"ea3fb378-02e2-4005-a0f8-d1cc9fd18a75","Device","Managed Devices (copy)","","" +"id-cbabb4cc8c4b433288084781380b5b7a","Device","SAVE-D","Secure Access Virtual Environment - Desktop +https://dialogue/proj/ITCD-RMTI/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=947 +Description (Purpose of business) + SAVE-D is a cloud-based environment of domain-connected virtual machines for desktop use. It provides a connectivity option for users who may not have access an ESDC physical platform (laptop/desktop/VPN)","" +"868913b4-7851-4492-b067-3a0758a68b7e","Device","Unmanaged Devices","","" +"3802cbfd-e423-4c86-8ed2-d78e5f84f907","Device","Unmanaged Devices (copy)","","" +"id-9114d934c31547078afaaacd5e5132d9","DistributionNetwork","Blockchain System","Name: A Blockchain System +Source/URL: For more information, refer to: https://en.wikipedia.org/wiki/Blockchain.","" +"id-badee85dcd044c7caf8579611197fbae","Facility","Borden EDC (Facility)","","" +"id-758dcace32af475580175f2febf76cd5","Facility","High Performance EDC (Dorval) (Facility)","","" +"id-d6ea559073f84d81b89fe59ed944c077","Facility","Moncton Data Centre (Facility)","","" +"id-a51e108a0d4d47648b0a10398ef0b180","Facility","Montreal Data Centre (Facility)","","" +"id-b0db8f7d737b405c962bc8569621dc1a","Node","Apache Hadoop Distributed File System (HDFS)","Name: Apache™ Hadoop® Distributed File System (HDFS™) +Source/URL: Refer to: https://hadoop.apache.org/docs/r1.2.1/hdfs_design.html.","" +"27a79ef9-892c-407e-907d-9e98117f041f","Node","API Gateway Agent","API Gateway Cloud Agent – Cloud Install : Installation of all components relating to the API Gateway are installed in the Cloud​","" +"id-0fa20dbdbbdc4921b005912e20203357","Node","Data Platforms","Data Platforms +Data platforms are architecture components that connect to multiple sources and provide access to their data. They are key components of data fabrics and data meshes. They may import data from the sources but more usually, and more effectively, they use data virtualization. In either case, they transform the source data to fit a target schema, or expose the source schema to applications. +Figure 3 shows how data platforms enable applications to access data. They may communicate with each other or use common metadata to make the access uniform. +Figure 3: Data Platforms","" +"39666973-6833-410b-b283-36811e79573d","Node","EA Repository","","" +"id-beea47f1c30147e489b936c905d6ab49","Node","ESDC Learning Management System","","" +"id-30e18860dc2a4798b9b9c062e7da4905","Node","github.com","","" +"176b68f8-22b0-4beb-8fb4-182292f6c320","Node","Node","","" +"id-dab04576107d4e2092b38f22ea42d626","Node","Node","","" +"id-844005f576d0490cae2e75933c5bf34d","Node","QualiWare Cloud","","" +"id-304ccda49c984330afbfd81a3003e46e","Node","QualiWare Cloud (Consolidated)","","" +"id-befe57b9964b4a4bb87c8c99209d18d6","Node","QualiWare On Premises","","" +"id-8471dfd8e09941c7bb277257dc6a0c45","Node","UNIX File Store","Name: UNIX® File Store +Source/URL: Refer to: http://www.unix.org/.","" +"c459da66-d180-4b3b-8de3-ee7717c8da35","SystemSoftware",".Net",".NET programming languages include: +C# (C sharp) is a simple, modern, object-oriented, and type-safe programming language. +F# (F sharp) is a cross-platform, open-source, functional programming language. It also includes object-oriented and imperative programming. +VB Visual Basic is an approachable language with a simple syntax for building type-safe, object-oriented apps. +https://dotnet.microsoft.com/languages +","" +"36049812-222f-4b19-8098-c7383d47ac34","SystemSoftware",".Net",".NET programming languages include: +C# (C sharp) is a simple, modern, object-oriented, and type-safe programming language. +F# (F sharp) is a cross-platform, open-source, functional programming language. It also includes object-oriented and imperative programming. +VB Visual Basic is an approachable language with a simple syntax for building type-safe, object-oriented apps. +https://dotnet.microsoft.com/languages +","" +"850bf798-7ab7-4c94-8192-50d44f7ae490","SystemSoftware"," .Net Core",".NET Core is a free and open-source, managed computer software framework for Windows, Linux, and macOS operating systems. It is a cross-platform successor to .NET Framework. The project is primarily developed by Microsoft and released under the MIT License. https://en.wikipedia.org/wiki/.NET_Core +","" +"d45f3d71-ab01-47ed-bb17-787d2adf2a41","SystemSoftware"," .Net Core",".NET Core is a free and open-source, managed computer software framework for Windows, Linux, and macOS operating systems. It is a cross-platform successor to .NET Framework. The project is primarily developed by Microsoft and released under the MIT License. https://en.wikipedia.org/wiki/.NET_Core +","" +"151da51a-2bd6-4ca7-8e06-efc0480be228","SystemSoftware",".Net Framework","","" +"b534e1f2-e58c-428d-9397-ed12ecf1a45b","SystemSoftware",".Net Framework",".NET Framework is the original implementation of .NET. It supports running websites, services, desktop apps, and more on Windows. The two major components of .NET Framework are the Common Language Runtime and the .NET Framework Class Library.(https://dotnet.microsoft.com/learn/dotnet/what-is-dotnet-framework)","" +"9e9ee175-93db-4ab9-9592-5a22e7e4f883","SystemSoftware","3Scale","Red Hat 3scale API Management makes it easy to manage APIs. Share, secure, distribute, control, and monetize APIs on an infrastructure platform built for performance, customer control, and future growth. Place 3scale components on-premise, in the cloud, or on any combination of the two. https://www.redhat.com/en/technologies/jboss-middleware/3scale","" +"9ac333a4-b51a-4494-bda2-8c573624d9bf","SystemSoftware","3Scale","Red Hat 3scale API Management makes it easy to manage APIs. Share, secure, distribute, control, and monetize APIs on an infrastructure platform built for performance, customer control, and future growth. Place 3scale components on-premise, in the cloud, or on any combination of the two. https://www.redhat.com/en/technologies/jboss-middleware/3scale","" +"feea94eb-147c-4069-bfee-c100d238d9eb","SystemSoftware","Angular","Angular (commonly referred to as ""Angular 2+"" or ""Angular v2 and above"") is a TypeScript-based open-source web application framework led by the Angular Team at Google and by a community of individuals and corporations. Angular is a complete rewrite from the same team that built AngularJS. https://en.wikipedia.org/wiki/Angular_(web_framework) +","" +"a9aeefef-2998-4d45-9c53-0585fd806903","SystemSoftware","Angular","Angular (commonly referred to as ""Angular 2+"" or ""Angular v2 and above"") is a TypeScript-based open-source web application framework led by the Angular Team at Google and by a community of individuals and corporations. Angular is a complete rewrite from the same team that built AngularJS. https://en.wikipedia.org/wiki/Angular_(web_framework) +","" +"381ba70d-7b0f-4c3b-bd06-638e7b07e9a9","SystemSoftware","Ansible","Ansible is an open source IT Configuration Management, Deployment & Orchestration tool. It aims to provide large productivity gains to a wide variety of automation challenge. +https://www.edureka.co/blog/what-is-ansible/","" +"74d34e81-3168-4a98-acf2-96dd77e1cf6d","SystemSoftware","Ansible","Ansible is an open source IT Configuration Management, Deployment & Orchestration tool. It aims to provide large productivity gains to a wide variety of automation challenge. +https://www.edureka.co/blog/what-is-ansible/","" +"4a380096-35b8-44a9-8586-a3c1dd871103","SystemSoftware","Apache ZooKeeper","Apache ZooKeeper is a software project of the Apache Software Foundation. It is essentially a service for distributed systems offering a hierarchical key-value store, which is used to provide a distributed configuration service, synchronization service, and naming registry for large distributed systems. https://en.wikipedia.org/wiki/Apache_ZooKeeper","" +"8f785e99-234f-4505-afbc-d6e5b86704a2","SystemSoftware","Apache ZooKeeper","Apache ZooKeeper is a software project of the Apache Software Foundation. It is essentially a service for distributed systems offering a hierarchical key-value store, which is used to provide a distributed configuration service, synchronization service, and naming registry for large distributed systems. https://en.wikipedia.org/wiki/Apache_ZooKeeper","" +"a2337af0-4e88-4b00-bb6b-4980f03c7ee4","SystemSoftware","Apigee","Apigee is an API gateway management tool offered by Google to exchange data across cloud services and applications. Apigee is one tool that can manage the API gateway and make it easier to produce and deploy modern, developer-friendly apps. https://cloud.google.com/apigee","" +"f9899de2-5ba3-4248-8396-1e26a3586248","SystemSoftware","Apigee","Apigee is an API gateway management tool offered by Google to exchange data across cloud services and applications. Apigee is one tool that can manage the API gateway and make it easier to produce and deploy modern, developer-friendly apps. https://cloud.google.com/apigee","" +"6bccddbb-76c3-4c35-a3ea-fde86e208ebe","SystemSoftware","Aqua","Aqua Security - Full lifecycle security for containers and cloud-native applications. https://github.com/aquasecurity","" +"13d40ac6-697b-4db4-94f4-298c79283d76","SystemSoftware","Aqua","Aqua Security - Full lifecycle security for containers and cloud-native applications. https://github.com/aquasecurity","" +"83c5447f-a734-4d2d-a82e-ff2102c8225d","SystemSoftware","ArangoDB","ArangoDB is a free and open-source native multi-model database system developed by ArangoDB GmbH. The database system supports three data models (key/value, documents, graphs) with one database core and a unified query language AQL (ArangoDB Query Language). The query language is declarative and allows the combination of different data access patterns in a single query. ArangoDB is a NoSQL database system but AQL is similar in many ways to SQL. https://en.wikipedia.org/wiki/ArangoDB","" +"7cac5479-bdde-4284-ac99-37cd79878fb7","SystemSoftware","ArangoDB","ArangoDB is a free and open-source native multi-model database system developed by ArangoDB GmbH. The database system supports three data models (key/value, documents, graphs) with one database core and a unified query language AQL (ArangoDB Query Language). The query language is declarative and allows the combination of different data access patterns in a single query. ArangoDB is a NoSQL database system but AQL is similar in many ways to SQL. https://en.wikipedia.org/wiki/ArangoDB","" +"ab0d417a-2fe3-45fe-aa6d-5a3049227343","SystemSoftware","Archi","","" +"id-ada5af30626c4c0889b9801001708095","SystemSoftware","Archi 4.9.1","https://www.archimatetool.com/download/ + +Archi 4.9.1: October 26 2021","" +"236b4d7c-993f-4a2e-abd7-596cb2791cc7","SystemSoftware","ARMA","","" +"1a066bfd-0dfc-4766-b0b6-053110381db9","SystemSoftware","ARMA","","" +"40152aab-bad1-40a8-8a28-33976b6d6bd4","SystemSoftware","AWS","Amazon Web Services (AWS) is the world’s most comprehensive and broadly adopted cloud platform, offering over 175 fully featured services from data centers globally. Customers are using AWS to lower costs, become more agile, and innovate faster. https://aws.amazon.com/what-is-aws/","" +"5ec47aef-d546-4f51-9049-02c61752a2fd","SystemSoftware","AWS","Amazon Web Services (AWS) is the world’s most comprehensive and broadly adopted cloud platform, offering over 175 fully featured services from data centers globally. Customers are using AWS to lower costs, become more agile, and innovate faster. https://aws.amazon.com/what-is-aws/","" +"48898f41-e472-4c44-8b14-07e88990134b","SystemSoftware","Axe-core","Axe is an accessibility testing engine for websites and other HTML-based user interfaces. It's fast, secure, lightweight, and was built to seamlessly integrate with any existing test environment so you can automate accessibility testing alongside your regular functional testing. +https://github.com/dequelabs/axe-core","" +"1b5f869f-cc38-412a-b3a0-6056d087dda3","SystemSoftware","Axe-core","""Axe is an accessibility testing engine for websites and other HTML-based user interfaces. It's fast, secure, lightweight, and was built to seamlessly integrate with any existing test environment so you can automate accessibility testing alongside your regular functional testing. +https://github.com/dequelabs/axe-core""","" +"41b86b43-537a-46d1-a55b-d147f044d65c","SystemSoftware","Azure","Microsoft Azure is an ever-expanding set of cloud services to help your organisation meet your business challenges. It’s the freedom to build, manage and deploy applications on a massive, global network using your favourite tools and frameworks. https://azure.microsoft.com/en-ca/overview/what-is-azure/","" +"38321488-83a1-4e84-b4f2-22f836da067c","SystemSoftware","Azure","Microsoft Azure is an ever-expanding set of cloud services to help your organisation meet your business challenges. It’s the freedom to build, manage and deploy applications on a massive, global network using your favourite tools and frameworks. https://azure.microsoft.com/en-ca/overview/what-is-azure/","" +"a7dadc11-ba7d-4bf4-822c-e82d19b47fbf","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/","" +"4b1e6b7a-6221-44df-bb06-bc3fba9a84d3","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/","" +"ba165d6f-211a-48c3-82d8-9930b993616d","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/","" +"c4184884-ea11-4697-9c07-4cb41707df01","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/","" +"f891cb8d-b222-491b-90f6-6707bce648b2","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/","" +"524a06ca-087a-4c36-b759-fa13d457adce","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/","" +"fff7b734-7a53-4844-8942-fe8555b21d64","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/","" +"id-befbd6dfd83c4528a42bdfd01e42648c","SystemSoftware","Azure DevOps","","" +"5f1a2cda-19f4-43b0-885b-caf6bf51cbea","SystemSoftware","Azure DevOps (","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/","" +"id-f546a227e4f64590950392482a1f3167","SystemSoftware","Azure DevOps (System Software)","","" +"20ecab68-d975-448b-a562-92adf4d32609","SystemSoftware","Azure KeyVault","Key Vault Safeguard cryptographic keys and other secrets used by cloud apps and services. https://azure.microsoft.com/en-us/services/key-vault/","" +"692be01c-dcd8-4fe0-87b2-c87780d46644","SystemSoftware","Azure KeyVault","Key Vault Safeguard cryptographic keys and other secrets used by cloud apps and services. https://azure.microsoft.com/en-us/services/key-vault/","" +"fd340f7c-a12d-421d-a01c-d271754a7447","SystemSoftware","Azure Monitor","Collect, analyze, and act on telemetry data from your Azure and on-premises environments. Azure Monitor helps you maximize performance and availability of your applications and proactively identify problems in seconds. ()","" +"3123c4e0-aa3b-4dab-8472-6f4e7ce32b1a","SystemSoftware","Azure Sentinel","Microsoft Azure Sentinel is a scalable, cloud-native, security information event management (SIEM) and security orchestration automated response (SOAR) solution. Azure Sentinel delivers intelligent security analytics and threat intelligence across the enterprise, providing a single solution for alert detection, threat visibility, proactive hunting, and threat response. (https://docs.microsoft.com/en-gb/azure/sentinel/overview)","" +"f68b760a-c2bb-42e2-aca8-776e8ed67a37","SystemSoftware","C#","C# (C Sharp) is a general-purpose, multi-paradigm programming language encompassing strong typing, lexically scoped, imperative, declarative, functional, generic, object-oriented (class-based), and component-oriented programming disciplines. https://en.wikipedia.org/wiki/C_Sharp_(programming_language) +","" +"b170957b-d0e7-4ce5-8c91-4e31bade890f","SystemSoftware","C#","C# (C Sharp) is a general-purpose, multi-paradigm programming language encompassing strong typing, lexically scoped, imperative, declarative, functional, generic, object-oriented (class-based), and component-oriented programming disciplines. https://en.wikipedia.org/wiki/C_Sharp_(programming_language) +","" +"02d22607-5054-4cd8-a089-29e899988b1b","SystemSoftware","Camel","Apache Camel is an open source Java framework that focuses on making integration easier and more accessible to developers. It does this by providing concrete implementations of all the widely used Enterprise Integration Patterns (EIPs); connectivity to a great variety of transports and APIs; easy to use Domain Specific Languages (DSLs) to wire EIPs and transports together https://camel.apache.org/manual/latest/faq/what-is-camel.html ","" +"906436e1-53c7-4094-8f4f-f716e35bf5b1","SystemSoftware","Camel","Apache Camel is an open source Java framework that focuses on making integration easier and more accessible to developers. It does this by providing concrete implementations of all the widely used Enterprise Integration Patterns (EIPs); connectivity to a great variety of transports and APIs; easy to use Domain Specific Languages (DSLs) to wire EIPs and transports together https://camel.apache.org/manual/latest/faq/what-is-camel.html ","" +"494a66db-874f-4059-bb34-995ea39d1c1c","SystemSoftware","Certified Kubernetes ","Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/ Kubernetes is acontainer-orchestration system for automating application deployment, scaling, and management. It was originally designed by Google, and is now maintained by the Cloud Native Computing Foundation​ +","" +"095df061-fc31-4bc3-aecd-00a53b30e4f6","SystemSoftware","chai","Chai is BDD/TDD assertion library. Can be paired with any javascript testing framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71)","" +"03ad2f6e-c70f-46a6-85dd-0d74f80440e2","SystemSoftware","chai","Chai is BDD/TDD assertion library. Can be paired with any javascript testing framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71)","" +"d1f97a76-0d04-4137-a29f-70761775ef0d","SystemSoftware","CITRUS","Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/)","" +"6c8991b4-2284-439f-bd89-ea2ccecdcb91","SystemSoftware","CITRUS","Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/)","" +"5a38d01a-7664-4a45-9b66-2e87a8e92f7d","SystemSoftware","Compliance Sheriff","Compliance Sheriff is a web application that will help perform automated accessibility assessments on website. It can crawl through all the pages on website and generates reports on the accessibility issues associated with each page. This tool also helps validate broken links on website. http://www.compliancesheriff.com/ ","" +"81eff67f-ae50-42f8-bea6-632dc05e1b0f","SystemSoftware","Compliance Sheriff","Compliance Sheriff ensures online content complies with web accessibility standards (http://www.compliancesheriff.com/)","" +"d4fef272-4626-4edb-8551-f3313ebfd4f6","SystemSoftware","Confluence","Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence","" +"2a266905-510e-4c60-b45e-e4337aaa3fcb","SystemSoftware","Confluence","Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence","" +"f5dd5052-112d-405c-b5d6-dafcb5bcb0d5","SystemSoftware","Confluence","Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence","" +"4ad4b75a-df4a-472b-afbf-efec056ed206","SystemSoftware","Confluence","Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence","" +"eba7838d-7187-44d2-8847-68c1e9ed3a94","SystemSoftware","Consul","""Consul is a service networking solution to connect and secure services across any runtime platform and public or private cloud. +Features (Consul lingo): +* Mesh Gateway (https://www.consul.io/mesh.html). Connect between different cloud regions, VPCs and between overlay and underlay networks without complex network tunnels and NAT. +* Layer 7 Traffic Management (https://www.consul.io/docs/connect/l7-traffic-management.html) +* Consul includes its own built-in L4 proxy (https://www.consul.io/docs/connect/proxies.html)""","" +"664ededf-7ea8-4e4e-945e-352410b2be09","SystemSoftware","Consul","""Consul is a service networking solution to connect and secure services across any runtime platform and public or private cloud. +Features (Consul lingo): +* Mesh Gateway (https://www.consul.io/mesh.html). Connect between different cloud regions, VPCs and between overlay and underlay networks without complex network tunnels and NAT. +* Layer 7 Traffic Management (https://www.consul.io/docs/connect/l7-traffic-management.html) +* Consul includes its own built-in L4 proxy (https://www.consul.io/docs/connect/proxies.html)""","" +"fe9c80db-bf54-4e21-ad03-9bca77a752a2","SystemSoftware","CoreDNS","CoreDNS is a DNS server.It is written in Go.It can be used in a multitude of environments because of its flexibility. CoreDNS integrates with Kubernetes via the Kubernetes plugin. (https://coredns.io/)","" +"fcdc8362-7674-4462-b64c-a1029a3a6900","SystemSoftware","CoreDNS","CoreDNS is a DNS server.It is written in Go.It can be used in a multitude of environments because of its flexibility. CoreDNS integrates with Kubernetes via the Kubernetes plugin. (https://coredns.io/)","" +"917eb588-1fe9-44ae-ab65-ea6085df0d93","SystemSoftware","crushftp","Enterprise Grade File Transfer Server https://www.crushftp.com/index.html ","" +"fe9f5402-f5b9-4d77-b392-78b92bd02453","SystemSoftware","crushftp","Enterprise Grade File Transfer Server https://www.crushftp.com/index.html ","" +"340b0451-3b28-43aa-8382-07984b321a50","SystemSoftware","Cypress","Cypress is a JavaScript-based end-to-end testing framework that doesn't use Selenium at all. It is built on top of Mocha, which is again a feature-rich JavaScript test framework running on and in the browser, making asynchronous testing simple and fun. https://www.cypress.io/ +","" +"075bf4da-0dbc-4cdd-a98d-eabbf982bbbe","SystemSoftware","Cypress","Cypress is a JavaScript-based end-to-end testing framework that doesn't use Selenium at all. It is built on top of Mocha, which is again a feature-rich JavaScript test framework running on and in the browser, making asynchronous testing simple and fun. https://www.cypress.io/","" +"id-78a51d7d3e45419995ff97f713b56a38","SystemSoftware","Data Fabric","Data Fabric +A data fabric enables frictionless access and sharing of data in a distributed data environment. It enables a single and consistent data management framework, which allows seamless data access and processing by design across otherwise siloed storage. It may use analytics to constantly monitor data pipelines and support the design, deployment, and utilization of diverse data. Gartner® Data and Analysis Trends, 2021 (see References) claim that this can reduce time for integration by 30%, deployment by 30%, and maintenance by 70%. +A data fabric has an application interface, and often also a user interface. It gives the ability to write data, as well as to read it. The sources may be on-premise or in the cloud. Data fabrics deliver a unified, intelligent, and integrated end-to-end platform to support data use-cases. They provide the ability to deliver use-cases quickly by leveraging innovation in dynamic integration, distributed, and multi-cloud architectures, graph engines, and distributed in-memory and persistent memory platforms. Data fabric focuses on automating the process integration, transformation, preparation, curation, security, governance, and orchestration to enable analytics and insights quickly for business success. It minimizes complexity by automating processes, workflows, and pipelines, generating code, and streamlining data to accelerate various use-cases. +An application can read data from or update data in multiple sources, describing the data in terms of a common data model. The read and update requests are converted by data platforms to requests that describe the data in terms of the source data models. The data is then obtained from the sources and integrated, or updated in the sources, by continual synchronization or dynamic query.","" +"id-7d4a71ab1e154a91b1b54e49bf851871","SystemSoftware","Data Mesh","Data Mesh +The concept of data mesh is related but slightly different to that of data fabric. A data mesh consists of data products, each of which meets a set of user needs and has assured levels of quality and security. A data product is a computing unit that includes data, code, and metadata, and uses a data platform. (A data platform can be shared by multiple data products.) +A data mesh has domain-oriented, decentralized data ownership and management. It does not necessarily provide uniform access to the data, but the data products of a mesh can be exposed by data platforms as sources in a data fabric.","" +"a9c3f242-05f1-4486-9de4-1abb2b7a664c","SystemSoftware","Docker","A Docker container image is a lightweight, standalone, executable package of software that includes everything needed to run an application: code, runtime, system tools, system libraries and settings. https://www.docker.com/resources/what-container ","" +"b037de8d-a01c-4e3b-a776-ce51d725afd5","SystemSoftware","Docker","A Docker container image is a lightweight, standalone, executable package of software that includes everything needed to run an application: code, runtime, system tools, system libraries and settings. https://www.docker.com/resources/what-container ","" +"a08215d3-107d-4f7d-a31b-3fb4a7516b95","SystemSoftware","Eclipse","Eclipse is an integrated development environment (IDE) used in computer programming. It contains a base workspace and an extensible plug-in system for customizing the environment. Eclipse is written mostly in Java and its primary use is for developing Java applications, but it may also be used to develop applications in other programming languages via plug-ins, including Ada, ABAP, C, C++, C#, Clojure, COBOL, D, Erlang, Fortran, Groovy, Haskell, JavaScript, Julia, Lasso, Lua, NATURAL, Perl, PHP, Prolog, Python, R, Ruby, Rust, Scala, and Scheme. It can also be used to develop documents with LaTeX (via a TeXlipse plug-in) and packages for the software Mathematica. Development environments include the Eclipse Java development tools (JDT) for Java and Scala, Eclipse CDT for C/C++, and Eclipse PDT for PHP, among others. +https://en.wikipedia.org/wiki/Eclipse_(software) +","" +"9b56d569-8177-4a4d-a67e-0ba7e3a70225","SystemSoftware","Eclipse","Eclipse is an integrated development environment (IDE) used in computer programming. It contains a base workspace and an extensible plug-in system for customizing the environment. Eclipse is written mostly in Java and its primary use is for developing Java applications, but it may also be used to develop applications in other programming languages via plug-ins, including Ada, ABAP, C, C++, C#, Clojure, COBOL, D, Erlang, Fortran, Groovy, Haskell, JavaScript, Julia, Lasso, Lua, NATURAL, Perl, PHP, Prolog, Python, R, Ruby, Rust, Scala, and Scheme. It can also be used to develop documents with LaTeX (via a TeXlipse plug-in) and packages for the software Mathematica. Development environments include the Eclipse Java development tools (JDT) for Java and Scala, Eclipse CDT for C/C++, and Eclipse PDT for PHP, among others. +https://en.wikipedia.org/wiki/Eclipse_(software) +","" +"f83a6dfb-e980-46fe-9a2f-c2b0bc6fc7c3","SystemSoftware","Elastic","The Elastic Stack (sometimes known as the ELK Stack) is a popular open source logging platform. https://www.elastic.co/log-monitoring ","" +"3fcb9492-46e1-45fc-93f7-332bd32bbd2d","SystemSoftware","Elastic","The Elastic Stack (sometimes known as the ELK Stack) is a popular open source logging platform. https://www.elastic.co/log-monitoring ","" +"e12f32de-c8d4-4ead-b72b-63bf40f17474","SystemSoftware","Envoy","Envoy is a high performance C++ distributed proxy designed for single services and applications, as well as a communication bus and “universal data plane” designed for large microservice “service mesh” architectures. +(https://www.envoyproxy.io/)","" +"524a91f4-24b2-4966-a021-aa82ad489842","SystemSoftware","Envoy","Envoy is a high performance C++ distributed proxy designed for single services and applications, as well as a communication bus and “universal data plane” designed for large microservice “service mesh” architectures. +(https://www.envoyproxy.io/)","" +"id-77c3e6834823420ba21b973f5ca4ab97","SystemSoftware","ESDC EA Repository","","" +"47236d2f-c409-4551-b4ae-f3a378822dc5","SystemSoftware","Fabio","Not part of CNFC landscape. Fabio is an HTTP and TCP reverse proxy that configures itself with data from Consul. (https://fabiolb.net/)","" +"673918e2-0c6f-49a5-ad6e-f780ad6d560b","SystemSoftware","Fabio","Not part of CNFC landscape. Fabio is an HTTP and TCP reverse proxy that configures itself with data from Consul. (https://fabiolb.net/)","" +"5b9ebea9-925d-4ff1-98a0-fe6cf01297d8","SystemSoftware","Fluentd","Fluentd is an open source data collector, which lets you unify the data collection and consumption for a better use and understanding of data. Fluentd tries to structure data as JSON as much as possible: this allows Fluentd to unify all facets of processing log data: collecting, filtering, buffering, and outputting logs across multiple sources and destinations (Unified Logging Layer). https://www.fluentd.org/architecture","" +"16ed53fe-2617-45b2-8ff8-abe010de3e81","SystemSoftware","Fluentd","Fluentd is an open source data collector, which lets you unify the data collection and consumption for a better use and understanding of data. Fluentd tries to structure data as JSON as much as possible: this allows Fluentd to unify all facets of processing log data: collecting, filtering, buffering, and outputting logs across multiple sources and destinations (Unified Logging Layer). https://www.fluentd.org/architecture","" +"f02b0b45-1e4a-4a66-b16b-c1a7d82be424","SystemSoftware","Fortify Static Code Analyzer(SCA) ","Micro Focus® Fortify Static Code Analyzer (SCA) pinpoints the root cause of security vulnerabilities in the source code, prioritizes the most serious issues, and provides detailed guidance on how to fix them so developers can resolve issues in less time with centralized software security management. (https://www.microfocus.com/)","" +"3648f443-3290-4fd2-aadd-126947caf85a","SystemSoftware","GitHub","GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ ","" +"d6b5d677-bb4d-44fd-a9fb-9ef520fa711c","SystemSoftware","GitHub","Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ ","" +"c71f4d81-e864-43d0-bf60-6a26f822ee8a","SystemSoftware","GitHub","Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ ","" +"e1707ed2-d59d-4e8e-874e-e69e711475b3","SystemSoftware","GitHub","GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ ","" +"efacfb27-33c1-404b-b3e8-a7bb84362b3a","SystemSoftware","GitHub","GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ ","" +"2eb2daa6-0144-4e0d-b270-6cb45c0a6c3f","SystemSoftware","GitHub","Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ ","" +"54133450-8363-4948-a025-eccbd2a4a028","SystemSoftware","GitHub","Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ ","" +"d41d0a24-5313-4524-a5e0-5d934298b0c8","SystemSoftware","GitHub","GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ ","" +"id-1f38adc851b4408ea2dd05904213090a","SystemSoftware","Github Repository","","" +"5ac449a5-b8c4-4403-ad09-06951af06fe2","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"c4ba53f2-49f2-4aeb-acc0-85fa9c07f6ef","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"0e5dfaaf-b7fb-4b02-ba03-32c233950f9e","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"f69d25dd-c1ed-4df2-abd3-b96dfc43195e","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"33055b29-f2e2-4c94-a461-b31a9cd75b36","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"1dd2431e-1f7a-40ee-975e-fda5d3be6753","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"6934a6eb-da7b-4a65-84e3-681dd4628e2b","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"9cf7a6d6-6a88-414a-becc-edea277b7ca0","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"9be7194d-1a2a-4e5d-99e3-c9494b3dd6a4","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"69764319-df5d-4353-a775-1be27c8abf4d","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"9df3b083-bc60-442b-8811-1c9de4fd321e","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"467bf288-ba14-4bac-ba49-36d8f0698e61","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"9b70f5fb-0ef0-4161-9d00-b5e1a4738c66","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"1fe8f4c4-c5a7-46cf-8ba1-82b4ba633ea8","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"49d38679-1e5a-495d-81c3-f9f86f4e147f","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"87328cee-f872-41aa-942d-0a546ef0e236","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)","" +"b40978e2-9431-4c28-8491-e3de64af6c3d","SystemSoftware","Grafana","Grafana is an open source visualization and alerting tool for time series data. It was designed with a plugin architecture that allows you to capture data across many different sources and visualize it on a single dashboard. https://blogs.oracle.com/cloudnative/data-source-grafana ","" +"baa3d99a-5f3f-4573-a38e-4bd29fe1d583","SystemSoftware","Grafana","Grafana is an open source visualization and alerting tool for time series data. It was designed with a plugin architecture that allows you to capture data across many different sources and visualize it on a single dashboard. https://blogs.oracle.com/cloudnative/data-source-grafana ","" +"99ba3a0f-e2ac-43ac-ac03-f7bba3421298","SystemSoftware","HashiCorp Vault","Secure, store and tightly control access to tokens, passwords, certificates, encryption keys for protecting secrets and other sensitive data using a UI, CLI, or HTTP API. https://www.vaultproject.io/","" +"f09e7eaf-ec75-4255-bab8-6d46a5a69f1b","SystemSoftware","HashiCorp Vault","Secure, store and tightly control access to tokens, passwords, certificates, encryption keys for protecting secrets and other sensitive data using a UI, CLI, or HTTP API. https://www.vaultproject.io/","" +"cc1cfca1-a15a-41c6-b7ed-c6913879a1b0","SystemSoftware","HCL Appscan","HCL AppScan, previously known as IBM AppScan, is a family of web security testing and monitoring tools formerly from the Rational Software division of IBM. AppScan is intended to test Web applications for security vulnerabilities during the development process. The product learns the behavior of each application, whether an off-the-shelf application or internally developed, and develops a program intended to test all of its functions for both common and application-specific vulnerabilities. https://en.wikipedia.org/wiki/Security_AppScan ","" +"eb1e208e-4c38-423e-ad42-f41f325e767d","SystemSoftware","HCL Appscan","HCL AppScan, previously known as IBM AppScan, is a family of web security testing and monitoring tools formerly from the Rational Software division of IBM. AppScan is intended to test Web applications for security vulnerabilities during the development process. The product learns the behavior of each application, whether an off-the-shelf application or internally developed, and develops a program intended to test all of its functions for both common and application-specific vulnerabilities. https://en.wikipedia.org/wiki/Security_AppScan ","" +"0a1cf14a-3734-487f-9796-f58efbd94486","SystemSoftware","Helm","Helm helps you manage Kubernetes applications — Helm Charts help you define, install, and upgrade even the most complex Kubernetes application. (https://helm.sh/)","" +"c0a9bc83-3c60-4fc9-bc82-130c9b26fb4a","SystemSoftware","Helm","Helm helps you manage Kubernetes applications — Helm Charts help you define, install, and upgrade even the most complex Kubernetes application. (https://helm.sh/)","" +"52624d59-c290-4674-a03a-6870a191671f","SystemSoftware","Istio","Istio lets you connect, secure, control, and observe services. At a high level, Istio helps reduce the complexity of these deployments, and eases the strain on your development teams. It is a completely open source service mesh that layers transparently onto existing distributed applications. https://istio.io/docs/concepts/what-is-istio/","" +"bbfe614a-53ea-474d-aa20-e80d4739543b","SystemSoftware","Istio","Istio lets you connect, secure, control, and observe services. At a high level, Istio helps reduce the complexity of these deployments, and eases the strain on your development teams. It is a completely open source service mesh that layers transparently onto existing distributed applications. https://istio.io/docs/concepts/what-is-istio/","" +"060dccbf-5616-428d-aa99-ffe64386f510","SystemSoftware","Jaeger","Jaeger is a distributed tracing platform created by Uber Technologies and donated to Cloud Native Computing Foundation. It can be used for monitoring microservices-based distributed systems. https://github.com/jaegertracing/jaeger","" +"a6145341-e4b2-4638-b4dd-115b963dd1c7","SystemSoftware","Jaeger","Jaeger is a distributed tracing platform created by Uber Technologies and donated to Cloud Native Computing Foundation. It can be used for monitoring microservices-based distributed systems. https://github.com/jaegertracing/jaeger","" +"f81c5073-d42f-4880-aa66-930d8ec5602b","SystemSoftware","Jasmine","Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/)","" +"9bd59d81-ce12-492c-8fb5-0917b73f9ffb","SystemSoftware","Jasmine","Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/)","" +"22462922-2b4d-498a-ba44-0ab95aa51f53","SystemSoftware","Java","Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml)","" +"f25c1aed-72fc-4c71-a4c6-60b2313bf8f5","SystemSoftware","Java","Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml)","" +"2a004342-84b6-4037-9912-633a8d8ce5ad","SystemSoftware","Java","Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml)","" +"1b8f7a12-dbd8-4851-8aae-3cd9385c9e2a","SystemSoftware"," JavaScript","JavaScript, often abbreviated as JS, is a programming language that conforms to the ECMAScript specification. JavaScript is high-level, often just-in-time compiled, and multi-paradigm. It has curly-bracket syntax, dynamic typing, prototype-based object-orientation, and first-class functions. https://en.wikipedia.org/wiki/JavaScript +","" +"2da3059f-d251-4852-a225-a94c88f9581e","SystemSoftware"," JavaScript","JavaScript, often abbreviated as JS, is a programming language that conforms to the ECMAScript specification. JavaScript is high-level, often just-in-time compiled, and multi-paradigm. It has curly-bracket syntax, dynamic typing, prototype-based object-orientation, and first-class functions. https://en.wikipedia.org/wiki/JavaScript +","" +"55229ef6-bb65-48a5-8c4f-e5694d48081d","SystemSoftware","JAWS","JAWS (""Job Access With Speech"") is a computer screen reader program for Microsoft Windows that allows blind and visually impaired users to read the screen either with a text-to-speech output or by a refreshable Braille display. JAWS is produced by the Blind and Low Vision Group of Freedom Scientific. https://en.wikipedia.org/wiki/JAWS_(screen_reader)","" +"f8dda8b6-1251-4a8a-9607-1aefb6329130","SystemSoftware","Jenkins","A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/)","" +"49f8542c-3480-4d2e-863b-8fb0626081c8","SystemSoftware","Jenkins","A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/)","" +"189ba270-60ca-4ecd-a2f0-1aa4edb50dad","SystemSoftware","Jenkins","A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/)","" +"85504eeb-caa7-42bf-98dd-4e7c7bf93b86","SystemSoftware","Jenkins X","Jenkins X is an open source system that offers software developers continuous integration, automated testing, and continuous delivery, known as CI/CD, in Kubernetes. Jenkins X-managed projects get a complete CI/CD process with a Jenkins pipeline that builds and packages project code for deployment to Kubernetes and access to pipelines for promoting projects to staging and production environments. https://opensource.com/article/18/11/getting-started-jenkins-x","" +"a0332836-6b01-4dcd-8f5a-3250f6d03a41","SystemSoftware","Jenkins X","Jenkins X is an open source system that offers software developers continuous integration, automated testing, and continuous delivery, known as CI/CD, in Kubernetes. Jenkins X-managed projects get a complete CI/CD process with a Jenkins pipeline that builds and packages project code for deployment to Kubernetes and access to pipelines for promoting projects to staging and production environments. https://opensource.com/article/18/11/getting-started-jenkins-x","" +"1f334336-77fc-4191-b6e2-ebb3a8855935","SystemSoftware","JFrog Artifactory","JFrog Artifactory is a universal DevOps solution providing end-to-end automation and management of binaries and artifacts through the application delivery process that improves productivity across development ecosystem. https://www.jfrog.com/confluence/display/JFROG/JFrog+Artifactory ","" +"bb6992bd-8428-4040-9592-04e3954f34cc","SystemSoftware","JFrog Artifactory","JFrog Artifactory is a universal DevOps solution providing end-to-end automation and management of binaries and artifacts through the application delivery process that improves productivity across development ecosystem. https://www.jfrog.com/confluence/display/JFROG/JFrog+Artifactory ","" +"b7ceed98-be00-4833-8f77-2e173c2734a0","SystemSoftware","Jfrog Xray","JFrog Xray is a universal binary analysis product that works with JFrog Artifactory to analyze software components and reveal a variety of vulnerabilities at any stage of the software application lifecycle. Unlike traditional binary analysis tools, JFrog Xray is a fully automated product with a rich REST API. +https://jfrog.com/whitepaper/jfrog-xray-universal-component-analysis/","" +"b2dd3f21-5c9b-4739-80d4-809cbaeaba95","SystemSoftware","Jfrog Xray","JFrog Xray is a universal binary analysis product that works with JFrog Artifactory to analyze software components and reveal a variety of vulnerabilities at any stage of the software application lifecycle. Unlike traditional binary analysis tools, JFrog Xray is a fully automated product with a rich REST API. https://jfrog.com/whitepaper/jfrog-xray-universal-component-analysis/","" +"db11889e-84fe-4562-b096-e77c0261f790","SystemSoftware","Jira","JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html)","" +"d90e1b4f-b03b-4482-8fef-5bb934277ce6","SystemSoftware","Jira","JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html)","" +"4d5e8b0a-0b79-4dbf-baf0-e7b34e876087","SystemSoftware","Jira","JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html)","" +"694fc5b5-0d8f-4f1a-80b3-56e69ae9585d","SystemSoftware","Jira","JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html)","" +"ae0f5beb-13e2-419e-9e33-86e102a0744e","SystemSoftware","Jira","JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html)","" +"48d015e1-cc2d-41a7-8329-4de88ce42e9c","SystemSoftware","Jira","JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html)","" +"3d98a628-b8f5-4cc3-a7ce-31a5c8a403b2","SystemSoftware","Kafka","Kafka is used for building real-time data pipelines and streaming apps. It is horizontally scalable, fault-tolerant, wicked fast, and runs in production in thousands of companies. https://kafka.apache.org/","" +"dcaed50b-7377-4e00-b267-a90303b3befc","SystemSoftware","Kafka","Kafka is used for building real-time data pipelines and streaming apps. It is horizontally scalable, fault-tolerant, wicked fast, and runs in production in thousands of companies. https://kafka.apache.org/","" +"0fc981be-fd3c-4ae3-bd76-4a060598ebe2","SystemSoftware","Kafka Connect and Streams","Kafka Connect, an open source component of Apache Kafka, is a framework for connecting Kafka with external systems such as databases, key-value stores, search indexes, and file systems. Using Kafka Connect, you can deploy connector implementations for common data sources and sinks to move data into and out of Kafka. https://docs.confluent.io/current/connect/index.html +Kafka Streams is a client library for building applications and microservices, where the input and output data are stored in an Apache Kafka cluster. It combines the simplicity of writing and deploying standard Java and Scala applications on the client side with the benefits of Kafka’s server-side cluster technology. https://docs.confluent.io/current/streams/index.html ","" +"be6b3eaa-a52c-4916-9662-23b8a0aeeed9","SystemSoftware","Kafka Connect and Streams","Kafka Connect, an open source component of Apache Kafka, is a framework for connecting Kafka with external systems such as databases, key-value stores, search indexes, and file systems. Using Kafka Connect, you can deploy connector implementations for common data sources and sinks to move data into and out of Kafka. https://docs.confluent.io/current/connect/index.html +Kafka Streams is a client library for building applications and microservices, where the input and output data are stored in an Apache Kafka cluster. It combines the simplicity of writing and deploying standard Java and Scala applications on the client side with the benefits of Kafka’s server-side cluster technology. https://docs.confluent.io/current/streams/index.html ","" +"3c28b268-0888-4f6f-b49b-e81e23212742","SystemSoftware","Kibana","Kibana is an open source data visualization dashboard for Elasticsearch. It provides visualization capabilities on top of the content indexed on an Elasticsearch cluster. Users can create bar, line and scatter plots, or pie charts and maps on top of large volumes of data. https://en.wikipedia.org/wiki/Kibana","" +"305fc65a-f091-45f2-99b0-f595b5fe9db9","SystemSoftware","Kibana","Kibana is an open source data visualization dashboard for Elasticsearch. It provides visualization capabilities on top of the content indexed on an Elasticsearch cluster. Users can create bar, line and scatter plots, or pie charts and maps on top of large volumes of data. https://en.wikipedia.org/wiki/Kibana","" +"1c235e57-9c40-4693-abca-1e0662294f46","SystemSoftware","Kubernetes","Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/","" +"2800474a-16af-47f7-aaca-7f7703224972","SystemSoftware","Kubernetes","Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/","" +"5e23ace7-df36-4d5b-8ac7-a60d98dec962","SystemSoftware","Linux Mint","The purpose of Linux Mint is to produce a modern, elegant and comfortable operating system which is both powerful and easy to use. Based on Debian and Ubuntu, it provides about 30,000 packages and one of the best software managers. https://www.linuxmint.com/about.php","" +"ba057726-2b91-41e0-8ac7-41849857ddb9","SystemSoftware","Linux Mint","The purpose of Linux Mint is to produce a modern, elegant and comfortable operating system which is both powerful and easy to use. Based on Debian and Ubuntu, it provides about 30,000 packages and one of the best software managers. https://www.linuxmint.com/about.php","" +"0f1fabe8-005a-4237-8bb4-a5d276a8b0cd","SystemSoftware","Loadrunner ","LoadRunner is a software testing tool from Micro Focus. It is used to test applications, measuring system behaviour and performance under load. LoadRunner can simulate thousands of users concurrently using application software, recording and later analyzing the performance of key components of the application. +https://en.wikipedia.org/wiki/LoadRunner","" +"6c6248d2-e48f-4500-817c-f23dfb131a77","SystemSoftware","Loadrunner ","LoadRunner is a software testing tool from Micro Focus. It is used to test applications, measuring system behaviour and performance under load. LoadRunner can simulate thousands of users concurrently using application software, recording and later analyzing the performance of key components of the application. https://en.wikipedia.org/wiki/LoadRunner","" +"f31d5af9-67e1-4595-8624-5425f14dc13e","SystemSoftware","Logstash","Logstash is an open source, server-side data processing pipeline that ingests data from a multitude of sources simultaneously, transforms it, and then sends it to your favorite ""stash."" https://www.elastic.co/logstash ","" +"210b6f70-4cda-48ea-a3c8-ebbffdda8293","SystemSoftware","Logstash","Logstash is an open source, server-side data processing pipeline that ingests data from a multitude of sources simultaneously, transforms it, and then sends it to your favorite ""stash."" https://www.elastic.co/logstash ","" +"f923d35f-43bb-401a-b1cf-69d4b44e9765","SystemSoftware","Loopback","LoopBack is a platform for building APIs and microservices in Node.js (https://loopback.io/doc/en/lb4/index.html)","" +"137cf79c-65b3-4009-a66e-a4d5c8cd3b14","SystemSoftware","Loopback","LoopBack is a platform for building APIs and microservices in Node.js (https://loopback.io/doc/en/lb4/index.html)","" +"abf8c134-1573-4e13-98bc-af71d1914ee1","SystemSoftware","Maven","Maven is a build automation tool used primarily for Java projects. Maven can also be used to build and manage projects written in C#, Ruby, Scala, and other languages. The Maven project is hosted by the Apache Software Foundation, where it was formerly part of the Jakarta Project. https://en.wikipedia.org/wiki/Apache_Maven","" +"190bb259-9ce6-4970-96ee-0e8b9b480fb8","SystemSoftware","Maven","Maven is a build automation tool used primarily for Java projects. Maven can also be used to build and manage projects written in C#, Ruby, Scala, and other languages. The Maven project is hosted by the Apache Software Foundation, where it was formerly part of the Jakarta Project. https://en.wikipedia.org/wiki/Apache_Maven","" +"6fb9cdd9-cf27-4ef7-8d71-eeb276b22be9","SystemSoftware","Microfocus Fortify Static Code Analyzer","Automated static code analysis helps developers eliminate vulnerabilities and build secure software. Code securely with integrated SAST. Covers multiple languages. Performs automated scans. Fix at the speed of DevOps. Automate security within CI/CD. https://www.microfocus.com/en-us/products/static-code-analysis-sast/overview","" +"76cacd5b-7ff8-4d37-abf1-7266e8c058cb","SystemSoftware","Microfocus Fortify Static Code Analyzer","Automated static code analysis helps developers eliminate vulnerabilities and build secure software. Code securely with integrated SAST. Covers multiple languages. Performs automated scans. Fix at the speed of DevOps. Automate security within CI/CD. https://www.microfocus.com/en-us/products/static-code-analysis-sast/overview","" +"id-ef040f76e8384859aa9b7ca39bf0eeb6","SystemSoftware","Microsoft 365 Azure DevOps (System Software)","","" +"id-003472d2888747d7877d91f141cbd78f","SystemSoftware","Microsoft 365 Forms (System Software)","","" +"id-87fcce9327a943f3ada4f71ddfe0212f","SystemSoftware","Microsoft 365 Lists (System Software)","This is actually SharePoint, with a different interface.","" +"id-0164c5328c114b1ba852c1b92ed529f2","SystemSoftware","Microsoft 365 OneDrive (System Software)","","" +"id-a663c96b2c9548eca5b91a6e461d1cc5","SystemSoftware","Microsoft 365 OneNote (System Software)","","" +"id-7ee947e0598047dbb471e5767d692a0a","SystemSoftware","Microsoft 365 SharePoint (Online) (System Software)","","" +"id-f8d8b8d6a5e84eaebc4d6bcd7a017748","SystemSoftware","Microsoft 365 Stream (System Software)","","" +"id-c7c05dfcd84d42a0bdeba68ea67067f4","SystemSoftware","Microsoft 365 Teams (System Software)","","" +"d1c4b46b-ab54-4da1-a13a-6539a5d64da0","SystemSoftware","mocha","Mocha is a JavaScript Test Framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) +Mocha is a feature-rich JavaScript test framework running on Node.js and in the browser, making asynchronous testing simple. Mocha tests run serially, allowing for flexible and accurate reporting, while mapping uncaught exceptions to the correct test cases. Hosted on GitHub. https://mochajs.org/","" +"f341497b-660d-47e6-ac3c-4c159e873cf7","SystemSoftware","Mocha","Mocha is a JavaScript Test Framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) + +Mocha is a feature-rich JavaScript test framework running on Node.js and in the browser, making asynchronous testing simple. Mocha tests run serially, allowing for flexible and accurate reporting, while mapping uncaught exceptions to the correct test cases. Hosted on GitHub. https://mochajs.org/","" +"92e85aaa-9025-4cbb-a222-2dfaa4f38f36","SystemSoftware","Modern Requirements","","" +"9aea43f1-2ff4-4b7a-aa9e-ffbe7697b088","SystemSoftware","MS Teams","Microsoft Teams is a unified communication and collaboration platform that combines persistent workplace chat, video meetings, file storage (including collaboration on files), and application integration. The service integrates with the Office 365 subscription office productivity suite and features extensions that can integrate with non-Microsoft products. https://en.wikipedia.org/wiki/Microsoft_Teams","" +"c4b55f06-bcab-4864-b3b1-b1f59dd41e95","SystemSoftware","MS Teams","Microsoft Teams is a unified communication and collaboration platform that combines persistent workplace chat, video meetings, file storage (including collaboration on files), and application integration. The service integrates with the Office 365 subscription office productivity suite and features extensions that can integrate with non-Microsoft products. https://en.wikipedia.org/wiki/Microsoft_Teams","" +"baa1c17d-3de1-41a2-ae0d-17c03c2e4813","SystemSoftware","NGINX","Nginx is a web server which can also be used as a reverse proxy, load balancer, mail proxy and HTTP cache. https://en.wikipedia.org/wiki/Nginx","" +"a29922f6-28e4-4644-9469-5696a1a4d4ef","SystemSoftware","NGINX","Nginx is a web server which can also be used as a reverse proxy, load balancer, mail proxy and HTTP cache. https://en.wikipedia.org/wiki/Nginx","" +"4b22b4a9-5e4b-4865-88bb-6c0877d26721","SystemSoftware","Node.js","Node.js is a JavaScript runtime built on Chrome's V8 JavaScript engine. (https://nodejs.org/en/)","" +"d9a5e6bd-e326-4ed6-9307-5fbadc8739b9","SystemSoftware","Node.js","Node.js is a JavaScript runtime built on Chrome's V8 JavaScript engine. (https://nodejs.org/en/)","" +"a8fe7f8f-be8a-4157-9a6b-f17bd31831ee","SystemSoftware","Nomad","Nomad is a simple, flexible, and production-grade work orchestrator that enables organizations to deploy, manage, and scale any application, containerized, legacy or batch jobs, across multiple regions, on private and public clouds. https://www.hashicorp.com/products/nomad/ ","" +"169564f0-61b2-4a43-9766-35863e0b6e5b","SystemSoftware","Nomad","Nomad is a simple, flexible, and production-grade work orchestrator that enables organizations to deploy, manage, and scale any application, containerized, legacy or batch jobs, across multiple regions, on private and public clouds. https://www.hashicorp.com/products/nomad/ ","" +"669c2e3c-8604-4386-876f-67971cac4ee4","SystemSoftware","NPM","npm (originally short for Node Package Manager) is a package manager for the JavaScript programming language. It is the default package manager for the JavaScript runtime environment Node.js. It consists of a command line client, also called npm, and an online database of public and paid-for private packages, called the npm registry. The registry is accessed via the client, and the available packages can be browsed and searched via the npm website. The package manager and the registry are managed by npm, Inc. https://en.wikipedia.org/wiki/Npm_(software)","" +"cc7d5389-8e14-41bc-a53e-5777546af2a1","SystemSoftware","NPM","npm (originally short for Node Package Manager) is a package manager for the JavaScript programming language. It is the default package manager for the JavaScript runtime environment Node.js. It consists of a command line client, also called npm, and an online database of public and paid-for private packages, called the npm registry. The registry is accessed via the client, and the available packages can be browsed and searched via the npm website. The package manager and the registry are managed by npm, Inc. https://en.wikipedia.org/wiki/Npm_(software)","" +"83adaaa7-850f-4702-b5d6-ba08627d7de8","SystemSoftware","NuGet","NuGet is a free and open-source package manager designed for the Microsoft development platform. NuGet is distributed as a Visual Studio extension. Starting with Visual Studio 2012, NuGet comes pre-installed by default. NuGet is also integrated with SharpDevelop. NuGet can also be used from the command line and automated with scripts. +It supports multiple programming languages. https://en.wikipedia.org/wiki/NuGet","" +"ebf8b814-aa21-43e1-aa52-b142cfb73657","SystemSoftware","NuGet","NuGet is a free and open-source package manager designed for the Microsoft development platform. NuGet is distributed as a Visual Studio extension. Starting with Visual Studio 2012, NuGet comes pre-installed by default. NuGet is also integrated with SharpDevelop. NuGet can also be used from the command line and automated with scripts. +It supports multiple programming languages. https://en.wikipedia.org/wiki/NuGet","" +"47a4860b-193c-4182-b14b-afdebc26158e","SystemSoftware","O365","","" +"3c44b6bf-7405-4560-8bb4-79f89f91e8ef","SystemSoftware","Odoo","Odoo Helpdesk is optimized for team's productivity: Create SLA rules and let Odoo take action automatically. Automate emails or actions at different stages of ticket resolution. Define dynamic email templates to automate the most common responses. https://www.odoo.com/page/helpdesk","" +"76ec4f92-8fd8-4bef-9b82-3bbf04374884","SystemSoftware","Odoo","Odoo Helpdesk is optimized for team's productivity: Create SLA rules and let Odoo take action automatically. Automate emails or actions at different stages of ticket resolution. Define dynamic email templates to automate the most common responses. https://www.odoo.com/page/helpdesk","" +"cd7c338d-9c56-48f4-8510-11dd9a5ce521","SystemSoftware","OPENAPI","OpenAPI = Specification +Swagger = Tools for implementing the specification +(https://swagger.io/blog/api-strategy/difference-between-swagger-and-openapi/)","" +"9bd1ee5b-79e9-4012-b4ab-50152b535177","SystemSoftware","OPENAPI","OpenAPI = Specification +Swagger = Tools for implementing the specification +(https://swagger.io/blog/api-strategy/difference-between-swagger-and-openapi/)","" +"fc997e2d-ec4d-4df4-8293-254fe9052fce","SystemSoftware","OpenShift","OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm","" +"826d6b6e-15ea-440a-a02c-afb3dbfc4cba","SystemSoftware","OpenShift","OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm","" +"67c3a245-1e9f-4f93-8bbd-a75b8f79166e","SystemSoftware","OpenShift","OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm","" +"8b7677de-0b9b-4187-803f-f03f822eed1b","SystemSoftware","OS Ticket","osTicket seamlessly routes inquiries created via email, web-forms and API. Simple and easy-to-use web-based customer support platform. osTicket comes packed with more features and tools than most of the expensive (and complex) support ticket systems on the market. https://osticket.com/","" +"0d4a4a33-d454-4a15-9ede-40ab87c39ce5","SystemSoftware","OS Ticket","osTicket seamlessly routes inquiries created via email, web-forms and API. Simple and easy-to-use web-based customer support platform. osTicket comes packed with more features and tools than most of the expensive (and complex) support ticket systems on the market. https://osticket.com/","" +"5c5e4d66-27af-48ed-9b5b-8a51190aebc2","SystemSoftware","OWASP Zed Attack Proxy (ZAP)","Zed Attack Proxy (ZAP) is a free, open-source penetration testing tool being maintained under the umbrella of the Open Web Application Security Project (OWASP). ZAP is designed specifically for testing web applications and is both flexible and extensible. (https://www.zaproxy.org/)","" +"0a19eedf-07d5-4a4a-b850-759d99bb0aba","SystemSoftware","Packer","Packer is a tool for creating identical machine images for multiple platforms from a single source configuration. (https://packer.io/)","" +"cded0c36-f468-48e6-a381-5af304abe54b","SystemSoftware","Packer","Packer is a tool for creating identical machine images for multiple platforms from a single source configuration. (https://packer.io/)","" +"id-e252cd5810b24b0b83def505190408fd","SystemSoftware","PMIS (Project Management Info System)","","" +"e589fe57-6892-4579-b33c-02b71b644655","SystemSoftware","PostgresSQL","PostgreSQL also known as Postgres, is a free and open-source relational database management system (RDBMS) emphasizing extensibility and SQL compliance. https://en.wikipedia.org/wiki/PostgreSQL","" +"b0312dc6-6db4-4bd3-9dde-6ed830735cbc","SystemSoftware","PostgresSQL","PostgreSQL also known as Postgres, is a free and open-source relational database management system (RDBMS) emphasizing extensibility and SQL compliance. https://en.wikipedia.org/wiki/PostgreSQL","" +"aaa770b6-8190-4188-bae3-d604f28fed08","SystemSoftware","Postman","Postman is an open source API testing tool. It can work with any given endpoint even if it’s Restful or XML based. It has an easy to use interface to make the request to the given endpoints. It offers a rich variety of features. Creating a collection from requests, extracting data from any response and storing in a variable are the least you can do with Postman. +https://loadium.com/blog/performance-testing-with-postman/ +","" +"593856fc-bde0-4b73-a1b2-24a0c89c2dfe","SystemSoftware","Postman","Postman is an open source API testing tool. It can work with any given endpoint even if it’s Restful or XML based. It has an easy to use interface to make the request to the given endpoints. It offers a rich variety of features. Creating a collection from requests, extracting data from any response and storing in a variable are the least you can do with Postman. https://loadium.com/blog/performance-testing-with-postman/","" +"8c6576a6-3e71-4681-bafa-8b0e06e0af26","SystemSoftware","Prometheus","Prometheus is a free software application used for event monitoring and alerting. It records real-time metrics in a time series database built using a HTTP pull model, with flexible queries and real-time alerting. The project is written in Go and licensed under the Apache 2 License, with source code available on GitHub, and is a graduated project of the Cloud Native Computing Foundation, along with Kubernetes and Envoy. https://en.wikipedia.org/wiki/Prometheus_(software)","" +"b38e23d1-3157-4584-a090-3310d13f38c3","SystemSoftware","Prometheus","Prometheus is a free software application used for event monitoring and alerting. It records real-time metrics in a time series database built using a HTTP pull model, with flexible queries and real-time alerting. The project is written in Go and licensed under the Apache 2 License, with source code available on GitHub, and is a graduated project of the Cloud Native Computing Foundation, along with Kubernetes and Envoy. https://en.wikipedia.org/wiki/Prometheus_(software)","" +"df5db56f-4060-46e1-b313-043527de1f39","SystemSoftware","Protractor","Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/)","" +"bbce4c3f-065c-4428-9fd4-8c08013351aa","SystemSoftware","Protractor","Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/)","" +"18695985-1b4a-4496-b17f-18a7ae428370","SystemSoftware","puppet","Automate Provisioning and Manage Infrastructure as Code. https://puppet.com/blog/automate-provisioning-and-manage-infrastructure-as-code-new-puppet-enterprise-3-8/ ","" +"a269a7df-34ca-4bea-8b2f-f261b61d7547","SystemSoftware","puppet","Automate Provisioning and Manage Infrastructure as Code. https://puppet.com/blog/automate-provisioning-and-manage-infrastructure-as-code-new-puppet-enterprise-3-8/ ","" +"c563c459-f423-47f5-b5c6-63557a32a203","SystemSoftware","Qualiware","","" +"id-6dab81810283470f9f877480b7ac224c","SystemSoftware","QualiWare 10.4","","" +"id-fbeac7df07e74d05b5383a1d9fd3e5b4","SystemSoftware","QualiWare 10.4 (System Software)","","" +"id-07b2de61e6f74308935e9fe2986c7538","SystemSoftware","QualiWare 10.4 (System Software) (copy)","","" +"id-34e322e3f7174cd4b71515abe929f656","SystemSoftware","QualiWare 10.X+ (System Software)","","" +"f4f67dea-b059-4d3c-8283-ad6059d995e2","SystemSoftware","RabbitMQ","https://www.rabbitmq.com/ + +RabbitMQ is an open-source message-broker software (sometimes called message-oriented middleware) that originally implemented the Advanced Message Queuing Protocol (AMQP) and has since been extended with a plug-in architecture to support Streaming Text Oriented Messaging Protocol (STOMP), MQ Telemetry Transport (MQTT), and other protocols. The RabbitMQ server program is written in the Erlang programming language and is built on the Open Telecom Platform framework for clustering and failover. Client libraries to interface with the broker are available for all major programming languages. +","" +"4300208e-c79d-4db0-969f-50b3b85003a6","SystemSoftware","React","React (also known as React.js or ReactJS) is a JavaScript library for building user interfaces. It is maintained by Facebook and a community of individual developers and companies. https://en.wikipedia.org/wiki/React_(web_framework) +","" +"bef7dcd0-f20c-470c-9eda-9ffd93489aed","SystemSoftware","React","React (also known as React.js or ReactJS) is a JavaScript library for building user interfaces. It is maintained by Facebook and a community of individual developers and companies. https://en.wikipedia.org/wiki/React_(web_framework) +","" +"bbf84a1f-1b1d-4bf1-b4a7-c4c6d2318d55","SystemSoftware","Selenium","Selenium is a portable framework for testing web applications. Selenium provides a playback tool for authoring functional tests without the need to learn a test scripting language (Selenium IDE). It also provides a test domain-specific language (Selenese) to write tests in a number of popular programming languages, including C#, Groovy, Java, Perl, PHP, Python, Ruby and Scala. The tests can then run against most modern web browsers. Selenium runs on Windows, Linux, and macOS. It is open-source software released under the Apache License 2.0 +https://en.wikipedia.org/wiki/Selenium_(software)","" +"3e5888d4-df2e-4c27-9d38-a763cae1e579","SystemSoftware","Selenium","Selenium is a portable framework for testing web applications. Selenium provides a playback tool for authoring functional tests without the need to learn a test scripting language (Selenium IDE). It also provides a test domain-specific language (Selenese) to write tests in a number of popular programming languages, including C#, Groovy, Java, Perl, PHP, Python, Ruby and Scala. The tests can then run against most modern web browsers. Selenium runs on Windows, Linux, and macOS. It is open-source software released under the Apache License 2.0. https://en.wikipedia.org/wiki/Selenium_(software)","" +"id-cd84c08983b74eedaa5f6207aee83ae2","SystemSoftware","SharePoint 2010 (System Software)","","" +"id-c1260378c6244006af78db91d93d7044","SystemSoftware","SharePoint 2010 READ-ONLY (System Software)","","" +"1b8d859c-b4db-47b5-9ccc-ef243f7f2b09","SystemSoftware","Skaffold","Skaffold is a command line tool that facilitates continuous development for Kubernetes applications. You can iterate on your application source code locally then deploy to local or remote Kubernetes clusters. Skaffold handles the workflow for building, pushing and deploying your application. It also provides building blocks and describe customizations for a CI/CD pipeline. +(https://github.com/GoogleContainerTools/skaffold)","" +"3bc879c0-7130-4831-bee2-334225a99e5e","SystemSoftware","Skaffold","Skaffold is a command line tool that facilitates continuous development for Kubernetes applications. You can iterate on your application source code locally then deploy to local or remote Kubernetes clusters. Skaffold handles the workflow for building, pushing and deploying your application. It also provides building blocks and describe customizations for a CI/CD pipeline. +(https://github.com/GoogleContainerTools/skaffold)","" +"7da75fa5-a6a5-4499-ae78-f3b582b4c4a7","SystemSoftware","Slack","Slack is a collaboration hub that can replace email to help you and your team work together seamlessly. It’s designed to support the way people naturally work together, so you can collaborate with people online as efficiently as you do face-to-face. https://slack.com/intl/en-ca/help/articles/115004071768-What-is-Slack-","" +"b2fc5b88-560b-4b73-98a0-63b3536e94f3","SystemSoftware","Slack","Slack is a collaboration hub that can replace email to help you and your team work together seamlessly. It’s designed to support the way people naturally work together, so you can collaborate with people online as efficiently as you do face-to-face. https://slack.com/intl/en-ca/help/articles/115004071768-What-is-Slack-","" +"41787714-f8e9-4404-8cdf-8d2205b91eae","SystemSoftware","Solace PubSub+","PubSub+ Event Broker: Software - Easily deploy powerful messaging in clouds and container platforms in IaaS/PaaS environments. https://solace.com/products/event-broker/software/ ","" +"ea154a9b-ee72-41ae-888d-41b270c2f4f3","SystemSoftware","Solace PubSub+","PubSub+ Event Broker: Software - Easily deploy powerful messaging in clouds and container platforms in IaaS/PaaS environments. https://solace.com/products/event-broker/software/ ","" +"6511e772-77bf-42b1-b97b-7859debdf354","SystemSoftware","SonarLint","SonarLint is an IDE extension that helps you detect and fix quality issues as you write code. Like a spell checker, SonarLint squiggles flaws so that they can be fixed before committing code. https://www.sonarlint.org/ +SonarLint lives only in the IDE (IntelliJ, Eclipse and Visual Studio). Its purpose is to give instantaneous feedback as you type your code. For this, it concentrates on what code you are adding or updating. https://stackoverflow.com/questions/39828609/sonarqube-and-sonarlint-difference ","" +"86ca285a-be1e-4956-91fa-e04b609efb5e","SystemSoftware","SonarLint","SonarLint is an IDE extension that helps you detect and fix quality issues as you write code (https://www.sonarlint.org/)","" +"599504d5-94e8-485d-9cdc-a1e8ad84236c","SystemSoftware","SonarQube","SonarQube is an open-source platform for continuous inspection of code quality. Using static code analysis, it tries to detect bugs, code smells and security vulnerabilities. Many plugins are available to use it as part of continuous integration pipelines, including for Maven, Jenkins and GitHub. https://www.sonarqube.org/","" +"d0c5b119-9bc2-4310-8be5-d638168ee7e6","SystemSoftware","SonarQube","SonarQube is an open-source platform developed by SonarSource for continuous inspection of code quality to perform automatic reviews with static analysis of code to detect bugs, code smells, and security vulnerabilities on 20+ programming languages (https://www.sonarqube.org/)","" +"ba077fbd-0bd3-46cb-baaf-29aefae1c69d","SystemSoftware","Sonatype Nexus IQ Server","Nexus IQ Server is a policy engine powered by precise intelligence on open source components. It provides a number of tools to improve component usage in the software supply chain, allowing to automate processes and achieve accelerated speed to delivery while also increasing product quality (https://help.sonatype.com/iqserver).","" +"b91dc925-f0fc-49af-a354-dd3fbf2d46c9","SystemSoftware","Sonatype Nexus Repository","Sonatype Nexus Repository is used for managing binaries and building artifacts across the software supply chain (https://www.sonatype.com/product-nexus-repository)","" +"66a8b2e2-30f3-4db3-842f-6d6bafba6951","SystemSoftware","Sonatype Nexus Vulnerability Scanner Lifecycle","Nexus Vulnerability Scanner - Instantly generates an inventory of your open source and third party components to determine potential security and license risk. https://www.sonatype.com/appscan","" +"3c1ddd3f-b4b5-4db7-a599-c4a4b6dd131d","SystemSoftware","Sonatype Nexus Vulnerability Scanner Lifecycle","Nexus Vulnerability Scanner - Instantly generates an inventory of your open source and third party components to determine potential security and license risk. https://www.sonatype.com/appscan","" +"7e244e9d-e834-46b9-9caa-01a90b3cac14","SystemSoftware","Spring","Spring is a framework that helps you to ""wire"" different components together. It is most useful in cases where you have a lot of components and you might decide to combine them in different ways, or wish to make it easy to swap out one component for another depending on different settings or environments. +(https://softwareengineering.stackexchange.com/questions/92393/what-does-the-spring-framework-do-should-i-use-it-why-or-why-not)","" +"7024cd85-ccd4-4b80-bf88-446a4598dbe2","SystemSoftware","Spring","Spring is a framework that helps you to ""wire"" different components together. It is most useful in cases where you have a lot of components and you might decide to combine them in different ways, or wish to make it easy to swap out one component for another depending on different settings or environments. +(https://softwareengineering.stackexchange.com/questions/92393/what-does-the-spring-framework-do-should-i-use-it-why-or-why-not)","" +"ae5b46c2-ceb3-4b4d-8615-34ec9701d39e","SystemSoftware","Spring boot (and Spring Cloud)","The Spring Framework is an application framework and inversion of control container for the Java platform. https://en.wikipedia.org/wiki/Spring_Framework +Spring Boot is an open source Java-based framework used to create a micro Service. It is developed by Pivotal Team and is used to build stand-alone and production ready spring applications. https://www.tutorialspoint.com/spring_boot/spring_boot_introduction.htm +Spring Cloud is a framework for building robust cloud applications. https://www.baeldung.com/spring-cloud-bootstrapping +","" +"f73f279d-9c4d-4f51-b217-4beb472f4283","SystemSoftware","Spring boot (and Spring Cloud)","The Spring Framework is an application framework and inversion of control container for the Java platform. https://en.wikipedia.org/wiki/Spring_Framework + +Spring Boot is an open source Java-based framework used to create a micro Service. It is developed by Pivotal Team and is used to build stand-alone and production ready spring applications. https://www.tutorialspoint.com/spring_boot/spring_boot_introduction.htm + +Spring Cloud is a framework for building robust cloud applications. https://www.baeldung.com/spring-cloud-bootstrapping","" +"72d4ff5c-fdbe-4586-962b-f557fbc6459b","SystemSoftware","Swagger","Swagger allows you to describe the structure of your APIs so that machines can read them. By reading your API’s structure, Swagger can automatically build interactive API documentation, automatically generate client libraries for API in many languages and explore other possibilities like automated testing. Swagger does this by asking your API to return a YAML or JSON that contains a detailed description of your entire API. This file is essentially a resource listing of your API which adheres to OpenAPI Specification. https://swagger.io/docs/specification/2-0/what-is-swagger/","" +"99f89c98-ef96-44e0-b3be-5cfe86d63fcf","SystemSoftware","Swagger","Swagger allows you to describe the structure of your APIs so that machines can read them. By reading your API’s structure, Swagger can automatically build interactive API documentation, automatically generate client libraries for API in many languages and explore other possibilities like automated testing. Swagger does this by asking your API to return a YAML or JSON that contains a detailed description of your entire API. This file is essentially a resource listing of your API which adheres to OpenAPI Specification. https://swagger.io/docs/specification/2-0/what-is-swagger/","" +"cd071d11-e102-40d8-903e-23dc5d447ebb","SystemSoftware","Terraform","Terraform enables you to safely and predictably create, change, and improve infrastructure. It is an open source tool that codifies APIs into declarative +https://www.terraform.io/","" +"6ccb22af-18e6-445a-9d7f-2ef1ba6542ac","SystemSoftware","Terraform","Terraform enables you to safely and predictably create, change, and improve infrastructure. It is an open source tool that codifies APIs into declarative. https://www.terraform.io/","" +"4f595d83-9f2d-4fba-8711-1a5e57c0b36d","SystemSoftware","TFS","Team Foundation Server (Microsoft TFS) helps manage teams and their code. It's because TFS offers a combo of version control, issue tracking, and application lifecycle management. https://www.perforce.com/blog/vcs/what-team-foundation-server","" +"0078a922-9898-435b-a7ce-3bd2ff13cc18","SystemSoftware","TFS","Team Foundation Server (Microsoft TFS) helps manage teams and their code. It's because TFS offers a combo of version control, issue tracking, and application lifecycle management. https://www.perforce.com/blog/vcs/what-team-foundation-server","" +"a78fc19f-d3f7-4962-a01b-03a7fe41750d","SystemSoftware","ThreadFix","ThreadFix helps correlate results across applications and the network infrastructure assets that supports them using test results from a variety of sources: static, dynamic, interactive, software composition analysis and network/infrastructure (https://threadfix.it)","" +"00f69316-4619-42f4-aebc-4b150443adb0","SystemSoftware","Traefik","Traefik is the leading open source reverse proxy and load balancer for HTTP and TCP-based applications. I put it here because Oracle API Gateway is here. (https://traefik.io/)","" +"bdfaa0f0-f456-46d0-97c8-04e30b753a08","SystemSoftware","Traefik","Traefik is the leading open source reverse proxy and load balancer for HTTP and TCP-based applications. I put it here because Oracle API Gateway is here. (https://traefik.io/)","" +"b2acfb55-5f9e-4f48-8bc9-7be391e4620c","SystemSoftware","Trello","Trello is a collaboration tool that organizes your projects into boards. In one glance, Trello tells you what's being worked on, who's working on what, and where something is in a process. https://help.trello.com/article/708-what-is-trello","" +"da60d869-571a-438c-939b-1a7e5b83cf01","SystemSoftware","Trello","Trello is a collaboration tool that organizes your projects into boards. In one glance, Trello tells you what's being worked on, who's working on what, and where something is in a process. https://help.trello.com/article/708-what-is-trello","" +"c6c94633-fac2-477b-9f74-9e445650b2d7","SystemSoftware","TypeScript","TypeScript is an open-source programming language developed and maintained by Microsoft. It is a strict syntactical superset of JavaScript and adds optional static typing to the language. TypeScript is designed for development of large applications and transcompiles to JavaScript. As TypeScript is a superset of JavaScript, existing JavaScript programs are also valid TypeScript programs. https://en.wikipedia.org/wiki/TypeScript +","" +"34ec3a3a-6dbd-4c31-b605-90d028705a6e","SystemSoftware","TypeScript","TypeScript is an open-source programming language developed and maintained by Microsoft. It is a strict syntactical superset of JavaScript and adds optional static typing to the language. TypeScript is designed for development of large applications and transcompiles to JavaScript. As TypeScript is a superset of JavaScript, existing JavaScript programs are also valid TypeScript programs. https://en.wikipedia.org/wiki/TypeScript","" +"7c1b6303-20d1-4d0f-87cd-a77833bb639d","SystemSoftware","VSCode","Visual Studio Code is a source-code editor developed by Microsoft for Windows, Linux and macOS. It includes embedded Git and support for debugging, syntax highlighting, intelligent code completion, snippets, and code refactoring. It is highly customizable, allowing users to change the theme, keyboard shortcuts, preferences, and install extensions that add additional functionality. The source code is free and open-source, released under the permissive MIT License. The compiled binaries are freeware for any use. +https://en.wikipedia.org/wiki/Visual_Studio_Code","" +"b509def5-42bc-4201-b0a8-fd5e3fc35b6b","SystemSoftware","VSCode","Visual Studio Code is a source-code editor developed by Microsoft for Windows, Linux and macOS. It includes embedded Git and support for debugging, syntax highlighting, intelligent code completion, snippets, and code refactoring. It is highly customizable, allowing users to change the theme, keyboard shortcuts, preferences, and install extensions that add additional functionality. The source code is free and open-source, released under the permissive MIT License. The compiled binaries are freeware for any use. +https://en.wikipedia.org/wiki/Visual_Studio_Code","" +"5e2cd307-b3fd-48d6-882b-fdd115fb5f74","SystemSoftware","Zoom","Zoom is a cloud-based video conferencing, group messaging, and online meetings solution for the educational, financial, health care, and government sectors. It is compatible with both PC and mobile devices. Users can incorporate HD videos and audio to meetings and make them interactive. https://zoom.us/ ","" +"32f6b875-8eda-457f-a8e4-0ae523b80534","SystemSoftware","Zoom","Zoom is a cloud-based video conferencing, group messaging, and online meetings solution for the educational, financial, health care, and government sectors. It is compatible with both PC and mobile devices. Users can incorporate HD videos and audio to meetings and make them interactive. https://zoom.us/ ","" +"id-66d4ca5eff514486980fdfd2fe074006","TechnologyCollaboration","Activity hub","A repository for storing recent activity related to a master entity. This repository is needed to support the real-time interfaces and real-time analytics. It may be loaded through the data ingestion process and through the real-time interfaces. However, many of its values were derived from analytics running inside the data reservoir.","" +"id-e5817af7df134d128ad43c36bab7afd1","TechnologyCollaboration","Advanced Analytics Sandboxes","A sandbox is used to provide a user with a copy of data from selected repositories that allows for a greater level of isolation from changes to the underlying data and to limit the workload impact on the rest of the reservoir","" +"id-055fea8568d24496a3ab8fc80fd9d35c","TechnologyCollaboration","Advanced Analytics Sandboxes (technology collaboration)","A sandbox is used to provide a user with a copy of data from selected repositories that allows for a greater level of isolation from changes to the underlying data and to limit the workload impact on the rest of the reservoir","" +"id-33670b5e88f94544879690cccad7d7d4","TechnologyCollaboration","Asset hub","A repository for slowly changing operational master data (information assets) such as, customer profiles, product definitions, and contracts. This repository provides authoritative operational master data for the real-time interfaces, real-time analytics and for data validation in data ingestion. If it is a reference repository of the operational master data management (MDM) systems it might also be extended with new attributes that are maintained by the reservoir. When this hub is taking data from more than one operational system, there may also be additional quality and de-duplication processes running that improve the data. These changes are published from the asset hub for distribution both inside and outside the reservoir.","" +"id-2c34a2fd1330402e8293e64d156bd98e","TechnologyCollaboration","Audit Data Repository","A repository used to keep a record of the activity in the data reservoir. It is used for auditing the use of data and who is accessing it, when, and for what purpose","" +"130ffdb0-38c8-4a76-a947-f9ff702bf2b5","TechnologyCollaboration","AWS Cloud Formation Templates","AWS CloudFormation simplifies provisioning and management on AWS. You can create templates for the service or application architectures you want and have AWS CloudFormation use those templates for quick and reliable provisioning of the services or applications (called “stacks”). You can also easily update or replicate the stacks as needed. https://aws.amazon.com/cloudformation/resources/templates/ ","" +"72923136-4da9-4b4a-9869-12ec5cbfadf2","TechnologyCollaboration","AWS Cloud Formation Templates","AWS CloudFormation simplifies provisioning and management on AWS. You can create templates for the service or application architectures you want and have AWS CloudFormation use those templates for quick and reliable provisioning of the services or applications (called “stacks”). You can also easily update or replicate the stacks as needed. https://aws.amazon.com/cloudformation/resources/templates/ ","" +"05d49958-2d63-4cc1-b30e-0238e7038fad","TechnologyCollaboration","Azure Resource Management Templates","Azure Quickstart Templates. Deploy Azure resources through the Azure Resource Manager with community-contributed templates to get more done. Deploy, learn, fork and contribute back. https://azure.microsoft.com/en-ca/resources/templates/","" +"941daf01-54c6-44d4-b806-c870a36e38a9","TechnologyCollaboration","Azure Resource Management Templates","Azure Quickstart Templates. Deploy Azure resources through the Azure Resource Manager with community-contributed templates to get more done. Deploy, learn, fork and contribute back. https://azure.microsoft.com/en-ca/resources/templates/","" +"id-252f833667de404996731401829f593d","TechnologyCollaboration","Code Hub","A repository of common code tables and mappings that are available through the data reservoir's application programming interfaces (APIs).","" +"id-1e7fae2247d14aefa6681b342f636eab","TechnologyCollaboration","Content hub","A repository of documents, media files, and other content that has been managed under a content management repository and is classified with relevant metadata to understand its content and status.","" +"id-faa6b1207fe849f8b284528388493a30","TechnologyCollaboration","Deep Data Repository","A repository holding a copy of most of the data in the data reservoir. It provides a place where raw data can be located for analysis. The data may be annotated, linked, and consolidated in deep data. Data may be mapped to data structures after it is stored, so effort is spend as needed rather than at the time of storing. This repository is designed for flexibility, supporting both high volumes and variety of data","" +"id-778b0e495e40422f807b32c4d1f7e417","TechnologyCollaboration","Descriptive Data Repository","","" +"id-f374503d8d73496f9cb74deb0d69d32e","TechnologyCollaboration","IIG Code Hub","The code hub is a repository of common code tables and mappings used for joining information sources to create information views","" +"id-6cf4191a293a46649002adb5b5a7b2de","TechnologyCollaboration","Information Access and Feedback","Self-service provisioning helps to get information to business users with minimal delay, known characteristics, and without any additional IT involvement. To support this and improve the usefulness of the reservoir, users are able to request access to additional data and feedback on the data within the reservoir through comments, tagging, rating, and other collaboration. This can be done through interfaces such as the catalog as they search for data, or through other collaboration tools and social media. Information views provide simplified subsets of the data reservoir repositories that are labeled with business friendly terms.","" +"id-a6779d6e170f4e4d9d463bebd92eb610","TechnologyCollaboration","Information Access and Feedback (technology collaboration)","Self-service provisioning helps to get information to business users with minimal delay, known characteristics, and without any additional IT involvement. To support this and improve the usefulness of the reservoir, users are able to request access to additional data and feedback on the data within the reservoir through comments, tagging, rating, and other collaboration. This can be done through interfaces such as the catalog as they search for data, or through other collaboration tools and social media. Information views provide simplified subsets of the data reservoir repositories that are labeled with business friendly terms.","" +"id-b81792dd73104c17b09e4a6393235ff5","TechnologyCollaboration","Information Warehouse Repository","repository optimized for high-speed analytics. This data is structured and contains a correlated and consolidated collection of information.","" +"id-51028d881462451383583c5087519b64","TechnologyCollaboration","Object Cache (technology collaboration)","To improve performance and availability to applications, some views of data can be made available through a cache. The object cache is particularly suited for systems of engagement applications because it is document-oriented, typically using the JSON format.","" +"id-154c3929bd1f4aa38afcdfece10be408","TechnologyCollaboration","Object Cahce","To improve performance and availability to applications, some views of data can be made available through a cache. The object cache is particularly suited for systems of engagement applications because it is document-oriented, typically using the JSON format.","" +"id-e57158a6c8054c74a58b22845c1e34c0","TechnologyCollaboration","Operational Governance Repository","","" +"id-7d050b2eb67c4c37bc4dfda2059c44a6","TechnologyCollaboration","Operational History Repository","A repository providing a historical record of the data from an operational application. This data is stored in the same format and with the same level of quality as is found in the application itself. This approach makes it possible to use this data to investigate activity around a specific application.","" +"id-40764a12981d48eeada09caa7d893039","TechnologyCollaboration","Staging Areas","A server supporting the staging areas that are used to move information around the data reservoir.","" +"id-1320346b06d949ad8dd358b0cc6f56f7","TechnologyCollaboration","VBI SandBoxes","A sandbox is an area of personal storage where a copy of requested data is placed for the requester to use. These sandboxes are the same as the sandboxes in raw data interaction. They are populated from the simplified information collections designed for business users.","" +"id-3ed6650ea4f34fa4a4b1c1ef9865694b","TechnologyCollaboration","VBI SandBoxes (technology collaboration)","A sandbox is an area of personal storage where a copy of requested data is placed for the requester to use. These sandboxes are the same as the sandboxes in raw data interaction. They are populated from the simplified information collections designed for business users.","" +"1190fd9c-c724-4246-9008-fa383955e1ce","TechnologyCollaboration","Visual Studio","Microsoft Visual Studio is an integrated development environment (IDE) from Microsoft. It is used to develop computer programs, as well as websites, web apps, web services and mobile apps. Visual Studio uses Microsoft software development platforms such as Windows API, Windows Forms, Windows Presentation Foundation, Windows Store and Microsoft Silverlight. It can produce both native code and managed code. +https://en.wikipedia.org/wiki/Microsoft_Visual_Studio","" +"d2053ada-dda1-4488-a829-a6c06f1b511d","TechnologyCollaboration","Visual Studio","Microsoft Visual Studio is an integrated development environment (IDE) from Microsoft. It is used to develop computer programs, as well as websites, web apps, web services and mobile apps. Visual Studio uses Microsoft software development platforms such as Windows API, Windows Forms, Windows Presentation Foundation, Windows Store and Microsoft Silverlight. It can produce both native code and managed code. +https://en.wikipedia.org/wiki/Microsoft_Visual_Studio","" +"e3713a79-7322-467a-84b8-f9db0adb85fa","TechnologyInteraction","CI/CD Certified Accessible and Secure DevOps Toolset","","" +"id-016b8c1451d34d64b43af9220ade3954","TechnologyInterface","Github Desktop for Windows 2.9.4","v2.9.4 October 6, 2021 +https://desktop.github.com/release-notes/","" +"id-469111f5f582479da42c2c918f887967","TechnologyInterface","QualiWare QLM","QualiWare Lifecycle Manager","" +"7aa67b8a-7f80-402b-b192-9dee9dc73edd","TechnologyService","<> JSON Web Token (JWT)","","" +"2827551d-3fc4-47e5-bb1a-c153e688d6d5","TechnologyService","<> Encryption in Transit","","" +"f4bf7895-ebbb-4914-a2bb-f8b9d9fca819","TechnologyService","<> Web application Firewall","","" +"4a08afe0-12e8-4801-a594-9810042fda1d","TechnologyService","Implemented Control Measures","","" +"ed9e4b96-c1fd-4155-a10f-2f7ab3bc3c7c","TechnologyService","Implemented Control Measures","","" +"e01b4691-dd4d-496c-83fe-74b4c00a09c7","TechnologyService","Operational Security Control","Definition: A security control that is primarily implemented and executed by people and is typically supported by the use of technology, such as supporting software. (ITSG-33/HTRA)","" +"5bc83be7-3775-4290-9699-bfa8e2daba93","TechnologyService","Operational Security Control","Definition: A security control that is primarily implemented and executed by people and is typically supported by the use of technology, such as supporting software. (ITSG-33/HTRA)","" +"d94d1d3d-e9d2-4ac1-9610-a4f3c8f0e54b","TechnologyService","Technical Controls","","" +"c58b59e9-e72b-4e49-b639-f84105e99e28","TechnologyService","Technical Security Control","Definition: A security control that is primarily implemented by the use of technology. (adapted from ITSG-33/HTRA)","" +"76ef9cd2-ac20-4126-9b22-74daf8de9b2f","TechnologyService","Technical Security Control","Definition: A security control that is primarily implemented by the use of technology. (adapted from ITSG-33/HTRA)","" +"id-d9d3206054dc4bb9be6e76f9c56c9417","Assessment","11 - Aggressive Timelines for December 2023 Release (Risk)","","" +"id-6da8509210cd430e9086e6dc15d6a35a","Assessment","2016 Meunier Report Recommendations","","" +"id-f97292873245417cb3ff77ada873f578","Assessment","3 - Final Approved December 2023 Release Scope (Risk)","Category: Scope Boundaries +Status: New Identified +Transferred to: +Risk Introduced to the Department: No +Risk Event: Without an approved final scope, there is a risk that the project will not be able to deliver for the December timeline. +Risk Cause: Scope document has not been signed off for approval. +Risk Context: Risk for December 2023 Release June 30: Have addressed comments from both CRA and HC, and have sent back to both departments for final approval. +Origin of Risk: Internal +Nature of Risk: +Owner: +Date Identified: 2023-06-19 +Risk Consequence: Scope, Schedule, Cost, Benefits Realization +Risk Consequence Description: Without an approved final scope, there is a risk that the project will not be able to deliver for the December timeline. +Risk Impact Perspective: +Existing Control / Mitigation: +Current Probability: High +Current Impact: High +Current Exposure: HIGH +Risk Trigger: +Risk Trigger Date: +Risk (Score): 9 + +Response +Risk Management Action: MITIGATE (Requires Future Control/Mitigation actions) +Escalation Level: +Mitigation Plan Complete: No","" +"id-39b35c4dce404502989a70ed9527007b","Assessment","4 - BRs and IT Development (Risk)","","" +"id-3deb36462ee64794b38e7b63df94417e","Assessment","6 - CDCP Implementation Date (Risk)","","" +"id-78052f0732ed4f1f848a9473e163dabb","Assessment","9 - Delay in TPA Contract (Risk)","","" +"9e47b9ff-2cf3-44bf-b158-ddcece23adde","Assessment","<> No bot detection","","" +"793c32ba-0dc0-443d-8eb9-db06fe643ee0","Assessment","<> No bot detection","","" +"28c57acd-783b-4150-a126-633e3a095fed","Assessment","<> No risk based authentication","","" +"d66b7bc0-ff0f-4fd8-b64c-05c65c977f8f","Assessment","<> No risk based authentication","","" +"c7bfb631-39bd-4eb5-bea3-1acf7f7d81c0","Assessment","<> Single factor of authentication","","" +"902d5b83-06fb-44eb-9a3b-d9e14a68cdcd","Assessment","<> Single factor of authentication","","" +"id-7daae99cbfff475681a2877997a2d8ec","Assessment","Ability To Implement WLM-and-CE is HIGH (Assessment)","6.2.2. - Implementation and Capacity Considerations +Stakeholder Impacts: +1. IITB is currently working to modernize its service delivery and addressing its technical debt. This option would enable IITB to support the technical debt efforts by moving out of the legacy datacenters. +2. There is no planned changes to any interfaces or data manipulation. Clients should not perceive any changes, other than potential increase in network efficiency or application response time. +3. SSC has initiated the WLM program and requested ESDC to participate. SSC has provided a benefit map, reflecting the multiple possible gains from leaving the legacy datacentres. Due to the difference in infrastructure and architecture, this option would enable only part of the SSC benefits. + +Project Management Capacity +1. IITB has appointed a project management to supervise and manage the project. +2. IITB solution managers will act as subject matter expert for their respective solutions, providing plan, costs, risks and regular updates to the management team. +3. IITB project management is working in collaboration with SSC to plan and coordinate the project. + +Based on the Implementation and Capacity listed considerations above, the ability to implement this option is rated as: HIGH","" +"id-3deababbb8ed48d0977a12fb8e2faff9","Assessment","Ad-Hoc Forecasting Is Done Rather Than Continuously","Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. ","" +"id-0549036b3f8547b2b3f9c4e4866e7002","Assessment","Assessment","","" +"id-7d9135ec38e546c8969f93d9c72e0288","Assessment","Assessments","","" +"id-f31e72aae64d4b0f9197ce4a580cd3d9","Assessment","Asset Protection","Description: +Scoring Guide: + 0 = none or limited. + 4 = Data Encryption, Endpoint protection, Integrated Risk Management, IT Service Management + +WHY +","" +"id-5e8e06e7afd74bc1817c47ce2557e417","Assessment","Business Architecture IAG Assessment Report [2021-08-30] (Assessment)","BusinessArchitecture IAG Assessment +Project Number: 202100024 +Project Name: Learning Management System Renewal +BizArch Lead IAG: Dan R + +Alignment to Strategy +This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries. + +BizArch Recommendations: +This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions. This will create a more enterpriseable solution to be reuse by many other solutions and supported for many years to come. + +BizArch Category: Life Cycle Management +BizArch Category Reasoning: Business Architecture consider this project as a Life Cycle Management type of initiatives. It is replacing technology at end of vendor support (SABA) with newer technology supporting GC and ESDC priorities in accessibility and security to name a few. + +BizArch Criticality: Medium +BizArch Criticality Reasoning: Business Architecture consider Criticality to Medium in view of the current solution that support most of the requirements and will still do so while this organization are addressing new concerns and priorities to be supported and implemented in the new solution. + +BizArch Alignment: Medium +BizArch Alignment Reasoning: Accessible, Cloud based and Secure solution are priorities of both GC and ESDC. Please keep in mind that opportunities to interoperate with other HR related solutions should be considered as much as possible to be relevant in the future of this organization. + +BizArch Urgency: Medium +BizArch Urgency Reasoning: August 2023 is the end of support of SABA. At this time, with a 24 months time frame to accomplish the transition to another solution is acceptable and doable. + +Business Impact Assessment +Value Stream: Develop Employee Career +Value Stage: Develop Employee +Value Item: Skills & experience improved to match career opportunity +Capability: 10.4.3 Training and Development Management +Impact Type: Improving PPIT + - People: 1 - Low + - Process: 2 - Medium + - Information: 2 - Medium + - Technology: 2 - Medium","" +"id-2abc1e50ca164cdc8bb1eee90e9aaa0f","Assessment","Case Quality Provisioning To External Agencies","Metric Name +Quality assessment of cases provided to external agencies for processing +","" +"id-2ef9b550db6a4fa7ad226b6460a28473","Assessment","Consolidate Solutions","Description: Proposal consolidates business solutions by reducing the total number of solutions in the department application portfolio + +Scoring Guide: + 0 = Proposal adds to portfolio + 1 = No portfolio impact + 2 = 1 for 1 consolidation / retirement of system + 3 = Consolidation/retirement of 2+ minor systems producing net reduction + 4 = Consolidation / retirement of 2+ major systems producing net reduction + +WHY +2020-23 Departmental IT Plan - English - for iService.pdf (esdc.prv) +http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf +Section 1.2 +Risk Service Delivery +There is a risk that ESDC will not be able to maintain the delivery of high-quality services while changing how it is delivering them. + +Utilize the APM methodology to analyze, standardize and modernize IT applications, including: +develop multi-year plans to decommission and replace redundant application; +prioritize future IT investments based on risk mitigation, cost efficiency and reusability; and, +analyze and provide standardized direction for all IT enabled projects through ESDC’s EARB. + +Utilize a holistic, multidimensional business view of capabilities and associated Business Architecture tools to better position the Department for effective service delivery to Canadians, such that: +investments and proposed investments are favourably aligned with identified priorities and strategies; +objectives are measurable and requirements traceable; and, +enterprise solutions are leveraged where possible to avoid duplication of effort.","" +"id-eb47ad7893074c2482663524cff6e0e3","Assessment","Crises Response Delayed In Getting Data Access","Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. ","" +"id-521d12018d24410e9d82255004688ecb","Assessment","Data Consistency & Quality Control","Metric Name: Consistency of data +Metric Type: Qualitative +Description: ISB will perform a year-over-year comparison of the number of cases that pass the validation checks + +Metric Formula: A random selection of cases will be extracted for validation against the new processes and data security procedures. +Baseline: The baseline of process/data security compliance in extracted cases will be established after one year of system usage. + +Target +The target will be set at 90% compliance during the first review. + +Assumptions +All regions will use the new system +All regions will be rated on the cases they deliver against the standards +Quality Control sample of cases closed per region per year will be defined + +Strategic objectives link +Engage our employees and various stakeholders in the work that we do","" +"id-ccf4163a0452416a9cdabe5fbe89cd43","Assessment","Data Managers Cannot Quickly Ascertain Data Access (WHO-WHAT-WHY)","Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. ","" +"id-d9110e8ac3944b31bfdfcc74e5de621c","Assessment","Data To Understand Issues Is Scattered Across Stakeholders","Issues such as chronic homelessness need national support, but the data to understand such issues is scattered across stakeholders.","" +"id-d5a6a37ca67441a3b8c5f97af098eb49","Assessment","Disparately Sourced Data Does Not Always Agree, Unlear Terminology Causes Doubt As To Meaning","Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. ","" +"id-a066f2b0a84544b89b372191611317d3","Assessment","Edge Protection","Description: + +Scoring Guide: + 0 = none + 4 = Enterprise Threat Intelligence (SIEM, UEBA, WAF, AI/ML) + +WHY +","" +"id-fc8a68e552254032803625522115a18e","Assessment","Enterprise / Reusable","Description: Proposal implements or leverages an enterprise solution for a key capability that could be leveraged by more than one business line + +Scoring Guide: + 0 = No reuse + 1 = Limited reuse (e.g., single web service) + 2 = Moderate reuse + 3 = Reuses enterprise solution or creates significant reuse opportunity + 4 = Establishes reusable enterprise solution + +WHY +Digital Operations Strategic Plan: 2021-2024 +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +Strategic Pillar 3: Implement Enterprise +Priority 3.2. Plan and govern for the sustainable and integrated management of service, information, data, IT and cybersecurity + +Integrated planning using the right data, processes and technology, will help provide data‑driven insights across the GC portfolio of investments, assets and services","" +"id-7adcf128a0434d5ab71bf6b323e86827","Assessment","ESDC EA Assessment","","" +"id-51a0c11cd1b04858a2b2d031e4073715","Assessment","ESDC EA Assessment Slide (Score, Icons)","","" +"id-837bc4b19fc54b459d0af92ef1d1f0dc","Assessment","ESDC Needs To Mature Its Data Foundations To Address Significant Changes to Benefits Delivery Modernization","The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example: +• ESDC is addressing some of the most significant changes to Employment Insurance in its history and the push to build a system for the future is even more pronounced. ","" +"id-e59109f627704bf49bcb46a04ec48f12","Assessment","ESDC Needs To Mature Its Data Foundations To Ensure Services To Those Most Vulnerable","The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example: +• The need to ensure the application of a GBA+ lens has never been greater. ESDC must ensure that gaps in data collection and analysis are identified and addressed so that ESDC can ensure that we are serving the members of our society who are most vulnerable. ","" +"id-1fe0cab569334d1093d944791dcdc87d","Assessment","ESDC Needs To Mature Its Data Foundations To Support Accelerated Research, Policy and Decision-Making Cycles","The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example: +• GC, and ESDC in particular, has experienced policy development at an unprecedented speed. The pandemic touches all aspects of our business (voluntary sector, housing and homelessness, employment, early learning and child care, horizons for seniors, student benefits, etc.) and the ability to respond quickly is expected. Pressure to support accelerated research, policy and decision-making cycles to address the immediate crisis and the move towards a “new normal” is very real and the effects will be lasting.","" +"id-234c73b2e6774bc0aea27ad4b99333ea","Assessment","Executives Are Unsure Of What To Trust","Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. ","" +"id-4c47ecae37684ecca5c1a70b6f76e5b3","Assessment","External Access","Description: + +Scoring Guide: + 0 = Custom IAM, no antibot, no MFA, not shared + 1 = Shared Custom, Antibot and MFA controls in place. + 2 = CSP provided, Antibot and MFA controls in place. + 3 = Enterprise ECAS enabled solution + 4 = iSAMS onboarding roadmap / or no external access + +WHY +","" +"f0e2d878-7797-45ed-bef5-28ca977ead13","Assessment","Feature Outcome","","" +"9b563ad2-a1a6-4a6a-8e3d-5e94c5780e86","Assessment","Feature Success Critera","","" +"id-9826435d9c1549fb98476be64338c486","Assessment","Following Enterprise SDLC","Description: Proposal operates in a standardized technical environment within department guardrails and standards + +Scoring Guide: + 0 = Creates an exception to established standards + 1 = Adds to complexity but supports standards + 2 = Supports standards. No impact on complexity + 3 = Reduces complexity using a CI/CD pipeline supporting standards + 4 = Reduces complexity of IT environment using a shared CI/CD pipeline impacting multiple systems/components while supporting standards + +WHY +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Design for performance, availability and scalability +ensure response times meet user needs, and critical services are highly available +support zero‑downtime deployments for planned and unplanned maintenance +use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively +establish architectures that supports new technology insertion with minimal disruption to existing programs and services +control technical diversity; design systems based on modern technologies and platforms already in use +Follow DevSecOps principles +use continuous integration and continuous deployments +ensure automated testing occurs for security and functionality +include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Design for Interoperability +design systems as highly modular and loosely coupled services +expose services, including existing ones, through APIs +make the APIs discoverable to the appropriate stakeholders +Enable Interoperability +expose data and functionality through service interfaces +applications must communicate with each other via those interfaces +services interfaces must be published and discoverable ","" +"id-c1ded0488ba34eeea8f0ad1b9745d9c2","Assessment","Improve Data Masking","","" +"id-1668d431ef5a44618698bb1526d018e8","Assessment","Inadequate Event Logging Standardization ","","" +"id-4e6854fec01141f08d4ff1bab15b2b6e","Assessment","Increased Risk Due To Continued Legacy Data Centre Use (Assessment)","2.1.2 Consequence of Inaction + - Continued use of the legacy Data Centres would increase risks to security and service delivery. The aging datacentres are expensive to maintain and present an increasing risk to its data protection, disaster recovery capacity, and service delivery","" +"id-0566502db2cd4db3af12f95e3e90a5ca","Assessment","Internal Access","Description: + +Scoring Guide: + 0 = None + 4 = Enterprise Internal Access Controls (AD, IAAM, RBAC, Onboarding, Offboarding) + +WHY +","" +"id-8e3b63886883433a870733d0f3f1e62a","Assessment","ISB Conformity Standard Case Rate Change","Metric Name: Increase in the rate of cases meeting the ISB conformity standard +Metric Type: Qualitative +Description: ISB will perform a year-over-year comparison of the number of cases that meet the conformity standards + +Metric Formula +Combine the conformity rates for each month, then divide by 12 to get a yearly rate and then subtracting the rate from the previous year to get the annual increase + +Assumptions +All regions will use the new system +All regions will be rated on the cases they deliver against the standards +The conformity rate will be established after one year of systems/process usage. +Quality Control sample of cases per region per month will be defined + +Baseline +The baseline will be established after the first year of using the new system and processes + +Target +The compliance group has a target of 85% conformity rate and the Enforcement group will use the same measurements. + +Strategic objectives link +Support the workforce to meet the demands of the future","" +"9791ceb0-e219-42fa-8a8a-fd6eb1f89392","Assessment","IT Security Risk","Definiton: The potential that a given threat will compromise IT assets and cause injury.(ITSG-33/HTRA)","" +"085b93d7-b64a-4bc3-80f5-8b074fa28907","Assessment","IT Security Risk","Definiton: The potential that a given threat will compromise IT assets and cause injury.(ITSG-33/HTRA)","" +"id-8713a276a6924fe89dc30857a9200228","Assessment","IT Strategic Alignment","Description: Proposal is aligned with the 2020-23 Departmental IT Plan and Digital Operations Strategic Plan: 2021–2024 + +Scoring Guide: + 0 = break from direction + 1 = No impact or alignment demonstrated. + 2 =limited alignment with a few components New ABBs and SBBs + 3 = some alignment for multiple components Shared ABBs and SBBS + 4 = well aligned , all components. Reusable ABBs and SBBs + +WHY +ESDC IT Plan: +Departmental IT Plan: 2020-2023 +http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf +GC IT Plan: +Digital Operations Strategic Plan: 2021-2024 +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +GC Digital Standards website +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-standards.html +GC Enterprise Architecture Framework; +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework","" +"id-ff3232147f954a65bc8103d5c909e529","Assessment","Lessons Learned In Response To COVID-19","1.2.3. Lessons learned in response to the Covid-19 response +The experience of reporting on the Canadian Emergency Response Benefit (CERB) has highlighted weaknesses in our data foundations. Data gaps and a lack of clear and effective processes and procedures for data sharing and management delayed or prevented analysis of the socioeconomic impact of the pandemic on marginalized and racialized groups. Reporting of summary data by province, age and gender was not achievable within timeframes required for rapid analysis and response. Data from different parts of the department were in conflict, and executives did not have confidence in the quality of the data. This proposal builds on the rapidly deployed assets CDO has created to address these urgent problems, and will help the department be prepared to quickly and accurately provide consistent and reliable answers to business questions by ensuring that data is ready, detailed and reliable to support reporting and analysis needs.","" +"id-2e21d672ee1e415e80213fa199512b29","Assessment","Leverages Cloud Services","Proposal leverages Cloud services to reduce IT run costs +Description: SaaS, PaaS, IaaS + +Scoring Guide: + 0 = No cloud + 1 = IaaS, PaaS + 2 = IaaS in public cloud using open source solutions + 3 = PaaS in public cloud using open source solutions + 4 = SaaS + +WHY +Use cloud first +adopt the use of the GC Accelerators to ensure proper security and access controls +enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) +Fulfil cloud services through SSC Cloud‑Brokering Services +enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions +design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + +Use open source solutions hosted in public cloud +select existing solutions that can be reused over custom built +contribute all improvements back to the communities +register open source software to the Open Resource Exchange + +Use software as a service (SaaS) hosted in public cloud +choose SaaS that best fit for purpose based on alignment with SaaS capabilities +choose a SaaS solution that is extendable +configure SaaS and if customization is necessary extend as open source modules","" +"id-4020e2f80d9b4d7b80b3f880ba15b425","Assessment","Limited SOC Resources & Expertise","","" +"id-5449ef9d56b3423eaac033593535ccdf","Assessment","Log Data Growth & Proliferation"," ","" +"id-d3a41d2d7d714ca6b52ebc080416ed8f","Assessment","Policy Enforcement","Description: +Scoring Guide: + 0 = none + 4 = Enterprise Policy Enforcement and Management (Data Encryption, IAM, credentials, Tokens) + +WHY +","" +"id-6bc9462b378d43ee9899db3cc0854813","Assessment","Product / Service Type","Description: Does the solution exist at ESDC today? + +Scoring Guide: + 0 = External solution (neither ESDC or SSC) + 1 = Existing COTS/SaaS + 2 = Existing Custom + 3 = New COTS/SaaS + 4 = New Custom + +WHY +New systems that require ESDC administration are more complex. Custom solutions are more complex than Out of the Box or SaaS solutions.","" +"id-052772f1369c439bb00a8002962c44c6","Assessment","Program Performance Reporting Is Limited & Siloed","","" +"id-939781f1dea042cf82053a2c7c7ef056","Assessment","Rapidly Changing Digital Landscape (Assessment)","Context: a rapidly changing digital landscape +Today’s digital landscape is marked by change of unprecedented pace and scope. Rapid technological, digital and data transformation are now part of Canadians’ daily lives, revolutionizing the way they access information and services and the way they live, socialize and work. + +Canadians expect to be able to access any government service, at any time and on any device. Most citizens agree that personal information should be shared between GC departments to enable faster, more accurate service.Footnote2 However, while they recognize the potential of technological, digital and data transformation, citizens are concerned about how the GC uses and manages their personal information and about what it does to ensure their privacy and security.Footnote3 + +In the 2020 Speech from the Throne, the government committed to ensuring that all Canadians, no matter where they live, have access to high-speed Internet. It also committed to making generational investments to update outdated IT systems to modernize the way government serves Canadians, from the elderly to the young, and from people looking for work to those living with a disability. + +Canada plays a leadership role on digital government internationally, through forums such as the Digital Nations, the International Council for Information Technology in Government Administration (ICA), the Organisation for Economic Co‑operation and Development (OECD), and the United Nations. + +In recent years, Canada has also emerged as a leading voice in the global open government community. Since 2012, it has been a member of the Open Government Partnership (OGP). This multilateral initiative by 75 member nations and a number of sub‑national government members aims to secure concrete commitments to promote transparency, empower citizens, fight corruption, and harness new technologies to strengthen governance, in partnership with civil society and the private sector. So far, Canada has released three OGP action plans outlining how it will make government more open. A fourth action plan is under development. + +The world is moving toward using cleaner technologies. The 2021–2024 DOSP goes hand in hand with the Greening Government Strategy, which seeks to make GC operations low-carbon through green procurement and clean technologies.","" +"id-59dd0abac4434d9eac6cdc0b373a7780","Assessment","Reduces Technical Debt","Description: Proposal reduces key department Technical Debt and/or other technology related risks + +Scoring Guide: + 0 = Adds to Department Technical Debt + 1 = No impact + 2 = Reduces Technical Debt for one system + 3 = Reduces Technical Debt for multiple systems + 4 = Reduces Technical Debt department-wide + +WHY +2020-23 Departmental IT Plan - English +http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf +Section 1.2 IT Risk Analysis +Risk :Technical Debt There is a risk that ESDC does not have the ability to continuously operate, transform, and innovate to adequately deliver on the digital government priorities that support ESDC programs and services and ensure IT Service Continuity. +Response :. Mature and improve ESDC’s EA, supported by the creation of the departmental EA function and the launch of the Department’s EA Review Board, where EA will facilitate tracking the amount of technical debt against a set of portfolio level standards and/or targets and favour advancing EA-based projects that avoid increasing technical debt. + +Digital Operations Strategic Plan: 2021-2024 +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +Priority 1.1. Strengthen the overall health of the government’s application portfolio +Several issues can weaken this health and lead to “technical debt.” Technical debt occurs when the vendor hasn’t upgraded and no longer supports an application, or when an application is so old that it’s hard to find people who have the skills to maintain it. In some cases, technical debt makes applications costly to maintain and at risk of performance and security failures. In other cases, it means that applications are too outdated to deliver fully digital services. ","" +"id-3a8c96e507bb4f448d6defbac10accae","Assessment","Requirements Maturity","Description: How well are the requirements / business processes defined? + +Scoring Guide: + 0 = No requirements or processes are changing + 1 = Requirements are understood, documented, and stable + 2 = Requirements are understood, documented, but subject to change + 3 = Requirements are understood but not documented + 4 = Requirements are not understood + +WHY +Important to include both Business and Non-functional requirements in discussion. Need to be understood by business and developer / operator or complexity rises.","" +"2908da53-a6dd-42c2-982d-820067370b51","Assessment","Risk","","" +"6ff8b1f7-f58c-4f2c-a6d3-9279c5fa261e","Assessment","Risk","","" +"30762c2c-be89-48c2-8763-755936d1a274","Assessment","Risk","","" +"id-a26ae49499be4cd1adf985dbade00e63","Assessment","Risk - Application Decommissioning (Assessment)","Risk Description: +There is a risk that the decommissioning of application do not respect the established processes regarding information management or that the server remains active due to improper respect of procedures. +Impact Description: +Unused, yet active servers, will result in a reduction of benefit realisation. Added/delayed work will have an impact on schedule and project costs.","" +"id-3b95047110ca48bb94973843b9eebaa3","Assessment","Risk - Availability Of Capability and Capacity (Assessment)","Risk Description: +Due to the large amount of applications that are included in the WLM scope, there is a risk that the knowledge & expertise required to effectively execute the work required may not be readily available. This could affect the project timeline, costing, and level of benefits realization. +Impact Description: +Lack of knowledge might affect the timeline, also impacting the project costs.","" +"id-4754fddc16a14b029fa3ae44ecaa9032","Assessment","Risk - Change In Schedule (Assessment)","Risk Description: +Due to the many factors that could cause delays to the project, there is a risk that the project schedule will need to be changed and adjusted throughout the project lifecycle. +Impact Description: +There is a risk that the timeline is increased, also impacting the project costs.","" +"id-a34a0732ae94423d9fc96b37a09b9e69","Assessment","Risk - Delays In IT Security Policies and Procedures (Assessment)","Risk Description: +Due to the migration to cloud and to new environments, there is a risk that IT Security policies and procedures may need to be taken into consideration, thus potentially altering the project operations and timelines. Additional work might be required to respect security standards. The timeline and project costs might be affected. +Impact Description: +Additional work might be required to respect security standards. The timeline and project costs might be affected. The security implications might affect the level of benefits realised.","" +"id-10f758185b6149ab9588734ff4a14974","Assessment","Risk - High Complexity Leading To Delays (Assessment)","Risk Description: +Due to the high volume of applications that are very complex, the change in architecture for both EDC and cloud destination, there is a risk that the schedule will not be maintained as some applications may require more time than others or that ESDC might not have the required expertise. This would lead to delays in the project timelines and unexpected financial costs, in addition to delays to the benefits realization. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. Additional modification to the architecture at the application and infrastructure level might be required.","" +"id-29038e7916c0456786c853be3ce11111","Assessment","Risk - High Network Complexity and Performance (Assessment)","Risk Description: +Due to current problems related to the ESDC network performance and complexity, there is a risk that the level of difficulty may increase with workload migration activities and/or limit the ability of EDC to migrate the applications away from legacy datacentres and to EDCs or Cloud. +Impact Description: +There is a risk that the timeline is affected, either caused by delays on delivery or added work required, also impacting the project costs.","" +"id-7f30e5376aa14f758fecc021228ad479","Assessment","Risk - Insufficient Funding (Assessment)","Risk Description: +Due to the long-term nature of the project and the possibility of changing priorities, there is a risk that the project funding might need to be adjusted throughout the project lifecycle or not sufficient for the full completion of the project and benefit realisation. +Impact Description: +If funding is not sufficient, the scope will need to be adjusted, affecting the level of benefits and project timelines","" +"id-648c205c239b40eba235f10cf3c93d6e","Assessment","Risk - Insufficient IITB Support (Assessment)","Risk Description: +Due to the dependency of the project on the support of teams such as Application Portfolio Management and the Cloud Centre of Expertise, there is a risk that a disturbance in their environments may result in delays to the operation and progression of the WLM Project. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs.","" +"id-83cb23097f334b1ba6cbee3507e5a2f5","Assessment","Risk - Interdependencies With Other Projects (Assessment)","Risk Description: +Due to the collaborative nature of the work that is to be done within the scope of the WLM project, there is a risk that the partner processes within IITB may impact the progress of the work being done. These partners currently include the following teams: Application Portfolio Management, IT Security, IT Accessibility, Enterprise Architecture, BRM, CCOE, and Testing Services. A delay in the process of any of these partners could potentially affect the WLM Project timelines and cause delays and unexpected financial costs. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs.","" +"id-e2cef6ed630b46cdb394604f0e3a1ace","Assessment","Risk - Interdependencies With Partners (Assessment)","Risk Description: +Due to the collaborative nature of the work that is to be done within the scope of the WLM project, there is a risk that the partner processes outside of IITB may impact the progress of the work being done. These partners currently include SSC. A delay in the process of any of these partners could potentially affect the WLM Project timelines and cause delays and unexpected financial costs. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. The scope might also need to be revised if partners cannot proceed with the required activities.","" +"id-360aa6a700b44dbeac90f68f5c6c17fa","Assessment","Risk - Interoperability (Assessment)","Risk Description: +Due to the nature of the current environment and how it has some differences with the new environments, there is a risk that there will be a lack of interoperability between the old and new systems. +Impact Description: +The solution might require significant adaptation in order to perform in the new environment. There is a risk that the timeline is affected, also impacting the project costs. The level of change might affect the project benefits realisation","" +"id-b95f6907f25141938f6e51842418de78","Assessment","Risk - Unclear Scope (Assessment)","Risk Description: +Due to the scale of operations that will be carried out within the WLM project scope, there is a risk that Tech Debt & BDM may overlap the WLM scope when working on their respective mandates. This could result in the same application being picked up by multiple groups if there is a lack of clear communication and planning. +Impact Description: +There is a risk that the scope and timeline are affected, also impacting the project costs.","" +"id-81e0297026ea4508828f8b512bfd4e47","Assessment","SAS Lite Assessment","","" +"id-853e7bc1ede8440d8c933f45445dd837","Assessment","SAS SharePoint 2010 Migration Report (Assessment)","https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/MigrationReports/dialogue_proj_ITCD-RMTI_SAS-SAS.aspx + +Site Report / Rapport de site + +General Info / Informations générales +Site URL / Lien du site : https://dialogue/proj/ITCD-RMTI/SAS-SAS +New planned URL / Nouveau ien planifié : https://014gc.sharepoint.com/sites/ITCD-RMTI/SAS-SAS +Site Title / Titre du site : SAS-SAS +Description : +Created on / Créé le : 2016-12-22 9:01:46 PM +Last Content Modified / Dernière de modification du contenu : 2021-06-25 5:05:07 PM +Litigation Status / Statut du litige : +Department / Ministère : Employment and Social Development Canada_Prior to 2021 +Branch/Region / Direction générale/région : Innovation, Information and Technology Branch +Directorate / Direction : Business Solutions Innovation +Division: +Site Collection Administrator / Administrateurs de collection de sites : +Site Content Owner / Propriétaire du site : +Template / Modèle : STS#0 +Indended Use / Utilisation du site : Community +Client Scope / Utilisateurs du site : +All Regions +Content Database / Contenu de la base de données : SP_Dialogue2-2010 +Is top level site / Site de premier niveau : False +Parent Site / Site de parent : https://dialogue/proj/ITCD-RMTI +Number Of Subsites / Nombre des sous sites : 0 +Site Collection Size / Taille de la collection du site : 15945.632033 MB / Mo +Storage Quota Used / Limite de stockage utilisé : 63.36% +Number Of Document Libraries / Nombre de bibliothèques de documents : 4 +Number of Documents / Nombre de documents : 4196 +Master Page / Page maître : None, /proj/itcd-rmti/SAS-SAS/_catalogs/masterpage/gcBranding2010v4.master +SP Designer Enabled / SharePoint Designer activé : True + +Active Directory Groups / Groupes Active Directory: +Group Name: domain users - Owner: - Permission: Limited Access, ContributeWithoutDelete +Group Name: na-iitb-dgiit-spam-spag-ta-at - Owner: Lipskie, Robert - Permission: Limited Access +na-iitb-dgiit-spam-spag-ta-at-dsr-rbl - does not exist + +Checked Out Files / Fichiers extraits: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.4-Checked-out-files.aspx?csf=1&web=1&e=Pqv9DL + +Alerts / Alertes: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.2-Alerts.aspx?csf=1&web=1&e=dqpXIT + +Customized Pages / Pages personnalisées: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.8-Customized-Pages.aspx?csf=1&web=1&e=Xlcg4B + +File Versions / Versions des fichiers: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.11-File-Versions.aspx?csf=1&web=1&e=PFsUeY + +In addition to the items above, some remediation items cannot be discovered via the scan tool. Please review the information below to determine if any apply to your site. / En plus des éléments ci-dessus, certains éléments de correction ne peuvent pas être découverts via l'outil d'analyse. Veuillez consulter les informations ci-dessous pour déterminer si certaines s'appliquent à votre site. + +Absolute URLs / URL absolues: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.1-Absolute-URL%E2%80%99s.aspx?csf=1&web=1&e=AIMu5v + +Client Dependencies / Dépendances des clients: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.5-Client-Dependencies.aspx?csf=1&web=1&e=erRnoS + +Custom Navigation / Navigation personnalisée: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.6-Custom-Navigation.aspx?csf=1&web=1&e=VkBlVi + +Data Connection Libraries / Bibliothèques de connexion de données: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.9-Data-Connection-Libraries.aspx?csf=1&web=1&e=LSAc0w + +Site Collection Settings / Paramètres de la collection du site: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.24-Site-Collection-Settings.aspx?csf=1&web=1&e=7GSela + +Web Part Maintenance / Maintenance du composant web part: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.29-Web-Part-Maintenance.aspx?csf=1&web=1&e=M9GM5r","" +"id-0363403b2e3c4d8196ba2583dccb37bb","Assessment","Scheduling / Resources","Description: How aggressive is the schedule and are sufficient resources available? + +Scoring Guide: + 0 = No scheduling or resource concerns + 1 = Reasonable schedule/resources available + 2 = Reasonable schedule/significant resource concerns + 3 =Aggressive schedule/resources available + 4 = Aggressive schedule/significant resource concerns + +WHY +","" +"id-a9247c1bbb004b429393647ca94a7d7c","Assessment","Secure Data Exchange","Description: +Scoring Guide: + 0 = Custom exchange manged by point to point partners, no policy enforcement point. + 4 = API LM (API Store and Gateway used for exchange) + +WHY +","" +"5fc110cc-1ed3-4091-a065-e9da2cdd493c","Assessment","Security Analysis & Ranking","","" +"id-306cd51c8a1847d59b29a733cab1b73f","Assessment","Security Operations","Description: +Scoring Guide: + 0 = no active monitoring or operations. + 4 = Enterprise Cyber Security Operations + +WHY +","" +"id-33511409397d4e23b18bde849a0ea668","Assessment","Solution Deployment","Description: How is the solution deployed and how widely distributed? + +Scoring Guide: + 0 = Cloud-based/external + 1 = Desktop or browser/Single location OR server-only (no UI) + 2 = Browser-based/any distribution + 3 = Desktop component/multiple offices or devices + 4 = Desktop component/enterprise wide + +WHY +If the solution requires a desktop client it will be more difficult and complex to manage.","" +"id-b25d3bab06d54e868df145b0b7e7c93a","Assessment","Solution Integration","Description: Interfaces with other Solution /partners + +Scoring Guide: + 0 = Completely standalone + 1 = 3 or less/internal only + 2 = > 3 internal only + 3 = Multiple interfaces/internal and GC + 4 = Multiple interfaces/multiple internal and/or external partners (non-GoC) + +WHY +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Design for Interoperability +design systems as highly modular and loosely coupled services +expose services, including existing ones, through APIs +make the APIs discoverable to the appropriate stakeholders + +Enable Interoperability +expose data and functionality through service interfaces +applications must communicate with each other via those interfaces +services interfaces must be published and discoverable ","" +"id-1c51c22702b04f5685f34d7c876b79ca","Assessment","Standard Business Process","Description: Proposes standard business processes + +Scoring Guide: + 0 = No process standardization + 1 = Limited process standardization / single LoB + 2 = Significant process standardization / single LoB + 3 = Limited process standardization / multi LoBs + 4 = Significant process standardization / multi LoBs + +WHY +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Promote horizontal enablement of the enterprise +identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders +reuse common business capabilities, processes and enterprise solutions from across government and private sector +publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services ","" +"a3734c27-8ea8-4810-b1b8-48dd600c91b3","Assessment","Statement of Sensitivity","","" +"id-15c51f2863ff4a12a2e828a9266c94fd","Assessment","System Integrators / Professional Services","Description: How will this proposal use professional services / System Integrators? +Scoring Guide: + 0 = None required + 1 = Staff augmentation with minor role + 2 = Staff augmentation with major role + 3 = Partner with systems integrator + 4 = Project delivered by external partner + +WHY +","" +"id-5554091ce3664339a25b3f3780000e42","Assessment","T.I.M.E. Application Disposition (Assessment)","This assessment will identify the appropriate disposition of each application as per the GC guidelines (i.e. Tolerate (maintain), Invest, Move, or Eliminate) and based on ESDC medium and longer term business requirements.","" +"id-8dfcfcc1cdcc481a80f5c58590ec3bb9","Assessment","TBS-Defined APM Assessment Scores for TIME","TBS defined APM assessment scores for TIME (e.g. Architecture and Security): https://www.gcpedia.gc.ca/gcwiki/images/9/96/Application_Lifecycle_Management_-_English.docx","" +"id-40f0529a85464943abcd763d2e471fe5","Assessment","Technology Expertise","Description: How well supported is the underlying technology? + +Scoring Guide: + 0 = Well known and supported within ESDC/SSC and the broader industry + 1 = Known and supported + 2 = Known but limited support - training and/or additional resources required + 3 = New to ESDC/SSC or legacy. Limited support available - training required. + 4 = New to ESDC/SSC or legacy. No support available - training required + +WHY +","" +"deadefac-8280-4bdd-ad19-ca00cdf859c9","Assessment","Threat","GC Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. ","" +"0170c1d8-ea05-473f-8818-220cff88755d","Assessment","Threat","Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. (ITSG-33/HTRA)","" +"e9c9d78b-d432-4cdf-82a8-df753981b772","Assessment","Threat","Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. (ITSG-33/HTRA)","" +"2d58565a-c85c-4895-8a7f-59ec0cbf5d6b","Assessment","User Devices","","" +"f8f21382-a1e0-4098-899a-4c80851deff2","Assessment","Users","","" +"id-fc7d3d0e3dcc42348e0d3b03c0a58b78","Assessment","Visualizations Are Dated & Fail To Leverage Modern Options","Visualizations are dated and fail to leverage modern options.","" +"c599d839-f93a-4b77-a226-c18212c14870","Assessment","Vulnerability","GC Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations.","" +"e1d6b99f-790c-4114-8fb6-77f68138bee4","Assessment","Vulnerability","Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations. (ITSG-33/HTRA)","" +"93b827fb-5d40-4499-acec-08d54e019ed0","Assessment","Vulnerability","Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations. (ITSG-33/HTRA)","" +"8ca174bf-bd69-4e5b-95b0-9e756d7aeb9f","Assessment","Vunerability","","" +"id-3eb54fa860a54ed2a7d688cef86abc42","Assessment","WLM-and-CE Business Context (Assessment)","In Budget 2018, $110 million was earmarked over six years to support SSC’s Workload Migration program, with the objective to modernize and enhance the government’s digital services. These funds are to be accessed by SSC’s partner departments to help them to modernize and to migrate their applications from older data centres to cloud solutions or to more modern data centres. +Through the Benefits Delivery Modernization (BDM) program and the Technical Debt Remediation (TDR) initiatives, ESDC will be addressing many of the legacy systems and applications currently residing in legacy data centre. However, it will not address all of it; some applications will remain in the legacy data centres and will continue to present risks related to infrastructure, architecture as well as technology used. The WLM program plans on dealing with these remaining applications. +The preliminary assessment shows that out of 333 applications in the Montréal and Moncton Data Centres, 22 require immediate attention due to aging IT, and 162 require a high level of attention in the coming years. The application life cycle indicates that 272 of them will need to be replatformed/replaced/rebuilt/revised/retired in a near future in order to adapt to the ongoing and growing demands in IT. +Applications need to be hosted in a secured and stable environment, which they will not have if we leave them in the legacy data centres.","" +"id-987a0bdc7b7d47618bb308521dc115c7","Assessment","WLM-and-CE Metric - Cloud Usage (Assessment)","Description +Number of application moved to cloud +Assumptions +GoC will continue to promote the cloud first priority +Procurement vehicle in place for cloud service provider will align with the requirements of the selected applications. +55 applications (or more) will be moved to a cloud environment through the WLM project. +Metric Name: Cloud Usage +Metric Formula: Cloud app count +Baseline: 0 +Target: 55 +Metric Type: Non-Monetary +Benefit: Alignment with digital transformation","" +"id-b093158b12e84ae8b8203cfee2786b9b","Assessment","WLM-and-CE Metric - Increase Security Compliance (Assessment)","Description +Reduction of the number of IT security mitigations in the application's authorization to operate (ATO). +Assumptions +Each applications moved to EDC or Cloud will require a refresh of their ATO +The destination architecture will support a more compliant architecture + +Metric Name: Increase security compliance +Metric Formula: level of compliance in the ATO +Baseline: No ATO or multiple mitigations +Target: To be better defined ***","" +"id-570f5985976145519073436dc2fda22d","Assessment","WLM-and-CE Metric - Number of Applications Migrated (Assessment)","Description +Number of applications moved out of the legacy data centres (Decommissioned, Cloud, EDC) +Assumptions +Technology and architecture in the destination centre is more up to date than the one in in the current legacy data centres. +All applications in scope will go through an update of its architecture to properly function in the destination. +The current WLM scope is 125 applications","" +"id-c2c85b96e7ab4b109c16d8dc2004c6ba","Assessment","WLM-and-CE Metric - Time to Provision Environments (Assessment)","Time to provision environments +Description +Time required to complete the release of an application, from its release request to its full implementation. +Assumptions +SSC will not require to be involved in each Cloud releases +The cloud release process, approved by Release Management Services (RMS), will be the one used by WLM +Cloud environments can be generated by IITB with no delay required.","" +"e0059440-699d-4c4c-90f3-e37d98199561","Constraint","Abstract internal technical details","","" +"id-1df3864b2362487e8e11aff2b36d78d4","Constraint","Acceptance of Status Quo (Constraint)","Acceptance of the Status Quo obstructs EA in moving forward in its maturity andevolution by not addressing currentchallenges and pain points. Statements like“Why fix it? It is not broken” or “The processworks fine as is” ignore the fact that EA isnot being effective, efficient or valued.","" +"id-8b277f1d34354026808434300f3e5a72","Constraint","Add W3C ATAG 2.0 Into Selection Criteria When Purchasing New Web Authoring Tools","In implementing the Standard on Web Accessibility, have you: +- Added the World Wide Web Consortium's draft Authoring Tool Accessibility Guidelines (ATAG) 2.0 into selection criteria when purchasing new Web authoring tools?","" +"id-3555fdebb1ed4a1287000617aa3c46f1","Constraint","Address Organizational and Cultural Issues","Organizational and Cultural Issues +Even with the support of technology, data integration requires skill, and its results may impact different parts of the enterprise. Ensuring that the right people are in place, with the right training, and that the affected departments are prepared for the change, is a major challenge. +There may well be a need to review the enterprise’s data governance regimen. For major data integration projects in areas fundamental to the enterprise, there may be a need to review its culture, especially executive willingness to maintain and share data.","" +"0b7d819c-a4b2-48e4-9d61-d369f2be60c4","Constraint","Always Use HTTPS ","","" +"id-aaa2e86233604ddcae4463149f4ccdeb","Constraint","Analysis Paralysis Mindset (Constraint)","Analysis Paralysis Mindset means concentrating on research and/or analysis somuch that it prevents making an architectural decision and/or recommendation quickly enough. This mindset also manifests itself in being paralyzed due to unfinished work, waiting for formal sign-off, or following a rigid process. This analysis paralysis mindset is rooted in the fear and the associated consequences of being wrong, failing, or not having the answer to every possible scenario. +Overcoming this mindset requires fostering a culture that allows: +1. saying “I do not know, but I will find out;” +2. learning through experimenting and failing; +3. taking initiative and using advantages and resources; and +4. making decisions based on evidence and calculated intuition.","" +"57f3ff4b-7c5d-4bce-8324-e0c3e2a36ed3","Constraint","API Design Patterns","","" +"id-9e60c0510de74b65aba2679879ff1600","Constraint","Avoid Poor Data Quality","Data Quality +Poor quality data will sabotage any data integration effort and subsequently harm the business. This is an issue for data integration projects that combine data from sources of variable quality. The quality of the result is crucial to its success. This means keeping track of the lineage of the integrated data, and always paying attention to its quality.","" +"ea165438-f60f-47e1-84b5-e0367c3a8b0f","Constraint","Bulk Dataset's via API's","","" +"id-53f6828f33064539a4eaa5a22325af31","Constraint","Capture Only Work Items (Constraint)","[12:12 p.m.] Tupitsyn, Oleg O [NC] ATTENTION - Non-Work Items in ADO +Team, please do not capture your non-work items (vacations/stat holidays and the like in ADO). We have SP Team Calendar and PeopleSoft+CATS to do this. Rabih, if you disagree, please voice your concerns. I am trying to minimize ADO Work Items down to ... well... Work Items.","" +"dbc64315-66cf-4e1d-95c4-2553455c3cac","Constraint","Constraint","A constraint represents a factor that limits the realization of goals.","" +"13c4f518-4585-49e3-8914-424a0bedd3d4","Constraint","Constraints and Assumptions","","" +"0ed669ae-c16c-40a9-886c-9487c9440a71","Constraint","Constraints and Assumptions (copy)","","" +"id-83999e8f01da4c248ebad8077c2b533e","Constraint","Contribute To Data Defense","Data Defense +Maintaining data quality is just one of the aspects of good data defense – minimizing the risks to a company that arise from its data. This also includes ensuring compliance with regulations, using analytics to detect and limit fraud, and building systems to ensure the security and integrity of the data. Data integration systems must be robust and secure, and contribute to the overall defense of the data. +Legislative compliance is a particular issue. Integrated data may contravene privacy or other legislation. Consequently, it may need to be further processed (e.g., anonymized) before it can be used, or perhaps even restructured to accommodate potentially costly legal requirements such as data subject access requests.","" +"id-b11bc0681a224e48bb6f1a12d9de50e5","Constraint","COVID-19 Impact (Constraint)","COVID-19 impact extending past September 2020, the date initially assumed fornormal business to resume","" +"id-2ac78d3b7e0647658dbbb42dd0e249d6","Constraint","CS-to-IT Classification Conversion (Constraint)","","" +"id-4a6dd854f2b9485e9108d88d4c6fea6e","Constraint","Customer Expectations","Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation.","" +"7e4c7215-2219-45f4-bdcd-2dd6ed00b5ba","Constraint","Don't overload verbs ","","" +"id-fe442976cf8f4ad4a4a51e2378945f41","Constraint","EA Demand Exceeds Supply (Constraint)","• EA demand is greater than the supply, resulting in an increase in the numberof projects needing EA involvement and a reduction in timelines to completeCOVID-related projects.","" +"id-38d1a0a95e9b4f97a094ed06ae891cdf","Constraint","Existing Legislation","Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation.","" +"id-685d2ae9f79b476faec7077a06ededd8","Constraint","Expect and Require Perfection (Constraint)","Expect and Require Perfection is the ESDC culture in which detail and quality prevail over the review of ideas, concepts and insights. To defeat this barrier, we need to promote a culture of delivering just enough architecture (e.g. Minimum Viable Architecture) that achieves value and business outcomes, as well as embracing the benefit, experience and learning that comes from experimentation. Another possible approach is the adoption of the 80/20 rule, where 80 percent of value is achieved with 20 percent of the total allocated time. The hardest 20 percent of value takes 80 percent of the time.","" +"id-f9147190be8f4fbfa391d8fcac13b912","Constraint","External Constraints","Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation.","" +"46235dfe-8a0e-4d34-b910-acd2a5988cdb","Constraint","Follow properties according to RFC 7231 and RFC 5789:","","" +"6b61138f-4bee-46f1-b940-2b406fae1ddd","Constraint","Implement stateless interactions ","","" +"id-9bee74d29c814be6a85d95b2e28c1f5b","Constraint","Interoperate With Enterprise Solutions (Constraint)","This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions.","" +"id-634781f413e4495595dc54a9883cf5ae","Constraint","Keep Data Synchronized","Synchronizing Data +Often, different systems, or different applications on the same system, use the same data and maintain their own copies. These may be exact copies, or they may include only part of the data, or the data they include may be transformed from the original. +For example, a company may maintain core data as a “single source of truth” and different divisions and departments may transform it in different business-specific ways so that it has relevance and purpose for them. +Keeping these versions synchronized as the data changes can be a major challenge.","" +"id-4c73716bf7ee489186426704a2ebdd10","Constraint","Make Efforts To Understand the Data","Understanding the Data +The first challenge of data integration is to understand the data. This is a problem at two levels. +At a higher level, there is the need to understand the business context and the value of the data: to know which parts of it are important, and which combinations of it can contribute to business deliverables. +At the most basic level, the problem is a lack of data models and documentation. The data is often described only by cryptic entity, attribute, and domain field names that meant something to the business subject matter expert, programmer, or database administrator who hurriedly created them to satisfy system constraints or a production deadline, but are incomprehensible to those conducting the data integration or data migration effort. +As discussed in An Information Architecture Vision: Moving from Data Rich to Information Smart (see References), possibly 10% of data holdings are documented, and the cryptic definition of entities, attributes, and domain values is often incomprehensible. In addition, without overarching data models there tends to be major redundancy, leading to poor data quality. + +There are four main issues that are encountered: +• Enterprise-structured data holdings are embedded within individual applications using incoherent tables in separate database files +• In some legacy systems, data may be embedded in the system code or retained using flat or indexed file paradigms that are inaccessible by current standard structured query languages +• When Commercial Off-The-Shelf (COTS) applications or cloud services are used, often the data structures are not provided and there is only limited data download access +• There is often no or limited metadata + +Metadata provides a context for the data, addressing items such as who created the data and when, the security classification, the data quality, and so on. Metadata is key to effective data integration, especially when redundant data must be consolidated, and new metadata generated.","" +"id-ba35720ac4e14c9482296b55b35aada9","Constraint","Manage Complexity In Mapping Between Different Data Models","Mapping Between Different Data Models + +Typically, independently created data sources are based on different data models. This reflects the fact that they have different scopes, though often with some common elements, and represent different views of the world. For the sources to be integrated, there must be mappings between their data models and a third, common data model. +When the number of sources to be integrated is large, the problem of mapping them is extremely complex and difficult. There are, however, technologies that can help the data engineer to perform this task.","" +"id-518a767e6413420b9318e16154defa6c","Constraint","Market Factors","Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation.","" +"id-3ed3c871ae7e42b1b461b19942f2a3e5","Constraint","Meet Accessibility Requirements (Constraint)","This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions.","" +"id-f6e2367d05a54a599e10eb561ca34385","Constraint","Perception and Misconceptions of EA (Constraint)","Perception and Misconceptions of EA affect and influence the perceived value of EA as well as what architecture does, says and thinks. Demonstrating EA’s true value to inform, decide and transform by providing architectural insight instead of architectural information is a strategy to conquer this barrier. +","" +"id-f418c16b988d47f29411be31a0b1cc5f","Constraint","Potential Legislation","Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation.","" +"4441ed75-1aba-4fde-a744-1e47d652749f","Constraint","Prefer 'Pull' over 'Push'","","" +"id-8687165f2ee34f70abd5271d8e0aeaa9","Constraint","Reduced Staffing Capacity (Constraint)","• Reduction in staffing capacity, resulting in work reallocation to remaining employees;","" +"f0ab10d0-d500-4a0e-8dab-af56e4ee73d3","Constraint","Respond with message schemas that are easy to understand and consume ","","" +"id-7a7a84a971b54238ae12880aa0fe4c0f","Constraint","Staffing Changes Across EA (Constraint)","• Staffing changes across EA, with new people transitioning into key positions.This directly affected the pace of maturing EA;","" +"b90768e3-340e-4c55-afda-03d1df4ef35b","Constraint","Standardized error codes ","","" +"id-3871f2e51d60455f83e5321f42fd72b4","Constraint","Technology Bricks","","" +"id-714b1368612b458a8c82533e9467f8c2","Constraint","Technology Standards","","" +"id-e90b0207213241f9b25ffdd6346572af","Constraint","Time-To-Market Imperatives","Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation.","" +"78af7f8e-38ad-4e98-a73b-371d08938b79","Constraint","Use a RESTful Approach ","","" +"a7843db0-1712-4ea1-9d5d-5103ac634a6c","Constraint","Use common information models ","","" +"d545f8e3-1ee2-4b92-8fc4-55aadbd083d8","Constraint","Use JSON ","","" +"45908208-1737-4d2d-a98b-78d9e5cc7919","Constraint","Use URIs to represent resources","","" +"ee3371b6-9e7c-4504-9900-88566bd4e0cc","Constraint","USE W3C HTTP Methods ","","" +"id-e77ef9c535f84fb0b21b336e0c39bab3","Constraint","View Data Integration As A Continuous Process","Data Fabric +A data fabric enables frictionless access and sharing of data in a distributed data environment. It enables a single and consistent data management framework, which allows seamless data access and processing by design across otherwise siloed storage. It may use analytics to constantly monitor data pipelines and support the design, deployment, and utilization of diverse data. Gartner® Data and Analysis Trends, 2021 (see References) claim that this can reduce time for integration by 30%, deployment by 30%, and maintenance by 70%. +A data fabric has an application interface, and often also a user interface. It gives the ability to write data, as well as to read it. The sources may be on-premise or in the cloud. Data fabrics deliver a unified, intelligent, and integrated end-to-end platform to support data use-cases. They provide the ability to deliver use-cases quickly by leveraging innovation in dynamic integration, distributed, and multi-cloud architectures, graph engines, and distributed in-memory and persistent memory platforms. Data fabric focuses on automating the process integration, transformation, preparation, curation, security, governance, and orchestration to enable analytics and insights quickly for business success. It minimizes complexity by automating processes, workflows, and pipelines, generating code, and streamlining data to accelerate various use-cases. +An application can read data from or update data in multiple sources, describing the data in terms of a common data model. The read and update requests are converted by data platforms to requests that describe the data in terms of the source data models. The data is then obtained from the sources and integrated, or updated in the sources, by continual synchronization or dynamic query.","" +"id-dc14b086d3e84ad78a2ccb2d70d6fd1b","Driver","Accessible Canada Act Compliance","","" +"id-bbe64eb9a77b40c0adcb70323143a372","Driver","Align With TBS Cloud Adoption Policy and GC Modernization Plan (Driver)","Once the WLM project is complete it will help ESDC align with the Treasury Board Secretariat Cloud Adoption Policy and the Government of Canada Modernization Plan.","" +"id-48b4bbca327f4cfa8568ef4f12c56414","Driver","API Capabilities To Interoperate With ESDC's HRMS","","" +"id-2ceb5d1cb6ac4927b5e5d437257b735f","Driver","Authorities' Tactical Data Priorities View of Program-Project First Stunts Advancement Toward Strategic Outcomes","• Program and project authorities take a tactical “program/project first, enterprise second” view toward data priorities resulting in little or no advancement toward strategic enterprise outcomes.","" +"id-1f424b26230b4ea59ed4c9a97d4ebefb","Driver","CCCS Protected-B Accreditation","https://cyber.gc.ca/en/guidance/cloud-service-provider-information-technology-security-assessment-process-itsm50100","" +"id-711a2d4d6677491894de6621bbcc2945","Driver","Collection, Storage and Analysis of Data Is Widely Dispersed Across Multiple Branches, Program Areas and Regions","• The collection, storage and analysis of data is widely dispersed across multiple branches, program areas and regions within the department. This has many consequences: +o Employees face barriers to accessing information they need to perform analysis that will benefit Canadians and the department +o Privacy controls and transparency of use of data for citizens is inconsistent across data holding and business lines +o Data from different program areas cannot be linked to accurately and efficiently support necessary, authorized policy insights requested by government +o Performance reporting, forecasting and workload management are limited and inconsistent across programs. There are inadequate performance measures that focus on outcomes.","" +"id-5fb02996971a4441bbfd84d5e3d6f65b","Driver","Comply With Accessible Canada Act (Driver)","Accessible Canada Act (S.C. 2019, c. 10) +https://laws-lois.justice.gc.ca/eng/acts/A-0.6/ + +This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries.","" +"id-0592bf1e827d4406896afe31e7e49169","Driver","Comply With GC EA Framework - Use Cloud First (Driver)","This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries.","" +"id-f444dd05e3ee4e51a8cca57ba015e47e","Driver","Connect to Benefits Delivery Modernization Milestones (Driver)","Connecting to Benefits Delivery Modernization Milestones +Benefits Delivery Modernization (BDM) is a large-scale transformation of the Employment Insurance (EI), Canada Pension Plan (CPP), and Old Age Security (OAS) programs and services, designed to deliver an improved client service delivery experience. Did you know that one of Enterprise Architecture’s main priorities for the next three years is the alignment and realization of the BDM programme? As Enterprise Architecture (EA) practitioners, we will be able to claim success when architectural investments: +• contribute to or accelerate the realization of the target state of BDM outcomes; and +• align to the BDM target state. +It can be daunting for an architect to have more questions than answers on the meaning of “BDM alignment and realization.” To help you wrap your head around this, here’s a look at how EA connects to BDM milestones:","" +"id-c2ea97b14cda45c7bc4918aefd9aff0c","Driver","Cost & Risk Sharing","","" +"id-4785dc157d1e44faa93f092772759a5b","Driver","COVID-19 Economic Impacts","The economic impact of COVID-19 on Canadians has already been worse +than the 2008 financial crisis. These consequences will not be short-lived.","" +"id-28ed8ebb7483418a92181f6b82a18eb5","Driver","COVID-19 Economic Impacts","The economic impact of COVID-19 on Canadians has already been worse +than the 2008 financial crisis. These consequences will not be short-lived.","" +"id-e6857a0176914463975326cdbebd1ff4","Driver","Current Systems and Technology","Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Current systems and technology: The set of information resources deployed within the enterprise, including systems documentation, equipment inventories, network configuration diagrams, policies, and procedures.","" +"id-dc3d0da12a3747a6b04b309d07aecd63","Driver","Data Collected From Surveys, Research and Partners Is Difficult To Integrate With Program Data","• ESDC has a very large investment portfolio with Statistics Canada that is scattered among many divisions and branches. Data collected from surveys, research and partners is difficult to integrate with program data to derive insights into how the program is responding to intended outcomes, or unintended consequences.","" +"4c084bc8-7c07-45e4-81b4-bfa9c546dc68","Driver","Develop, adapt and implement the Security Control Framework (SCF) in order to enable key Government business activities","","" +"87617511-b347-4350-ad63-6c349c2316f8","Driver","Develop, adopt, and enforce mature security processes, governance structure and standard ","","" +"id-2babb19d081a4108a095b840a82e2c4d","Driver","Disruptive Events (Driver)","• Disruptive Events: +— Events such as 9/11, 2008 Great Recession, or the COVID-19 pandemic","" +"86a34793-169a-4afd-b9f9-bf6c4c145f3d","Driver","Driver","Definition: A driver represents an external or internal condition that motivates an organization to define its goals and implement the changes necessary to achieve them.","" +"id-293b5864dab9440c8a5bb3b53ee1b0b3","Driver","Drivers"," ","" +"id-26248e00cc62420db949263ddb3f13b9","Driver","Efficiency","","" +"id-219d6a001a3f455390c35edf2c155a77","Driver","Emerging Industry Trends","Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Emerging industry trends: Predictions about economic, political, technical, and market factors that influence the enterprise environment.","" +"id-ec9be3624bb143ceb300dde714ddc09f","Driver","Emerging Partnerships (Driver)","• Emerging Partnerships: +— Emerging partnerships, relationships, customers, supply chains, and organizational ecosystems; e.g., evolving integration of data and applications with partners","" +"7b52ddce-feec-4f2c-9566-c2b1ef30f219","Driver","End-to-end safety and protection of GC’s information, applications, devices, network, hardware and physical facilities","","" +"id-89671ad8b80f41bfbb0db7f772e1e9cb","Driver","Enforcement Investigation Conduct Guidance","Legislative guidance on the conduct of enforcement investigations by federal organizations has been provided by the Supreme Court of Canada: +Jarvis and Ling (2002): Supreme court rulings requiring the separation of administrative powers and criminal investigations, thus creating a segregated function to avoid Charter breaches. +To address this guidance and other best practice recommendations, ISB sought and was awarded funding from Treasury Board Secretariat (TBS) Canada to refine its enforcement investigation processes and tools. The TBS mandate required that the processes and tools (specifically a case management system) be deployed no later than March 2022.","" +"78729405-ada3-472b-8ecd-e8fb7c2fcc27","Driver","Ensuring the confidentiality, integrity, and availability of the GC’s IT infrastructure and the Government’s critical business and customer data","","" +"id-2a65cc1593134999b90b1c573dd57c30","Driver","ESDC’s Strategic Framework Under Quality","2.2.4 Program Alignment Architecture +This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools.","" +"id-a087caeb7780483fa5ea78f974a4227e","Driver","Evolving Business Models (Driver)","• Evolving Business Models: +— Driven by changing business, regulatory, and technical environments +— Evolution of Digital as the single most disruptive element for organizations and the biggest driver for Zero Trust +— Outside-in business strategy emphasizing providing value to customers","" +"id-c5e7c2b7f3654fad961c1ee4479defd0","Driver","Executives Lack Understanding, Tools and Skills To Manage Data As A Resource","• Executives, accustomed to managing human and financial resources, lack the understanding, tools and skills needed to manage data as a resource with comparable skill.","" +"id-1083d85185da49918e9f994e8847349c","Driver","Growing Need to Obtain & Integrate Data From Beyond ESDC","In addition, there is a growing need to obtain and integrate data from beyond ESDC. Efforts to better understand our clients and support vulnerable, racialized and marginalized groups can only go so far without bringing in critical pieces of data from key players, including provinces and territories, municipalities and third-party organizations. Issues such as chronic homelessness need national support, but the data to understand such issues is scattered across stakeholders.","" +"id-08ccb34f160e4f6eac1c4764f19565c4","Driver","Lack Of Enterprise Infrastructure To Support Advanced and Emerging Data & Analytics","• Enterprise infrastructure to support advanced and emerging data analytics, for example modern data visualization practices, forecasting, machine learning and artificial intelligence does not exist at the enterprise level and cannot be consistently or effectively implemented in small program/project silos.","" +"id-50b7e7ba977b4c5186ba0a5c8ce03494","Driver","Leverage GC common services","","" +"id-7a3664d9dc234def9cc0fcef2b365c4b","Driver","Livelihood of Every Single Canadian","The medical and scientific fight against this virus is crucial. And so are the +livelihoods of every single Canadian, worker, and family.","" +"id-e9479e8ace8f4f9b84d7dfff3d67363f","Driver","Livelihood of Every Single Canadian","The medical and scientific fight against this virus is crucial. And so are the +livelihoods of every single Canadian, worker, and family.","" +"id-7d113960a94745978a3aea0aae1b1a6f","Driver","Low Data Literacy Is Limiting Data Value","• In some areas where data is accessible and usable, low data literacy is limiting data value.","" +"id-351a8dda85434e7c86ba061bda3d1542","Driver","Need For Consistency With Department of Employment and Social Development Act (DESDA) And Other Relevant Legislation","1.2.4. Legislative / Regulatory Context +All enterprise data foundations as proposed in this business case, and all expected outcomes, are consistent with existing provisions of the Department of Employment and Social Development Act (DESDA), the Privacy Act and all relevant program legislation. The recommended option of using internal resources to stabilize funding for data foundations development will move forward with solutions that are possible within the existing legislative framework, will be highly responsive to legislative change, and will assure a permanent advance of capability.","" +"id-48c1d478e93c4e01b5fd936095587a3a","Driver","Official Languages Compliance","","" +"id-d895b367bd3546f7a6748ab27bfda916","Driver","Paradigm Shift to Remote Work (Driver)","• Paradigm Shift to Remote Work: +— Shifting to remote work, driven by organizational intent and laws +— Enabling mobility so that individuals can work or collaborate wherever they are +— Support for families and improved employee productivity +— Savings in real estate and maintenance +— Reduced impact on climate change","" +"id-c7a93d80263a43389143d79dd0309cb3","Driver","Policy on Service and Digital (Driver)","The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.”","" +"id-8ee7baeb30174bc69cf958f49e9b6d38","Driver","Rapidly Changing Technology (Driver)","• Rapidly Changing Technology: +— Cloud computing, often hybrid-cloud, and the adoption of Software as a Service (SaaS), serverless computing, edge computing, and microservices +— Complex communication patterns; e.g., REST, file, streaming, message-oriented, event-driven +— Artificial Intelligence (AI) and its variants; e.g., Robotic Process Automation (RPA), Machine Learning (ML), Natural Language Processing (NLP), Internet of Things (IoT), Industry 4.0","" +"id-4374a3f6398d4445bc7887f44f3c4f51","Driver","Regulatory, Geopolitical, and Cultural Forces (Driver)","• Regulatory, Geopolitical, and Cultural Forces: +— Evolving and often lagging regulatory requirements driven by geopolitical forces, cultural forces, and maturation of the Internet +— Privacy policies, such as California Consumer Privacy Act (CCPA) and General Data Protection Regulation (GDPR), Chinese privacy laws +— Impacts to organizations selling in multiple environments or operating across multiple jurisdictions","" +"id-4bcce4b1965b4175b207f1402bd69c6a","Driver","Societal Vulnerability","As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. + +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies.","" +"id-f86e1289f64e46ef8f949d2bdda21c29","Driver","Societal Vulnerability","As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. + +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies.","" +"id-b73cffbce2ba416c95eab95a589b9cdb","Driver","Spreadmarts and Black Books Mean A Lack of Clarity Around Data Access and Use","• To get work done, employees often extract data from secure systems into network assets such as Excel work sheets to manipulate data. Executives often do not have clear line of sight into who has access to what data, and for what purpose. ","" +"id-b4d4a6e031214cbdaa47e025b7e6aa08","Driver","Underemployment","Unemployment is in the double digits, and underemployment is high.","" +"id-c5d45fea8217479c926dfaf2167dd16d","Driver","Underemployment","Unemployment is in the double digits, and underemployment is high.","" +"id-59c0ff92e77b4fb1864e5a65024c962f","Driver","Unemployment","Unemployment is in the double digits, and underemployment is high.","" +"id-2e929af37fbe4d5bb87c3901b50a3535","Driver","Unemployment","Unemployment is in the double digits, and underemployment is high.","" +"id-30519b9d6fed46d0a1d166c3829b2747","Driver","Workforce Inequality","","" +"id-2bdf26d0dd5f4cb09f72bcaaea3f9ef1","Driver","Workforce Inequality","","" +"id-8e559209a3734e528e5ba8cfbe13bb64","Goal","1. Align With Digital Transformation (Goal)","","" +"id-dad86ce6ed2e418f9e60fdb4b83e8642","Goal","1: Service","Strategic goal 1: service +A responsive, open and innovative IM-IT environment supports the delivery of integrated, accessible, client-centred programs and services to Canadians and: +• aligns architecture and plans to a “whole of government as one enterprise” vision +• simplifies IM processes and systems to ensure that they are effective, support objectives for openness and relieve burden on GC workers +• continues the enterprise-wide approach to delivering IM-IT services +• adopts emerging technology to improve program and service delivery such as artificial intelligence and blockchain","" +"id-b314a82b42874b3f92b21fa8b62aac21","Goal","2. Improve ESDC Security Posture and IT Service Delivery (Goal)","","" +"id-629a6ca0ddc0494b9558d24ba0a5e669","Goal","2: Value","Strategic goal 2: value +Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and: +• encourage collective use of resources, tools, processes and systems +• develop enterprise-wide solutions to address common business needs +• ensure sustainability of IM-IT systems and infrastructure +• strengthen data governance and accountabilities +• adopt more agile procurement approaches, where possible","" +"id-ef9f4c770f1a4ba5a9b0b73cdacc9857","Goal","3. Reduce Technical Debt and Modernize Applications (Goal)","Reduction of Technical Debt +The ESDC technical debt of the applications in scope will be reduced by updating the technological architecture and infrastructure of the solutions moved to cloud or EDC.","" +"id-d2b801db478b400fa891d2081a6efedf","Goal","3: Security","Strategic goal 3: security +A secure and resilient enterprise infrastructure protects information and data, enables the trusted delivery of programs and services, and: +• enhances security measures to minimize risk +• provides more consistent management of government networks +• protects personal and sensitive information +• broadens awareness of cybersecurity risks","" +"id-dd47f935e2ee4a8cbe7b0ef66dba9883","Goal","4: Agility","Strategic goal 4: agility +An agile, connected and high-performing workforce with modern tools: +• attracts and retains highly skilled and diverse IM-IT talent +• provides a technologically advanced workplace that supports mobility +• promotes digital literacy and collaboration +• pilots new practices, processes and solutions that exploit information as a strategic asset +• rethinks how data and information professionals can help meet current and future business needs","" +"5f317053-266f-4f78-9d05-9dc7d5f59057","Goal","<> Enabling the establishment of a secure and resilient enterprise digital security ecosystem in which government services are delivered safely and securely","","" +"a8bb821c-5375-4ec8-b47d-e5476e0c1f0d","Goal","<> Providing a secure platform that ensures safety and protection of systems and data","Providing a secure platform that ensures safety and protection of systems and data hosted (physical and virtual) within the converged Government of Canada’s (GC) network environment.","" +"id-7e9c4e72db2e4ab48d2fcdb7e8bad2bf","Goal","Accurate & Consistent Service","2.2.1 Primary Strategic Priority +ESDC/SC – Strategic Framework +The framework, Priorities for Transformation 2019-2020, represented the Department’s change agenda. +Under the Quality Section of the Priorities for Transformation 2019-2020 the following is documented: +Accurate and consistent service +• Pursue service improvements (e.g., BDM and OAS Stabilization initiatives) in support of modernizing benefits delivery systems for ESDC’s statutory programs (EI, Pensions); and +• Implement Integrity Case Management System.","" +"id-545bcb779b204fc99b8f1cde7d42f525","Goal","Adopt EA By Design (Goal)","","" +"id-39a739b60d9a4896a22c69313862fb51","Goal","Apply Best Practices and Lessons Learned From Statistics Canada’s Trust Centre","1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. +Data use and analytics undergo waves of public interest and scrutiny, often concentrated around privacy breach incidents in the private sector. As such, transparency and effective privacy controls are central to the vision and key messages on responsible, ethical data use and public trust are an important element in an overall communications plan. ESDC’s close working relationship also positions the department to apply best practices and lessons learned from Statistics Canada’s Trust Centre. ","" +"id-1ba61c19537c47eb98b47ce0b13759ee","Goal","Attain “We” Culture Between Business and IT (Goal)","“Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• business and IT moving towards a “we” culture;","" +"id-ed73bad32382409abff6f1e3c429e35d","Goal","Balance TCO with SOC Investments","","" +"id-389a3753050a4f609e01ed67853a4156","Goal","Better Enable People Performing Critical Data Functions","Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions.","" +"id-5e706bb20ac64a189f37aa75e8c569fd","Goal","Boundaryless Information Flow","It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises.","" +"id-61d26642269c44b08317f30b8de7fb6a","Goal","Building Back Better: A Resilience Agenda For the Middle Class","As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. +The Government will create a resiliency agenda for the middle class and people working hard to join it. +This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society. + +ADDRESSING GAPS IN OUR SOCIAL SYSTEMS +Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity. +Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories. +The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger. +The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; +• And take additional action to help people stay in their homes longer. +The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. +The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society. +COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have: +• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors; +• A robust employment strategy for Canadians with disabilities; +• And a better process to determine eligibility for Government disability programs and benefits. +Over the last six months, it has become clearer than ever why Canadians need a resilient health care system. +The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care. +The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it. +The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that. +The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. +In addition to good health infrastructure, Canadians also need strong, safe communities to call home. +The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. +Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence. +To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities. +In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet. +The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet. +And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this. +Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter. +This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. +At the same time, the Government will also make substantial investments in housing for Canadians. +The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home. +Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities. +Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table. +The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada. +The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow. + +A STRONGER WORKFORCE +This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce. +We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. +From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability. +The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need. +Government must remain agile, and ready for what lies ahead. + +TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE +Climate action will be a cornerstone of our plan to support and create a millionjobs across the country. +This is where the world is going. Global consumers and investors are demanding and rewarding climate action. +Canadians have the determination and ingenuity to rise to this challenge and global market opportunity. +We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond. +Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050. +As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses; +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; +• Help deliver more transit and active transit options; +• And make zero-emissions vehicles more affordable while investing in more charging stations across the country. +A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge. +The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies. +Additionally, the Government will: +• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal; +• And support investments in renewable energy and next-generation clean energy and technology solutions. +Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs; +• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience. +The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute. +This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees. +The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act. +When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure. +At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper. +","" +"id-da6ef6e8eacd4d4195e34e9cd75354d5","Goal","Building Back Better: A Resilience Agenda For the Middle Class","As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. +The Government will create a resiliency agenda for the middle class and people working hard to join it. +This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society. + +ADDRESSING GAPS IN OUR SOCIAL SYSTEMS +Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity. +Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories. +The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger. +The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; +• And take additional action to help people stay in their homes longer. +The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. +The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society. +COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have: +• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors; +• A robust employment strategy for Canadians with disabilities; +• And a better process to determine eligibility for Government disability programs and benefits. +Over the last six months, it has become clearer than ever why Canadians need a resilient health care system. +The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care. +The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it. +The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that. +The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. +In addition to good health infrastructure, Canadians also need strong, safe communities to call home. +The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. +Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence. +To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities. +In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet. +The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet. +And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this. +Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter. +This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. +At the same time, the Government will also make substantial investments in housing for Canadians. +The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home. +Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities. +Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table. +The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada. +The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow. + +A STRONGER WORKFORCE +This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce. +We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. +From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability. +The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need. +Government must remain agile, and ready for what lies ahead. + +TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE +Climate action will be a cornerstone of our plan to support and create a millionjobs across the country. +This is where the world is going. Global consumers and investors are demanding and rewarding climate action. +Canadians have the determination and ingenuity to rise to this challenge and global market opportunity. +We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond. +Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050. +As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses; +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; +• Help deliver more transit and active transit options; +• And make zero-emissions vehicles more affordable while investing in more charging stations across the country. +A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge. +The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies. +Additionally, the Government will: +• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal; +• And support investments in renewable energy and next-generation clean energy and technology solutions. +Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs; +• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience. +The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute. +This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees. +The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act. +When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure. +At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper. +","" +"id-32ed808d57b6410c984022b18131acab","Goal","Business Agility (Goal)","• business agility","" +"id-fcaf58da2f2a460d9836de3a4ec6f1d8","Goal","Business Improvement","2.2.3 Investment Category +Business Improvement","" +"id-a462b3c6351847b39f9fd3eee0134350","Goal","Change Attitudes, Behaviors and Mindsets and Give ESDC Employees the Tools and Confidence to Deliver Service Going Beyond Client Expectations","It is the organization's strategic lever for achieving cultural change. The objective is to change attitudes, behaviors and mindsets and give our employees the tools and confidence to deliver service that goes beyond client expectations.","" +"id-877f0e674f1f46d18c409af4d8b9c56a","Goal","Continue Research On BDM Ancillary Components (Goal)","Year 2 (2021-2022 fiscal year) +• Emerging Technologies for Ancillary Components for BDM: Research of suitable technologies for BDM ancillary components continues.","" +"54e8ea5c-1ffc-4498-bcd1-f5f7bbf96c91","Goal","Control Objective","","" +"6794da45-a9d0-4b4a-af0c-aacd6c102702","Goal","Control Objective","","" +"id-0d80cbeff3284f16bef9194c82863352","Goal","Deliver Client Value and Business Outcomes (Goal)","“Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• focus on the delivery of client value and business outcomes;","" +"id-752b641be5b2411fb583c1cc5ca5cd1e","Goal","Develop Digital Government Platform Architecture (Goal)","Year 3 (2022-2023 fiscal year) +• Digital Government Platforms: Develop the Digital Government Platform architecture and the associated roadmap for the department while leveraging the BDM target-state architecture.","" +"id-5703a70660a74452b9268cb07ce4ba0d","Goal","DOSP 2021-24 Goals","","" +"id-1ab4d5c3cef84c50a3a1dc6bd5e9c8b2","Goal","EA Is The Fabric Of The Organization (Goal)","• EA is the fabric of the organization","" +"id-e4e13aaf4b9a4a5fac4de2feeae01861","Goal","Eliminate Long‑Standing Institutional Barriers to Digital Acceleration (Goal)","Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic.","" +"id-8914b0220f7340be897582977028b5d2","Goal","Enable Effective and Timely Availability of Information (Goal)","Develop and implement modern IT infrastructure and platforms that enables the effective and timely availability of information across ESDC. +The workload migration to the new EDC and to cloud, going through an evaluation and adaptation of the solutions, is in line with the IT Infrastructure +Refresh project to provide a modernized and secured environment to the department.","" +"id-6d3927cbe6f3466b851cafcb949e10c1","Goal","Enable Team Work Management (Goal)","","" +"id-3173008e90834139839dbd186a5ddadb","Goal","Ensure Security & Privacy","","" +"id-4d9c336478554250b8efde6586c71180","Goal","ESDC Mission: Build A Stronger, More Competitive Canada","2.2.4 Program Alignment Architecture +This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools. + +This investment aligns with the ESDC mission, which is to build a stronger, more competitive Canada. Under the Department’s Program Alignment Architecture (PAA), there is alignment with Strategic Outcome #5; Internal Services. ","" +"id-a47ab9186a01491590fd1166fca03d20","Goal","Garner Senior Level Commitment","2.2.2 Senior Level Commitment +ISB senior management, in addition to approving the creation of this project and undertaking the work required to complete the Enforcement Maturity Model (EMM) changes, as outlined in the Meunier report, have established the necessary internal governance committees and will be using existing project review committees. ISB is using the existing Integrity Services National Committee (InSNC) to provide guidance to the EMM team as they revise the enforcement processes and will be using the DGPOC committee to ensure the project follows EPMO project guidelines as a new Case Management System (CMS) is selected and implemented.","" +"4299d5f8-2825-40ca-9616-446c1d646033","Goal","Goal","Goal is an end state that a stakeholder intends to achieve. + ","" +"id-9c33ff509d5c46629149f4a0f5b09156","Goal","Goals","","" +"id-87c32693e7634b01b49d4013e098996d","Goal","Helping Canadians Through The Pandemic","The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family. +So the second foundation of the Government’s approach is supporting Canadians through this crisis. +The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived. +This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. +Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder. + +CREATING JOBS +People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced. +The CERB helped people stay healthy at home while being able to keep food on the table. +The CEWS helped people keep their jobs, or be rehired if they had been laid off. +But there is still more to be done. +Unemployment is in the double digits, and underemployment is high. +Women, racialized Canadians, and young people have borne the brunt of job losses. +Canadians need good jobs they can rely on. +To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers. +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. +Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians. +Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work. + +SUPPORTING WORKERS AND THEIR FAMILIES +With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. +Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy. + +WOMEN IN THE ECONOMY +Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession. +Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home. +We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure. +The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach. +It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system. +The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour leaders, that the time is now. +The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever. +The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses. + +SUPPORTING BUSINESSES +As the Government invests in people, it will continue to support job-creating businesses. +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. +COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments. +The Government will help businesses adapt for the future and thrive. +This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by: +• Expanding the Canada Emergency Business Account to help businesseswith fixed costs; +• Improving the Business Credit Availability Program; +• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts. + +FISCAL SUSTAINABILITY +This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less. +With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence. +There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy. +The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly. +In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants. +Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing. +This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech. +This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success. +","" +"id-20bedbf4718a4e558ae37acdaa3b17f0","Goal","Helping Canadians Through The Pandemic","The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family. +So the second foundation of the Government’s approach is supporting Canadians through this crisis. +The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived. +This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. +Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder. + +CREATING JOBS +People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced. +The CERB helped people stay healthy at home while being able to keep food on the table. +The CEWS helped people keep their jobs, or be rehired if they had been laid off. +But there is still more to be done. +Unemployment is in the double digits, and underemployment is high. +Women, racialized Canadians, and young people have borne the brunt of job losses. +Canadians need good jobs they can rely on. +To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers. +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. +Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians. +Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work. + +SUPPORTING WORKERS AND THEIR FAMILIES +With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. +Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy. + +WOMEN IN THE ECONOMY +Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession. +Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home. +We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure. +The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach. +It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system. +The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour leaders, that the time is now. +The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever. +The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses. + +SUPPORTING BUSINESSES +As the Government invests in people, it will continue to support job-creating businesses. +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. +COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments. +The Government will help businesses adapt for the future and thrive. +This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by: +• Expanding the Canada Emergency Business Account to help businesseswith fixed costs; +• Improving the Business Credit Availability Program; +• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts. + +FISCAL SUSTAINABILITY +This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less. +With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence. +There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy. +The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly. +In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants. +Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing. +This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech. +This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success. +","" +"id-b171e243a56949af82b6dc7b20504ccd","Goal","Improve Agility & Scalability (Goal)","","" +"id-e6f7a5303c5e4be7b8568e1db43bbac5","Goal","Improve Business Outcomes (Goal)","“Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• improved business outcomes.","" +"id-531ed193932a4fa09b94519d4f15aab7","Goal","Improve Management of Data To Ensure It Is Accessible & Organized To Support Analysis","Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions.","" +"id-24c19a0313924f2eaa0117da93c08353","Goal","Improve Team Performance (Goal)","E.g.: Team Velocity","" +"id-5e2a9af8c8b2405a9ded9d72793dbaa0","Goal","Improve Use Of Modern Techniques To Extract Full Value Of Data","Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions.","" +"id-58a5e6ae540a4b32a51b4748d7477e15","Goal","Innovative Organization Capitalizing On Opportunities (Goal)","• innovative organization that capitalizes on opportunities","" +"id-a60afb33297a4c8ebf462a170bf671ae","Goal","ISB Mission: Maintain Trust By Ensuring ESDC Protects Program Integrity, Services, People & Assets; Prevent. Detect, and Manage Costly Errors, Abuse & Fraud.","2.3 Business Context +2.3.1 Business Environment +ISB maintains trust by ensuring that ESDC protects the integrity of programs, services, people and assets, and that costly errors, abuse and fraud are prevented, detected and managed. +To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis.","" +"id-772c58a98b664ec6b165272b1a05de2c","Goal","Leverage Innovative Technologies (Goal)","Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic.","" +"id-d129996c5cdf4c1880a5457c8e54cc08","Goal","Open & Transparent Architecture Work (Goal)","","" +"id-99a1db3b02574ebdbb0b1edfbe0d3178","Goal","Protecting Canadians From COVID-19","The first foundation of the Government’s approach is protecting Canadians from COVID-19. +This is priority number one. +It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort. +Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals. +Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. +The Government will continue to have people’s backs just like Canadians have each other’s backs. +Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. +The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. +At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. +Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. +The Government will also continue to work on what communities need more broadly. +The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. +To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. +These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. +At the same time, the Government will continue to support Canadians as they take action to keep each other safe. +Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. +The Government will also continue to work on getting Canadians the PPE they need. +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. +Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise. + +VACCINE EFFORTS +In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. +From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way.","" +"id-668c5b74667c49498860bbecbc9e613b","Goal","Protecting Canadians From COVID-19","The first foundation of the Government’s approach is protecting Canadians from COVID-19. +This is priority number one. +It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort. +Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals. +Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. +The Government will continue to have people’s backs just like Canadians have each other’s backs. +Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. +The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. +At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. +Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. +The Government will also continue to work on what communities need more broadly. +The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. +To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. +These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. +At the same time, the Government will continue to support Canadians as they take action to keep each other safe. +Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. +The Government will also continue to work on getting Canadians the PPE they need. +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. +Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise. + +VACCINE EFFORTS +In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. +From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way.","" +"id-1b5dbaf52ee3489884e8f031df6f35f8","Goal","Provide Easy Self-Serve Reporting (Goal)","","" +"id-aea9778d4cab4d24b9f01b68466bc373","Goal","Provide Single Window Access To Government Services (Goal)","Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca.","" +"id-f2212f9a9a57447599e14e7bde027ba2","Goal","Pulse of Canadians (Goal)","• pulse of Canadians","" +"id-d94674c070eb4840a44dc342c71e636d","Goal","Put Users At The Heart Of All We Do (Goal)","Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic.","" +"id-54848633fe70494e966505d4ec7e19ef","Goal","Reduce Resouces & Technical Dependence","","" +"id-e43bbe1594874c07aab0fe335d2c2d45","Goal","Reduce Technical Debt","","" +"id-5468daf03d8c41359bef64c5ffca9b0b","Goal","Respond Efficiently and Effectively To Changes in Business and IT Ecosystems, and Environmental Conditions (Goal)","“Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• efficient and effective response to changes in business and IT ecosystems, and environmental conditions (e.g. social-economic, risk events, etc. );","" +"id-74d8041218c84c9f8536224a2b3b8161","Goal","Standardize Data logging","","" +"id-662e5d9991db42789b5959ae35f1524b","Goal","Standardized Enforcement Business Processes","The desired end state includes a series of standardized business processes within the Enforcement environment, mapped to an electronic solution that supports these new processes. + +Finally, an internal audit conducted by ISB in 2014 highlighted that the results of investigations could be better leveraged to strengthen program integrity and prevention measures. In addition, mechanisms are required to support the alignment of regional investigative practices to national standards for the consistent treatment of all Canadians. The legacy case management systems in use today were not designed to enable statistical or data analysis of the case data, including results of investigations, thus severely limiting the ability of ISB to detect fraud trends and other anomalies that could have otherwise been used to strengthen fraud prevention. +1 Office of the Auditor General of Canada (OAG), Managing the Risk of Fraud, Report 1 in Reports of the Auditor General of Canada – Spring 2017, para. 1.1. +The lack of a case management system for the Enforcement function under ISB, inconsistent case management, and the outdated legacy and manual systems used by the branch for EI, CPP, and OAS, provide an opportunity to improve the way that ISB manages its investigations. A new, modern case management system will improve workload and quality management, allow for the tracking of evidence, support real-time reporting and give ESDC the ability to better leverage its investigation data in support of enforcement activities. +","" +"id-24c59decab8b402da42478491b03125b","Goal","Strategic EA (Goal)","","" +"id-1323e7b1380f48048dba7466e0b203d4","Goal","Strengthen Data Governance and Accountabilities","Strategic goal 2: value +Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and: +• strengthen data governance and accountabilities","" +"id-450aa04be2e24e0aa45508fb09def144","Goal","Technical Fit For Business Needs","","" +"id-0d51f13226ae4fb595ba0b6ff3c1b65c","Goal","The Canada We're Fighting For","This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone. +Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries. +Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism. + +RECONCILIATION +Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019. +However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by: +• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy; +• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action; +• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment. +The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; +• And support additional capacity-building for First Nations, Inuit, and the Métis Nation. +The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year. + +ADDRESSING SYSTEMIC RACISM +For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard. +Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change. +They are telling us we must do more. The Government agrees. +The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples. +The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape. +The Government will redouble its efforts by: +• Taking action on online hate; +• Going further on economic empowerment for specific communities, and increasing diversity on procurement; +• Building a whole-of-federal-government approach around better collection of disaggregated data; +• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service; +• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. +Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are +overrepresented in the criminal justice system. That has to change. +The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive. +The Government will: +• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records; +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; +• Modernize training for police and law enforcement, including addressing standards around the use of force; +• Move forward on RCMP reforms, with a shift toward community-led policing; +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + +PROTECTING TWO OFFICIAL LANGUAGES +Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. +In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French. + +A WELCOMING CANADA +Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian. +Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities. +The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together. +As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage. + +CANADA IN THE WORLD +We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity. +The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. +The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united. +The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. +Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well.","" +"id-dde453a689b045f6a5771ae82fc9cb36","Goal","The Canada We're Fighting For","This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone. +Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries. +Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism. + +RECONCILIATION +Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019. +However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by: +• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy; +• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action; +• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment. +The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; +• And support additional capacity-building for First Nations, Inuit, and the Métis Nation. +The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year. + +ADDRESSING SYSTEMIC RACISM +For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard. +Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change. +They are telling us we must do more. The Government agrees. +The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples. +The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape. +The Government will redouble its efforts by: +• Taking action on online hate; +• Going further on economic empowerment for specific communities, and increasing diversity on procurement; +• Building a whole-of-federal-government approach around better collection of disaggregated data; +• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service; +• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. +Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are +overrepresented in the criminal justice system. That has to change. +The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive. +The Government will: +• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records; +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; +• Modernize training for police and law enforcement, including addressing standards around the use of force; +• Move forward on RCMP reforms, with a shift toward community-led policing; +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + +PROTECTING TWO OFFICIAL LANGUAGES +Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. +In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French. + +A WELCOMING CANADA +Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian. +Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities. +The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together. +As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage. + +CANADA IN THE WORLD +We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity. +The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. +The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united. +The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. +Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well.","" +"id-841300a14d7e43be8afb31273b0e55f0","Goal","Track All EA Work (SAS, ESA, IA) (Goal)","","" +"id-8137f8ec7fce4a16b963b5fd60297f70","Goal","Understand and Demonstrate EA Value (Goal)","","" +"id-9e91694dadf34aa1aeb721186e36452e","Meaning","""Simple Site"" (Meaning)","""Simple Sites"" in SharePoint 2010 that contain only Lists and/or Libraries. Owners of Simple Sites will be notified at least four weeks before their migration date and, in most cases, will have a handful of items to address in their site before and after migration to SharePoint Online.","" +"id-38ec0ebfc5c44b4bb272216a7d874db7","Meaning","Analytics","Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends.","" +"id-16796cdd7a90477183c048809fb11949","Meaning","Big Data","Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives.","" +"id-d1b844730d344447ba16eefc6c847eb2","Meaning","Business Intelligence","Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy.","" +"id-9bf048e207e84792a1bc73573b293f60","Meaning","Document Acronyms and Abbreviations","Acronyms and Abbreviations +ABB Architecture Building Block +ADM Architecture Development Method +AI Artificial Intelligence +AIDM Airline Industry Data Model +API Application Program Interface +BI Business Intelligence +BNF Backus-Naur Form +BoK Body of Knowledge +COBIT Control Objectives for Information and Related Technologies +CGI Command Gateway Interface +CLI Call-Level Interface +COTS Commercial Off-The-Shelf +CSV Comma-Separated Values +CWM Common Warehouse Metamodel +DAMA Data Management Association +DCMI Dublin Core Metadata Initiative +DII Data Integration and Interoperability +DM Data Management +DMBOK Data Management Body of Knowledge +DTD Document Type Definition +EIF European Interoperability Framework +EOTD ECCMA Open Technical Dictionary +ERA Entity-Relationship-Attribute +FAIR Factor Analysis of Information Risk +FHIR Fast Healthcare Interoperability Resources +FOAF Friend Of A Friend +GDPR General Data Protection Regulation +GTIN Global Trade Item Number +HDFS Hadoop Distributed File System +HL7 Health Level Seven +HTML Hypertext Markup Language +HS Harmonized System +HTTP HyperText Transfer Protocol +HTTPS HyperText Transfer Protocol Secure +IANA Internet Assigned Numbers Authority +IATA International Air Transport Association +IEC International Electrotechnical Commission +IETF Internet Engineering Task Force +IRI Internationalized Resource Identifier +ISDM Industry Standard Data Model +ISO International Organization for Standardization +JSON JavaScript Object Notation +JSON-LD JavaScript Object Notation for Linked Data +LDAP Lightweight Directory Access Protocol +MDR Metadata Registry +MIME Multipurpose Internet Mail Extensions +ML Machine Learning +NIEM National Information Exchange Model +NIST National Institute of Standards and Technology +NLP Natural Language Processing +OAS OpenAPI Specification +OData Open Data Protocol +ODBC Open Database Connectivity +O-DEF Open Data Element Framework +ODF Open Document Format +OFX Open Financial Exchange +OMG Object Management Group +O-RA The Open Group Risk Analysis Standard +O-RT The Open Group Risk Taxonomy Standard +OWL Web Ontology Language +RAML RESTful API Modeling Language +RDF Resource Description Framework +RDFS RDF Schema +REST Representational State Transfer +SAML Security Assertion Markup Language +SBB Solution Building Block +SGML Standard Generalized Markup Language +SIC Standard Industrial Classification +SOX Sarbanes-Oxley +SPARQL SPARQL Protocol and RDF Query Language +SPDI Sensitive Personal Data or Information +SQL Structured Query Language +TDQM Total Data Quality Management +Turtle Terse RDF Triple Language +TXL Turing eXtender Language +UCS Universal Coded Character Set +UNDP United Nations Development Programme +UN/EDIFACT United Nations/Electronic Data Interchange for Administration, Commerce and Transport +UNSPSC United Nations Standard Products and Services Code +URI Uniform Resource Identifier +URL Uniform Resource Locator +W3C World-Wide Web Consortium +XDM XPath Data Model +XHTML Extensible HyperText Markup Language +XML Extensible Markup Language +XPath XML Path Language +XQuery XML Query +XSD XML","" +"id-69b05cb1337a4eb18a80507680a5d67b","Meaning","Document Scope","Scope of this Document +This document is about technical standards. Its main scope is standards and practices that apply to IT systems and their components. +In terms of the problems listed above, the clarity arising from having components that conform to the standards listed in this document can help people understand the data, map between different data models, provide synchronization, and preserve data characteristics and relationships in the face of change. They cannot create higher-level understanding, ensure data quality, provide data defense, or cope completely with change. The final section of the document discusses some of the considerations for standards in these areas.","" +"id-01ba23b7beb04123a54427da4192a31c","Meaning","Document Structure","Structure of this Document +The remaining sections of this document identify and briefly describe the relevant standards and discuss some wider considerations. They are: +• Representation Standards – dealing with how information is represented as data at a fundamental level in data sets and APIs +These standards can apply to source data, integrated data, and contextual metadata. +• Structure Standards – dealing with how data is structured in data sets and APIs +These standards also can apply to source data, integrated data, and contextual metadata. +• API Standards – dealing with additional considerations where data is obtained from or posted to APIs, rather than being read from or written to data sets +• Metadata Standards – applying mainly to contextual metadata but in some cases also to metadata included in source data or integrated data +• Data Analysis and Transformation Standards – applying to software components that perform analysis or transformation +• Wider Considerations for Data Integration Standards – discussing some existing standards and best practices that might be relevant, and new standards work that might be useful in relation to non-technical aspects of data integration","" +"id-885747b0b1bb4bbb8fe8a85861f962ba","Meaning","ESDC's Mission","Employment and Social Development Canada (ESDC) +The mission of ESDC, including the Labour Program and Service Canada, is to build a stronger and more inclusive Canada, to support Canadians in helping them live productive and rewarding lives while improving Canadians’ quality of life.","" +"id-8e6e4b7dea97413aaf044fc302ebcec0","Meaning","Information Management","information management +A discipline that directs and supports effective and efficient management of information in an organization, from planning and systems development to disposal or long-term preservation. Source: Policy Framework for Information and Technology +http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12452","" +"id-e030bed5111c46158112ff4dc4341eed","Meaning","Information Technology","information technology +Includes any equipment or system that is used in the automatic acquisition, storage, manipulation, management, movement, control, display, switching, interchange, transmission, or reception of data or information. It includes all matters concerned with the design, development, installation and implementation of information systems and applications to meet business requirements. Source: Policy Framework for Information and Technology +http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12452","" +"id-625732b054804f07a05c12670f4873e7","Meaning","Master Data Management","Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability.","" +"id-94cb079ed40949a591c6bc38556e2d90","Meaning","Terminology","• Curriculum – A high level grouping of courses that constitute an area of specialization. The curriculum is designed to serve as a roadmap for the courses that lead to a completion status. +• Course – A block representing a particular learning element. In Saba this could equate to all the content that makes up a simple course, or it can become a learning element that is a component of a curriculum. +• Delivery type – The method for delivering the course. Example – Instructor led, Web Based Training, or Blended. +• Class – The actual learning product that the learner registers for, completes, and is tracked in the LMS. +• Path – A grouping of modules and courses which a learner needs to complete in order to complete a Curriculum/Certification. A Curriculum/Certification can have multiple paths, but a learner only needs to acquire one path for completion. +• Module - The main component in a path, a module is logical grouping of courses (learning elements). Paths can (and usually should) have multiple modules. + +ABBREVIATIONS +ARIA techniques The purpose of this technique is to provide a label for objects that can be read by assistive technology. +ATAG Authoring Tool Accessibility Guidelines +CSS Cascading Style Sheets +CSV Comma-separated values +ESDC Employment and Social Development Canada +HTML Hyper Text Markup Language +IE 11+ Internet Explorer 11 +LMS Learning Management System +RFI Request for Information +SCORM Sharable Content Object Reference Model +WCAG Web Content Accessibility Guidelines","" +"id-0bec372b9778456b9c04174b2326a1fc","Outcome","Alignment to Cloud First GC Priority (Outcome)","WLM-and-CE Project 202000009 +Alignment to Cloud First GC priority +Not all applications can be moved to the cloud. Tools, mechanism and resources are in place to support the decision process for each application.","" +"id-22a62ed380644f1f827df9837f327075","Outcome","BDM and EA Outcomes Linked (Outcome)","Year 1 (2020-2021 fiscal year) +• BDM Outcomes Integration: The program’s benefits and dependencies between projects are linked to BDM tranche outcomes.","" +"id-e224daf2804a475da2beb2c3227859f8","Outcome","BDM Data Architecture Developed (Outcome)","Year 1 (2020-2021 fiscal year) +• BDM Data Architecture: Foundational concepts of the information/data architecture are leveraged to develop the BDM data architecture.","" +"id-775d00d51dbf45a5b46e71069deee2eb","Outcome","BDM SI's Onboard To QualiWare (Outcome)","Year 1 (2020-2021 fiscal year) +• BDM System Integrators (SIs) Onboard onto QualiWare: SIs are using the QualiWare tool to create architecture information/data, models/diagrams, and deliverables for defining the BDM architecture.","" +"id-6a70ed14ab8a41deb9eb6b7713558767","Outcome","Capitalized on Opportunities (Outcome)","Capitalizing on Opportunities +Identify: when business solutions can be reused; outcome achievement gaps and associated risks; as well as opportunity exploitation. Research products, services, business and IT trends that would deliver value to the organization. +• Participated in the BDM working group; +• Implemented a plan that revises quarterly all technology standards in retirement against what exists on the network for gaps assessment and removal; +• Identified alternative technologies for contained or retired technologies; +• Used Business Reference Architectures for horizontal analysis; +• Started defining the EA Staff Development Framework; and +• Started developing the architect onboarding process.","" +"id-f371236502e9434c9583cb62f56fc963","Outcome","Deliver Faster, Simpler, More Reliable and Less Costly Ethical, Authorized Access","More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly.","" +"id-ab62472c83cb40a4bc82e0b9d5971067","Outcome","Deliver Greater Privacy & Transparency In WHO Accesses WHAT Data, WHY, and Using Which Tools","More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly.","" +"id-a5c3243db8a64fce99938191b087a043","Outcome","Delivered Client-Centric and Client Self-Service (Outcome)","Client-Centric and Client Self-Service +Deliver EA value that meets the needs of clientsin a timely manner. Clients in all levels of the organization can access architectural services, information, material, deliverables and insights through client self-service channels anytime, anywhere and with any device. +• Implemented and experimented with quick wins for streamlining the Enterprise Architecture Review Board processes; and +• Put in place a self-serve dashboard for tracking the progress of option-analysis requests.","" +"id-3633d94436d145d9b0543658b17fdced","Outcome","Doing the Right Thing and Doing It Right (Outcome)","Department is Doing the Right Thing and Doing it Right +Provide architectural investment insights and decisions by assessing if projectsare “Doing the Right Thing” (e.g. delivering value and achieving businessoutcomes) and “Doing it Right” (e.g. aligning to standards and complyingwith guardrails). +• Received approval of ESDC Cloud Reference Architecture; +• Linked Benefits Delivery Modernization (BDM) tranche outcomes to the programme benefits; +• Received approval of the revised terms of references for the Architecture +• Review Committee (ARC); +• Onboarded System Integrators supporting the BDM pilot phase ontoQualiWare; +• Developed the foundation of the data architecture for BDM that reconciles enterprise data with program data; +• Assessed all technology standards and identified gaps in baseline technologies; +• Started putting in place the Enterprise Requirements Management framework; +• Shaped project proposals to align with and achieve departmental strategic goals; +• Ensured project benefits were identified and aligned to the project’s scope,business needs and drivers; and +• Received approval of the Open Source Software (OSS) framework and the associated OSS tool for compliancy of OSS code/solutions.","" +"id-5924f0f302b44194ad359d508cd72b90","Outcome","Improve IT Security Posture and Compliance (Outcome)","WLM-and-CE Project 202000009 +Improve IT Security Posture and Compliance +All clouds and EDC applications will require a revision of their authorization to operate (ATO) +The cloud and EDC environments support the new ITSG33 standard +The network and firewalls configuration will support the ITSG33 for up to PBMM.","" +"id-88ac1979e7164c5aa85a59ecd40a9d4d","Outcome","Improved Agile Development Capability (Outcome)","Improved agile development capability +Outcome Description +IITB will have control over its Virtual Machines and Environments in the cloud +Cloud environments will support a faster turnaround time when requirements ask for a change in configuration or infrastructure (memory, hard drive space, environments).","" +"id-179880df98cf4827924713a7b2e932d2","Outcome","Increased consistency in the delivery of Integrity Services and standardized business processes (Consistency of Practice)","","" +"id-84d105922a6b49c89d97845967855a85","Outcome","Increased Response Capacity To Data Foundations Gaps","This proposal seeks $XM in funding over the next two years to stabilize current data and analytics capacity in ESDC’s Chief Data Office, and to support an incremental increase in capacity designed to respond to gaps in ESDC data foundations that require immediate attention.","" +"id-b450f955ac1a487b87616bdb40c2581d","Outcome","Increased Security & Control of Data / Evidence (Effectiveness)","Outcome Description +With the introduction of the Enforcement case management system, ESDC will be able to improve security and control over the data in support of Enforcement cases.","" +"id-63db0d0c8ad64ec699503d46105888f3","Outcome","Maintain or Renew Their Status Throughout the Year (Outcome)","","" +"id-e46cda401ad549f1a4f89f3409e7dca9","Outcome","Matured the EA Program (Outcome)","Mature the EA Program +Address the gaps in the pillars of a mature EA program. +• Implemented the ESDC EA Meta model in QualiWare; +• Put in place Version 1 of the Enterprise Architecture Content Management Framework; +• Identified trusted stakeholders for all EA services; +• Received approval to procure and implement an enterprise data catalogue; +• Put in place a mechanism to identify business process models that are approved; +• Integrated Business Process Management (BPM) within EA; +• Added Client Journey Maps to the EA tool set; +• Developed a process to address the management of cloud and DevOps tools in the technology standards for proper and agile oversight and approvals; and +• Streamlined the process for providing a product and functionality assessment of every new product/service brought to the Operations andChange Management Committee (OCMC) for approval.","" +"id-43ee4c4af7b143da9f1d38e5ec6b6ba0","Outcome","Overall Enforcement Cost Reduction","Outcome Name +Reducing the overall cost of enforcement + +Outcome Description +The new case management solution will provide a positive economic impact to fraud enforcement at ISB through reduced case errors and improved compliance to legal documentation requirements as indicated by fewer returned cases. ","" +"ef139296-e535-4bc3-9df0-1539f0f94e7b","Outcome","Portfolio Backlog","https://www.scaledagileframework.com/portfolio-backlog/","" +"e2b24879-819f-42f9-8667-b62afbab8368","Outcome","Product and Solution Backlog","https://www.scaledagileframework.com/program-and-solution-backlogs/","" +"id-6364bca9a8f146da9b10cf4a7291ee7b","Outcome","Provide Canadians Ability To Apply, Be Considered Access to CDCP For Oral Heath Needs (Outcome)","","" +"id-0784f1d865ef4654856421de46a149c7","Outcome","Provide Trusted, Horizontally Integrated Data","This investment will provide trusted, horizontally integrated data supporting better policy analysis, including Gender-Based Analysis+ and Strategic Environmental Assessments.","" +"id-3e43b3b4b5fc44808a73acba1da32e71","Outcome","Provides Basis For Future Data Integration Best Practices","By listing relevant standards, this document provides a useful body of reference. It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. It also provides a basis for future work from The Open Group to identify and describe data integration best practices.","" +"id-6d68c40a48904a2a91d0f800f3bed4aa","Outcome","Reduction of Technical Debt (Outcome)","","" +"id-b22f8a229a7e413ba6993dcabb86710e","Outcome","Seek Help and Guidance on Eligibility, How To Apply and Programme Information (Outcome)","","" +"9f32a108-b8dd-4e9b-bad7-4623b24d38ce","Outcome","Solution Recommended","","" +"id-a482b14ea560411c92d4cc667cfd4d6c","Outcome","Stabilized Data and Analytics Capacity in CDO","This proposal seeks $XM in funding over the next two years to stabilize current data and analytics capacity in ESDC’s Chief Data Office, and to support an incremental increase in capacity designed to respond to gaps in ESDC data foundations that require immediate attention.","" +"dfae411d-61d7-41b0-a481-94f57a6895f7","Outcome","Team Backlog","https://www.scaledagileframework.com/team-backlog/","" +"id-b9da1434f6344762a770380e3681a42b","Principle","1. Modern Work Enablement (Principle)","Organizational Value and Risk Alignment +1. Modern Work Enablement – Users in organizational ecosystems must be able to work on any network in any location with the same security assurances, increasing productivity. +* Users include enterprise users, partners, and any other consumers including intelligent agents, humans, and IoT devices.","" +"id-8e50bfcb838d40a8bffb573f51acc409","Principle","1. New Target Operating Model and service continuity during the transition","BDM Architecture Principle 1: +Principle: New Target Operating Model and service continuity during the transition +Statement: BDM will implement a new Target Operating Model designed for the future. Transition will be gradual and iterative ensuring service continuity. +Rationale: BDM service modernization and service ambitions cannot be realized with technology modernization only – a new Operating Model is required. BDM will modernize services that deliver over $122B annually to Canadians, many of which are mission critical as they support most vulnerable clients in the time of need. Disruption to the delivery of these services is unacceptable. +Implications: • Architectures and solutions proposed as strategic and target state will be evaluated against the new Target Operating Model. +• To ensure service continuity, co-existence model where new solutions and legacy operate in parallel will be required. +• Co-existence model inherently leads to a greater complexity than the current or target state. Among different viable architectures that are fit to support the new Target Operating Model and co-existence, less complex ones will be favoured over more complex options. +• Evaluation of architectures and proposed solutions in regards to their ability to integrate and operate in a co-existence model will be presented to BDM-ARC.","" +"id-3800689ba59e479886f4a66c752f5032","Principle","10. Minimize changes to legacy","BDM Architecture Principle 10: +Principle: Minimize changes to legacy. +Statement: Minimize changes and write-back to legacy. +Rationale: Co-existence model inherently leads to significant complexity. BDM needs to design deployment strategy, transition architecture, services, processes and integration between new solutions and legacy to control complexity and risk. One of the approaches to control complexity is to minimize changes to legacy. +Implications: Architecture objectives and planning assumptions (to be validated through prototyping): +• There will be one system of record for each transaction. +• Transactions will be process either in the new or legacy system, not in both. +• Data will be accessed in the other system as needed. +• Certain amount of data will be migrated to the new system. +","" +"id-7fdf5fcba5f040b984f7c0cae8b538a3","Principle","10. Simple and Pervasive (Principle)","Security Controls +10. Simple and Pervasive – Security mechanisms must be simple, scalable, and easy to implement and manage throughout the organizational ecosystem (whether internal or external).","" +"id-930e433629624c6f9d8a5741d5caf3c9","Principle","11. Architecting for Agility","BDM Architecture Principle 11: +Principle: Architecting for Agility +Statement: BDM solutions will be architected for agility, creating modular and flexible architecture and reducing risks of vendor lock-in. +Rationale: Architecting for agility is a fundamental shift in delivering IT services, moving away from operational inefficiencies to flexible, decoupled solutions. It will position ESDC to adapt to technology changes and ever-changing client and business needs and expectations. +Our objective is to create a flexible and resilient BDM architecture that enables agility to continuously innovate. An architecture that has greater agility will enable ESDC to have a more fluid and flexible technology landscape, setting us up to be more responsive and adaptable to future changes. +Implications: • Platforms and products that consist of individually deployable modules will be preferred over monolithic solutions. +• Solutions and modules will be decoupled whenever possible without causing performance or latency issues. +• Architecture decisions will be made just in time to enable procurement and implementation. Making them too early may create undesirable constraints on the scope and technology options. +• BDM will consider alternatives and keep them ""open"" as long as they remain viable. It should be recognized that not all technical decisions can be made at the same time: there is benefit to making some decisions later when they can be better informed by business decisions and through additional analysis and prototyping. +• BDM will be prepared to refactor (change) architecture. Architecture work products will evolve and be further developed throughout the BDM Programme lifecycle. We will iterate and improve architecture periodically and as needed. +• BDM will identify and analyze architectural dependencies and incorporate them into a responsive model: we will strive to integrate dependencies through loose coupling and have contingency plan when they are yet to be implemented. +• Caveat: This principle will compete with Principle #3: Favour strategic over interim and tactical solutions. Tactical solutions may be necessary to help us achieve desired level of agility. + + +BDM EA WG: The principle is well received and supported by the architecture community. It communicates that architecture practice is adapting and orienting to help enable business agility. +Recommendation: Accept","" +"id-1a6063d930db4275b192589686bf344b","Principle","11. Explicit Trust Validation (Principle)","Security Controls +11. Explicit Trust Validation – Assumptions of integrity and trust level must be explicitly validated against organization risk threshold and tolerance. Assets and/or data systems must be validated before being allowed to interact with anyone/anything else.","" +"id-549c7d1e7a5541369f53e0915c10e549","Principle","12. Maximize Use of Core Technology","BDM Architecture Principle 12: +Principle: Maximize Use of Core Technology +Statement: Consider leveraging capabilities and functionality of the Core Technology (Cùram Social Program Management) before considering other solutions and applications for common benefit processing and service delivery. +Rationale: Leveraging investment in the platform and making use of OOTB business logic and processes will greatly improve ESDC agility and ability to implement new benefits and implement changes to existing benefits and processes. +Additionally, this will reduce complexity of implementation and cost of ownership minimizing the need for integration with other dependant applications. +Implications: • Business may have to accept that not all requirements will be fully met by the Core Technology solution. +• Design of some future state business processes may need to be adjusted to leverage OOTB business logic and processes. +• Evolving business needs may require moving away from specific capabilities of the Core Technology solution in the future. This situation would trigger changes in architecture, transition to either specialized best of breed or enterprise solutions and possibly procurement. Principle #11: Architecting for Agility mitigates this implication. +• Core Technology solution architecture becomes the architecture for the Common Benefit Delivery Platform. +• Enables alignment of the BDM solution evolution and improvements with the Cùram Social Program Management product roadmap and plans for future improvements. +• Supports an MVP approach. +• Caveat: Increased risk of vendor lock-in. + + +BDM EA WG: The remaining principles would lead to the same conclusions and outcomes. The principle is redundant. +Curam Capabilities Prototype did surface and supports the principle. +Recommendation: Consult BDM ARC","" +"id-ee2c743d44164b62954cb647ad9ca93e","Principle","13. Adoption of Event-Driven Architecture","BDM Architecture Principle 13: +Principle: Adoption of Event-Driven Architecture +Statement: Preference will be given to event-driven architecture to help build decoupled, responsive, adaptive and resilient solutions. +Rationale: Modernization of digital channels and services, as well as planned advances in service delivery and common benefit processing, require ability to access data and process events and transactions in (near) real time. Solutions and services need to be designed to “react to events” and process them in (near) real time where desirable and to the extent possible. +This type of architecture adds a layer that further decouples architecture components, making the overall architecture more adaptive and resilient. +Implications: • Key objective is to move from batch to predominantly (near) real-time services and transactions. +• Every integration should be considered for event driven approach. BDM will implement the most appropriate pattern for each integration with a view to move to event-driven integrations whenever this approach is aligned with the business processes the integration enables. +• We will assess supporting solutions and dependencies for their ability of being event driven and can participate without added complexity. +• Best practices and lessons learned from previous successful implementations of these technologies will be consulted prior to making the decision. +• We do not recommend “Everything is an Event” approach. Complementary integration patterns exist and will be considered for integrations that are not natively event-driven. Data integration technologies are available too! +• Selection and implementation of an Event Broker and Messaging Platform becomes high priority for Tranche 1. +• Caveat: Cùram SPM includes OOTB batch processes that need to be implemented as defined by the platform. No previous implementations of Cùram were based on event driven architecture. +• Caveat: This type of architecture requires highly-available and resilient network and infrastructure. Cost may increase. +• Caveat: Will require high transaction rate through SCED which raises performance and bandwidth concerns. + + +BDM EA WG: The principle is well received and supported by the architecture community. Despite caveats, this is a good principle to have to communicate desire to move from batch to predominantly real-time client services and transaction processing. +Recommendation: Accept","" +"id-1aca6764c9354cd5b501ce9c4cb84e01","Principle","14. Outcome-Driven","BDM Architecture Principle 14: +Principle: Outcome-driven (proposed by business architecture) +Statement: Architectural decisions will seek to maximize value to clients, partners, staff, ESDC, and the GoC driven by the overall Programme strategy. +Rationale: BDM will seek to realize benefits for clients, partners, staff, ESDC, and the GoC. Decisions regarding the architecture of BDM should be primarily focused on delivering on the outcomes outlined in the strategy. +Implications: • Decisions regarding the technical and solution architecture should be weighed against their ability to achieve strategic outcomes and impact on the targeted stakeholders +• Capabilities delivered as part of the BDM programme, enabled by the technology, will be linked to the outcomes that they support, value they deliver, and benefits realized + + +BDM EA WG: The principle is covered by the new GC Architecture Standards, therefore redundant. Also, the remaining principles would lead to the same conclusions and outcomes. +Recommendation: Reject","" +"id-c436338859ba4ca6beac7e0a59189444","Principle","1: Client and Service-Centred Design","Principle 1: client and service-centred design +GC solutions and services are designed from a client-centred and end-to-end digital service delivery perspective to increase the value they bring to clients through: +• early user engagement +• convenient access and availability through multiple channels +• pre-population of information when possible and where appropriate +• simplified, streamlined and joined-up workflows +• reuse of information where appropriate +• rigorous user testing","" +"id-5139a74045f94bfcb4474b1692b7c892","Principle","2. BDM will consume GC and ESDC Enterprise Solutions/Services where appropriate and available","BDM Architecture Principle 2: +Principle: BDM will consume GC and ESDC Enterprise Solutions/Services where appropriate and available. +Statement: BDM will consume a GC or ESDC enterprise solution/service where it exists and meets all BDM mandatory and majority of non-mandatory functional and non-functional requirements, as well as, when there is a commitment and plan for long-term investment in sustainment and support. +Rationale: With each decision to leverage an existing solution or service, BDM will inherit risks associated with the architecture, deployment, availability and operations of the solution/service. Solutions and services which may have not been designed for the scale required by BDM or lack appropriate investment commitments, product roadmaps and operational and support models, present a risk to the BDM Programme. +Implications: • GC and ESDC Enterprise Solutions/Services will be evaluated against BDM requirements. If gaps are identified, it is expected that an investment and a project plan are put in place to close the gaps. +• The architecture of the GC and ESDC Enterprise Solutions/Services will be evaluated for alignment and compatibility with the BDM solution architecture. +• BDM may present opportunities to enhance or modernize certain enterprise solutions and services. Such opportunities will be identified as architecture options and presented to BDM-ARC. +","" +"id-4b4076450e0e4b3d904d325b72ba5168","Principle","2. Goal Alignment (Principle)","Organizational Value and Risk Alignment +2. Goal Alignment – Security must align with and enable organization goals within risk tolerance and threshold.","" +"id-7bed9a13cc594bfe8a5cb7be06999ea1","Principle","2: Open","Principle 2: open +GC information and data is open by default, ensuring that: +• information and data are made open to the public to the greatest extent possible +• new processes are designed to enable and facilitate proactive release of government data and information by default +• the public actively participates in policy, program and service design +• citizens are consulted and engaged in government decisions and operations +• GC employees work “in the open”","" +"id-b8a9911822e7451a88d3a2608383e801","Principle","3. Favour strategic over interim and tactical solutions","BDM Architecture Principle 3: +Principle: Favour strategic over interim and tactical solutions. +Statement: BDM will favour investment in strategic solutions and technologies over investment in interim and tactical ones. +Rationale: Strategic solutions and technologies are those that are selected and deployed with a plan to support service delivery over a long term (10+ years). Tactical and interim solutions are both expected to be replaced by Strategic solutions, either in a relatively short time period (tactical) or over longer term (interim). +Implications: • Investments in interim and tactical solutions, unless required for legislative, significant business value/savings or service continuity reasons, will be presented as architecture options with generally lower score for EA alignment than strategic solutions. +• BDM will support investments in interim and tactical solutions that are expected to deliver immediate business outcomes when they do not constitute an obstacle to the BDM implementation or significantly increase BDM technical debt. We advise to establish and monitor metrics for identified business outcomes throughout the lifecycle of the investment. +• Architecture of the interim or tactical solution may be reviewed if the solution needs to integrate with the BDM solution or support BDM implementation, for instance, by generating data and insights that would inform BDM service design and/or architecture.","" +"id-9b8841b8444c4c29a44c4494dc9435ea","Principle","3. Risk Alignment (Principle)","Organizational Value and Risk Alignment +3. Risk Alignment – Security risk must be managed and measured consistently using the organization’s risk framework and considering organizational risk tolerance and thresholds.","" +"id-22385cd6e50b4a768b7641cfbcceeeb8","Principle","3: Enterprise First","Principle 3: enterprise first +Departments will follow common standards, approaches and direction, and use existing enterprise assets, such as processes, data, contracts and solutions, as accelerators where: +• information is created once, reused numerous times, and managed GC-wide as a single-aligned asset that is consistent, standardized and interoperable +• solutions support the use of open standards, are scalable and can be rapidly deployed +• cost-effective and efficient business solutions facilitate information and data integration, reuse, management, sharing and analytics +• common business needs are addressed through enterprise or shared solutions, and departments stop investing in departmental legacy systems and refocus efforts, resources and funds on becoming ready to adopt an enterprise or shared solution and on accelerating its implementation +• efforts across the GC are more coherent, integrated, secure and effective","" +"id-3db3deeeecf3465ba3426e6e4ff61b37","Principle","4. Data is at the center of BDM","BDM Architecture Principle 4: +Principle: Data is at the center of BDM. +Statement: Data is at the center of BDM. BDM embraces Data Management-by-design by building services and processes that support and enable appropriate data access, standards and quality for ESDC clients, partners and staff. BDM advocates leveraging data from an authoritative source. +Rationale: Data has a great potential to support and inform better decisions both in service design and continuous improvement and in adjudicating and processing client applications and requests. To realize such potential, data needs to be relevant, reliable and available. +Implications: • BDM will strive to enable data driven approach to decision making in service design and continuous improvement . +• BDM will enable data-as-a-service approach by enabling access to authoritative sources of data whenever possible. +• Data gathered once. +• Collecting the same data from the client multiple times for the use in different programs will be avoided. +• Transferring and replicating data will be done judiciously and only when necessary for functional or performance reasons. +• Proposed data architectures, models and data flows will be presented to BDM-ARC for review. +","" +"id-c12b55bd64204518a76c4faf69844847","Principle","4. People Guidance and Inspiration (Principle)","Guardrails and Governance +4. People Guidance and Inspiration – Organizational governance frameworks must guide people, process, and technology decisions with clear ownership of decisions, policy, and aspirational visions.","" +"id-0166d936575f42599b7fdf7444228978","Principle","4: Secure","Principle 4: secure +GC information is safeguarded for security, privacy and confidentiality, is monitored to prevent leaks, and is protected for future generations.","" +"id-a24772a205af49edb16ce114185c21f9","Principle","5. Digital First","BDM Architecture Principle 5: +Principle: Digital First. +Statement: Digital First. BDM will design and implement digital interfaces to enable and encourage submission of information in a digital format through the digital channel and third-party systems and end-user applications. +Rationale: BDM target state characteristics include digitally enabled services and responsive, proactive and inclusive service experience. BDM goals, among others, include: +• empowering clients to self-serve by providing an attractive, seamless and end-to-end service delivery option through the digital channel; +• leveraging the support of NGOs, public and private sector partners to optimize and deliver a better, more impactful client outcomes. +Implications: • BDM will design and implement new digital channel solutions that will enable seamless and accessible client self-service. +• Functionality will be exposed as services via APIs where applicable and of business value. +• BDM will encourage and work with service delivery partners to change their existing systems or develop new end-user applications for their staff and clients to submit data to ESDC in a digital format. +• Proposed external APIs will be presented to BDM-ARC for review. +","" +"id-722c6706e3284e90961b547975c09f6a","Principle","5. Risk and Complexity Reduction (Principle)","Guardrails and Governance +5. Risk and Complexity Reduction – Governance must both reduce complexity (i.e., simplify) and reduce threat surface area.","" +"id-6e1a5738a2b14288b4a64df89a787dc6","Principle","5: Cloud First Approach","Principle 5: cloud first approach +Departments will explore “… as a service” (XaaS) cloud services before developing solutions in-house. This includes private and public cloud offerings.","" +"id-a0e04f93c0a24a038d379020acf6fc14","Principle","6. Alignment and Automation (Principle)","Guardrails and Governance +6. Alignment and Automation – Policies and security success metrics must map directly to organizational mission and risk requirements and should favor automated execution and reporting.","" +"id-79797bbebaa04266b828a722e79c4390","Principle","6. Open Solutions and standards","BDM Architecture Principle 6: +Principle: Open Solutions and standards. +Statement: Open solutions by default, proprietary by exception. SaaS and COTS that support open standards are considered open solutions. Open source will be considered where appropriate. +Rationale: In an ideal scenario, solutions (or their components) are interoperable and substitutable: each one can be substituted easily and independently. This can be achieved only when solutions support open standards. +Implications: • Open standards and industry best practices are and will continue to be embedded in BDM architecture and functional and non-functional requirements. +• Proprietary solutions that do not support open standards or are not substitutable for any reason must be identified and granted an exception by BDM-ARC and EARB. + + +Note on open standards and open source software (Reference: Open Standards Whitepaper on GitHub): +The following criteria define open standards: +process for the standard's development is open and transparent to all interested parties and cannot be controlled by any single person or entity with any vested interests; +platform independent, vendor neutral and usable for multiple implementations; +specifications and supporting material are freely available with limited restrictions; +supported by the community and demonstrate independence or approved through due process by rough consensus among participants. +Open source software (OSS) is a way of developing and distributing software. The code is often written collaboratively, and it can be downloaded, used and changed by anyone. +Open source software (OSS) and open standards are separate concepts, however there are strong ties between them. OSS tends to use and help define open standards and publicly available specifications. OSS are, by their nature, publicly available specifications, and the availability of their source code promotes open, democratic debate around their specifications, making them both more robust and interoperable. ","" +"id-4392a34e4629468db4513b4283a47e79","Principle","6: Enable A Modern Workplace: Anywhere, Anytime With Anyone","Principle 6: enable a modern workplace: anywhere, anytime with anyone +The GC strives to be an innovative organization that: +• provides its employees with modern technology that supports information retrieval, use, sharing and collaboration by making information and data accessible when and where needed +• provides customizable tools and resources with minimized learning requirements for users +• provides automated, digital processes in support of better services +• attracts, retains and encourages public servants to work smarter and be innovative, greener and healthier so that they better serve Canadians","" +"id-6702c070efda4c39afe199af8eba7ceb","Principle","7. Security and Privacy-by-Design","BDM Architecture Principle 7: +Principle: Security and Privacy-by-Design. +Statement: Balance Service and Security. +Balance Service and proactive and personalized Service Experience and Privacy. +Rationale: Security measure can present constraints for data collection and client interaction. Similarly, proactive and personalized service requires collecting and analyzing client data and proactively initiating interactions with the client which can be viewed as at odds with respecting client’s privacy. +Implications: • BDM will seek to balance client and business needs with appropriate security measures. +• Evaluation of architectures and proposed solutions in regards to applicable and supported security measures will be presented to BDM-ARC. +• BDM will seek to reduce constraints related to data collection and data access and sharing, while maintaining a focus on privacy (e.g. leveraging a client consent-based model). +• Privacy considerations are key to legislation, operational policy, service and business rules design. Through architecture and solution design, BDM will ensure that their intent in regards to privacy is maintained in implementation.","" +"id-875dc98c5c944764b64c66454d7f4cfa","Principle","7. Security for the Full Lifecycle (Principle)","Guardrails and Governance +7. Security for the Full Lifecycle – Risk analysis and confidentiality, integrity, and availability assurances must be sustained for the lifetime of the data, transaction, or relationship. Asset sensitivity must be reduced where possible (removing sensitive/regulated data, privileges, etc.), and assurances should be provided for the risk of data in use, in-flight, and at rest.","" +"id-db2ec36168f849ef88935e40d876a8d4","Principle","8. Asset-Centric Security (Principle)","Technology +8. Asset-Centric Security – Security must be as close to the assets as possible (i.e., data-centric and application-centric approaches instead of network-centric strategies) to provide a tailored approach that minimizes productivity disruption.","" +"id-ac9c64ab37604ed8b67f12685db13ea9","Principle","8. Integrity & Quality-by-Design","BDM Architecture Principle 8: + +Principle: Integrity & Quality-by-Design. +Statement: BDM will embed integrity and quality controls up-front and throughout processes and services. +Rationale: Embedded approach to integrity and quality management is required to move away from “pay-and-chase” model and enable continuous service improvement. +Implications: • BDM will ease burden of proof on clients, based on risk and complexity profile, while maintaining compliance and integrity checks. +• Client risk, priority and complexity profile will result from integrity and quality controls embedded in processes and services. +• Quality and continuous improvement will be embedded in all processes. + +","" +"id-58a16058413344f1a00bca4f9d08723c","Principle","9. Cloud First","BDM Architecture Principle 9: +Principle: Cloud First. +Statement: Cloud First. BDM will leverage cloud where appropriate and available. +Rationale: Cloud computing means providing infrastructure services and application services on demand. This is made possible through a high level of virtualization of hardware components by way of infrastructure service software. The result is highly scalable, elastic, available and programmable infrastructure. All these characteristics are of great importance to BDM. +Implications: • BDM will leverage cloud where applicable, available and where it meets BDM security requirements. +• All cloud deployment options (including SaaS) will be explored and evaluated as part of the solution design. +• BDM will ensure that requirements for performance, availability, and scalability (including peak traffic periods) are met by all BDM solutions and components (new and legacy) and the hosting infrastructure. +","" +"id-40d5aaae6faa4a9386710492f803e4ec","Principle","9. Least Privilege (Principle)","Technology +9. Least Privilege – Access to systems and data must be granted only as required and removed when no longer required.","" +"563708e1-5eed-441d-a03c-47ee955709fb","Principle","<> Zero Trust Principles","","" +"id-e58f48a2718c4be09ae3e91f4897f889","Principle","A.1: Authoring tool user interfaces follow applicable accessibility guidelines","","" +"id-b42535c56a014aa2b0be24081f43c5a3","Principle","A.2: Editing-views are perceivable","","" +"id-db7f13c3cf744417b5b006f203fd9d6e","Principle","A.3: Editing-views are operable","","" +"id-f92cdd54f88246aa971c8484bccee47c","Principle","A.4: Editing-views are understandable","","" +"id-610c88b34a644b8ab7641da5bcf7b7e4","Principle","Accessibility","3.2. Accessibility + +Name: Accessibility +Statement: ESDC services are accessible on an equitable basis to clients +Rationale: +• Government services needs to be accessible to the widest set of consumers. Channel independence ensures that clients have a choice of access options. While information and services need to be accessed in a variety of ways, the information and services must be delivered in an integrated, consistent fashion. +Implications: +• Services should be designed to operate consistently across multiple delivery channels. +• Programs will need to resource significant additional effort in human interface design. +• In designing services, programs will need to consider accessibility by, and interoperability with, automated services. +References: +• Australian Government Enterprise Architecture Principles (PR-6)","" +"id-b71d52f8534e4e71952785be13efe1c4","Principle","Accessible-By-Default","4.1. Accessible-by-Default + +Name: Accessible-by-Default + +Statement: Information and data is open, accessible and easy to use by default, however protected within closed environments when it includes personally identify and/or sensitive data +Rationale: +• The Government of Canada strives to provide Canadians with access to the data that is produced, collected, and used by departments and agencies across the federal government through a single and searchable window. +• Information and Data are easily findable and consumable, in the appropriate format for a variety of users and scenarios. +• Benefits of open data include: + o Support for innovation + o Advancing the government's accountability and democratic reform + o Leveraging public sector information to develop consumer and commercial products + o Better use of existing investment in broadband and community information infrastructure + o Support for research + o Support informed decisions for clients + o Proactive Disclosure +• Information and Data are ubiquitous, but to be of business value the constraints challenging its access and use must be mitigated as much as is appropriate to do so. + +Implications: +• Unless sensitive or containing personally identifiable data, the data is accessible to all employees of ESDC. +• When designing services and systems, opportunities for publishing open data must be explored. Data can be published in different formats, or made accessible through Application Programming Interfaces (APIs). +• Application Programming Interfaces (APIs) provide on-demand access to large, timely or complex data. +• Information and Data holdings must be aligned to business needs and functions. +• Information and Data are clearly catalogued, easily discoverable and easily accessible. +• Access must be closely tied to understanding of the data, otherwise inappropriate use may occur. +• Information and Data consumers’ awareness and education of data sources must be sustained. +• Information and Data are in the appropriate tool and format for use and users know how to access it. +• Efficient / timely access to information / data and its protection are not mutually exclusive concepts. +• Information and Data repositories need to be managed to reduce redundancies and duplication. +• Information and Data presentation must match generally accepted internal or external standards. +• Levels of aggregation or disaggregation are appropriate for consumption purposes. +• Timeliness of access permits the right data to be available when it is needed. +• Mashup of Information and Data will push the boundaries of user understanding and will need training and support. +• Knowledge repositories should capture enterprise information in ways to be useful as a basis for designing programs and services to improve future outcomes. +• Business and Information Professionals must partner to ensure user/consumer perspective is enabled. +• Information and data is now found in many forms and under many constraints. +• Boundaries or constraints can include legal, geographic, ownership, sovereignty, language, format, application, technology, security, privacy, etc.; the goal is to architect by considering these boundaries, not to circumvent them. +• Data architecture or lineage and flow must be such that we can utilize, process, and share data regardless of constraints. +• Data if possible should reside where it is and not re-created or moved. +• Intellectual property must be respected and maintained regardless of constraints. +• A federated management / stewardship approach may be applied in certain circumstances. +• Availability must not suffer due to insufficiently designed and implemented solutions. +• Third party processing (supply chain security) policies and architectures should be designed and monitored (i.e., our data must be under our rules at all times and locations). + +References: +• Canada's Open Data Principles +• CDO","" +"id-6987c7026ba2476ca8612f7b42893903","Principle","Address Security and Privacy Risks","Address security and privacy risks +Take a balanced approach to managing risk by implementing appropriate privacy and security measures. Make security measures frictionless so that they do not place a burden on users. + +Guidance: Address security and privacy risks +Digital services are core to service delivery, and they must securely store and manage the information of Canadians to maintain trust in government services. + +Security and privacy should be taken as a consideration from the onset of work for a given service, in alignment with Iterate and Improve. The implementation of security and privacy controls should be considered part of daily work. Similarly, processes should promote and monitor the continuous implementation of security and privacy controls throughout the lifecycle of a service. This will demonstrably increase the security and privacy posture of digital services by leveraging automated testing and real time reporting and monitoring over anecdotal document-heavy manual processes. Said processes, and the security and privacy controls themselves, should be frictionless, ensuring that services are designed first and foremost for users, not to satisfy existing legacy government procedures, tooling, or processes. Furthermore, by creating frictionless processes and permitting services to be iterated and improved upon quickly, the government is better situated to respond quickly to security or privacy risk. By responding to these operational needs within hours or minutes rather than months, the government can improve its security and privacy posture. + +Aligned Behaviours +1. Our team considers security and privacy throughout the service design process. +2. When implementing or enforcing security or privacy controls, our team takes into consideration how they would impact the quality or efficiency of the service and how it will impact the end users of the service. +3. Security measures are frictionless so that they do not place a burden on users. +4. Our team has privacy and security knowledge and understanding as a competency within the team. +5. The service has implemented automated security checks and privacy protections include role-based access and audit functions against the service. +6. There are procedures and processes in place to quickly respond to security or privacy breaches or incidents. + +Misaligned Behaviours +1. Team has no internal privacy or security knowledge, relying on other teams to identify nearly all security or privacy controls and best practices. +2. The core services upon which our team works have no automated security checks or privacy protections. +3. Our team relies on security through obscurity, hiding services or information rather than improving the security posture of the service. +4. Our team implements or enforces security or privacy controls without considering the impact on service usability.","" +"id-16babbc9a5ea43b1a9943a832c14f5cf","Principle","Address Security and Privacy Risks (Principle) (copy)","Address security and privacy risks +Take a balanced approach to managing risk by implementing appropriate privacy and security measures. Make security measures frictionless so that they do not place a burden on users. + +Guidance: Address security and privacy risks +Digital services are core to service delivery, and they must securely store and manage the information of Canadians to maintain trust in government services. + +Security and privacy should be taken as a consideration from the onset of work for a given service, in alignment with Iterate and Improve. The implementation of security and privacy controls should be considered part of daily work. Similarly, processes should promote and monitor the continuous implementation of security and privacy controls throughout the lifecycle of a service. This will demonstrably increase the security and privacy posture of digital services by leveraging automated testing and real time reporting and monitoring over anecdotal document-heavy manual processes. Said processes, and the security and privacy controls themselves, should be frictionless, ensuring that services are designed first and foremost for users, not to satisfy existing legacy government procedures, tooling, or processes. Furthermore, by creating frictionless processes and permitting services to be iterated and improved upon quickly, the government is better situated to respond quickly to security or privacy risk. By responding to these operational needs within hours or minutes rather than months, the government can improve its security and privacy posture. + +Aligned Behaviours +1. Our team considers security and privacy throughout the service design process. +2. When implementing or enforcing security or privacy controls, our team takes into consideration how they would impact the quality or efficiency of the service and how it will impact the end users of the service. +3. Security measures are frictionless so that they do not place a burden on users. +4. Our team has privacy and security knowledge and understanding as a competency within the team. +5. The service has implemented automated security checks and privacy protections include role-based access and audit functions against the service. +6. There are procedures and processes in place to quickly respond to security or privacy breaches or incidents. + +Misaligned Behaviours +1. Team has no internal privacy or security knowledge, relying on other teams to identify nearly all security or privacy controls and best practices. +2. The core services upon which our team works have no automated security checks or privacy protections. +3. Our team relies on security through obscurity, hiding services or information rather than improving the security posture of the service. +4. Our team implements or enforces security or privacy controls without considering the impact on service usability.","" +"60f63855-a828-4b5b-9268-417df8350d0e","Principle","API Design Principles","","" +"id-4308ff622746457fb4e0964973587188","Principle","Applications Need To Be Hosted In A Secured and Stable Environment (Principle)","2.3 Business Context +Applications need to be hosted in a secured and stable environment, which they will not have if we leave them in the legacy data centres.","" +"id-da903d6b2c7b4b9a889bbfa0bc350a5e","Principle","B.1: Fully automatic processes produce accessible content","Principle B.1: Fully automatic processes produce accessible content","" +"id-fe2ba15bdd8a43d685f6af968aea8259","Principle","B.2: Authors are supported in producing accessible content","Principle B.2: Authors are supported in producing accessible content","" +"id-bb5a674da5a44b28b1dd1306f03958a9","Principle","B.3: Authors are supported in improving the accessibility of existing content","","" +"id-1d5f61da1e49424cbdbd2ef850bbd055","Principle","B.4: Authoring tools promote and integrate their accessibility features","Principle B.4: Authoring tools promote and integrate their accessibility features","" +"id-c92bc620331c4fa1ab7a4968dad8a2dc","Principle","BDM Architecture Principles","BDM Architecture Principles + +Proposed to BDM-ARC for endorsement (1-5 out of 10) +1) BDM will implement a new Target Operating Model designed for the future. Transition will be gradual and iterative ensuring service continuity. +2) BDM will consume a GC or ESDC enterprise solution/service where it exists and meets all BDM mandatory and majority of non-mandatory functional and non-functional requirements, as well as, when there is a commitment and plan for long-term investment in sustainment and support. +3) BDM will favour investment in strategic solutions and technologies over investment in interim and tactical ones. +4) Data is at the center of BDM. BDM embraces Data Management-by-design by building services and processes that support and enable appropriate data access, standards and quality for ESDC clients, partners and staff. BDM advocates leveraging data from an authoritative source. +5) Digital First. BDM will design and implement digital interfaces to enable and encourage submission of information in a digital format through the digital channel and third-party systems and end-user applications. +6) Open solutions by default, proprietary by exception. SaaS and COTS that support open standards are considered open solutions. Open source will be considered where appropriate. +7) Balance Service and Security. Balance proactive and personalized Service Experience and Privacy. +8) BDM will embed integrity and quality controls up-front and throughout processes and services. +9) Cloud First. BDM will leverage cloud where appropriate and available. +10) Minimize changes and write-back to legacy.","" +"id-7b61d2b2f7b04a33bdcdf8bfe5d8208a","Principle","Be Good Data Stewards","Be good data stewards +Collect data from users only once and reuse wherever possible. Ensure that data is collected and held in a secure way so that it can easily be reused by others to provide services. + +Guidance: Be good data stewards +Good data stewardship is required to ensure data is clean, reusable, and managed responsibly to be leveraged for data driven decision making and promote reuse of information rather than duplication of efforts. + +This involves managing data and information responsibly and securely, which supports the sharing and reuse of data throughout the Government of Canada and through promoting its use through innovative new solutions within the private sector. In alignment with working in the open by default, data and information should be published to be readable, by humans or by machines by publishing well organized data in machine readable formats. In alignment with iterating and improving frequently, efforts should be made to continually improve the quality of the data, and the quality of the processes used to manage and publish said data. Further, by working in the open by default and properly managing data and information sources, issues such as duplication of data and information and rework can be mitigated, while promoting the creation of innovative solutions which are able to leverage information collected and published by the government. + +Aligned Behaviours +1. Our team strives to leverage data to continuously improve decision-making, operations, or service delivery. +2. Our team identifies what data is needed to support decision-making, operations, or service delivery and reuses existing data as appropriate before acquiring new data. +3. Our team strives to identify and remove barriers to data sharing and release. +4. Our team ensures that users of our services can make corrections to their personal information. +5. Our team publishes data and information on the open government portal. +6. Our team publishes data in plain language and machine-readable formats. +7. Our team has clearly defined roles, responsibilities, and accountabilities for data and information management and use. +8. Our team captures appropriate metadata to provide context for the information and data we create and capture, thereby enabling its discovery and reuse by others. +9. Our team has processes in place to regularly assess, maintain, and improve data quality. +10. Our service has in place processes for ensuring proper management of information and data prior to being collected, used, disclosed, retained, disposed of, or declassified. +11. Our team ensures that information and data of business value are saved in systems where it can be properly managed. +12. Our team has processes in place for determining the classification of data and information. +13. Our team is aware of which information and data has business value and prioritizes its management. + +Misaligned Behaviours +1. Our team, or the service our team manages, asks users for the same information more than once. +2. The service, or services, our team is responsible for collects all the data or information required without reusing existing data or information. +3. The documentation for our APIs is only available to internal approved consumers. +4. Our team does not have the data it needs to make informed policy, program, or service decisions.","" +"id-b665acd22f454ec786a1465c5bf676ba","Principle","Be Good Data Stewards (Principle) (copy)","Be good data stewards +Collect data from users only once and reuse wherever possible. Ensure that data is collected and held in a secure way so that it can easily be reused by others to provide services. + +Guidance: Be good data stewards +Good data stewardship is required to ensure data is clean, reusable, and managed responsibly to be leveraged for data driven decision making and promote reuse of information rather than duplication of efforts. + +This involves managing data and information responsibly and securely, which supports the sharing and reuse of data throughout the Government of Canada and through promoting its use through innovative new solutions within the private sector. In alignment with working in the open by default, data and information should be published to be readable, by humans or by machines by publishing well organized data in machine readable formats. In alignment with iterating and improving frequently, efforts should be made to continually improve the quality of the data, and the quality of the processes used to manage and publish said data. Further, by working in the open by default and properly managing data and information sources, issues such as duplication of data and information and rework can be mitigated, while promoting the creation of innovative solutions which are able to leverage information collected and published by the government. + +Aligned Behaviours +1. Our team strives to leverage data to continuously improve decision-making, operations, or service delivery. +2. Our team identifies what data is needed to support decision-making, operations, or service delivery and reuses existing data as appropriate before acquiring new data. +3. Our team strives to identify and remove barriers to data sharing and release. +4. Our team ensures that users of our services can make corrections to their personal information. +5. Our team publishes data and information on the open government portal. +6. Our team publishes data in plain language and machine-readable formats. +7. Our team has clearly defined roles, responsibilities, and accountabilities for data and information management and use. +8. Our team captures appropriate metadata to provide context for the information and data we create and capture, thereby enabling its discovery and reuse by others. +9. Our team has processes in place to regularly assess, maintain, and improve data quality. +10. Our service has in place processes for ensuring proper management of information and data prior to being collected, used, disclosed, retained, disposed of, or declassified. +11. Our team ensures that information and data of business value are saved in systems where it can be properly managed. +12. Our team has processes in place for determining the classification of data and information. +13. Our team is aware of which information and data has business value and prioritizes its management. + +Misaligned Behaviours +1. Our team, or the service our team manages, asks users for the same information more than once. +2. The service, or services, our team is responsible for collects all the data or information required without reusing existing data or information. +3. The documentation for our APIs is only available to internal approved consumers. +4. Our team does not have the data it needs to make informed policy, program, or service decisions.","" +"id-c534f2e4013049c397f87db7dab23534","Principle","Build In Accessibility From the Start","Build in accessibility from the start +Services should meet or exceed accessibility standards. Users with distinct needs should be engaged from the outset to ensure what is delivered will work for everyone. + +Guidance: Build in accessibility from the start +Quality should be built in from the start, preventing the need to revisit previously implemented components due to issues, such as accessibility. The faster and earlier issues are found the less costly they are to fix. + +Accessibility in Canada is about creating communities, workplaces and services that enable everyone to participate fully in society without barriers. The Government of Canada is committed to taking a proactive and systemic approach for identifying, removing and preventing barriers to accessibility without delay complementing the rights of persons with disabilities under the Canadian Human Rights Act. To meet these commitments, accessibility should be a consideration throughout the service development lifecycle. This requires that accessibility be monitored and built into our processes to continually promote alignment with accessibility standards. While iterating and improving frequently and designing with users, accessibility should be a key consideration, and become a source of work items throughout the service design lifecycle. When designing with users, efforts should be made to identify a wide variety of users with a wide variety of needs, to ensure accessibility standards are met or exceeded. + +Aligned Behaviours +1. Starting at the outset, our team's service and platform design continually considers the lowest levels of digital skill, confidence and access. +2. Our team understands how to make their services or products accessible. +3. Our team considers accessibility throughout the service design process. +4. Research and testing are conducted to ensure our service is accessible to people of all abilities no matter how, where, or when they access the service. +5. Our team conducts ongoing user research with users with low level digital literacy, people with disability, and people from different cultural and linguistic backgrounds. +6. Our team implements automated accessibility checks for our services. + +Misaligned Behaviours +1. Our team has no competency with accessibility and relies on another team to identify accessibility shortcomings. +2. Accessibility compliance is added at the end of the development cycle in order to pass compliance checks or audits.","" +"id-ea9d2e3003134f748d9cba2467a8fbd4","Principle","Build In Accessibility From the Start (Principle) (copy)","Build in accessibility from the start +Services should meet or exceed accessibility standards. Users with distinct needs should be engaged from the outset to ensure what is delivered will work for everyone. + +Guidance: Build in accessibility from the start +Quality should be built in from the start, preventing the need to revisit previously implemented components due to issues, such as accessibility. The faster and earlier issues are found the less costly they are to fix. + +Accessibility in Canada is about creating communities, workplaces and services that enable everyone to participate fully in society without barriers. The Government of Canada is committed to taking a proactive and systemic approach for identifying, removing and preventing barriers to accessibility without delay complementing the rights of persons with disabilities under the Canadian Human Rights Act. To meet these commitments, accessibility should be a consideration throughout the service development lifecycle. This requires that accessibility be monitored and built into our processes to continually promote alignment with accessibility standards. While iterating and improving frequently and designing with users, accessibility should be a key consideration, and become a source of work items throughout the service design lifecycle. When designing with users, efforts should be made to identify a wide variety of users with a wide variety of needs, to ensure accessibility standards are met or exceeded. + +Aligned Behaviours +1. Starting at the outset, our team's service and platform design continually considers the lowest levels of digital skill, confidence and access. +2. Our team understands how to make their services or products accessible. +3. Our team considers accessibility throughout the service design process. +4. Research and testing are conducted to ensure our service is accessible to people of all abilities no matter how, where, or when they access the service. +5. Our team conducts ongoing user research with users with low level digital literacy, people with disability, and people from different cultural and linguistic backgrounds. +6. Our team implements automated accessibility checks for our services. + +Misaligned Behaviours +1. Our team has no competency with accessibility and relies on another team to identify accessibility shortcomings. +2. Accessibility compliance is added at the end of the development cycle in order to pass compliance checks or audits.","" +"id-07b738ccd71243e6b4627e55e1fffa82","Principle","Build Security Into System life Cycle, All Architectural Layers","Build security into the system life cycle across all architectural layers + - identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability + - implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary + - apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit + - design systems to be resilient and available in order to support service continuity","" +"id-854bd6e4dd9f4c6492cef43b4ce8358c","Principle","Business Continuity","3.1. Business Continuity + +Name: Business Continuity +Statement: Operations are maintained in case of events that may or are known to cause service or system interruptions. +Rationale: +• Business activities continue regardless of external events. +• Hardware failure, natural disasters, and data corruption do not disrupt or stop enterprise activities. +• The enterprise business functions are capable of operating leveraging redundant information delivery mechanisms. + +Implications: +• The risks of business interruption must be established in advance and managed. (Management includes but is not limited to planning, testing and monitoring business continuity and IT service recovery, periodic reviews, testing for vulnerabilities and exposure, or designing mission-critical services in a way that ensures business function continuity through redundant or alternative capabilities.) +• Services and applications must be assessed for criticality and impact on the ESDC’s mission to determine which continuity level is required and which corresponding recovery plan must be implemented. +• Recoverability, redundancy, and maintainability of enabling services and systems must be considered throughout their design and use. +• Technology lifecycle must be actively managed. +• Technology must be regularly and proactively upgraded. +References: +• TOGAF 9 Principle 4","" +"id-ba9bdde11f0c4be093c588e837390182","Principle","Buy What We Can and Build What We Must","5.1. Buy what we can and build what we must + +Name: Buy what we can and build what we must. +Statement: +Implement cloud services/COTS by default, open source where practical, and reserve custom development for unique requirements; adopt shared services and common government solutions where available. + +Rationale: +• Procuring commercial solutions (Cloud Services, COTS or open source) for common applications allows ESDC to focus its resources on application with Unique Requirements related specific configurations, customizations, and as a last resort custom development. + +Implications: +• When deploying new workloads, Departments must consider cloud service models in the following order: + o Cloud Services (SaaS) + o Open source + o COTS +This means that the preference will be given to subscribing to SaaS solutions rather than buying or developing new solutions that can be hosted on a PaaS or IaaS infrastructure. +• When SaaS is not available, ESDC will explore availability of packaged solutions, both commercially available (COTS) and open source. Only if no appropriate solution is available on the market (commercial or open sauce), development of a custom solution would be considered. +• Proprietary solutions restrict reuse, reduce asset management flexibility and can prevent government organizations from switching suppliers. +• Open source will be fairly assessed against proprietary solutions alternatives. Exit, rebid and rebuild costs will be taken into consideration during procurement decisions for best value for money comparisons between open source and proprietary solutions. + +References: +• Government of Canada Information Technology Strategic Plan 2016-2020 +• GC Cloud Adoption Strategy (2016) +• Accenture Paper on Technical Debt +• Correctional Service Canada (CSC) Enterprise Architecture Principles","" +"id-1bea697a86e64c0d98d20b2b1bea873a","Principle","Capture ADO Items Of Value (Principle)","Avoid items of less than 1 hour, especially ones of low value / criticality.","" +"id-f851968e99d5424e942531ac1ac81865","Principle","Client Centric","2.2. Client Centric + +Name: Client-Centric +Statement: Deliver high-quality, timely and accurate services that are responsive to current and emerging client needs and to continue to innovate and meet new standards of excellence. +Rationale: +• Clients expect seamless access to a suite of integrated programs and services based on their individual needs and abilities. +Implications: +• Services must be built around client needs +• Clients must be provided with a “one-stop service” that is simple and intuitive. +• Client and employee feedback data must be collected and analyzed to improve services and inform implementation. +• Clients are able to determine their level of engagement with the government and/or department as permitted by legislation, public policy and program policy +• Services must be delivered across multiple channels using modern architectures. +• Where appropriate, clients are directed into lower cost channels. +• Service levels must be defined for client services provided. +• Services must be measured to improve performance. +• A cross-government strategy must be built for common citizen and business data sets (e.g. name, address) and common client applications (e.g. authentication, payments, notifications). +• Services should be accessible by the client at anytime, anywhere and on any device. + +References: +• ESDC Service Strategy +• The OASIS Transformational Government Framework, Guiding Principles +• Digital Services Playbook - from the U.S. Digital Service +• DFO PRN_ARC_02: Citizen centered service","" +"id-f84cf9349e3c470e904bf9426b91dc30","Principle","Cohesiveness","3.5. Cohesiveness + +Name: Cohesiveness +Statement: Departments shall present a consistent and unified face of government through a common and integrated approach to service delivery. +Rationale: +• Government services are presented to clients in a consistent and cohesive manner. This means that clients of government services should only need to present a piece of information to government once. Similarly, clients will be presented with a common look, feel and experience regardless of what department service or channel they are accessing at the time. This presentation of a consistent government face will reduce the impact of internal government change (for example, department/program amalgamations and restructures) on clients, and potentially reduce the flow on costs of such changes. Adoption and continued use of a service by clients will depend, to an extent, on ease of use enhanced by consistency of service delivery. +• With the introduction of common services and the reduction of duplicate services, the Government/Department has the opportunity to reduce costs. +Implications: +• Departments and Programs will need to collaborate in the development of services. This will require open sharing of information, cross-department/program planning, and understanding of whole-of-government service channels, segments and lines of business. +• To achieve consistent and interoperable service across the whole-of-government, the government, department and its programs will need to agree and use common technologies, open industry standards and open architectures. +• The department and programs will need to align service delivery with whole-of-government policies, strategies and frameworks. +• Departments and programs will need to reduce integration complexity. +• Departments and programs will need to incorporate the seamless use of interoperable applications, data and information across various sourcing models and operating environments. + +References: +• Australian Government Enterprise Architecture Principles (PR-2)","" +"id-a8244d25e637492592eaaadcec404bf1","Principle","Collaborate Widely","Collaborate widely +Create multidisciplinary teams with the range of skills needed to deliver a common goal. Share and collaborate in the open. Identify and create partnerships which help deliver value to users. + +Guidance: Collaborate widely +Collaborating widely allows us to learn from others to minimize mistakes already experienced and reduces work through identifying and sharing existing solutions. The problems that government solves are often unique, though they are not unique amongst governments. + +Many of the same solutions by the same, or similar vendors, are used throughout the world, or at varying levels of government within different jurisdictions. When designing a service, or implementing a service using tools or systems, identify which other departments, jurisdictions, or organizations, have leveraged similar technologies to solve similar use cases in order to collaborate widely, reduce work, share solutions, and benefit from lessons already learned by others. Furthermore, using multidisciplinary teams, especially when coupled with the empowerment of staff, the government improves its posture to deliver modern and innovative services. Through wide collaboration, organizations begin to break down the silos developed over time through the overreliance on functionally based teams. Going forward, working across skill sets, and leveraging work from others, while learning from their lessons, promotes the development of modern services better able to meet the changing needs of citizens in the digital age. + +Aligned Behaviours +1. Our team is multidisciplinary, having all the skills and capabilities required to fully deliver our service to users. +2. Our team is active in communities of practice, events, or groups that pertain to the areas of expertise of team members. +3. Our team has identified, and collaborates with, other teams, in or outside of our organisation, including other levels of government, other governments, the public, or private sector organizations, who have done, or are doing, similar work. +4. Our team documents any APIs for our service using modern and common protocols and standards and provides examples to others regarding their use. +5. Our team uses data from performance monitoring tools to inform business decisions. + +Misaligned Behaviours +1. Our team develops most of the service on our own, without leveraging existing solutions and services to reduce duplication of effort. +2. Our team overwhelmingly relies on tickets to manage collaboration between internal stakeholders or teams. +3. The team does not consider the impacts on teams working across the value stream, or on the outcome of the service.","" +"id-3966d2e7377740b1bbe3698dae656e9f","Principle","Collaborate Widely (Principle) (copy)","Collaborate widely +Create multidisciplinary teams with the range of skills needed to deliver a common goal. Share and collaborate in the open. Identify and create partnerships which help deliver value to users. + +Guidance: Collaborate widely +Collaborating widely allows us to learn from others to minimize mistakes already experienced and reduces work through identifying and sharing existing solutions. The problems that government solves are often unique, though they are not unique amongst governments. + +Many of the same solutions by the same, or similar vendors, are used throughout the world, or at varying levels of government within different jurisdictions. When designing a service, or implementing a service using tools or systems, identify which other departments, jurisdictions, or organizations, have leveraged similar technologies to solve similar use cases in order to collaborate widely, reduce work, share solutions, and benefit from lessons already learned by others. Furthermore, using multidisciplinary teams, especially when coupled with the empowerment of staff, the government improves its posture to deliver modern and innovative services. Through wide collaboration, organizations begin to break down the silos developed over time through the overreliance on functionally based teams. Going forward, working across skill sets, and leveraging work from others, while learning from their lessons, promotes the development of modern services better able to meet the changing needs of citizens in the digital age. + +Aligned Behaviours +1. Our team is multidisciplinary, having all the skills and capabilities required to fully deliver our service to users. +2. Our team is active in communities of practice, events, or groups that pertain to the areas of expertise of team members. +3. Our team has identified, and collaborates with, other teams, in or outside of our organisation, including other levels of government, other governments, the public, or private sector organizations, who have done, or are doing, similar work. +4. Our team documents any APIs for our service using modern and common protocols and standards and provides examples to others regarding their use. +5. Our team uses data from performance monitoring tools to inform business decisions. + +Misaligned Behaviours +1. Our team develops most of the service on our own, without leveraging existing solutions and services to reduce duplication of effort. +2. Our team overwhelmingly relies on tickets to manage collaboration between internal stakeholders or teams. +3. The team does not consider the impacts on teams working across the value stream, or on the outcome of the service.","" +"id-5cdc69f34f9b42c195a937cfb9a0cf0c","Principle","Collect Data to Address Needs","Collect data to address the needs of the users and other stakeholders + - assess data requirements‑based program objectives, as well users, business and stakeholder needs + - collect only the minimum set of data needed to support a policy, program, or service + - reuse existing data assets where permissible and only acquire new data if required + - ensure data collected, including from third-party sources, are of high quality","" +"id-0f7e620b3b8a44d297eb39d7df133e15","Principle","Common Understanding and Trusted","4.2. Common Understanding and Trusted + +Name: Common Understanding and Trusted +Statement: Business and program terminology and data are defined consistently throughout the Department, and the definitions and values are understandable, trusted and available to all users. +Rationale: +• A common vocabulary facilitates communications and enables effective dialogue. +• The data that will be used in the development of services must have a common definition throughout the Department to enable sharing of data. +• Information and Data are meaningfully defined from an enterprise perspective by the appropriate authorities, and are obtained from reliable, authoritative and understood data flows and sources. + +Implications: +• The Department must establish the initial common vocabulary for the business based on open standards where available. The definitions will be used uniformly throughout the Department. +• Multiple concurrent definitions must be replaced by a definition that is accepted and understood by the entire Department. +• Whenever a new definition is required, the definition effort will be co-coordinated and reconciled with the corporate ""glossary"". +• Clarity and integrity of information / data is crucial to supporting business processes +• Building trust in data requires a multi-faceted approach. +• Metadata capture and utilisation must be mandatory in all processes and systems +• Data and its associated metadata must be an integral part of any business process design +• Information and data lineage (flow) and applied business rules must be documented and available +• Stewards must clearly define business terms and data elements, aligned to business programs to provide a common enterprise vocabulary, thus allowing for enterprise-wide use and interoperability +• Stewards need a simple and repeatable process to define, have approved and publish definitions and other metadata for information and data elements +• Stewards and all consumers need a repository, tied to important systems to capture / consume metadata +• Stewards will direct custodians in their activities as relates data aspects +• Properly identified data custodians are solely responsible for data capture to ensure integrity and quality and reduce redundant efforts and storage/processing +• Data governance and stewardship provide the means to ensure that enterprise data can be trusted +• Enterprise Information and Data should be located in authoritative sources +• Without trust in data consumers may develop their own siloed and redundant solutions/repositories. + +References: +• TOGAF 9 Principle 14 +• CDO","" +"4afae1ae-64df-4f08-ac0b-3717956d63cb","Principle","Consistency ","design API's with a common look and feel using a consistent style and syntax","" +"045c6f5c-b019-4ddc-8a17-0270fb7f938c","Principle","Continuous Improvement ","actively improve and maintain API's over time by incorporating consumer feedback","" +"id-db04906a582d4c79807976aa3ec8963a","Principle","Control Technical Diversity","6.1. Control Technical Diversity + +Name: Control Technical Diversity +Statement: ‘Right-size’ the variety of technology platforms to use in alignment with our partners’ strategic choices (i.e. SSC, TBS). +Rationale: +• Limiting the number of different supported technologies: + o Improves maintainability and reduces total cost of ownership. + o Enhances staff focus on standardized technologies and reduces staff competency requirements. + o Improves solution interoperability + o Improves synergy. + +Implications: +• Consider benefits of introducing a new technology versus the required additional maintenance effort, additional staff competency requirements, increased complexity, and the potential lack of interoperability with existing technologies. +• Balance controlling technical diversity and IT-enabled business innovation. +• Prefer vendor-independent technologies to enable solution interoperability and avoid vendor lock-in. +• Reduce integration complexity by utilizing standardized integration approaches. +• Policies, standards, and procedures that govern acquisition of technology must be tied directly to this principle. +• Technology options will be constrained by the choices available within the supported standards. +• Technology options and preferred choices are published as “Technology Bricks” and governed through architecture governance. The “Bricks” are refreshed regularly to reflect appearance of new technologies and sunset of legacy technologies. +• Need to define and implement a lifecycle management process for all technology products + +References: +• TOGAF 9 Principle 20","" +"id-5e22a15c5a204a04a6edd7d8c3b2c14f","Principle","Design End-to-End Services Digitally To Meet Needs","Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs + - clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service + - include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service + - perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making + - Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels","" +"id-f2b4e9c5ca67410d9580cb23bcda02b3","Principle","Design Ethical Services","Design ethical services +Make sure that everyone receives fair treatment. Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence). + +Guidance: Design ethical services +Designing ethical systems means that systems created by the government ensures that everyone receives equitable treatment. + +Services should address client needs and provide public benefits. In the digital age, the underlying systems that run Canada’s services come to conclusions that can be opaque to both the external users, and those managing the systems. Efforts are required to increase the transparency and address potential biases of computational decisions, and to ensure that decisions made or supported using these systems are legal, consistent, accurate and align with the expectations and intents of those managing them. The responsible use of automated-decision systems includes being open about their use and being able to explain how decisions are made. Through iterative service design where results are continuously monitored against expected and desired outcomes, the organization positions itself to ensure it is designing ethical services. Furthermore, with extensive monitoring solutions, one must ensure their services are not enforcing biases, whether conscious or unconscious. + +Aligned Behaviours +1. Our team continually seeks out indicators of bias and ensures their services are not reinforcing unintended biases. +2. Our team continually seeks out evidence of unintended consequences to the user in service design and delivery and works to mitigate these consequences for the user. +3. When automated decision-making is being leveraged by our team, possible biases in the data and algorithms are acknowledged, accounted for, and mitigated. +4. Our team designs services which address cultural, linguistic, geographical, disability, technological, socioeconomic, or other access barriers to uptake. +5. Our team has considered the impacts of decisions on the users and negative outcomes are reduced, when encountered. +6. Our team uses data in a manner consistent with the purpose of its collection. + +Misaligned Behaviours +1. No training is provided to our team regarding the potential impacts of the service they are designing or delivering. +2. Our team conducts little to no monitoring of outcomes of the service to identify implicit bias. +3. Our team delegates ethical analysis to a vendor or external service, without direct accountability to management. +4. Our team designs and deliver services without fully considering relevant legislation +5. Our team delivers services without assessing the impacts of negative outcomes.","" +"id-082be8ab2d444cb6b82e4d6a5b700eed","Principle","Design Ethical Services (Principle) (copy)","Design ethical services +Make sure that everyone receives fair treatment. Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence). + +Guidance: Design ethical services +Designing ethical systems means that systems created by the government ensures that everyone receives equitable treatment. + +Services should address client needs and provide public benefits. In the digital age, the underlying systems that run Canada’s services come to conclusions that can be opaque to both the external users, and those managing the systems. Efforts are required to increase the transparency and address potential biases of computational decisions, and to ensure that decisions made or supported using these systems are legal, consistent, accurate and align with the expectations and intents of those managing them. The responsible use of automated-decision systems includes being open about their use and being able to explain how decisions are made. Through iterative service design where results are continuously monitored against expected and desired outcomes, the organization positions itself to ensure it is designing ethical services. Furthermore, with extensive monitoring solutions, one must ensure their services are not enforcing biases, whether conscious or unconscious. + +Aligned Behaviours +1. Our team continually seeks out indicators of bias and ensures their services are not reinforcing unintended biases. +2. Our team continually seeks out evidence of unintended consequences to the user in service design and delivery and works to mitigate these consequences for the user. +3. When automated decision-making is being leveraged by our team, possible biases in the data and algorithms are acknowledged, accounted for, and mitigated. +4. Our team designs services which address cultural, linguistic, geographical, disability, technological, socioeconomic, or other access barriers to uptake. +5. Our team has considered the impacts of decisions on the users and negative outcomes are reduced, when encountered. +6. Our team uses data in a manner consistent with the purpose of its collection. + +Misaligned Behaviours +1. No training is provided to our team regarding the potential impacts of the service they are designing or delivering. +2. Our team conducts little to no monitoring of outcomes of the service to identify implicit bias. +3. Our team delegates ethical analysis to a vendor or external service, without direct accountability to management. +4. Our team designs and deliver services without fully considering relevant legislation +5. Our team delivers services without assessing the impacts of negative outcomes.","" +"id-5f61997402ca4ee78d756ea0b8a3afee","Principle","Design For Interoperability","Design for Interoperability + - design systems as highly modular and loosely coupled services + - expose services, including existing ones, through APIs + - make the APIs discoverable to the appropriate stakeholders","" +"id-9d03de19c8894e4aa8f5e8f7afdf3098","Principle","Design For Performance, Availability & Scalability","Design for performance, availability and scalability + - ensure response times meet user needs, and critical services are highly available + - support zero‑downtime deployments for planned and unplanned maintenance + - use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively + - establish architectures that supports new technology insertion with minimal disruption to existing programs and services + - control technical diversity; design systems based on modern technologies and platforms already in use","" +"f002c800-2f45-414e-a518-46d52bfadae2","Principle","Design Principles","","" +"id-c0ecef7fae0248d1aaf51bbcf9fd92ff","Principle","Design With Privacy In Mind","Design with privacy in mind for the collection, use and management of personal Information + - ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments + - assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed + - only collect personal information if it directly relates to the operation of the programs or activities + - notify individuals of the purpose for collection at the point of collection by including a privacy notice + - personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act + - personal information must be available to facilitate Canadians’ right of access to and correction of government records + - design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information + - design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required + - de‑identification techniques should be considered prior to sharing personal information + - in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals + - establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office","" +"id-d83c9e1b9d57424fb062d7c8473d4174","Principle","Design With Users","Design with users +Research with users to understand their needs and the problems we want to solve. Conduct ongoing testing with users to guide design and development. + +Guidance: Design with users +Services should not be built based on internal constraints or complexities of government, they should be built to address the needs of users. In order to deliver value to users, one must understand and prioritize their needs. Everything is a hypothesis until tested with the users of services. + +To validate one's hypotheses, one must validate their assumptions through direct and frequent interactions with those who will be using the services. Users may be members of the public, or government employees or a combination thereof. Keeping in mind that users will come from diverse backgrounds, varying in location, experience, knowledge, and abilities, requirements for services are built first and foremost with the needs of all users. When designing services, one must take a holistic approach to service delivery -- from each member's individual contributions to the end goal, as defined by user requirements. + +Aligned Behaviours +1. End-user feedback is used to establish the requirements of our service(s). +2. Our team has processes or tools in place for user feedback, including anonymous user feedback, to be incorporated into the design of the service. +3. Our team conducts user research prior to deciding upon a given implementation. +4. Our team has tested our primary systems in the users’ context with a wide range of users including users with varying needs and representing diverse backgrounds. +5. Our team considers user needs and feedback in defining key service metrics. +6. Our team uses automation to anticipate and detect operational or quality-of-service issues before our users tell us. +7. Our team has within it, or direct access to, the expertise required to conduct user research and usability testing. + +Misaligned Behaviours +1. Our team receives requirements through extensive documentation and builds against them. +2. Our team does not involve internal or external users to collaborate on the design of the service. +3. The technical development resources or IT senior management are prioritizing features. +4. Our team's prioritization of tasks is driven by senior management. +5. Senior executives and teams rely exclusively on desk-based research, or other proxy sources of information to inform policy, program and/or service design.","" +"id-86d572879d35445695a68472e294502d","Principle","Design With Users (Principle) (copy)","Design with users +Research with users to understand their needs and the problems we want to solve. Conduct ongoing testing with users to guide design and development. + +Guidance: Design with users +Services should not be built based on internal constraints or complexities of government, they should be built to address the needs of users. In order to deliver value to users, one must understand and prioritize their needs. Everything is a hypothesis until tested with the users of services. + +To validate one's hypotheses, one must validate their assumptions through direct and frequent interactions with those who will be using the services. Users may be members of the public, or government employees or a combination thereof. Keeping in mind that users will come from diverse backgrounds, varying in location, experience, knowledge, and abilities, requirements for services are built first and foremost with the needs of all users. When designing services, one must take a holistic approach to service delivery -- from each member's individual contributions to the end goal, as defined by user requirements. + +Aligned Behaviours +1. End-user feedback is used to establish the requirements of our service(s). +2. Our team has processes or tools in place for user feedback, including anonymous user feedback, to be incorporated into the design of the service. +3. Our team conducts user research prior to deciding upon a given implementation. +4. Our team has tested our primary systems in the users’ context with a wide range of users including users with varying needs and representing diverse backgrounds. +5. Our team considers user needs and feedback in defining key service metrics. +6. Our team uses automation to anticipate and detect operational or quality-of-service issues before our users tell us. +7. Our team has within it, or direct access to, the expertise required to conduct user research and usability testing. + +Misaligned Behaviours +1. Our team receives requirements through extensive documentation and builds against them. +2. Our team does not involve internal or external users to collaborate on the design of the service. +3. The technical development resources or IT senior management are prioritizing features. +4. Our team's prioritization of tasks is driven by senior management. +5. Senior executives and teams rely exclusively on desk-based research, or other proxy sources of information to inform policy, program and/or service design.","" +"id-df4b18259f1a4675b0472c33a29cafd9","Principle","Digital First","2.3. Digital First + +Name: Digital First +Statement: +Create and optimize the design of services and communications for delivery via responsive digital channels (i.e., web, mobile, social media, etc.) over the traditional channels, such as mail, fax, or in-person. +Rationale: +• Clients expect secure and easy-to-use online options to access services from the information and application stage up to a decision on their file. +• ESDC is committed to providing Canadians with access to high-quality online services, while ensuring that those who require additional assistance to access services online receive it. +• Clients can complete services using digital self-service.( Goal 1 of the ESDC Service Strategy ) + +Implications: Digital First means: +• We must optimize to digital channel +• We must embrace decisions enabling its fullest control +• We must design the channel to support +• We must ensure the full spectrum of services covers the non-digital +• We must enable business transformation to grow take up + +GC Digital Architectural Standards +o Align to the GC Business Capability model +  Define program services as business capabilities to establish a common vocabulary between business, development, and operation +  Identify capabilities that are common to the GC enterprise and can be shared and reused +  Model business processes using Business Process Modelling Notation (BPMN) to identify common enterprise processes +o Design for Users First & Deliver with Multidisciplinary Teams +  Focus on the needs of users, using agile, iterative, and user-centred methods +  Conform to both accessibility and official languages requirements +  Include all skillsets required for delivery, including for requirements, design, development, and operations +  Work across the entire application lifecycle, from development and testing to deployment and operations +  Ensure quality is considered throughout the Software Development Lifecycle +  Ensure accountability for privacy is clear +  Encourage and adopt Test Driven Development (TDD) to improve the trust between Business and IT +o Design Systems to be Measurable and Accountable +  Publish performance expectations for each IT service +  Make an audit trail available for all transactions to ensure accountability and non-repudiation +  Establish business and IT metrics to enable business outcomes +  Apply oversight and lifecycle management to digital investments through governance +o Data Collection +  Ensure data is collected in a manner that maximizes use and availability of data +  Ensure data collected aligns to existing enterprise and international standards +  Where enterprise or international standards don’t exist, develop Standards in the open with key subject matter experts +  Ensure collection of data yields high quality data as per data quality guidelines +  Ensure data is collected through ethical practices allowing for use that supports appropriate citizen and business-centric +  Data should only be purchased once and should align with international standards +  Where necessary, ensure collaboration with department/ agency data stewards/ custodians, other levels of government, & Indigenous people +o Data Management +  Demonstrate alignment with departmental data governance and strategies. +  Ensure accountability for data roles and responsibilities +  Design to maximize data use and availability. +o Data Storage +  Ensure data is stored in a secure manner in accordance with the National Cyber Security Strategy, and the Privacy Act. +  Follow existing retention and disposition schedules. +  Ensure data is stored in a way to facilitate easy data discoverability and accessibility. +o Data Sharing +  Data should be shared openly by default as per the Directive on Open Government. +  Ensure government-held data can be combined with data from other sources enabling interoperability and interpretability through for internal and external use +  Reduce the collection of redundant data +  Reuse existing data where possible +  Encourage data sharing and collaboration +o Use open standards and solutions by default +  Use open standards and open source software. Avoid lock-in and seek independence and substitutability where open source software or open standards are available. +  Enforce this order of preference: open source first, then platform-agnostic COTS, then proprietary COTS, and lastly custom-built +  Make source code open and reusable under an appropriate open source software license +  Expose public data to implement Open Data and Open Information initiatives +o Maximize Reuse +  Leverage and reuse existing solutions, components, and processes +  Select enterprise and cluster solutions over department-specific solutions +  Achieve simplification by minimizing duplication of components and adhering to relevant standards +  Inform the GC EARB about departmental investments and innovations +  Share code publicly when appropriate, and when not, share within the Government of Canada +o Enable Interoperability +  Expose all functionality as services +  Use micro services built around business capabilities. Scope each service to a single purpose +  Run each IT service in its own process and have it communicate with other IT services through a well-defined interface, such as an HTTPS-based application programming interface (API) as per Appendix D: Mandatory Procedures for Application Programming Interfaces +  Run applications in containers +  Leverage the GC Digital Exchange Platform for components such as the API Store, Messaging, and the GC Service Bus +o Use Cloud first +  Enforce this order of preference: Software as a Service (SaaS) first, then Platform as a Service (PaaS), and lastly Infrastructure as a Service (IaaS) +  Enforce this order of preference: Public cloud first, then Hybrid cloud, then Private cloud, and lastly non-cloud (on-premises) solutions +  Design for cloud mobility and develop an exit strategy to avoid vendor lock-in +o Design for Performance, Availability, and Scalability +  Design for resiliency +  Ensure response times meet user needs for availability +  Support zero-downtime deployments for planned and unplanned maintenance +  Use distributed architectures, assume failure will happen, handle errors gracefully, and monitor actively +o Design for Security and Privacy +  Implement security across all architectural layers +  Categorize data properly to determine appropriate safeguards +  Perform a privacy impact assessment (PIA) and mitigate all privacy risks when personal information is involved +  Balance user and business needs with proportionate security measures and adequate privacy protections. + +• Digital Principles (Canada.ca) +o Design Ethical Services +  Make sure that everyone receives fair treatment. +  Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence). +o Collaborate Widely +  Create multidisciplinary teams with the range of skills needed to deliver a common goal. +  Share and collaborate in the open. +  Identify and create partnerships which help deliver value to users. +References: +• ESDC Service Strategy +• GC Digital Standards +• GC Digital Architectural Standards +• Digital Princples (https://open.canada.ca/en/blog/digital-principles?page=1%2C0)","" +"id-1107f7b1380948b0a6aa19eee73cbb00","Principle","Empower Staff to Deliver Better Services","Empower staff to deliver better services +Make sure that staff have access to the tools, training and technologies they need. Empower the team to make decisions throughout the design, build and operation of the service. + +Guidance: Empower staff to deliver better services +To promote innovation and create agility within our organizations the teams that makeup our organizations must be empowered. Innovation increasingly flows from the bottom up rather than from the top down, and to benefit from this trend teams must be empowered. + +Don’t hire good people to tell them what to do, hire good people to have them tell you what to do. The government manages large, highly complex and crucially important services for their users. A top-down command and control approach to service delivery and designs enforces a structure that aligns to the structure itself, rather than to the needs of the users, or based on the expertise of those building the services. Rather than bringing information to authority, bring authority to the information. Those best suited to solve a given problem, are those closest to the problem. By removing decision-making authority from the teams into complex governance structures, the innovative potential of teams is mitigated by legacy governance procedures and processes. To create organizations that can iterate and improve frequently, teams must be empowered to make decisions for themselves. Complex architectures that are responsive to the needs of users, including users within the organization, are emergent and are not derived through the compilation of hypotheses lacking the expertise of those closest to the complex problems needing to be solved. + +Aligned Behaviours +1. Team members self-organize and self-manage through self-assigning tasks. +2. Team members meet with liberty to openly discuss challenges without fear of blame or reproach. +3. Team members feel safe to challenge the status quo. +4. Our team values learning as part of daily work. +5. Team members can articulate how their work contributes to business outcomes. +6. Our team can choose the tools they use to deliver their service. +7. Our team's management actively removes impediments that prevent the team from focusing on delivering value. +8. Our team has access to environments to experiment with new approaches, tooling, or solutions. +9. Our team feels their feedback is valued. +10. Failures are treated in our team as opportunities to improve and learn. + +Misaligned Behaviours +1. Work is assigned directly to members of our team from management. +2. Our team is required to get a series of approvals prior to being able to make routine changes to their service. +3. Learning in our team is largely done through week or day long courses periodically throughout the year. +4. Our team is unable, or finds it difficult, to acquire productivity tooling. +5. Our team does not have access to Software as a Service (SaaS) productivity tools as they are blocked by the department. +6. On our team, learning through reading books, blogs, or watching videos, talks, or tutorials is not viewed as work. +7. Our team has restricted access to tools, training and software based on job classification.","" +"id-8cf551dd454f44b5ad2fb08901750d29","Principle","Empower Staff to Deliver Better Services (Principle) (copy)","Empower staff to deliver better services +Make sure that staff have access to the tools, training and technologies they need. Empower the team to make decisions throughout the design, build and operation of the service. + +Guidance: Empower staff to deliver better services +To promote innovation and create agility within our organizations the teams that makeup our organizations must be empowered. Innovation increasingly flows from the bottom up rather than from the top down, and to benefit from this trend teams must be empowered. + +Don’t hire good people to tell them what to do, hire good people to have them tell you what to do. The government manages large, highly complex and crucially important services for their users. A top-down command and control approach to service delivery and designs enforces a structure that aligns to the structure itself, rather than to the needs of the users, or based on the expertise of those building the services. Rather than bringing information to authority, bring authority to the information. Those best suited to solve a given problem, are those closest to the problem. By removing decision-making authority from the teams into complex governance structures, the innovative potential of teams is mitigated by legacy governance procedures and processes. To create organizations that can iterate and improve frequently, teams must be empowered to make decisions for themselves. Complex architectures that are responsive to the needs of users, including users within the organization, are emergent and are not derived through the compilation of hypotheses lacking the expertise of those closest to the complex problems needing to be solved. + +Aligned Behaviours +1. Team members self-organize and self-manage through self-assigning tasks. +2. Team members meet with liberty to openly discuss challenges without fear of blame or reproach. +3. Team members feel safe to challenge the status quo. +4. Our team values learning as part of daily work. +5. Team members can articulate how their work contributes to business outcomes. +6. Our team can choose the tools they use to deliver their service. +7. Our team's management actively removes impediments that prevent the team from focusing on delivering value. +8. Our team has access to environments to experiment with new approaches, tooling, or solutions. +9. Our team feels their feedback is valued. +10. Failures are treated in our team as opportunities to improve and learn. + +Misaligned Behaviours +1. Work is assigned directly to members of our team from management. +2. Our team is required to get a series of approvals prior to being able to make routine changes to their service. +3. Learning in our team is largely done through week or day long courses periodically throughout the year. +4. Our team is unable, or finds it difficult, to acquire productivity tooling. +5. Our team does not have access to Software as a Service (SaaS) productivity tools as they are blocked by the department. +6. On our team, learning through reading books, blogs, or watching videos, talks, or tutorials is not viewed as work. +7. Our team has restricted access to tools, training and software based on job classification.","" +"id-4c505d88199e439c8f80a3cc4f5af9a6","Principle","Enable Interoperability","Enable Interoperability, Proposed amendment March 23, 2021 + - expose data and functionality through service interfaces + - applications must communicate with each other via those interfaces + - services interfaces must be published and discoverable","" +"id-542ea5bdfcf54a23b44f1c40df79f076","Principle","Ensure Secure Access To Systems & Services","Ensure secure access to systems and services + - identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework + - constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection + - implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security + - establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services","" +"id-27e9d8fa9a92465788a08f497f6b886f","Principle","Enterprise Architecture Guidances ","","" +"id-f727c3c7b8674958b325ff4d2daa5b14","Principle","Enterprise First","2.1. Enterprise First + +Name: Enterprise First +Statement: Provide maximum long-term benefits to the enterprise as a whole, while optimizing total costs of ownership and risks. +Rationale: +• Enterprise needs over business unit or project needs +• Enterprise priorities are above priorities of a business unit or a project +• Decisions based on the whole government have a greater long-term value than decisions with a certain perspective of a group with a specific interest + +Implications: +• Client needs must be addressed and opportunities leveraged for creating value by considering and selecting the appropriate approach and solutions in the following order: + o Pan-Canadian ; then; + o Government of Canada whole-of-government; then + o Government of Canada Cluster; then + o Department-wide, holistic and horizontal; then + o Program or project specific. +• The reach of an architecture should allow for Act as one +• Solutions must aim to maximize the cumulative business benefits over their entire lifecycle. +• Investment proposals must link to business/IT strategy and goals. +• Business value realization must be tracked and demonstrated on all major investments. +• Common solutions and shared services that benefit the enterprise over one-off solutions for one sector or region are preferred. +• Organizational readiness for adopting new solutions are analyzed and taken into account. + +References: +• TOGAF 9 Principle 2 +• DFO PRN_ARC_01: Enterprise value focus","" +"id-9710f76a6a994634a7af806828bfe66b","Principle","ESDC EA Assessment Criteria","","" +"id-d51acd1910834a2ea2be3757db319eca","Principle","ESDC EA Assessment Criteria","","" +"id-1c5de8889cd34490a9dedbd94a813930","Principle","ESDC EA Principles","","" +"id-68d6eb17c95d488a89f4f123cc350111","Principle","ESDC EA Principles","","" +"id-081565be73ee474a9cd4f3dcc3fec792","Principle","ESDC EA Principles","ESDC EA Principles V0.18.1- Final.docx +https://dialogue/grp/BU5946064/EA%20Reference%20Material/02%20-%20ESDC%20EA%20Principles/ESDC%20EA%20Principles%20V0.18.1-%20Final.docx +2019-12-12","" +"id-5bca0b88f499476fbf8bef25f3626524","Principle","European Interoperability Reference Architecture (EIRA)","","" +"id-621cabad06a64562876c56f3d1c81d86","Principle","Event Logging Guidance","","" +"id-68950bc3cb17402c8ef0a9dac2d886f5","Principle","Fit-for-Purpose","4.4. Fit-for-Purpose + +Name: Fit-for-Purpose +Statement: +• Information and Data are Fit-for-Purpose + +Rationale: +• Information and Data are suitable and of the appropriate quality for the intended purpose, as defined by the business programs and tested as close to the source as possible. + +Implications: +• Often assumed to be a 100% data quality requirement and not the pragmatic reality. +• Approach should be to get the data ‘right’ for the need, as defined by the responsible party. +• Management and architecture of the information / data must support not only operational needs but also and analytical / research and marketing requirements, otherwise the data has no value in bettering program outcomes. +• Information and Data quality must be tested and remediated as close to the source as possible. +• Information and Data quality will degrade over time, even if nothing ‘happens’ to the actual data, therefore validation of its quality must be performed as an ongoing function, not one-time efforts and monitoring and reporting on quality metrics must be part of everyday operations. +• Data quality functional expertise (i.e., center of excellence) can establish a standardised framework and support to business programs in their quality validation processes. +• Dimensions of quality utilised to validate the appropriateness and usefulness of the data will vary by necessity (i.e., uniqueness, validity, completeness, accuracy, etc.). +• Business purpose of data must consider upstream and downstream uses, and not just the immediate use. +• Information and data repositories may need differing levels of quality if utilised for research versus operational needs. + +References: +• CDO","" +"id-3d25b613bfae4d429ba5bb633c2253d3","Principle","Follow DevSecOps Principles","Follow DevSecOps principles + - use continuous integration and continuous deployments + - ensure automated testing occurs for security and functionality + - include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process","" +"id-500f8f31413640d38ccfef5e4cc0dc5f","Principle","GC Digital Standards","","" +"id-cec2a07838d84c0d8b2659dd958a0d57","Principle","GC EA Framework","v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + +Enterprise Architecture Framework +The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital. + +The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital. + +4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture. + +4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment. + +4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures. + +The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework.","" +"id-24de250466ae42d8a03459b8c43d9856","Principle","GC EA Framework Review Criteria","v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + +Enterprise Architecture Framework +The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital. + +The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital. + +4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture. + +4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment. + +4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures. + +The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework.","" +"id-0649bed11ab44ea08fd08da086b06c55","Principle","GC EA Principles","","" +"id-29c4171ba2a443ed8ba4253eb7c03d51","Principle","Government of Canada Digital Standards","https://www.canada.ca/en/government/system/digital-government/government-canada-digital-standards.html +Government of Canada Digital Standards: Playbook +From Treasury Board of Canada Secretariat + +Improving government services in the Digital Age +Our goal is to provide public services to Canadians which are simple to use and trustworthy. The Government of Canada’s Digital Standards form the foundation of the government’s shift to becoming more agile, open, and user-focused. They will guide teams in designing digital services in a way that best serves Canadians. + +These digital standards were co-created with the public and key stakeholder groups. They are living standards and they will continue to evolve over time as we better understand the complexities involved in putting them into practice.","" +"id-12f0146a16644ff6be4dd8aaa41a194d","Principle","Guideline A.1.1: (For the authoring tool user interface) Ensure that web-based functionality is accessible","Guideline A.1.1: (For the authoring tool user interface) Ensure that web-based functionality is accessible. +[Implementing A.1.1] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a11 +Rationale: When authoring tools (or parts of authoring tools) are web-based, conforming to WCAG 2.0 (https://www.w3.org/TR/ATAG20/#conf-rel-wcag) will facilitate access by all authors, including those using assistive technologies. + +A.1.1.1 Web-Based Accessible (WCAG): If the authoring tool contains web-based user interfaces, then those web-based user interfaces meet the WCAG 2.0 success criteria. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing A.1.1.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a111","" +"id-d8402d383c874d5bb985fed8751d8631","Principle","Guideline A.1.2: (For the authoring tool user interface) Ensure that non-web-based functionality is accessible","Guideline A.1.2: (For the authoring tool user interface) Ensure that non-web-based functionality is accessible. +[Implementing A.1.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a12 +Rationale: When authoring tools (or parts of authoring tools) are non-web-based, following existing platform accessibility guidelines and implementing communication with platform accessibility services facilitates access by all authors, including those using assistive technologies. + +A.1.2.1 Accessibility Guidelines: If the authoring tool contains non-web-based user interfaces, then those non-web-based user interfaces follow user interface accessibility guidelines for the platform. (Level A) +Note: The (optional) explanation of conformance claim results (https://www.w3.org/TR/ATAG20/#conf-explanation-results) should record the user interface accessibility guidelines that were followed. +Implementing A.1.2.1 +A.1.2.2 Platform Accessibility Services: If the authoring tool contains non-web-based user interfaces, then those non-web-based user interfaces expose accessibility information through platform accessibility services. (Level A) +Note: The (optional) explanation of conformance claim results (https://www.w3.org/TR/ATAG20/#conf-explanation-results) should record the platform accessibility service(s) that were implemented. +Implementing A.1.2.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a122","" +"id-b2ead326039d434eb757b23f0ff73fac","Principle","Guideline A.2.1: (For the authoring tool user interface) Make alternative content available to authors","Guideline A.2.1: (For the authoring tool user interface) Make alternative content available to authors. +[Implementing A.2.1] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a21 +Rationale: Some authors require access to alternative content in order to interact with the web content that they are editing. + +A.2.1.1 Text Alternatives for Rendered Non-Text Content: If an editing-view renders non-text content, then any programmatically associated text alternatives for the non-text content can be programmatically determined. (Level A) +Implementing A.2.1.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a211 +A.2.1.2 Alternatives for Rendered Time-Based Media: If an editing-view renders time-based media, then at least one of the following is true: (Level A) +(a) Option to Render: The authoring tool provides the option to render alternatives for the time-based media; or +(b) User Agent Option: Authors have the option to preview the time-based media in a user agent that is able to render the alternatives. +Implementing A.2.1.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a212","" +"id-263df804fc8b450d98d451568c75638b","Principle","Guideline A.2.2: (For the authoring tool user interface) Ensure that editing-view presentation can be programmatically determined","Guideline A.2.2: (For the authoring tool user interface) Ensure that editing-view presentation can be programmatically determined. +[Implementing A.2.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a22 +Rationale: Some authors need access to details about the editing-view presentation, via their assistive technology, when that presentation is used to convey status messages (e.g. underlining misspelled words) or provide information about how the end user will experience the web content being edited. + +A.2.2.1 Editing-View Status Indicators: If an editing-view adds status indicators to the content being edited, then the information being conveyed by the status indicators can be programmatically determined. (Level A) +Note: Status indicators may indicate errors (e.g. spelling errors), tracked changes, hidden elements, or other information. +Implementing A.2.2.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a221 +A.2.2.2 Access to Rendered Text Properties: If an editing-view renders any text formatting properties that authors can also edit using the editing-view, then the properties can be programmatically determined. (Level AA) +Implementing A.2.2.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a222","" +"id-c0f8ecece9bc435fb23183495c5f5938","Principle","Guideline A.3.1: (For the authoring tool user interface) Provide keyboard access to authoring features","Guideline A.3.1: (For the authoring tool user interface) Provide keyboard access to authoring features. [Implementing A.3.1] +Rationale: Some authors with limited mobility or visual disabilities do not use a mouse and instead require keyboard interface access to all of the functionality of the authoring tool. + +A.3.1.1 Keyboard Access (Minimum): All functionality of the authoring tool is operable through a keyboard interface without requiring specific timings for individual keystrokes, except where the underlying function requires input that depends on the path of the user's movement and not just the endpoints. (Level A) +Note 1: Keyboard interfaces are programmatic services provided by many platforms that allow operation in a device independent manner. This success criterion does not imply the presence of a hardware keyboard. +Note 2: The path exception relates to the underlying function, not the input technique. For example, if using handwriting to enter text, the input technique (handwriting) requires path-dependent input, but the underlying function (text input) does not. The path exception encompasses other input variables that are continuously sampled from pointing devices, including pressure, speed, and angle. +Note 3: This success criterion does not forbid and should not discourage other input methods (e.g. mouse, touch) in addition to keyboard operation. +Implementing A.3.1.1 +A.3.1.2 No Keyboard Traps: If keyboard focus can be moved to a component using a keyboard interface, then focus can be moved away from that component using only a keyboard interface. If it requires more than unmodified arrow or tab keys or other standard exit methods, authors are advised of the method for moving focus away. (Level A) +Implementing A.3.1.2 +A.3.1.3 Efficient Keyboard Access: The authoring tool user interface includes mechanisms to make keyboard access more efficient than sequential keyboard access. (Level AA) +Implementing A.3.1.3 +A.3.1.4 Keyboard Access (Enhanced): All functionality of the authoring tool is operable through a keyboard interface without requiring specific timings for individual keystrokes. (Level AAA) +Implementing A.3.1.4 +A.3.1.5 Customize Keyboard Access: If the authoring tool includes keyboard commands, then those keyboard commands can be customized. (Level AAA) +Implementing A.3.1.5 +A.3.1.6 Present Keyboard Commands: If the authoring tool includes keyboard commands, then the authoring tool provides a way for authors to determine the keyboard commands associated with authoring tool user interface components. (Level AAA) +Implementing A.3.1.6","" +"id-8cbfe89e16434124b633d73680669c01","Principle","Guideline A.3.2: (For the authoring tool user interface) Provide authors with enough time","Guideline A.3.2: (For the authoring tool user interface) Provide authors with enough time. +[Implementing A.3.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a32 +Rationale: Some authors who have difficulty typing, operating the mouse, or processing information can be prevented from using systems with short time limits or that require fast reaction speeds, such as clicking on a moving target. + +A.3.2.1 Auto-Save (Minimum): The authoring tool does not include session time limits or the authoring tool can automatically save edits made before the session time limits are reached. (Level A) +Implementing A.3.2.1 +A.3.2.2 Timing Adjustable: The authoring tool does not include time limits or at least one of the following is true: (Level A) +(a) Turn Off: Authors are allowed to turn off the time limit before encountering it; or +(b) Adjust: Authors are allowed to adjust the time limit before encountering it over a wide range that is at least ten times the length of the default setting; or +(c) Extend: Authors are warned before time expires and given at least 20 seconds to extend the time limit with a simple action (e.g. ""press the space bar""), and authors are allowed to extend the time limit at least ten times; or +(d) Real-time Exception: The time limit is a required part of a real-time event (e.g. a collaborative authoring system), and no alternative to the time limit is possible; or +(e) Essential Exception: The time limit is essential and extending it would invalidate the activity; or +(f) 20 Hour Exception: The time limit is longer than 20 hours. +Implementing A.3.2.2 +A.3.2.3 Static Input Components: The authoring tool does not include moving user interface components that accept input where the movement of these components cannot be paused by authors. (Level A) +Implementing A.3.2.3 +A.3.2.4 Content Edits Saved (Extended): The authoring tool can be set to automatically save web content edits made using the authoring tool. (Level AAA) +Implementing A.3.2.4","" +"id-d152c696c6cf438c93f30577d92c2788","Principle","Guideline A.3.3: (For the authoring tool user interface) Help authors avoid flashing that could cause seizures","Guideline A.3.3: (For the authoring tool user interface) Help authors avoid flashing that could cause seizures. [Implementing A.3.3] +Rationale: Flashing can cause seizures in authors with photosensitive seizure disorder. + +A.3.3.1 Static View Option: If an editing-view can play visual time-based content, then playing is not necessarily automatic upon loading the content and playing can be paused. (Level A) +Implementing A.3.3.1","" +"id-50ea8cc096874827ad596c2d128d6d9a","Principle","Guideline A.3.4: (For the authoring tool user interface) Enhance navigation and editing via content structure","Guideline A.3.4: (For the authoring tool user interface) Enhance navigation and editing via content structure. [Implementing A.3.4] +Rationale: Some authors who have difficulty typing or operating the mouse benefit when authoring tools make use of the structure present in web content to simplify navigating and editing the content. + +A.3.4.1 Navigate By Structure: If editing-views expose the markup elements in the web content being edited, then the markup elements (e.g. source code, content renderings) are selectable and navigation mechanisms are provided to move the selection focus between elements. (Level AA) +Implementing A.3.4.1 +A.3.4.2 Navigate by Programmatic Relationships: If editing-views allow editing of programmatic relationships within web content, then mechanisms are provided that support navigation between the related content. (Level AAA) +Note: Depending on the web content technology and the nature of the authoring tool, relationships may include, but are not limited to, element nesting, headings, labeling, programmatic definitions, and ID relationships. +Implementing A.3.4.2","" +"id-80d675e04c694f2fb94d4533da4111cc","Principle","Guideline A.3.5: (For the authoring tool user interface) Provide text search of the content","Guideline A.3.5: (For the authoring tool user interface) Provide text search of the content. [Implementing A.3.5] +Rationale: Some authors who have difficulty typing or operating the mouse benefit from the ability to use text search to navigate to arbitrary points within the web content being edited. + +A.3.5.1 Text Search: If the authoring tool provides an editing-view of text-based content, then the editing-view enables text search, such that all of the following are true: (Level AA) +(a) All Editable Text: Any text content that is editable by the editing-view is searchable (including alternative content); and +(b) Match: Matching results can be presented to authors and given focus; and +(c) No Match: Authors are informed when no results are found; and +(d) Two-way: The search can be made forwards or backwards. +Implementing A.3.5.1","" +"id-8fec64ddd6e14ae08be2f069bc2816a8","Principle","Guideline A.3.6: (For the authoring tool user interface) Manage preference settings","Guideline A.3.6: (For the authoring tool user interface) Manage preference settings. [Implementing A.3.6] +Rationale: Some authors need to set their own display settings in a way that differs from the presentation that they want to define for the published web content. Providing the ability to save and reload sets of keyboard and display preference settings benefits authors who have needs that differ over time (e.g. due to fatigue). + +A.3.6.1 Independence of Display: If the authoring tool includes display settings for editing-views, then the authoring tool allows authors to adjust these settings without modifying the web content being edited. (Level A) +Implementing A.3.6.1 +A.3.6.2 Save Settings: If the authoring tool includes display and/or control settings, then these settings can be saved between authoring sessions. (Level AA) +Implementing A.3.6.2 +A.3.6.3 Apply Platform Settings: The authoring tool respects changes in platform display and control settings, unless authors select more specific display and control settings using the authoring tool. (Level AA) +Implementing A.3.6.3","" +"id-a8c28c635a8742218ec37bde586bedc7","Principle","Guideline A.3.7: (For the authoring tool user interface) Ensure that previews are at least as accessible as in-market user agents","Guideline A.3.7: (For the authoring tool user interface) Ensure that previews are at least as accessible as in-market user agents. [Implementing A.3.7] +Rationale: Preview features are provided by many authoring tools because the workflow of authors often includes periodically checking how user agents will display the web content to end users. Authors with disabilities need the same opportunity to check their work. + +A.3.7.1 Preview (Minimum): If a preview is provided, then at least one of the following is true: (Level A) +(a) In-Market User Agent: The preview renders content using a user agent that is in-market; or +(b) UAAG (Level A): The preview conforms to the User Agent Accessibility Guidelines 1.0 Level A [UAAG10]. +Implementing A.3.7.1 +A.3.7.2 Preview (Enhanced): If a preview is provided, then authors can specify which user agent performs the preview. (Level AAA) +Implementing A.3.7.2","" +"id-f6127a667a1747f484075d8602420b10","Principle","Guideline A.4.1: (For the authoring tool user interface) Help authors avoid and correct mistakes","Guideline A.4.1: (For the authoring tool user interface) Help authors avoid and correct mistakes. [Implementing A.4.1] +Rationale: Some authors with disabilities may be more susceptible to input errors due to factors such as difficulty making fine movements and speech recognition system errors. + +A.4.1.1 Content Changes Reversible (Minimum): All authoring actions are either reversible or the authoring tool requires author confirmation to proceed. (Level A) +Implementing A.4.1.1 +A.4.1.2 Settings Change Confirmation: If the authoring tool provides mechanisms for changing authoring tool user interface settings, then those mechanisms can reverse the setting changes, or the authoring tool requires author confirmation to proceed. (Level A) +Implementing A.4.1.2 +A.4.1.3 Content Changes Reversible (Enhanced): Authors can sequentially reverse a series of reversible authoring actions. (Level AAA) +Note: It is acceptable to clear the authoring action history at the end of authoring sessions. +Implementing A.4.1.3","" +"id-229864ef944b4772a89339d1916f1b26","Principle","Guideline A.4.2: (For the authoring tool user interface) Document the user interface, including all accessibility features","Guideline A.4.2: (For the authoring tool user interface) Document the user interface, including all accessibility features. [Implementing A.4.2] +Rationale: Some authors may not be able to understand or operate the authoring tool user interface without documentation. + +A.4.2.1 Describe Accessibility Features: For each authoring tool feature that is used to meet Part A of ATAG 2.0, at least one of the following is true: (Level A) +(a) Described in the Documentation: Use of the feature is explained in the authoring tool's documentation; or +(b) Described in the Interface: Use of the feature is explained in the authoring tool user interface; or +(c) Platform Service: The feature is a service provided by an underlying platform; or +(d) Not Used by Authors: The feature is not used directly by authors (e.g. passing information to a platform accessibility service). +Note: The accessibility of the documentation is covered by Guideline A.1.1 and Guideline A.1.2. +Implementing A.4.2.1 +A.4.2.2 Document All Features: For each authoring tool feature, at least one of the following is true: (Level AA) +(a) Described in the Documentation: Use of the feature is explained in the authoring tool's documentation; or +(b) Described in the Interface: Use of the feature is explained in the authoring tool user interface; or +(c) Platform Service: The feature is a service provided by an underlying platform; or +(d) Not Used by Authors: The feature is not used directly by authors (e.g. passing information to a platform accessibility service). +Note: The accessibility of the documentation is covered by Guideline A.1.1 and Guideline A.1.2. +Implementing A.4.2.2","" +"id-3537a668c8c042d7b96fa2d22c90763d","Principle","Guideline B.1.1: Ensure that automatically-specified content is accessible","Guideline B.1.1: Ensure that automatically-specified content is accessible. [Implementing B.1.1] +Rationale: If authoring tools automatically produce web content that includes accessibility problems (WCAG), then this will impose additional repair tasks on authors. + +B.1.1.1 Content Auto-Generation After Authoring Sessions (WCAG): The authoring tool does not automatically generate web content after the end of an authoring session, or, authors can specify that the content be accessible web content (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: This success criterion applies only to automatic processes specified by the authoring tool developer. It does not apply when author actions prevent generation of accessible web content (WCAG). +Implementing B.1.1.1 +B.1.1.2 Content Auto-Generation During Authoring Sessions (WCAG): If the authoring tool provides the functionality for automatically generating web content during an authoring session, then at least one of the following is true: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +(a) Accessible: The content is accessible web content (WCAG) without author input; or +(b) Prompting: During the automatic generation process, authors are prompted for any required accessibility information (WCAG); or +(c) Automatic Checking: After the automatic generation process, accessibility checking is automatically performed; or +(d) Checking Suggested: After the automatic generation process, the authoring tool prompts authors to perform accessibility checking. +Note 1: Automatic generation includes automatically selecting templates for authors. +Note 2: This success criterion applies only to automatic processes specified by the authoring tool developer. It does not apply when author actions prevent generation of accessible web content (WCAG). +Implementing B.1.1.2","" +"id-5ea7633306e6417bb5ceecf2426d6702","Principle","Guideline B.1.2: Ensure that accessibility information is preserved","Guideline B.1.2: Ensure that accessibility information is preserved. [Implementing B.1.2] +Rationale: Accessibility information (WCAG) is critical to maintaining comparable levels of web content accessibility (WCAG) between the input and output of web content transformations. + +B.1.2.1 Restructuring and Recoding Transformations (WCAG): If the authoring tool provides restructuring transformations or re-coding transformations, and if equivalent mechanisms exist in the web content technology of the output, then at least one of the following is true: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +(a) Preserve: Accessibility information (WCAG) is preserved in the output; or +(b) Warning: Authors have the default option to be warned that accessibility information (WCAG) may be lost (e.g. when saving a vector graphic into a raster image format); or +(c) Automatic Checking: After the transformation, accessibility checking is automatically performed; or +(d) Checking Suggested: After the transformation, the authoring tool prompts authors to perform accessibility checking. +Note 1: For text alternatives for non-text content, see Success Criterion B.1.2.4. +Note 2: This success criteria only applies when the output technology is ""included"" for conformance. +Implementing B.1.2.1 +B.1.2.2 Copy-Paste Inside Authoring Tool (WCAG): If the authoring tool supports copy and paste of structured content, then any accessibility information (WCAG) in the copied content is preserved when the authoring tool is both the source and destination of the copy-paste and the source and destination use the same web content technology. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.1.2.2 +B.1.2.3 Optimizations Preserve Accessibility: If the authoring tool provides optimizing web content transformations, then any accessibility information (WCAG) in the input is preserved in the output. (Level A). +Implementing B.1.2.3 +B.1.2.4 Text Alternatives for Non-Text Content are Preserved: If the authoring tool provides web content transformations that preserve non-text content in the output, then any text alternatives for that non-text content are also preserved, if equivalent mechanisms exist in the web content technology of the output. (Level A). +Note: This success criterion only applies when the output technology is ""included"" for conformance. +Implementing B.1.2.4","" +"id-4b9a9e48162f447fbc2f8548891b6bb2","Principle","Guideline B.2.1: Ensure that accessible content production is possible","Guideline B.2.1: Ensure that accessible content production is possible. [Implementing B.2.1] +Rationale: To support accessible web content (WCAG) production, at minimum, it is possible to produce web content that conforms with WCAG 2.0 using the authoring tool. + +B.2.1.1 Accessible Content Possible (WCAG): The authoring tool does not place restrictions on the web content that authors can specify or those restrictions do not prevent WCAG 2.0 success criteria from being met. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.2.1.1","" +"id-297e9a91431541d9a2e118cf5f3815f6","Principle","Guideline B.2.2: Guide authors to produce accessible content","Guideline B.2.2: Guide authors to produce accessible content. [Implementing B.2.2] +Rationale: By guiding authors from the outset toward the creation and maintenance of accessible web content (WCAG), web content accessibility problems (WCAG) are mitigated and less repair effort is required. + +B.2.2.1 Accessible Option Prominence (WCAG): If authors are provided with a choice of authoring actions for achieving the same authoring outcome (e.g. styling text), then options that will result in accessible web content (WCAG) are at least as prominent as options that will not. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.2.2.1 +B.2.2.2 Setting Accessibility Properties (WCAG): If the authoring tool provides mechanisms to set web content properties (e.g. attribute values), then mechanisms are also provided to set web content properties related to accessibility information (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: For the prominence of the mechanisms, see Success Criterion B.4.1.4. +Implementing B.2.2.2","" +"id-c6e84229f1da49c191feebb380bd17aa","Principle","Guideline B.2.3: Assist authors with managing alternative content for non-text content","Guideline B.2.3: Assist authors with managing alternative content for non-text content. [Implementing B.2.3] +Rationale: Improperly generated alternative content can create web content accessibility problems (WCAG) and interfere with accessibility checking. +Note: This guideline only applies when non-text content is specified by authors (e.g. inserting an image). When non-text content is automatically added by the authoring tool, see Guideline B.1.1. + +B.2.3.1 Alternative Content is Editable (WCAG): If the authoring tool provides functionality for adding non-text content, then authors are able to modify programmatically associated text alternatives for non-text content. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: An exception can be made when the non-text content is known to be decoration, formatting, invisible or a CAPTCHA. +Implementing B.2.3.1 +B.2.3.2 Automating Repair of Text Alternatives: The authoring tool does not attempt to repair text alternatives for non-text content or the following are all true: (Level A) +(a) No Generic or Irrelevant Strings: Generic strings (e.g. ""image"") and irrelevant strings (e.g. the file name, file format) are not used as text alternatives; and +(b) In-Session Repairs: If the repair attempt occurs during an authoring session, authors have the opportunity to accept, modify, or reject the repair attempt prior to insertion of the text alternative into the content; and +(c) Out-of-Session Repairs: If the repair attempt occurs after an authoring session has ended, the repaired text alternatives are indicated during subsequent authoring sessions (if any) and authors have the opportunity to accept, modify, or reject the repair strings prior to insertion in the content. +Implementing B.2.3.2 +B.2.3.3 Save for Reuse: If the authoring tool provides the functionality for adding non-text content, when authors enter programmatically associated text alternatives for non-text content, then both of the following are true: (Level AAA) +(a) Save and Suggest: The text alternatives are automatically saved and suggested by the authoring tool, if the same non-text content is reused; and +(b) Edit Option: The author has the option to edit or delete the saved text alternatives. +Implementing B.2.3.3","" +"id-fefdf45e8eb94149a14aef960062a742","Principle","Guideline B.2.4: Assist authors with accessible templates","Guideline B.2.4: Assist authors with accessible templates. [Implementing B.2.4] +Rationale: Providing accessible templates (WCAG) can have several benefits, including: immediately improving the accessibility of the web content (WCAG) of being edited, reducing the effort required of authors, and demonstrating the importance of accessible web content (WCAG). + +B.2.4.1 Accessible Template Options (WCAG): If the authoring tool provides templates, then there are accessible template (WCAG) options for a range of template uses. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.2.4.1 +B.2.4.2 Identify Template Accessibility: If the authoring tool includes a template selection mechanism and provides any non-accessible template (WCAG) options, then the template selection mechanism can display distinctions between the accessible and non-accessible options. (Level AA) +Note: The distinction can involve providing information for the accessible templates, the non-accessible templates or both. +Implementing B.2.4.2 +B.2.4.3 Author-Created Templates: If the authoring tool includes a template selection mechanism and allows authors to create new non-accessible templates (WCAG), then authors can enable the template selection mechanism to display distinctions between accessible and non-accessible templates that they create. (Level AA) +Note: The distinction can involve providing information for the accessible templates (WCAG), the non-accessible templates or both. +Implementing B.2.4.3 +B.2.4.4 Accessible Template Options (Enhanced): If the authoring tool provides templates, then all of the templates are accessible template (to WCAG Level AA). (Level AAA) +Implementing B.2.4.4","" +"id-a375259942a0447cae60a38531692de7","Principle","Guideline B.2.5: Assist authors with accessible pre-authored content","Guideline B.2.5: Assist authors with accessible pre-authored content. [Implementing B.2.5] +Rationale: Providing accessible pre-authored content (WCAG) (e.g. clip art, synchronized media, widgets) can have several benefits, including: immediately improving the accessibility of web content (WCAG) being edited, reducing the effort required of authors, and demonstrating the importance of accessibility. + +B.2.5.1 Accessible Pre-Authored Content Options: If the authoring tool provides pre-authored content, then a range of accessible pre-authored content (to WCAG Level AA) options are provided. (Level AA) +Implementing B.2.5.1 +B.2.5.2 Identify Pre-Authored Content Accessibility: If the authoring tool includes a pre-authored content selection mechanism and provides any non-accessible pre-authored content (WCAG Level AA) options, then the selection mechanism can display distinctions between the accessible and non-accessible options. (Level AA) +Note: The distinction can involve providing information for the accessible pre-authored content, the non-accessible pre-authored content or both. +Implementing B.2.5.2","" +"id-f889b7e22af04bfa81c1fb69298a3ea7","Principle","Guideline B.3.1: Assist authors in checking for accessibility problems","Guideline B.3.1: Assist authors in checking for accessibility problems. [Implementing B.3.1] +Rationale: When accessibility checking is an integrated function of the authoring tool, it helps make authors aware of web content accessibility problems (WCAG) during the authoring process, so they can be immediately addressed. + +B.3.1.1 Checking Assistance (WCAG): If the authoring tool provides authors with the ability to add or modify web content in such a way that a WCAG 2.0 success criterion can be violated, then accessibility checking for that success criterion is provided (e.g. an HTML authoring tool that inserts images should check for alternative text; a video authoring tool with the ability to edit text tracks should check for captions). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: Automated and semi-automated checking is possible (and encouraged) for many types of web content accessibility problems (WCAG). However, manual checking is the minimum requirement to meet this success criterion. In manual checking, the authoring tool provides authors with instructions for detecting problems, which authors carry out by themselves. For more information on checking, see Implementing ATAG 2.0 - Appendix B: Levels of Checking Automation. +Implementing B.3.1.1 +B.3.1.2 Help Authors Decide: If the authoring tool provides accessibility checking that relies on authors to decide whether potential web content accessibility problems (WCAG) are correctly identified (i.e. manual checking and semi-automated checking), then the accessibility checking process provides instructions that describe how to decide. (Level A) +Implementing B.3.1.2 +B.3.1.3 Help Authors Locate: If the authoring tool provides checks that require authors to decide whether a potential web content accessibility problem (WCAG) is correctly identified (i.e. manual checking and semi-automated checking), then the relevant content is identified to the authors. (Level A) +Note: Depending on the nature of the editing-view and the scope of the potential web content accessibility problem (WCAG), identification might involve highlighting elements or renderings of elements, displaying line numbers, or providing instructions. +Implementing B.3.1.3 +B.3.1.4 Status Report: If the authoring tool provides checks, then authors can receive an accessibility status report based on the results of the accessibility checks. (Level AA) +Note: The format of the accessibility status report is not specified and they might include a listing of problems detected or a WCAG 2.0 conformance level, etc. +Implementing B.3.1.4 +B.3.1.5 Programmatic Association of Results: If the authoring tool provides checks, then the authoring tool can programmatically associate accessibility checking results with the web content that was checked. (Level AA) +Implementing B.3.1.5","" +"id-8c76c6e3d6a04287bc9c526a3ba0510c","Principle","Guideline B.3.2: Assist authors in repairing accessibility problems","Guideline B.3.2: Assist authors in repairing accessibility problems. [Implementing B.2.3] +Rationale: When repair is an integral part of the authoring process, it greatly enhances the utility of checking and increases the likelihood that web content accessibility problems (WCAG) will be properly addressed. + +B.3.2.1 Repair Assistance (WCAG): If checking (see Success Criterion B.3.1.1) can detect that a WCAG 2.0 success criterion is not met, then repair suggestion(s) are provided: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: Automated and semi-automated repair is possible (and encouraged) for many types of web content accessibility problems (WCAG). However, manual repair is the minimum requirement to meet this success criterion. In manual repair, the authoring tool provides authors with instructions for repairing problems, which authors carry out by themselves. For more information on repair, see Implementing ATAG 2.0 - Appendix C: Levels of Repair Automation. +Implementing B.3.2.1","" +"id-20c9ed40937b4ed78c643d10ff5e0ec2","Principle","Guideline B.4.1: Ensure the availability of features that support the production of accessible content","Guideline B.4.1: Ensure the availability of features that support the production of accessible content. [Implementing B.4.1] +Rationale: The accessible content support features will be more likely to be used, if they are turned on and are afforded reasonable prominence within the authoring tool user interface. + +B.4.1.1 Features Active by Default: All accessible content support features are turned on by default. (Level A) +Implementing B.4.1.1 +B.4.1.2 Option to Reactivate Features: The authoring tool does not include the option to turn off its accessible content support features or features which have been turned off can be turned back on. (Level A) +Implementing B.4.1.2 +B.4.1.3 Feature Deactivation Warning: The authoring tool does not include the option to turn off its accessible content support features or, if these features can be turned off, authors are informed that this may increase the risk of content accessibility problems (WCAG). (Level AA) +Implementing B.4.1.3 +B.4.1.4 Feature Prominence: All accessible content support features are at least as prominent as features related to either invalid markup, syntax errors, spelling errors or grammar errors. (Level AA) +Implementing B.4.1.4","" +"id-1137d455942f4ba983b4a614a7859adb","Principle","Guideline B.4.2: Ensure that documentation promotes the production of accessible content","Guideline B.4.2: Ensure that documentation promotes the production of accessible content. [Implementing B.4.2] +Rationale: Some authors need support in determining how to use accessible content production features (e.g. how to respond to prompts for text alternatives, how to use accessibility checking tools). Demonstrating accessible authoring as routine practice, or at least not demonstrating inaccessible practices, will help to encourage acceptance of accessibility by some authors. + +B.4.2.1 Model Practice (WCAG): A range of examples in the documentation (e.g. markup, screen shots of WYSIWYG editing-views) demonstrate accessible authoring practices (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.4.2.1 +B.4.2.2 Feature Instructions: Instructions for using any accessible content support features appear in the documentation. (Level A) +Implementing B.4.2.2 +B.4.2.3 Tutorial: The authoring tool provides a tutorial for an accessible authoring process that is specific to that authoring tool. (Level AAA) +Implementing B.4.2.3 +B.4.2.4 Instruction Index: The authoring tool documentation contains an index to the instructions for using any accessible content support features. (Level AAA) +Implementing B.4.2.4","" +"id-4d06dec68f2242c7bf3832c4463dcd4b","Principle","Integrity-By-Design","7.3. Integrity-by-Design + +Name: Integrity-by-Design +Statement: Provide clients with a high degree of trust that the system and its attendant data and information are correct (i.e., precise, accurate and meaningful), valid (created, modified and deleted only by authorized users) and invariant (i.e., consistent an unmodified). + +Rationale: +• Integrity is one of the three central pillars of securing corporate information assets along with confidentiality and availability. Integrity keeps data pure and trustworthy by protecting system and data from intentional or accidental changes. +• With data being the primary information asset, integrity provides the assurance that the data is accurate and reliable. Without integrity, the cost of collecting and maintaining the data cannot be justified. Therefore, policies and procedures should support ensuring that data can be trusted. +• Mechanisms put in place to ensure the integrity of the system, its data and information should prevent attacks on the storage of that data (contamination) and on its transmission (interference). Data that is altered on the network between the storage and the user's workstation can be as untrustworthy as the attacker altering or deleting the data on the storage media. Protecting data involves both storage and network mechanisms. +Implications: • Unauthorized users must be prevented from making modifications to data or programs. +• Unauthorized users must be prevented from making improper or unauthorized modifications. +• Internal and external consistency of data and programs must be maintained. +• Applying encryption to information that will be sent over the Internet or stored on digital media. +• Software must be built defensively. +• Users should be prevented from inadvertently storing inaccurate or invalid data by incorrect data entry, an incorrect decision made in running programs, or not following procedures. +• Users should be prevented from affecting integrity through system configuration errors at their workstations or even by using the wrong programs to access the data. +• Users should be taught about devicde and data integrity during their information security awareness training. +• The installation of any new software or devices must be prevented except when done by a limited set of authorized people. +• Check system integrity against a set of predefined validation policies or standards. + +References: +• Security Architecture Team","" +"id-04c7a2d9df834efb94505ae25be417e8","Principle","Interoperability","2.5. Interoperability + +Name: Interoperability +Statement: Interoperability allows the enterprise to interact, connect and operate with other parties within its business and IT ecosystem in an effective and efficient manner. +Rationale: +• Changes in the business and IT ecosystem may impact ESDC ability to meet its mandate and achieve its strategic goals. +• ESDC collaborates with other parties to meet its mandate and achieve its strategic goals. +• ESDC uses the services of 3rd Party Service Providers to meet its mandate and achieve its strategic goals. +Implications: +Service +• Interoperability requirements are defined and considered from the onset of an initiative +• Interoperability standards and industry standards must be followed unless there is a compelling business reason to implement a non-standard. +• Need to understand all the parties, including their role and responsibilities, that are part of the ESDC business and IT ecosystem. +• A party’s role and responsibilities within the ESDC ecosystem is formalized and underpinned by the appropriate vehicle (e.g. legislation, regulation, agreement, etc.). +• Need to understand how a party contributes to ESDC meeting its mandate and achieving its strategic goals. + +References: ","" +"id-f21cd13d501c487db4dfabdccb2a09d3","Principle","IT Security Guidances","","" +"id-a4997127d9494b4f90284ee93b5286a1","Principle","Iterate and Improve Frequently","Iterate and improve frequently +Develop services using agile, iterative and user-centred methods. Continuously improve in response to user needs. Try new things, start small and scale up. + +Guidance: Iterate and improve frequently +In contrast to high risk and long lead time ‘big bang’ deployments, working services must be put in the hands of users as early as possible to get rapid feedback. Said feedback is then used to iterate upon to improve the service. + +One sets a north star to define a clear direction, then begins iterating towards this north star, keeping in mind that the path is not clear, and unexpected circumstances will require adjustments to be made along the way. By leveraging modern technologies and modern approaches to working, risk can be reduced by limiting the size of changes and increasing their frequency. Processes should empower teams to deliver value to services as often as possible, rather than increase risk by creating prolonged processes that use documentation in place of demonstrably functioning software. Focus on working software over comprehensive documentation and remember that perfect is the enemy of good. + +Aligned Behaviours +1. There are processes in place to prioritize and implement feedback from peers, stakeholders and end-users. +2. When a new or updated service or feature is being created our team understands the minimum requirements for the system to be of value to users. +3. Our team experiments with new approaches based on team reflections, lessons learned, and user feedback. +4. Our team collects metrics to improve upon which are used throughout the development and lifecycle of the service. +5. When resolving problems our team dedicates time to identify the root cause of the issue and address it. +6. Our team is relentlessly inspecting, adapting, and automating their processes to increase the speed at which our team can deliver value to users. +7. Our team has access to environments and resources to allow for rapid prototyping while initial requirements are being sought. +8. Our team embraces learning about and using new digital skills, approaches, and tools to incorporate into our daily work. + +Misaligned Behaviours +1. Our team only shares their work once it has been finalized and approved. +2. Decisions regarding the direction of our team are made without reference to any collected performance metrics. +3. Our team identifies solutions before it is clear what outcomes our team is working towards and how to measure them. +4. Processes are rarely, if ever, reviewed to find and implement efficiencies. +5. Our team must wait for the project to be approved and funded prior to environments being made available to teams to begin experimenting with solutions. +6. Our team fully architects the end to the service delivery solution prior to starting to build.","" +"id-73bd2e83bb214de6b287675f41d9569b","Principle","Iterate and Improve Frequently (Principle) (copy)","Iterate and improve frequently +Develop services using agile, iterative and user-centred methods. Continuously improve in response to user needs. Try new things, start small and scale up. + +Guidance: Iterate and improve frequently +In contrast to high risk and long lead time ‘big bang’ deployments, working services must be put in the hands of users as early as possible to get rapid feedback. Said feedback is then used to iterate upon to improve the service. + +One sets a north star to define a clear direction, then begins iterating towards this north star, keeping in mind that the path is not clear, and unexpected circumstances will require adjustments to be made along the way. By leveraging modern technologies and modern approaches to working, risk can be reduced by limiting the size of changes and increasing their frequency. Processes should empower teams to deliver value to services as often as possible, rather than increase risk by creating prolonged processes that use documentation in place of demonstrably functioning software. Focus on working software over comprehensive documentation and remember that perfect is the enemy of good. + +Aligned Behaviours +1. There are processes in place to prioritize and implement feedback from peers, stakeholders and end-users. +2. When a new or updated service or feature is being created our team understands the minimum requirements for the system to be of value to users. +3. Our team experiments with new approaches based on team reflections, lessons learned, and user feedback. +4. Our team collects metrics to improve upon which are used throughout the development and lifecycle of the service. +5. When resolving problems our team dedicates time to identify the root cause of the issue and address it. +6. Our team is relentlessly inspecting, adapting, and automating their processes to increase the speed at which our team can deliver value to users. +7. Our team has access to environments and resources to allow for rapid prototyping while initial requirements are being sought. +8. Our team embraces learning about and using new digital skills, approaches, and tools to incorporate into our daily work. + +Misaligned Behaviours +1. Our team only shares their work once it has been finalized and approved. +2. Decisions regarding the direction of our team are made without reference to any collected performance metrics. +3. Our team identifies solutions before it is clear what outcomes our team is working towards and how to measure them. +4. Processes are rarely, if ever, reviewed to find and implement efficiencies. +5. Our team must wait for the project to be approved and funded prior to environments being made available to teams to begin experimenting with solutions. +6. Our team fully architects the end to the service delivery solution prior to starting to build.","" +"id-825dee802712423e8bc99c8d40eee979","Principle","Maintain Secure Operations","Maintain secure operations + - establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance + - enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks + - establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security","" +"id-7585b67b15a649948872abc0ab483974","Principle","Manage & Reuse Data Strategically, Responsibly","Manage and reuse data strategically and responsibly + - define and establish clear roles, responsibilities, and accountabilities for data management + - identify and document the lineage of data assets + - define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + - ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + - contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data","" +"id-d52636cbec0a48cd9b5ef8b87b9a2cd3","Principle","Managed Strategically","4.5. Managed Strategically + +Name: Managed Strategically +Statement: Information and Data are Managed Strategically. +Rationale: +• Information and Data are managed across all data management capabilities and throughout its lifecycle, according to industry standards and best practices, for the purpose of answering current and future business needs. + +Implications: +• Data Management Functional leadership must exist to ensure all aspects of managing information and data are included to cover all facets of business data needs. +• Functional leadership must create and ensure their standards are applied and monitored for conformity. +• Interoperability is the target, and integration is the interim solution, to avoid data silos, replication and unnecessary processing and movement. +• Managing Information and data is often a collaborative effort between data professionals and business professionals. +• Measuring the maturity of information and data management practices is of value to ensure improvements and alignment to business needs. +• Full functional and lifecycle management is necessary to manage risks, compliance and should be auditable. + +References: +• CDO","" +"id-65ebfef43e3646d9b7216e1080915116","Principle","Mission-Driven","2.4. Mission-driven + +Name: Mission-Driven +Statement: Achieving the mandate and strategic goals of ESDC +Rationale: +• A business led and focused architecture is more successful in: + o Supporting the department’s mandate + o Achieving the strategic goals + o Responding to changes in client and stakeholder needs and expectations +• For optimal Return on Investment (ROI) requires decisions to be aligned with the department’s mandate and strategic goals +• Architectures reflect the current and target state of the department so informed decisions can be made regarding achieving the department’s mandate and strategic goals +Implications: +• Architectures will demonstrate how business servers the organizational values and strategic goals +• Architecture must implement a complete vision that is focused on the business +• As new needs arise, priorities must be adjusted proportionally +• Priorities must be established by and for the entire company +• Ability to analysis the impact of change in laws, regulations, standards and directives has on the department carrying out its mission/mandate +• Ability to identify gaps between the current state and target sate +• Ability to identify barriers that impact the department’s transformation and recommendations to overcome the barriers +References: ","" +"id-edda5632a7294f319ff297faeb00f379","Principle","No User Should Have Full Control Permissions (Principle)","This is for System Administration, only. +Any non-SysAdmin's previously granted this permission will have their permission downgraded. +","" +"fb1bbab0-46e7-417d-b897-98aa4cb9ddeb","Principle","Open Standards Based","stay compliant with the standard HTTP methods including status and error codes","" +"id-c1c83e38beb64df581b07226cd59da52","Principle","Optimize Services","3.6. Optimize Services + +Name: Optimize Services +Statement: Across the business domain, we will enable simple, flexible, efficient and reusable services. +Rationale: +• By focusing on increasing the efficiency, effectiveness, value and quality of our processes we will increase the maturity and stability of what we do (our business capabilities). We won’t be dragged down by non-optimized solutions and designs and reduce risk. + +Implications: +• Test and iterate our models and plans more often. +• Favour small incremental pieces that integrate seamlessly and can be reused across the organization. +• Think enterprise first (instead of one-off solutions). +References: +• Business Architecture Team","" +"id-0b43643c528d4073828fe88f71642ba7","Principle","Outcome-Driven Architecture & Strategic Alignment","Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada + - identify which departmental/GC business services, outcomes and strategies will be addressed + - establish metrics for identified business outcomes throughout the life cycle of an investment + - translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation","" +"id-d0c03047616043ca81c9cd9ad5b8f658","Principle","Part A: Make the authoring tool user interface accessible","Part A Conformance Applicability Notes: +Scope of ""authoring tool user interface"": The Part A success criteria apply to all aspects of the authoring tool user interface that are concerned with producing the ""included"" web content technologies. This includes views of the web content being edited and features that are independent of the content being edited (e.g. menus, button bars, status bars, user preferences, documentation). +Reflected content accessibility problems: The authoring tool is responsible for ensuring that editing-views display the web content being edited in a way that is more accessible to authors with disabilities (e.g. ensuring that text alternatives in the content can be programmatically determined). However, where an authoring tool user interface accessibility problem is caused directly by the content being edited (e.g. if an image in the content lacks a text alternative), then this would not be considered a deficiency in the accessibility of the authoring tool user interface. +Developer control: The Part A success criteria only apply to the authoring tool user interface as it is provided by the developer. They do not apply to any subsequent modifications by parties other than the authoring tool developer (e.g. user modifications of default settings, third-party plug-ins). +User agent features: Web-based authoring tools may rely on user agent features (e.g. keyboard navigation, find functions, display preferences, undo features) to satisfy success criteria. Conformance claims are optional, but any claim that is made must record the user agent(s). +Accessibility of features provided to meet Part A: The Part A success criteria apply to the entire authoring tool user interface, including any features added to meet the success criteria in Part A (e.g. documentation, search functions). The only exemption is for preview features, as long as they meet the relevant success criteria in Guideline A.3.7. Previews are treated differently than editing-views because all authors, including those with disabilities, benefit when preview features accurately reflect the functionality of user agents that are actually in use by end users. +Unrecognizable content: When success criteria require authoring tools to treat web content according to semantic criteria, the success criteria only apply when these semantics are encoded programmatically (e.g. text describing an image can only be considered a text alternatives for non-text content when this role is encoded within markup).","" +"id-3634342fb1bf4d1eb16d56fddfb44dc1","Principle","Part B: Support the production of accessible content","Part B: Support the production of accessible content +Part B Conformance Applicability Notes: +Author availability: Any Part B success criteria that refer to authors only apply during authoring sessions. +Developer control: The Part B success criteria only apply to the authoring tool as it is provided by the developer. This does not include subsequent modifications by parties other than the authoring tool developer (e.g. third-party plug-ins, user-defined templates, user modifications of default settings). +Applicability after the end of an authoring session: Authoring tools are responsible for the web content accessibility (WCAG) of web content that they automatically generate after the end of an author's authoring session (see Success Criterion B.1.1.1). For example, if the developer changes the site-wide templates of a content management system, these would be required to meet the accessibility requirements for automatically-generated content. Authoring tools are not responsible for changes to the accessibility of content that the author causes, whether it is author-generated or automatically-generated by another system that the author has specified (e.g. a third-party feed). +Authoring systems: As per the ATAG 2.0 definition of authoring tool, several software tools (identified in any conformance claim) can be used in conjunction to meet the requirements of Part B (e.g. an authoring tool could make use of a third-party software accessibility checking tool). +Accessibility of features provided to meet Part B: The Part A success criteria apply to the entire authoring tool user interface, including any features that must be present to meet the success criteria in Part B (e.g. checking tools, repair tools, tutorials, documentation). +Multiple authoring roles: Some authoring tools include multiple author roles, each with different views and content editing permissions (e.g. a content management system may separate the roles of designers, content authors, and quality assurers). In these cases, the Part B success criteria apply to the authoring tool as a whole, not to the view provided to any particular authoring role. Accessible content support features should be made available to any authoring role where it would be useful. +Unrecognizable content: When success criteria require authoring tools to treat web content according to semantic criteria, the success criteria only apply when these semantics are encoded programmatically (e.g. text describing an image can only be considered a text alternatives for non-text content when this role is encoded within markup).","" +"id-b4156171fbc84ec58418f6236ce9e807","Principle","Principle 1 - Increase Return on Investment by Focusing on Making Continuous Flow of Value (Principle)","Principle 1 - Increase Return on Investment by Focusing on Making Continuous Flow of Value +Anybody associated with a change initiative (e.g. project, program) should focus the change initiative’s return on investment to the organization. The organization receives something of value.","" +"id-55fbe4f8bc4347d5ad80ff5de7c095b7","Principle","Principle 2 - Engage Clients in Frequent Interactions and Shared Ownership (Principle)","Principle 2 - Engage Clients in Frequent Interactions and Shared Ownership +It’s critical that a digital enterprise moves the client to the centre ofattention for feedback that can be acted upon. The problem with many projects is defining a client. The client in this case is the set of individuals or groups who will actually end up involved in using the software or adopting the changed business process.","" +"id-0728fe5796374c1f9c74a59686ba4a45","Principle","Principle 3 - Expect Uncertainty, Manage Through Iterations, Anticipation and Adaptation (Principle)","Principle 3 - Expect Uncertainty, and Manage for It Through Iterations, Anticipation and Adaptation +People like linearity: They generally like knowing what is expected of them atwork, and they like mastery of the work they do. They also like not having to think all the time because thinking is exhausting work. This has led to a trend in technology based on the belief that projects can be delivered consistently. To combat these people challenges, because change initiatives are inherently complex and uncertain, change initiatives in a business-Agile mindset need to be: +• iterative: helps to ease the cognitive load that uncertainty entails. An iteration is defined as a unit of valuable work; +• anticipable: based on intuition and “gut feeling,” a project team has theability to identify early warning signs that the iteration/project will not deliver value, and course-correct; and +• adaptive: relates to doing something different based on a change in circumstances. An organization with a business-Agile mindset takes advantage of a change in circumstances to do things better, more quickly or with potentially greater business value and better business outcomes.","" +"id-44038c12508d46c398c6b9b83fc7af56","Principle","Principle 4 - Unleash Creativity and Innovation, Recognize Individuals As The Ultimate Source of Value, Create an Environment Where They Can Make a Difference (Principle)","Principle 4 - Unleash Creativity and Innovation by Recognizing That Individuals Are the Ultimate Source of Value, and Create an Environment Where They Can Make a Difference +The essence of this principle is to, at all times, commit to the concept of “doing with” rather than “doing to.” A relentless focus on the “source of the problem” keeps organizations locked in “us versus them” thinking, and through blame trivializes the contribution of the people who currently work in the organization.","" +"id-6b6a5f834ef5468fab04031790ab9162","Principle","Principle 5 - Boost Performance Through Group Accountability for Results and Shared Responsibility for Team Effectiveness (Principle)","Principle 5 - Boost Performance Through Group Accountability for Results and Shared Responsibility for Team Effectiveness +Group accountability requires that individuals bring all of who they are and all of their respective backgrounds, skills and capabilities to the service of the group.","" +"id-4ca7d148252b455e86f30bb17eed799f","Principle","Principle 6 - Improve Effectiveness and Reliability Through Situation-Specific Strategies, Processes and Practices (Principle)","Principle 6 - Improve Effectiveness and Reliability Through Situation-Specific Strategies, Processes and Practices +While change and uncertainty are continuous, organizations still must have some level of reliable operational performance.","" +"id-f7f660aa99214502b630387e8b003594","Principle","Principle/Guidance","","" +"6155f236-8ace-4b73-80b0-be22c7022c6c","Principle","Principles Catalog","The Principles catalog captures principles of the Business and Architecture Principles that describe what a ""good"" solution or architecture should look like. Principles are used to evaluate and agree an outcome for architecture decision points. Principles are also used as a tool to assist in architectural governance of change initiatives https://pubs.opengroup.org/architecture/togaf9-doc/arch/chap31.html","" +"id-fae2c3ee747c4f61bb31dccca3c64bf2","Principle","Privacy-By-Design","7.2. Privacy-by-Design + +Name: Privacy-by-Design +Statement: Respect and protect personal information are built-in to any business practice and corresponding IT solution. + +Rationale: +• ESDC’s IM/IT assets are protected against theft, loss, damage, or unauthorized modification, destruction or disclosure in order to assure public confidence in the Department. +• When security is considered up front the result is more cost effective, and the outcome is more robust and resilient security protections for privacy. +• Information / Data capture, access and usage processes ensure the protection of privacy without impeding or delaying access to it for justified needs. + +Implications: +• All of the Departments’ business solutions must be compliant with the Privacy Act; MITS; ATIP policies; FAA, etc. +• Privacy requirements must be determined with all stakeholders. +• Effective privacy administration processes and tools for assurance and accountability shall be required. +• A controlled variance process must be adhered to. +• Must align to necessary frameworks, both internal and external as pertains privacy protection (i.e., GDPR, Canadian laws and regulations). +• Automatic processing, trans-border and cross-entity flows of personal data create new forms of relationships among countries/entities and require compatible rules and practices be in place. +• Personal data shall not be transferred to any entity unless that entity ensures an adequate level of protection and authorisation from individuals. +• Current legislation and competing values might be a hurdle to sharing and free flow of private data. +• Data Stewards must aid in removing or avoid creating unjustified barriers to private data. +• We must prepare for breaches to permit a timely and appropriate response and course of action. +• Personal data collection needs and uses must be clearly defined up front. +• Personal data shall be adequate, relevant and not excessive in relation to the purpose. +• Private individuals must have the right and ability to view, edit their information, and the right to be forgotten in certain cases (i.e., data is disposed of at the end of the effective lifecycle of the data or process). +• Automated means of processing private data must be transparent to data subjects. +• Data classification will be necessary in all situations. +References: +• Canada Border Services Agency (CBSA) defined Architecture Principles +• CDO +• Government of Ontario. OPS Enterprise Architecture: Principles and Artefacts","" +"id-a142c2bf8cc545b58b9dbf91c64c9fd7","Principle","Promote Enterprise Horizontal Enablement","Promote horizontal enablement of the enterprise + - identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders + - reuse common business capabilities, processes and enterprise solutions from across government and private sector + - publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services","" +"2adc8cd2-0a45-4354-9ecf-df2f9a6c5b7a","Principle","Quality ","adopt a simple, consistent and durable API specification and endpoint naming standard that includes API meta informatio","" +"id-967722aca5164a0e8238e676131efbbf","Principle","Quality Level Metrics (QLM) Approach","6.3. Quality Level Metrics (QLM) Approach + +Name: QLM Approach +Statement: Technology implementations require quality level metrics (QLM) negotiations and tradeoff discussions to occur as early as possible in the architecture and design process between business stakeholders and systems stakeholders including application architects, technology architects, service providers and operations and maintenance staff. + +Rationale: +• Facilitates non-functional requirements gathering +• Avoids narrow discussions of requirements - business stakeholders will have a clearer idea of the system they are asking for / getting +• Better acceptance from the business on the system that is ultimately delivered – fewer surprises for both the business and I&IT +• Better fit of applications into the infrastructure +• Better security + +Implications: +• Need to ensure that processes, such as product selections, vendor of record, planning, requirements gathering, have quality level metrics as part of the requirements. The standard QLMs are: + o Scalability - The ability of the solution to scale up or down to meet the increase/ decrease in volume through increasing/decreasing the number of nodes/servers supporting the solution (horizontal scaling) or increasing/decreasing the resources of a single node/server (vertical scaling) + o Performance - The ability of the solution to meet the load and response time requires + o Availability - The ability of the solution to meet recovery time objectives, recovery point objectives and system up time + o Recoverability - The ability of the solution to transaction recovery\rollback, guarantee atomicity, transactional checkpoint logging and backup + o Integrity - The accuracy, completeness and timeliness of data at rest or in transit within a solution + o Interoperability - The degree with which the system can connect to, exchange and process data from other systems. + o Usability - The ability and extent the solution can be used by specific users to achieve specified goals effectively and efficiently + o Source-ability - The degree to which equivalent solutions/services/components can be obtained from multiple sources + o Affordability - The characteristics of a product or service that provides the government value for money and falls within their budget through the expected life span of the product or service + o Supportability - The ease with which the solution can be operated, configured and maintained by the operational staff during the useful life of the solution + o Adaptiveness / Modifiability-The degree to which a module, component or other work product ban be used in more than one solution. + o Upgradeability - The ease in which the solution in whole or components of the solutions can be modified to take advantage of new service, solution, software or hardware technologies + o Security -The ability in which the solution meets the security objectives and standards +• Need to document, publish and enforce the requirement for quality level metrics when developing solutions, services and infrastructure","" +"id-13a0502ccc3444c8acb1f3d268b2c346","Principle","Reliable","3.4. Reliable + +Name: Reliable +Statement: Departmental services are reliable, accurate, relevant and timely. +Rationale: +• The take-up and use of lower cost channels will depend on users of government services trusting the ability of the government to provide reliable, accurate, relevant and timely information to consumers. +• Reliable services that provide consistent outcomes will help to reduce complaints, reviews and appeals from consumers. +Implications: +• The department will need to deliver services and information which clients can rely upon. +• The department, and programs will need to devote effort towards service design and service performance management to ensure reliable services +• Good processes create good services and data. Processes will need to be the focus of ongoing continuous improvement (which in turn will improve reliability, accuracy, relevancy and timeliness of the service). +• The department will need to provide trusted services and information to individuals, and organizations. The outcomes of these services and information will strengthened the trust in the department and Government of Canada. +• The department and programs will need to collaboration with other departments and programs to deliver, manage and measure services to ensure the services are achieving the desired outcomes + +References: +• Australian Government Enterprise Architecture Principles (PR-3)","" +"id-5b6c5e2440ff4cc99510e5956cd6e70c","Principle","Responsive Change Management","6.2. Responsive Change Management + +Name: Responsive Change Management +Statement: Changes to the enterprise information/data and technology environment are implemented in a timely manner +Rationale: +• If people are to be expected to work within the enterprise information /data and technology environment, this environment must be responsive to their needs + +Implications: +• Processes for managing and implementing change must be developed that do not create delays +• A user who feels a need for change will need to connect with a “business expert” to facilitate explanation and implementation of that need +• If changes are going to be made, the architecture must be kept updated + +References: +• TOGAF 9.2 Principle 19","" +"9365fa4e-09ff-483d-9e8f-86a158261c1b","Principle","Security by Design ","adopt a philosophy where security is inherent in API development","" +"dbaff8e4-0157-4265-b766-9acbcc280bc6","Principle","Security Principle","","" +"1d11e079-9b84-4dcd-ac07-1aab247dcbe0","Principle","Security Principle","","" +"id-ad504c1ae2274d2c9788f0834ec12a86","Principle","Security-By-Design","7.1. Security-by-Design + +Name: Security-by-Design +Statement: Enable and protect activities and assets of both people and enterprises are built-in to any business practice and corresponding IT solution +Rationale: +• ESDC’s IM/IT assets are protected against theft, loss, damage, or unauthorized modification, destruction or disclosure to assure public confidence in the Department. +• When security protection for confidentiality, availability and integrity are considered up front., it is more cost effective and results are more robust and resilient. + +Implications: +• Controls for the protection of confidentiality, integrity and availability must be designed into all aspects of solutions from initiation, not as an afterthought. +• Security must be designed in the business processes within which an IT system will be used. +• ESDC’s business solutions must be compliant with the Privacy Act; MITS; ATIP policies; FAA, etc. +• Security requirements must be determined with all stakeholders. +• Business driven security requirements based on legislation, policies, and business needs must be supported. +• A consistent, trusted and effective security model must be developed for use across all applications, data, systems, and infrastructure. +• Security Assessment and Audit (SA&A) , and Statement of Sensitivity (SoS) processes shall be used to identify threats and risks and select cost effective controls which meet control objectives. +• A Vulnerability Assessment (VA) process shall be used to identifying and quantifying vulnerabilities in a system. +• Program managers need to have business impact analysis and business continuity planning processes developed and implemented. +• Program managers need to be part of the process to conduct the business impact analysis and to select contingency and business continuity plans. +• Business impact analysis should be coordinated with value/risk analysis to identify potential countermeasures to exposures to the ESDC during the design of new business processes. +• A controlled variance process must be adhered to. +• Accountable parties are responsible for establishing or aligning to authorised purposes for their assets +• Risk tolerances, breach mitigation and breach outcomes must be clearly defined beforehand. +• Ethically and legally, ESDC is obligated to protect Information / Data under its care to retain the right to manage and use it. +• Information / Data are sheltered from unauthorised access, modification, use, disclosure or destruction. +• Intellectual property and confidentiality is safeguarded. +• Sharing must be balanced against classification, proprietariness or sensitivity of Information / Data. +• Aggregation of Information / Data, such as for residual data must also be reviewed for sensitivity. +• Security must be applied at the appropriate level, i.e., data level versus application level. +• Systems and Information / Data must be safeguarded from malevolent intentions and disaster. +• Emerging technologies such as cloud and data lakes, must be accounted for in modernised policies, standards and practices, and user awareness and training. +• Anonymization or masking techniques may be necessary and utilised before permitting certain access. +• Security controls must not hinder appropriate and timely access and sharing of assets s (e.g. Information / data). + +GC Security Architecture +• Information categorization – As the originator of a record, each department is responsible for a plan, the implementation of information categorization systems and the review of data and information prior to release on the Open Government Portal (the “Portal”) +• Should it be third-party information (government to government, government to industry, other), additional release mechanisms are up to department review +• Training and awareness on the requirements of the Portal is needed (to reduce additional work for other departmental stakeholders such as ATIP officer or Privacy analysts) +• Departments are also responsible to review the metadata and telemetry of datasets, to reduce the risk that combining smaller pieces of the data can enable a malicious user to action one of the risk scenarios +• Legal and policy framework – Departments must continue to observe all domestic and international laws as they relate to handling resources, and should be respectful when considering which resources are being shared and released on the Portal +• Respect for privacy and persons – Departments must protect personal information by not releasing it on the Portal +• Departments must ensure that all data and information released on the Portal contains no personal information or is properly de-identified/anonymized +• Departments should be transparent about how data and information will be collected, used and shared on the Portal +• Within an “Open by Default” environment, departments must identify situations and datasets which cannot be released or be made open by design +• Forward planning – Departments should consider privacy and security when releasing records on the Portal. Considerations should include: +• Consulting internally with business line and data / information owners / stewards to identify risks associated to the public, the organizations and the government as a whole +• Assessing privacy and security on an ongoing basis, as due diligence does not end with uploading a record but rather an ongoing responsibility to maintain the accuracy and completeness of all records +• Making plans prior to the release of records for their maintenance and periodic reviews of the privacy and security implications of the universe of relevant records available on the Portal +• Assigning clear accountabilities within departments and agencies for considering privacy and security implications of open government records +• Security and Privacy Incidents and Remediation – Departments and agencies will take steps to ensure their ability to respond effectively in the case of a privacy or security incident +• In the event of any real or suspected security incidents, departments and agencies will respond in accordance with the Directive on Departmental Security Management (DDSM), departmental and agency processes and procedures, and when applicable the Cyber Security Event Management Plan (GC CSEMP) +• In the event of any real or suspected privacy breach, departments and agencies will respond in accordance with the Directive on Privacy Practices. Departments and agencies should apprise themselves of TBS Guidelines for Privacy Breaches and the Privacy Breach Management Toolkit. These privacy instruments identify causes of privacy breaches, provide guidance on how to respond, contain and manage privacy breaches, delineate roles and responsibilities, and include links to relevant supporting documentation +• Considerations for maximizing release – When considering de-identifying information and data, the following should be noted: +• De-identification needs to be done by trained officials +• Software for de-identification is not always available and may need to be developed +• Effective de-identification may reduce the granularity of records and, as a result, data and information quality may decrease +• De-identification can be costly and require significant investments of resources, time, and data processing +• Extrapolation or aggregation risks may persist in spite of de-identification efforts + +References: +• Canada Border Services Agency (CBSA) defined Architecture Principles +• CDO +• See decomposition in Open Web Application Security Project (OWASP) +• GC Security and Privacy Guidelines- https://gcconnex.gc.ca/file/download/29788569","" +"id-4037eb536f0e4441a88be81ba49ef3b1","Principle","Service Orientation","5.3. Service Orientation + +Name: Service Orientation +Statement: The architecture is based on a design of services which mirror real-world business activities comprising the enterprise (or inter-enterprise) business processes. +Rationale: +• Service orientation supports enterprise agility and boundaryless information flow + +Implications: +• Need to think in terms of APIs, application services, and service-based integration that fulfills a business need +• Service representation utilizes business description to provide context (i.e. business process, goal, rule, policy service interface and service component) and implements services using service orchestration +• Service orientation places unique requirements on the infrastructure; implementations should use open standards to realise interoperability and location transparency. +• Implementations are environment specific; they are constrained by context and must be described within that context. +• Service orientation requires strong governance of service representation and implementation. +• ESDC needs to transform its acquisition of IT solutions from siloed systems to modern, modular service-based contracts exploiting common services. + +References: +• TOGAF 9.2 Principle 6","" +"id-ee4b9297b1b34e9989e5e67f396c5109","Principle","Shared Assets","4.3. Shared Assets + +Name: Shared Assets +Statement: Information and Data are Shared Assets. +Rationale: +• Information and Data are valuable enterprise assets, with clear accountability, and treated as ‘our’ data not ‘my’ data to fully deliver on its benefits. + +Implications: +• Information / Data are enterprise assets, much like capital, human or intellectual property assets. +• Most enterprise assets require careful management, and Information / Data are no exception. +• Information / Data assets exist to respond to business needs, support decision-making, enhance operational efficiencies and provide effective service delivery. +• Ownership resides at the enterprise level or higher, not at the individual or business line level. +• Clearly assigned stewardship is key to managing day-to-day data activities and data quality but requires the authority and the means to do so to ensure authoritative decisions are taken by the right parties. +• Discussion and decision forums and approaches must be inclusive, transparent, holistic and at the enterprise level and no longer strictly by business line or limited scope. +• Value is derived from sharing by reducing the number of authoritative sources, obliging data quality, permitting horizontal use / re-use and aggregation / dissemination to tap into unknown potential, and by allowing faster yet secured access. +• Managing and sharing requires policies, procedures, standards, roles & responsibilities, to govern data management capabilities and a significant cultural change at all enterprise levels. +• Various artefacts and tools such as an enterprise data model and a business glossary will assist with management, communication and sharing in support of the enterprise mandate. + +References: • CDO","" +"cae2dd1d-3a3a-4853-8310-41289e14b2b5","Principle","Simplicity and Reusability ","strive to make the API the best way for clients to consume your data","" +"3c2f2a22-4345-471e-8a26-060fdb00c2e1","Principle","Sustainability ","avoid short-term optimizations at the expense of unnecessary client-side obligations","" +"id-c37c907a48ae4a63a2ba3de1c768ca1d","Principle","Technology Independence","5.2. Technology Independence + +Name: Technology Independence +Statement: Applications are independent of specific technology choices and therefore can operate on a variety of technology platforms. + +Rationale: +• Independence of applications from the underlying technology allows applications to be developed, upgraded, and operated in the most cost- effective and timely way. +• Ensure that an application is not dependent on specific hardware and operating systems software realizing that IT related decisions makes the organization dependent on that technology + +Implications: +• For SaaS and PaaS there may be limited choices given these services are technology and platform-dependent +• Interfaces will need to be developed to enable interoperability with services deployed under the enterprise architecture +• Middleware will be used to decouple services from specific software implementation.","" +"id-d487df6159f54f62bfccf02af6ec0533","Principle","The Open Group Architecture Framework (TOGAF)","Architect selects principles affecting EA work throughout the ADM cycle. + +The TOGAF® Standard, Version 9.2, The Open Group Standard (C182), published by The Open Group, April 2018; refer to: www.opengroup.org/library/c182","" +"id-055ed8d42eb649e381c8a92a18c78335","Principle","Use & Share Data Openly, Ethically, Securely","Use and share data openly in an ethical and secure manner + - share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + - ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + - ensure that combined data does not risk identification or re‑identification of sensitive or personal information","" +"id-71d82c2a47574a259625b811d5326f74","Principle","Use Cloud First","Use cloud first + - adopt the use of the GC Accelerators to ensure proper security and access controls + - enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) + - fulfill cloud services through SSC Cloud‑Brokering Services + - enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions + - design for cloud mobility and develop an exit strategy to avoid vendor lock‑in","" +"id-16b659f1cd55479687c32abea72a1cd6","Principle","Use Open Standards and Solutions","Use open standards and solutions +Leverage open standards and embrace leading practices, including the use of open source software where appropriate. Design for services and platforms that are seamless for Canadians to use no matter what device or channel they are using. + +Guidance: Use open standards and solutions +To maintain the trust of Canadians, the government must continually learn and improve by embracing leading practices to simplify access to government services to match the rising expectations of Canadians. + +In alignment with the Digital Nations Charter, which calls for both the use of Open Standards and Open Source, this Digital Standard aligns with the ultimate Digital Vision which reads, “The Government of Canada is an open and service-oriented organization that operates and delivers programs and services to people and businesses in simple, modern and effective ways that are optimized for digital and available anytime, anywhere and from any device.” By leveraging open source software, and leveraging open standards and solutions, the Government of Canada can mitigate vendor lock-in and expand its vendor pool from which to acquire digital services. + +Aligned Behaviours +1. Our team prioritizes solutions using open standards over solutions that do not. +2. Team members give back to the open source community as active contributors. +3. Our team designs their services to be interoperable with other services. +4. When searching for a new product, service or solution, our team considers open source solutions. +5. Our team supports clients using any device, from anywhere and at any time. + +Misaligned Behaviours +1. Our team renews existing contracts with vendors without first investigating open source tooling. +2. Our team does not have the competencies within it to deliver its services without the help of consultants or closed source vendor software.","" +"id-15b4eeb1c3714068925b6ee501fa25d7","Principle","Use Open Standards and Solutions (Principle) (copy)","Use open standards and solutions +Leverage open standards and embrace leading practices, including the use of open source software where appropriate. Design for services and platforms that are seamless for Canadians to use no matter what device or channel they are using. + +Guidance: Use open standards and solutions +To maintain the trust of Canadians, the government must continually learn and improve by embracing leading practices to simplify access to government services to match the rising expectations of Canadians. + +In alignment with the Digital Nations Charter, which calls for both the use of Open Standards and Open Source, this Digital Standard aligns with the ultimate Digital Vision which reads, “The Government of Canada is an open and service-oriented organization that operates and delivers programs and services to people and businesses in simple, modern and effective ways that are optimized for digital and available anytime, anywhere and from any device.” By leveraging open source software, and leveraging open standards and solutions, the Government of Canada can mitigate vendor lock-in and expand its vendor pool from which to acquire digital services. + +Aligned Behaviours +1. Our team prioritizes solutions using open standards over solutions that do not. +2. Team members give back to the open source community as active contributors. +3. Our team designs their services to be interoperable with other services. +4. When searching for a new product, service or solution, our team considers open source solutions. +5. Our team supports clients using any device, from anywhere and at any time. + +Misaligned Behaviours +1. Our team renews existing contracts with vendors without first investigating open source tooling. +2. Our team does not have the competencies within it to deliver its services without the help of consultants or closed source vendor software.","" +"id-a21be2a9b52c4719919e8ce415d38335","Principle","Use Public Cloud-Hosted Open Source Solutions","Use open source solutions hosted in public cloud + - select existing solutions that can be reused over custom built + - contribute all improvements back to the communities + - register open source software to the Open Resource Exchange","" +"id-5e9e55ae880c40d4a5663e1e3062631e","Principle","Use Public Cloud-Hosted SaaS","Use software as a service (SaaS) hosted in public cloud + - choose SaaS that best fit for purpose based on alignment with SaaS capabilities + - choose a SaaS solution that is extendable + - configure SaaS and if customization is necessary extend as open source modules","" +"id-12e15659dbd54006961fa29854a83f49","Principle","Value","3.3. Value + +Name: Value +Statement: Government business initiatives and investments must represent value for money and return a business benefit. +Rationale: +• The value and cost of investments need to be measurable in objective terms. A government service that does not have an understood return on investment (ROI) is unlikely to receive the on-going support and commitment that will make it sustainable. +• Service delivery can create complicated cost/benefit models, particularly where there are cross-jurisdictional boundaries. The benefits realized through a service may not be recorded by the program and/or programs that are required to invest. A thorough understanding of the costs and benefits is required to establish an appropriate investment model to support the creation and on-going management of the service. +• It is mandatory for programs to meet the GC procurement rules for: + o value for money, + o encouraging competition, + o efficient, effective and ethical use of resources, and + o accountability and transparency. +Implications: +• Business initiatives will need to be fit for purpose and deliver value and benefit. +• Business initiatives will need to be prioritized in terms of their relation to the GC and department vision, policies, strategies and plans. +• The department will need to assess the ROI for each business initiative. +• Public ROI should be based on the department taking a rewards-based approach to ROI measurement and encompass the following three areas: + o Financial ROI: Traditional or “classic” measurement of financial gains with quantifiable results. These ROI is direct, measureable benefits and costs e.g., reduced transaction costs (such as in procurement by reducing the cost creating a purchase order from $28 to $21) or fewer steps in the workflow of approving a budget request + o Social ROI: Impact of government services on a societal level This ROI is indirect and difficult to measure public good benefits and costs e.g., are citizens safer? Are children in a particular jurisdiction receiving adequate social services? Are the vulnerable receiving sufficient support? + o Political ROI: Impacts the system of governing and policy decision making. This ROI is motivational feasibility of the project, or the benefits of interested parties (champions, opponents, decision makers) e.g., are we delivering government programs that match policies, legislation and mandates? Are we delivering on the promises of our politicians? +• In addition to assessing the public ROI for each business initiative, a total cost of ownership (TCO) approach will be required. The TCO will need to assess the investment against other priorities, as well as balancing the costs of development, support, security, risk mitigation, disaster recovery and retirement against the costs of government’s requirements for flexibility, scalability, ease of use and reduction of integration complexity. +• There will need to be improved whole-of-government usage of business benefit management and benchmarking, +References: +• Australian Government Enterprise Architecture Principles (PR-4)","" +"e4ff27e0-b1b6-4aff-9512-5f5ada229a03","Principle","Well Described ","adopt a simple, consistent and durable API specification and endpoint naming standard that includes API meta information","" +"id-952813b57dd54e33bd0d8f43a01660f9","Principle","Work In The Open By Default","Work in the open by default +Share evidence, research and decision making openly. Make all non-sensitive data, information, and new code developed in delivery of services open to the outside world for sharing and reuse under an open licence. + +Guidance: Work in the open by default +Working in the open increases the transparency of services, increases trust in government, creates an ecosystem that promotes innovation, prevents needing to reinvent the wheel by increasing collaboration within, and external to, government. Working in the open promotes understanding of government processes and services and creates an environment whereby innovation can take place throughout the Government of Canada and through non-governmental organizations leveraging the government data and information to improve service delivery for Canadians. + +This way of working aligns Canada with the Digital Nations Charter, of which it is a signatory and promotes “transparency and citizen participation and uses open licences to produce and consume open data”, and the Open Data Charter. Further, by working in the open the Government of Canada can increase its reuse of existing public solutions and allow others to reuse work conducted by the Government of Canada. + +Aligned Behaviours +1. Teams continually makes all non-sensitive and non-personal data, information, and new code publicly available, or at a minimum accessible across the GC, for sharing and reuse. +2. Our team contributes back to the public projects from which they borrow content. +3. Our team tracks and makes public the metrics upon which our team measures its success. +4. Our team tracks, and makes publicly available, or at a minimum accessible across the GC, information regarding how often a change to our services fails (e.g., the deployment or rollout of a service or feature experiences issues or complications). +5. Our team makes visual displays which show what they’re working on and the status of their work available publicly, or at least throughout the Government of Canada. +6. Our team publicly documents, including examples of reuse, how others can use their service’s APIs, open data, or information. + +Misaligned Behaviours +1. All of the team's work is done on systems behind the corporate firewall. +2. The work of our team has permissions set so that only members of our team can access the team's work. +3. Our team does not contribute to, or collaborate on, work being done by our colleagues. +4. Team applies blanket security classification for the digital system to all data stored by the application. +5. Our team has no process by which to declassify and release records when they are no longer protected or classified. +6. The documentation for our APIs is only available to internal approved consumers.","" +"id-f000479c68ce49abb96b15dab305137f","Principle","Work In The Open By Default (Principle) (copy)","Work in the open by default +Share evidence, research and decision making openly. Make all non-sensitive data, information, and new code developed in delivery of services open to the outside world for sharing and reuse under an open licence. + +Guidance: Work in the open by default +Working in the open increases the transparency of services, increases trust in government, creates an ecosystem that promotes innovation, prevents needing to reinvent the wheel by increasing collaboration within, and external to, government. Working in the open promotes understanding of government processes and services and creates an environment whereby innovation can take place throughout the Government of Canada and through non-governmental organizations leveraging the government data and information to improve service delivery for Canadians. + +This way of working aligns Canada with the Digital Nations Charter, of which it is a signatory and promotes “transparency and citizen participation and uses open licences to produce and consume open data”, and the Open Data Charter. Further, by working in the open the Government of Canada can increase its reuse of existing public solutions and allow others to reuse work conducted by the Government of Canada. + +Aligned Behaviours +1. Teams continually makes all non-sensitive and non-personal data, information, and new code publicly available, or at a minimum accessible across the GC, for sharing and reuse. +2. Our team contributes back to the public projects from which they borrow content. +3. Our team tracks and makes public the metrics upon which our team measures its success. +4. Our team tracks, and makes publicly available, or at a minimum accessible across the GC, information regarding how often a change to our services fails (e.g., the deployment or rollout of a service or feature experiences issues or complications). +5. Our team makes visual displays which show what they’re working on and the status of their work available publicly, or at least throughout the Government of Canada. +6. Our team publicly documents, including examples of reuse, how others can use their service’s APIs, open data, or information. + +Misaligned Behaviours +1. All of the team's work is done on systems behind the corporate firewall. +2. The work of our team has permissions set so that only members of our team can access the team's work. +3. Our team does not contribute to, or collaborate on, work being done by our colleagues. +4. Team applies blanket security classification for the digital system to all data stored by the application. +5. Our team has no process by which to declassify and release records when they are no longer protected or classified. +6. The documentation for our APIs is only available to internal approved consumers.","" +"id-0021833105ef4547813f5314bf5192dd","Principle","Zero Trust Principle","","" +"23f50fdf-1064-4365-b09f-36cbaef2e68f","Requirement","<> Allow permissions only on a least privilege bases i.e. deny by default","","" +"ad471bb2-396e-4e98-beb1-2648602d5c7e","Requirement","<> Application segmentation should apply regardless of the physical location of the application","","" +"3a4a3b17-6017-4983-be67-3a94d683f274","Requirement","<> Applications are verified for proper authentication and authorization before eachsend/connect request","","" +"2bde9184-cd83-4543-84b6-c9446048241c","Requirement","<> Applications should be grouped into different zones (micro perimeters) based on the risk level and data within the application","","" +"42b512b0-a55e-4639-ad8d-0d5f0cea39f0","Requirement","<> Apply application level segmentation policies","","" +"cd079ed5-d24d-4a18-8ec9-7e6aee710c6c","Requirement","<> Authentication using user identity, app identity, device identity","","" +"0d99b788-82d3-4a9c-9e28-6997b267dc4d","Requirement","<> Continuous monitoring of user actions for abnormal behavior","","" +"bc3b473a-9875-4e15-a7cf-be942e97897c","Requirement","<> Continuous monitoring of user actions for abnormal behavior","","" +"35ffe52b-1aaa-48d8-849b-e7d55bdae61e","Requirement","<> Continuous visibility and control","","" +"ade5be94-a7a4-48c0-99c1-536d46374e60","Requirement","<> Continuously log and monitor all traffic between applications and enforce security policies on an ongoing basis","","" +"008296e3-5658-4165-8bb7-315ce723f59d","Requirement","<> Control access to content by allowing/blocking web requests through robust accesspolicies","","" +"b1235903-b01c-470c-b6b4-3b75d731f6bf","Requirement","<> Device security assessment to ensure required security posture is in place prior togranting access","","" +"fae0554e-3062-4564-88ec-a433f2b783a8","Requirement","<> Enable audit logs","","" +"ff5a1c44-6a3b-4a89-afeb-7e3de0a58c19","Requirement","<> Enable logging and alerting to monitor policy violation","","" +"cac077ab-3e8f-4499-8b4b-b773d5cff985","Requirement","<> Encrypted traffic between authorized user and enterprise resource","","" +"2e779a50-cd77-4852-8a23-e4eda837a67e","Requirement","<> Encryption in transit (e.g. Mutual TLS authentication, encrypting payload with JSON webtokens)","Mutual authentication should be implemented for applications to secure service communication by passing end user context, to share user context between micro services in different trust domains.","" +"9faec27e-408b-44df-9f60-d63f0a9ce6a0","Requirement","<> End to end encryption of traffic","","" +"a06d50d3-29a3-47d0-b15d-49706daaad4b","Requirement","<> Enforce authentication and authorization for short term access against Identity and Access Control","This is to ensure build tool appropriately access repository in addition to MFA request and push notification.","" +"c2d56988-5078-4512-a042-743fca0d53d8","Requirement","<> Enforce segregation of duties","","" +"7d0afa4b-fd46-48f5-aa70-9c8c1580d50a","Requirement","<> Enforce user/developer authentication using MFA to separate domain users for leastprivileged access to production and development system","","" +"33301797-e7b9-44cd-93c7-f513c9b97294","Requirement","<> Enforced device authentication prior to access corporate resources","","" +"10d62fe4-ad5b-4615-9695-2e63b1fe2fa1","Requirement","<> Ensure data security through end to end encryption at the application level","","" +"fd531004-a8e9-4fe1-b718-44750930285d","Requirement","<> Ensure only known, allowed traffic or legitimate application communication is allowed by segmentation","","" +"f23550f5-daeb-4d16-86cc-02153cc8f7ea","Requirement","<> Ensure real time assessment of device security prior to granting access to enterpriseresources","","" +"e869fe3b-0b54-4948-9004-19ffaacdbc48","Requirement","<> Implement monitoring of user behavior and activities and detect anomalies","","" +"13d4b8d3-d12a-437a-8b0e-84f0806daf6c","Requirement","<> Intelligent network traffic monitoring, breach detection and proactive response","","" +"a833a7ad-4b4b-481f-a365-5da718e35409","Requirement","<> Isolate workloads through implementation of micro segmentation and granularperimeters policy enforcement","","" +"6883dfa5-1c9b-4039-9620-7921ea84163f","Requirement","<> Least privilege authorization in place for in app permissions","","" +"89a11c0e-edb0-4894-942a-b31397bfaa4f","Requirement","<> Least privilege principle in place for permissions within the enterprise resources","","" +"61bb057e-d258-4784-b1cd-f710a32aa7c0","Requirement","<> Leverage multi factor authentication (MFA) as part of the authentication process for the user","","" +"1abb4bff-7831-4a9d-80aa-b4480741b665","Requirement","<> Limited access to the organization’s resources from unmanaged devices throughconditional access controls","","" +"b2f4bc32-f015-427f-b595-fcacc28cb424","Requirement","<> Privileged access for admin purposes should be leveraged by a centralized PAM solution","","" +"64a9a721-3a0a-4f08-b7b1-3ce64678adb8","Requirement","<> Reliable authentication of users and devices prior to granting access to the specific enterprise application","","" +"337d1ccf-aa6c-4114-b424-781ee6050fac","Requirement","<> Server to server communication should be restricted (default deny) to only approvedinter application, server or hosts communication","","" +"4391a939-367e-4696-8c78-184130fd19d1","Requirement","<> The permission should be short term and enforce MFA with jump boxes for Interactive access where applicable","","" +"127f600f-83e0-4139-bec6-220428b8362d","Requirement","<> Users authentication should be enhanced with the use of MFA","","" +"8b0a9853-779f-4207-87ca-0fb23a4918ea","Requirement","<> Users authentication should be enhanced with the use of MFA","","" +"3d3cc706-62c2-41d9-a598-96303e302945","Requirement","<> Users should not access an application until sufficient level of trust is established","","" +"8ac93123-3ef8-4f53-bd62-95482926e501","Requirement","<> Whitelisting of traffic to deny all connections by default except specific connection that are enabled","","" +"ecc54c9d-e404-4bdc-be32-956e02e0971b","Requirement","<>Enable identity context in the API traffic to authenticate all packets to the application (or service) whether the APIs are internal or external to the domain","","" +"2001e4f1-6689-4fc1-91fa-1b4b858a5497","Requirement","<>Enable throttling and cache","","" +"a9dd8d80-e410-4836-83c4-0f421318d516","Requirement","<> Add/remove memberships as required ","","" +"1d9c9d25-685d-4e78-be38-0946ae52f113","Requirement","<> Add/remove memberships as required (copy)","","" +"30d5c6d2-6489-45bb-ba49-233c91d2e5d1","Requirement","<> Risk Adaptive Access Control","","" +"4f7c0cdd-6ac4-4ccf-8ed4-4cc43a7c3de2","Requirement","<> Risk Adaptive Access Control (copy)","","" +"cb96fcd5-da48-4198-973e-d2646390d315","Requirement","<> Assign each device with a verifiable unique identifier","","" +"bd504182-97a2-477c-ab16-72e6c9c5ad74","Requirement","<> Assign each device with a verifiable unique identifier (copy)","","" +"06c96026-0c2b-4575-871e-ba02cd013355","Requirement","<> Associate roles/group memberships with each user ","","" +"9d49e8d7-21ae-45ef-a696-a8375c8cd09e","Requirement","<> Associate roles/group memberships with each user (copy)","","" +"63b800d7-046b-4c09-8641-46fa5c2c8eac","Requirement","<> Automation and orchestration","","" +"6b353133-c6f0-4c08-9398-f27f198c7d41","Requirement","<> Automation and orchestration (copy)","","" +"9ba2457e-186a-4260-91e5-bf872572f5dd","Requirement","<> Centralized authentication ","","" +"b11d127e-a5a3-4f72-9dcf-00544c60eac1","Requirement","<> Centralized authentication (copy)","","" +"9c68a73c-6cb4-4c1c-9601-f613d9025765","Requirement","<> Comprehensive Identity, Credential and Access Management (ICAM)","","" +"4397d52d-1a51-4f23-8eec-32a3b6bd2033","Requirement","<> Comprehensive Identity, Credential and Access Management (ICAM) (copy)","","" +"417d3619-9777-47dc-8d45-62ffe177d49a","Requirement","<> Encrypt all end-to-end communication","","" +"e7edb0d0-0a0c-4511-9ea8-be454094fd10","Requirement","<> Encrypt all end-to-end communication (copy)","","" +"0027a54a-0efd-4d2b-9826-db28868940b7","Requirement","<> Encrypt sensitive data at rest","","" +"93e14582-b387-4af3-ba45-e26929de6c12","Requirement","<> Encrypt sensitive data at rest (copy)","","" +"bea99695-f7bc-4a3a-8824-793c44ae5777","Requirement","<> Establish roles/group memberships","","" +"60caeb9c-9f70-441b-ae54-c571c5c92583","Requirement","<> Establish roles/group memberships (copy)","","" +"d86083bf-e12f-4552-8627-f39bd87d8057","Requirement","<> Identify and catalogue all Applications and Services","","" +"f601247f-9289-45a5-997e-6e3dce998825","Requirement","<> Identify and catalogue all Applications and Services (copy)","","" +"d32e6964-c9ce-4f43-bc35-88f63ac864ff","Requirement","<> Identify and catalogue all data resources","","" +"5839f6fb-6416-4f21-a3a3-457a7736314a","Requirement","<> Identify and catalogue all data resources (copy)","","" +"7decf60f-f397-47c9-92bd-5aeea24f9737","Requirement","<> Identify and catalogue all network devices/components","","" +"0fdbda69-5910-4368-9926-7bee6ed254f3","Requirement","<> Identify and catalogue all network devices/components (copy)","","" +"c7311d5a-4d91-436c-b774-c7985a93c2e4","Requirement","<> Implement effective user account management procedures ","","" +"de60f169-9e90-4fab-8a57-270324d2b6cb","Requirement","<> Implement effective user account management procedures (copy)","","" +"00c5ced2-20e6-467a-be73-4cdfa8724b7a","Requirement","<> Implement fine-grained, least privilege access control","","" +"cf209595-778a-4e22-9dee-a76325aab434","Requirement","<> Implement fine-grained, least privilege access control (copy)","","" +"4b410912-6209-4899-b683-920bf3d814f5","Requirement","<> Implement micro-segmentation to isolate applications and workflows","","" +"9b43e842-cef2-4fd0-8302-b61904bf8f7f","Requirement","<> Implement micro-segmentation to isolate applications and workflows (copy)","","" +"9bc86087-e369-4be2-a807-8e55a0ad1793","Requirement","<> Implement resource obfuscation ","","" +"3e77d5cc-9d33-4239-8585-4d1d4ddd781f","Requirement","<> Implement resource obfuscation (copy)","","" +"1419f00b-cf09-47c0-af6c-e604181d09ea","Requirement","<> Keep the configuration/health of all managed user devices up to date","","" +"44b33291-74f1-4c87-a75a-7c65db668445","Requirement","<> Keep the configuration/health of all managed user devices up to date (copy)","","" +"1594e8a5-413f-4b1a-92a7-fd298a1d508b","Requirement","<> Label data to distinguish sensitive from non-sensitive data","","" +"b01f4690-2ac8-4feb-a5b6-2410383070d1","Requirement","<> Label data to distinguish sensitive from non-sensitive data (copy)","","" +"2da0b8f6-2a9e-454f-bd2d-2674eee6dd10","Requirement","<> Limit access in accordance with policy ","","" +"43d86f9d-dcbe-4080-a4eb-d361b456cecb","Requirement","<> Limit access in accordance with policy (copy)","","" +"4af9b97c-42d7-4ab9-9538-fa4e6e29cd78","Requirement","<> Limit physical and logical access to authorized personnel","","" +"3544e204-01be-476c-8e21-6da23ba0171c","Requirement","<> Limit physical and logical access to authorized personnel (copy)","","" +"51827e60-a6a0-465c-9566-cbc3ad9cce06","Requirement","<> Maintain an update inventory of all user devices","","" +"44829e94-0084-4d57-865f-9aa0fe79453e","Requirement","<> Maintain an update inventory of all user devices (copy)","","" +"df9da132-274f-423c-9a66-b6f3cc65f676","Requirement","<> Minimize unauthorized lateral movement using network segmentation ","","" +"c3ebac52-f034-4413-b04a-c3aa1ba4b750","Requirement","<> Minimize unauthorized lateral movement using network segmentation (copy)","","" +"039707d5-be0e-47c2-b090-bc6bf20f8d8a","Requirement","<> Real-time correlation, assessment and response based on inputs from multiple sources (including data from automated monitoring tools)","","" +"3414b3d5-d53c-4499-a412-ce241439c3c6","Requirement","<> Real-time correlation, assessment and response based on inputs from multiple sources (including data from automated monitoring tools) (copy)","","" +"36dc9deb-88a7-4ade-930b-7bae6bce066b","Requirement","<> Secure application development","","" +"6ddbae6f-2181-464a-b7ce-e95edc272b99","Requirement","<> Secure application development (copy)","","" +"7a424d15-154a-40de-8461-e50de7b1d211","Requirement","<> Secure boot considerations","","" +"d80ab546-ad4e-4394-b63b-2ee00705fe2e","Requirement","<> Secure boot considerations (copy)","","" +"f01c2e7c-8b84-4887-9704-065a53dba3ec","Requirement","<> Security Information and Event Management (SIEM)","","" +"09d17ee9-2cf1-4b6b-a861-81460a411f3d","Requirement","<> Security Information and Event Management (SIEM) (copy)","","" +"5ca3a48c-2908-477b-abde-4a32934ee0dc","Requirement","<> Software assurance and supply chain risk management","","" +"7dbcbc63-c20e-42e6-a52a-905c73aeaee8","Requirement","<> Software assurance and supply chain risk management (copy)","","" +"836276c1-0c0c-41da-b961-57f1b3d92251","Requirement","<> Strong two-factor authentication (2FA) for all users, regardless of location","","" +"3ac96948-3e80-4331-832e-0bcd7623d825","Requirement","<> Strong two-factor authentication (2FA) for all users, regardless of location (copy)","","" +"30a267be-9e01-4b6f-bda2-8b0e6ab27d75","Requirement","<> Traffic flow inspection and analysis","","" +"79feb974-20da-4539-a450-8c0af0f9f3fc","Requirement","<> Traffic flow inspection and analysis","","" +"5338b1b1-323e-437c-8c07-dce06af7e901","Requirement","<> Traffic flow inspection and analysis (copy)","","" +"33a4f24f-bc5f-406f-b652-0474733b4ab1","Requirement","<> Traffic flow inspection and analysis (copy)","","" +"b3fb40dd-c611-47b7-b7b7-1464a0c3ee0d","Requirement","<> Use of Mobile Threat Defense (MTD) tools/integration ","","" +"2cc0381a-75b8-4aa0-882f-429ff9156549","Requirement","<> Use of Mobile Threat Defense (MTD) tools/integration (copy)","","" +"7dcf6e5e-41a3-4575-91c3-64cbf4f64d9c","Requirement","<> Zero Trust Requirements","","" +"id-35dd1aab694f44239609fed252e60e3b","Requirement","[MICM2] Solution For Enforcement Investigations","Currently, the enforcement case management function at ISB is presided over cases using Microsoft Excel and various SharePoint sites (all sites are not uniform in their design) to track and manage these cases regionally and nationally. For ISB to be effective in its obligation to conduct proper enforcement activities, a tool set more suited to the unique needs of enforcement investigations is necessary. + +The electronic solution is required to collect and track evidence, control system access, and protect data together with providing support for multi-jurisdictional collaboration while operating within the given legal and Charter constraints. +A uniform national enforcement case management solution is required and must: +1. Be available within time and budget constraints provided by TBS. +2. Ensure that information collected in an investigation is stored and tracked in such a way as to be suitable for use in any case brought to court. +3. Ensure that information collected in an investigation is controlled such that only authorized individuals may have access (Jarvis and Ling (2002)). +4. Ensure that the manner in which information is collected, stored, and reported on is consistent nationally and reports are readily available. + +The estimated project completion date for the recommended option is December 2022 with the solution being available to support the Beta testing starting in June 2021 and full production availability by March 2022 at a total cost estimate of 2.8 million dollars. + +ISB is seeking the approval from Director General Project Oversight Committee (DGPOC) to proceed to stage 2/3 – Initiation and Planning with the recommended solution of selecting a third-party vendor product that is specialized in the Enforcement workspace. + +ISB needs a solution to address the following key challenges: +• National consistency of information contained in the system +• Control over the information maintained in the system, keeping an audit trail on evidence contained such that its utility in court proceedings is assured +• Elevated risk of securing data across diverse case systems +• Compatibility with external agencies +• National standards for reporting and quality monitoring + +The Enforcement function is in need of an effective case management system capable of supporting effective workload management, unified case management, the release of quality court documents, tracking of evidence and reporting. The Office of the Auditor General (OAG), in its 2017 spring report “Managing the Risk of Fraud”, noted the following “fraud in a federal government organization can cause the loss of public money or property, hurt employee morale, and undermine Canadians’ confidence in public services. Therefore, federal organizations must manage their fraud risks.”1 The lack of an effective case management system within ISB is limiting the ability of ISB to support robust investigations and achieve ESDC strategic objectives. +In 2016, ISB completed an audit of the enforcement function that was executed by former Canada Revenu Agency (CRA) executive Dennis Meunier. This audit resulted in what has been termed the Meunier Report. The Meunier report provides 44 recommendations to ISB on how to improve the enforcement function and a related project – Enforcement as a Practice (EaaP) has been started to implement these improvements. The EaaP project has scheduled a Beta trial starting on June 7, 2021 and has requested that the electronic solution be in place so the software and new processes can be validated together. +Finally, an internal audit conducted by ISB in 2014 highlighted that the results of investigations could be better leveraged to strengthen program integrity and prevention measures. In addition, mechanisms are required to support the alignment of regional investigative practices to national standards for the consistent treatment of all Canadians. The legacy case management systems in use today were not designed to enable statistical or data analysis of the case data, including results of investigations, thus severely limiting the ability of ISB to detect fraud trends and other anomalies that could have otherwise been used to strengthen fraud prevention. +1 Office of the Auditor General of Canada (OAG), Managing the Risk of Fraud, Report 1 in Reports of the Auditor General of Canada – Spring 2017, para. 1.1. +The lack of a case management system for the Enforcement function under ISB, inconsistent case management, and the outdated legacy and manual systems used by the branch for EI, CPP, and OAS, provide an opportunity to improve the way that ISB manages its investigations. A new, modern case management system will improve workload and quality management, allow for the tracking of evidence, support real-time reporting and give ESDC the ability to better leverage its investigation data in support of enforcement activities.","" +"id-b43d9b9675a84142ba5a76b91d592fc2","Requirement","[Service Canada] Find/View Client Appications, Assist Clients (Requirement)","Digital solution for Service Canada call centre and inperson / outreach staff to Find/View Applications, Assist clients, enter information (on behalf of clients)","" +"id-73a62745a18142caaca5c740e5f1a437","Requirement","a) Commercial-Off-The-Shelf (COTS) System Available As A SaaS, IAAS or Managed Service","Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics.","" +"id-28537f107f444d88a1d771bd93403296","Requirement","a) Flexibility Across Access Points For Learning","Flexibility across access points for learning, whether in formally structured face-to-face, hybrid and flipped, or fully online learning, and whether for certification-seeking learners, self-directed learners, community-based social learning, or open educational resources","" +"id-d057a41746344105b7043b862ee0b3c9","Requirement","Ability for Canadians to Apply for CDCP (Requirement)","Ability for Canadians to apply for the CDCP","" +"b8cc647c-28fe-4eb8-a4f1-dba7af261f7a","Requirement","Accessibility Requirement","","" +"id-bca26affcdd1459ba4aa7099e6580268","Requirement","Accessibility (Requirement)","Accessibility +To provide an accessible and inclusive learning management system for all learners and users in compliance with Departmental Accessibility Standards and Policies ","" +"id-b59cddc6cab74f7a9abfe6fa6a542f64","Requirement","API (Requirement)","API +","" +"146c40d8-0153-496b-a1bf-01b4795850b3","Requirement","API Consumption","The best way to validate your API design is to consume it with a production application within your organization. Ideally, once the data layer is built, the next step is to build the application on top of an API","" +"825a3a8c-1c2a-4e9e-a5d4-f68cec47d618","Requirement","API Documentation","ESDC APIs must be published to the Government of Canada API store to be discoverable. The documentation MVP for ESDC APIs includes everything the API does, including resources, endpoints and methods, parameters, error codes, and example requests and responses","" +"8e3abca8-093f-4499-936a-21a64daedffe","Requirement","API Documentation","The documentation MVP for ESDC APIs includes everything the API does, including resources, endpoints and methods, parameters, error codes, and example requests and responses","" +"5b7fb433-497c-48bc-b8b5-4431d25a8e15","Requirement","API Encoding and Metadata","Consistent metadata and encoding ensures that APIs are interoperable across organizations and helps to maintain data consistency. ","" +"id-b8fb754d57774ecea1f746a002ad9b65","Requirement","API Encoding and Metadata","Consistent metadata and encoding ensures that APIs are interoperable across organizations and helps to maintain data consistency.","" +"97283225-f9a6-4604-8772-d60298f6017f","Requirement","API Lifecycle Management","APIs will change over time as corresponding source systems evolve. To provide a robust and durable interface to applications, API lifecycle management must include a standard versioning scheme such that any changes to an API do not break the contract with existing consumers","" +"706f3874-21f9-4bb9-8932-ea48bef2528f","Requirement","API Load Testing","run performance tests against the API using a simulated workload to determine the response time and throughput. Performance tests should be integrated into the development lifecycle, preferably through an automated CI/CD pipeline +• Publish Performance Data – performance summaries (e.g., average response time) should be included in the metadata record for the API as well as the SLO","" +"12dbddf9-732c-41be-9bec-aed1c452c69e","Requirement","API Ownership ","publish and maintain a designated point of contact to the API Registry as part of the metadata record; including name, organization, email and phone (for high critically API's)","" +"1570995a-d5b9-45ac-b3e9-fff4eac89163","Requirement","API Performance Management","API performance should be benchmarked periodically to ensure the performance and capacity meets the expectations of the SLO. ","" +"81a0c8f4-5e47-4042-ae47-7444718cf0e0","Requirement","API Publishing ","each API should have a clearly defined Service Level Objective (SLO), which should include: + o Support contact and availability + o Service uptime objective (e.g., 99%) + o Support response time (e.g., within the hour, 24 hours, best effort) + o Scheduled outages (e.g., nightly, weekly, every 2nd Sunday evening) + o Throughput limit (e.g., 100 requests per second per consumer) + o Message size limit (e.g., <1Mb per request) +all APIs should be published to the API Registry for the purposes of discovery and lifecycle management. APIs must be tagged with the appropriate metadata to indicate their desired audience (security classification) and appropriate usage patterns + o Publishing a metadata record to the Government of Canada API store helps people discover your API and promote its use https://api.canada.ca/en/homepage + o If the API is an Open Data API, publish a terms of use, such as the example found here https://clmi-explore-icmt.ca/viz?page=nac-terms&lang=en +","" +"ae0a607e-3e24-4230-8bdd-9173655b9c1e","Requirement","API Security","as part of a ""security by design"" philosophy for all API development. Outside of this baseline set of security controls, additional controls (e.g., message-level encryption, mutual authentication, and digital signatures) may be required based on the sensitivity of the data","" +"cd747a6c-3690-42ff-9f92-f2718206103d","Requirement","API Throttling ","throttling mechanisms should be implemented to control throughput against the stated SLO (e.g. number of requests per second). This is typically handled by an API Gateway.","" +"9e5b47d4-a690-4a31-810d-819a1bebd28d","Requirement","API Versioning"," each iteration of an API that changes the response type, data format, API functionality or breaks the contract with consumers must be versioned. Follow the v.. versioning structure whereby: + o Major = Significant release that introduces incompatible API changes + o Minor = Addition of optional attributes or new functionality that is backwards compatible, but should be tested + o Patch = Internal fix which should not impact the schema and/or contract of the API + For example: + o moving from v1.1.0 to v1.1.1 would allow a simple deploy-in-place upgrade +moving from v1.1.0 to v2.0.0 would be a major release and would require the legacy version to be kept while consumers test and migrate to the new version","" +"1528bff7-6cc3-43db-85d0-40a2cca9dfe2","Requirement","Audit Access to Sensitive Data","all API based access to non-public data must be logged and retained for audit purposes. Logging attributes must include the source system, client identifier and associated timestamp from the target system","" +"id-a259e9e6434d4f858675e46667d69a34","Requirement","Auditing (Requirement)","Auditing","" +"e6964312-6414-434b-a3c1-3524fde65390","Requirement","Authenticate and Authorize","ensure only privileged or authorized users can invoke your API once they are properly authenticated using either an API key or OAUTH token +o Ensure that the API key/secret is adequately secured +o Use API keys with all data API's to track and meter usage +o For each API key, rate limits are applied across all API requests +o For system-to-system integrations consider key/secret revocation and reissue capabilities +o See here for TBS directives on identity management: https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=16577 +o See here for TBS directives on general IT security: https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=16578 +","" +"id-25d2efc4fb504902b3248b361a71abdb","Requirement","b) Platform and Device-Agnostic, Cloud-Based SaaS, Accessible By All Users","Business Requirements +b) A cloud-based SaaS that is platform and device-agnostic, accessible by all users, including system administrators, without the need for any additional software installation.","" +"id-1b63894503454e05a8c33a3a5705fe18","Requirement","b) Transition Methodology To Migrate To Vendor Solution","Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics.","" +"16aaece0-df50-40cf-9297-fd09f3879af7","Requirement","Build once for Multiple Channels ","APIs should be designed in such a way that they can be consumed by systems internal to ESDC, external agencies and the broader public. Design should accommodate for all levels of access to encourage reuse","" +"fa944e22-7dcc-47b4-8ea4-703348c9e29f","Requirement","Business Requirements","","" +"4a78060f-df57-43be-83c8-eb710210b42e","Requirement","Business Requirements","Definition: Any protection or compliance requirement associated with a business activity that can be satisfied by security controls. Business needs for security are derived from laws (e.g., Employment Insurance Act, Financial Administration Act), policies (e.g., Policy on Financial Management, Information and Reporting), and any other regulatory instruments such as directives and standards governing GC business activities. Business needs for security can also be derived from departmental missions, objectives, priorities, the need to preserve the organization’s image and reputation, and various obligations that may have been contracted. (ITSG-33)","" +"id-71343ba9ff1e40d29e81f2ddf24bfb8d","Requirement","c) Cloud-Based Solution Certified for PBMM Use As Per IT Security Standards for GC","Business Requirements +c) Cloud-based Solution that is certified in accordance with IT security requirements for the Government of Canada Security Control profile PBMM. ","" +"id-5345e6c31d1149cf8e8502fcfebf0929","Requirement","c) Proposed Solution Should Be Available Via Workstation, Laptop and Tablet Devices","Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics.","" +"id-987c33ba6c8b4062ab4d9a48f1f0f1f0","Requirement","Collect & Track Evidence","","" +"id-06df2866d8c44e28a348517a8011c1cf","Requirement","Competency Development (Requirement)","Competency Development +To implement a learning management system that improves competency development with enhanced assessment, planning and reporting capabilities + +Assessments +Expert Tagging +Job Paths +Planning and Reporting +Skills and Competencies","" +"id-3138b729bfea4f77bd1e3859702acb35","Requirement","Complete Principles","Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived.","" +"id-b5d5d4f8173948068a6c55bc897772ec","Requirement","Consistent Principles","Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations.","" +"c616d65d-2a5d-4d8c-b0c1-ffd34330296d","Requirement","Consume what you Build","build your application on top of an API layer that connects to the data layer rather than creating hard dependencies. This ensures the API is production ready for consumers outside of the line of business","" +"id-1fd6943f77ff42a983b63f4ab1d498da","Requirement","Content Standards (Requirement)","Content Standards +Ability to support the xAPI standard, including Learning Record Stores within the LMS +Ability to support the CMI5 standard for interoperability of learning content within the LMS +Ability to support the LTI standard for interoperability of learning content with the LMS","" +"f3da8da2-89c8-462e-865e-9434375fe3c5","Requirement","Continuous Monitoring","","" +"17f13e5f-dffc-4d42-9c3a-7780957feea7","Requirement","Control Measure","","" +"9637158e-748e-4832-8440-f99cd7b47db7","Requirement","Control Measure","","" +"id-04d1fef1233f4e1eb46952c73f3ccf13","Requirement","Control System Access","","" +"id-ce532b6fd73d4b7abcb5b76debd408e6","Requirement","Cryptographic Protection (Requirement)","Cryptographic Protection +""The Contractor must: +(a) Configure any cryptography used to implement confidentiality or integrity safeguards, or used as part of an authentication mechanism (e.g., VPN solutions, TLS, software modules, PKI, and authentication tokens where applicable), in accordance with Communications Security Establishment (CSE)-approved cryptographic algorithms and cryptographic key sizes and crypto periods; +(b) Use cryptographic algorithms and cryptographic key sizes and crypto periods that have been validated by the Cryptographic Algorithm Validation Program (http://csrc.nist.gov/groups/STM/cavp/), and are specified in ITSP.40.111 Cryptographic Algorithms for Unclassified, Protected A, and Protected B Information, or subsequent versions (https://cyber.gc.ca/en/guidance/cryptographic-algorithms-unclassifiedprotectedand-protected-b-information-itsp40111); +(c) Ensure that FIPS 140 validated cryptography is employed when encryption is required, and is implemented, configured, and operated in a Cryptographic Module, validated by the Cryptographic Module Validation Program (https://www.cse-cst.gc.ca/en/groupgroupe/crypto-module-validation-program), in an either approved or an allowed mode to provide a high degree of certainty that the FIPS 140-2 validated cryptographic module is providing the expected security services in the expected manner; and +(d) Ensure that any FIPS 140-2 modules in use have an active, current, and valid certification. FIPS 140 compliant/validated products will have certificate numbers. ""","" +"id-1dc61f4b3d2445beac8cdd06ae6bee48","Requirement","CSP IT Security Assessment (Requirement)","CSP IT Security assessment +The Contractor must demonstrate compliance with the security requirements selected in the GC Security Control Profile for Cloud-Based GC IT Services for Protected B, Medium Integrity and Medium Availability (PBMM) (https://www.canada.ca/en/government/system/digital-government/modernemergingtechnologies/cloud-computing/government-canada-security-controlprofile-cloud-based-itservices.html). Contractor compliance must be demonstrated through the mapping of +security controls to the applicable industry certifications identified below: +(a) Compliance will be assessed and validated through the Canadian Centre for Cyber Security (CCCS) Cloud Service Provider (CSP) Information Technology (IT) Security Assessment Process (ITSM.50.100) (https://cyber.gc.ca/en/guidance/cloud-service-provider-information-technologysecurity-assessment-process-itsm50100). The Contractor must demonstrate that they participated in the process by successfully on-boarded, participated in, and completed the program. This includes providing the following documentation: +(i) A copy of the confirmation letter that confirms that they have on-boarded into the program; +(ii) A copy of the most recent completed assessment report provided by CCCS; and +(iii) A copy of the most recent summary report provided by CCCS.","" +"id-5cd10b373d2642428cca8e028286cec2","Requirement","d) Complies With GC Accessibility Requirements, As Per Accessible Canada Act","Business Requirements +d) The LMS complies with GoC Accessibility requirements, including full accessibility in agreement with the Accessible Canada Act and industry standards WCAG 2.1 on all technology platforms used by the solution.","" +"id-ef180c305bb34c94a75d2bc79f8ad822","Requirement","d) Solution Provides Standard and Ad Hoc Reporting Capabilities and API's for Corporate Analytics","Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics.","" +"id-52786d24867a440481260c3671fc10a9","Requirement","Data Disposition, In Canada (Requirement)","Data Disposition and Returning Records to Canada +The Contractor must provide confirmation that demonstrates how they will successful erase, purge or destroy all resources, and an ability to prevent re-instantiation of any removed or destroyed system, capability (software or process), data, or information instances once Canada discontinues its use of the Cloud Services.","" +"id-e98be367fcbb4915bb1bd1db98de2f26","Requirement","Data Isolation (Requirement)","Data Isolation +The Contractor must provide a description of the approach for implementing controls to ensure appropriate isolation of resources such that Canada’s Data are not co-mingled with other tenant data, while in use, storage or transit, and throughout all aspects of the Cloud Services and Contractor Infrastructure’s functionality and system administration. This includes implementing access controls and enforcing appropriate logical or physical +segregation to support: +(a) The separation between Contractor’s internal administration from resources used by its customers; +(b) The separation of customer resources in multi-tenant environments in order to prevent one malicious or compromised consumer from affecting the service or data of another; and +(c) Ability for the GC to support isolation within GC-managed tenant environment","" +"id-705b5dbe59db43c5abea4e8f19b7c102","Requirement","Data Location (Requirement)","Data Location +""The Contractor must store and protect Canada’s Data, at rest, including data in backups or maintained for redundancy purposes. This includes the ability to isolate data in Canada in approved data centers. An approved Data Centre is defined as the following: +(a) A data centre that meets all security requirements and certifications identified in Section 30 for Physical (Data Centre / Facilities) Security; +(b) Ensures the infeasibility of finding a specific customer’s data on physical media; and +(c) Employs encryption to ensure that no data is written to disk in an unencrypted form, in accordance with Section 13 - Cryptographic +Protection."" +Data Location ""The Contractor must certify that the delivery and provisioning of Cloud Services under this contract is from countries within the North Atlantic Treaty Organization (NATO) (https://www.nato.int/cps/en/natohq/nato_countries.htm) or the European Union (EU) (https://europa.eu/european-union/about-eu/countries_en), or from countries with which Canada has an international bilateral industrial security instrument. The Contract Security Program (CSP) has international bilateral industrial security instruments +with the countries listed on the following PSPC website: http://www.tpsgcpwgsc.gc.ca/esc-src/international-eng.html "" +Data Location ""The Contractor must have the ability for Canada to isolate Canada’s Data hosted in Cloud Services in data centers that are geographically located in Canada, and must: +(a) Provide the GC with an up-to-date list of the physical locations, including city, which may store Canada’s Data at rest; and +(b) Identify which portions of the Cloud Services are delivered from outside of Canada, including all locations where data is stored and processed and where the Contractor manages the service from."" +","" +"id-c064a44186864ed29a65778888552630","Requirement","Data Protection (Requirement)","Data Protection +The contractor must Transmit Canada’s Data in a secure manner including ability for the GC to implement encryption for data in transit for all transmissions of Canada’s Data, in accordance with Section 13 - Cryptographic Protection and Section 21- Network and Communications Security +The contractor must Implement security controls that restricts administrative access to Canada’s Data and Systems by the Contractor and provides the ability to require the approval of Canada before the Contractor can access Canada’s Data to perform support, maintenance or operational activities. +The contractor must take reasonable measures to ensure that Contractor Personnel do not have standing or ongoing access rights to Canada’s Data, and access is restricted to Contractor Personnel with a need-to-know, including resources that provide technical or customer support, based on approval from Canada. +","" +"id-3d00c97b34134da494c3a2ad8b88ffe5","Requirement","Data Transfer and Retrieval (Requirement)","Data transfer and retrieval +""The Contractor must provide the capability including tools and services that allow Canada to: +(a) Extract all online, nearline, and offline Canada’s Data, including, but not limited to, databases, object and file storage, system configurations, cloud activity logs, source code hosted in a Canada code repository, and network configurations such that any Canada End User can use these instructions to migrate from one environment to another environment; and +(b) Securely transfer all Canada’s Data, including content data and associated metadata, in a machine-readable and usable format, including CSV format, and in accordance with the Library and Archives Canada Guidelines on File Formats for Transferring Information Resources of Enduring Value (https://www.baclac.gc.ca/eng/services/governmentinformationresources/guidelines/Pages/guidelines-file-formats-transferringinformationresources-enduring-value.aspx)."" +","" +"e28749a0-9e9b-4b88-b94d-62d05f7b22e7","Requirement","Define an SLO up Front ","each API should have a clearly defined Service Level Objective (SLO), which should include: + o Support contact and availability + o Service uptime objective (e.g., 99%) + o Support response time (e.g., within the hour, 24 hours, best effort) + o Scheduled outages (e.g., nightly, weekly, every 2nd Sunday evening) + o Throughput limit (e.g., 100 requests per second per consumer) + o Message size limit (e.g., <1Mb per request) +","" +"id-d40f04ae72b14a158efa79f5acc28d55","Requirement","Digital Signature (Requirement)","Digital Signature +","" +"db6d7b79-088d-4dd8-8e7c-b4be056f192f","Requirement","Do not put Sensitive Data in URIs","use the JSON payload to submit queries for sensitive data rather than putting it in the URI string","" +"id-bdf07dbed84b4d9cb4b285886756c36f","Requirement","e) Any And All Upgrades Are Included In The Costs","Business Requirements +e) All upgrades, including regulatory updates, are provided at no additional cost.","" +"id-1bf42c564d684789a22833599fd4f5c3","Requirement","Eligibility Appeals Portal and Services (Requirement)","Eligibility Appeals Portal and Services + +There will not be an accessible digital portal through which applicants may submit an appeal request to a denial or change of membership and the supporting team to adjudicate appeals.","" +"id-df3ceb1e731043c9bb21c981ee9aaf60","Requirement","Endpoint Protection (Requirement)"," +Endpoint Protection","" +"id-4203a3b32baf4f57a8eff56bf4f9c80e","Requirement","Establish Strategic Direction For Integrated Management of Service, Information, Data, IT and Cybersecurity (Requirement)","The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.”","" +"id-6220f81b957a42039f45e384e941b2bf","Requirement","Exponentially Increasing Need for Agility (Requirement)","• Exponentially Increasing Need for Agility: +— Business models are rapidly evolving and must include strategic and tactical planning +— People organizations must plan for training and working with employees to adapt to continuous change and new capabilities +— Both business and technology processes must be agile and measurable +— Technology decisions must consider the rapid rate of change and disruption from ever-evolving technologies +— Risk models must be able to adapt to the continuous, rapid rate of change","" +"id-ad1f8fb49e05417897b106977d0c6eae","Requirement","f) User-Created / Selected Course Material (English / French)","Business Requirements +f) Create and select for use course material in both official languages, all users need to be able to toggle/switch between both official languages (English / French). ","" +"1c00a59a-39d9-43bc-aa9e-d37a19c1e90e","Requirement","Functional Requirement","","" +"id-3eae8bc2a5574915a58227a9f02eedb6","Requirement","Further Program Enhancements (Requirement)","Further Program Enhancements + +Any ongoing enhancements to the Program will be handled through continuous improvement and subsequent projects may be created if needed.","" +"id-8259dc6619fd4c808ad54ba46f1da75c","Requirement","g) Must Scale To At Least 40,000 Authorized Users And To Meet Needs Over Time","Business Requirements +g) The Solution must scale to at least 40,000 Authorized Users and allow for scalability over the lifespan of the Contract. ","" +"3c813fc2-e0c5-4ee8-ad98-b7996cf3e977","Requirement","Gather Feedback","provide a clear mechanism to allow consumers to provide feedback, issue identification and enhancement requests +- + +","" +"id-9ce7ce9ac6cb45a3993e4fa8fdf98f34","Requirement","h) Allow Learners and Special Access Rights Users To Login via Web Browsers or App On A Variety Of Devices","Business Requirements +h) Allow all users (both learners and those with special access rights) to login and use the LMS solution via web browsers on laptops/tablets/computers as well as either web browser or app on a variety of mobile devices (including Android and Apple).","" +"67576224-ee1d-4198-82d4-be72a63ccb40","Requirement","High Level Reqirements","","" +"id-edc5b6aa3f72459e9403d047b1166f40","Requirement","i) Compatible With External 3rd Party E-Learning Content Suppliers Via Single Sign-On (SSO)","Business Requirements +i) Compatibility with external 3rd party e-learning content suppliers via single sign-on.","" +"id-6abe86279d2f4a37bd11bdb3e76618df","Requirement","Identity & Access Management (IAM) (Requirement)"," +Identity and access management","" +"id-df9dd47e611c45ac86ab297eef89f618","Requirement","Improved Evidence Data Leveraging","","" +"6267ab84-571a-414a-bd1c-1a995ca0be17","Requirement","Integrate Security Testing ","automate security testing to validate any new changes to API source code and to ensure robustness of requested changes. Assess the change impact and conduct testing accordingly","" +"id-ead7caaf950a4473b74d194dfaf457ba","Requirement","Integration (Requirement)","Integration +Ability to integrate various Virtual Learning applications such as Webex or Zoom +Ability to integrate connectors for learning content vendors or applictions such as: Harvard Business, Linkdin Learning, Lynda.com, OpenSesame, Skillsoft, SLACK etc +","" +"49abe981-ae1e-45ad-9a5b-250c8958a52b","Requirement","IT Security Requirement","Definition: Any need, stated in a standardized language, that an information system must satisfy through IT Security that contributes to achieving a business need for security. (ITSG-33/HTRA) +Note: This is part of SA&A process. (ITSG-33)","" +"id-447b5ed6ba2945a1984c2d6b8461015e","Requirement","j) Multiple SaaS Environments (Dev-Test-Prod) Hosted In A Secure Data Center Environment Located In Canada","Business Requirements +j) Multiple SaaS environments (Development, Testing and Production) hosted in a secure data center environment located in Canada","" +"id-65f44b67e21c49f9a6329073c018ab2e","Requirement","k) Multi-Tenancy Configurations With Granular Access, Individual Branding and RBAC","Business Requirements +k) Multi-tenancy configurations with granular access, individual branding and roles (reflecting a departmental structure of approximately 11 organizations, each with approximately 1 to 2 sub-organizations) to distinguish between functional areas, learning activities, content, and other differences identified by the Project Authority in Phase 1.","" +"id-852ebd08ee444a3a8141503558742ea6","Requirement","Key Management (Requirement)","Key Management","" +"id-16082f736c1444af9bf64a25b69d1609","Requirement","l) Allows ESDC to Configure and Maintain the Solution As Required","Business Requirements +l) Must allow ESDC to configure and maintain the solution as required","" +"id-5f85ad804b3e48e3a0fc7c242ca0315c","Requirement","Learning Administration (Requirement)","Learning Administration +To provide a seamless, integrated learning management system in various learning administration areas for administrators and course registrants i.e. evaluation, grading, testing and learning plans, course offerings, financial coding and course completion and progress tracking + +Authoring Tool +Certificates +Content Management +Course Catalogue +Financial Coding +Learning Plans +Notifications +Resource Management +Tests and Evaluations +Training and Administration +Transcript +UI","" +"id-3afa32bdd6b9454e812f4b2068764ae8","Requirement","Learning Delivery (Requirement)","Learning Delivery +To provide a comprehensive, adaptable learning management system customized to a range of learning delivery types, grading, review and registration needs for course registrants, trainers, administrators and managers + +Assignment Review and Grading +Class Delivery +Delivery Modes +Registrations +Social Learning","" +"id-82529e2534e34e37bf48796ae8c70acb","Requirement","Log In (Requirement)","Log In +","" +"id-ca3b8d8d76ab4a78be2a0f8773f71606","Requirement","m) Solution Has Capacity To Host Over 200 Different Courses, XXXX Learning Objects (SCORM, MP4, MP3, etc.) and Provide 1 TB or More Storage","Business Requirements +m) Have the capacity to host over 200 different courses??, host XXXX number of Learning objects (SCORM, MP4, MP3 etc.) provide at least 1 TB of storage.","" +"3c3676b8-6f0b-4a3e-8521-8df91789053e","Requirement","Maintain concise documentation ","if there is a need to extend the API documentation beyond the OpenAPI specification, this is an indication that the API is too large and/or too complex +- Be sure to document differences between versions of the API +- Include documentation on any consumption constraints such as availability, authorization and rate limiting + +","" +"id-66948990d644482790ed23cc474d234a","Requirement","Manage Privacy Effectively","More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly.","" +"id-a5b563e33bab4da9ab85eaa89a3499d9","Requirement","Measurable Controls and Automated Audit (Requirement)","• Measurable Controls and Automated Audit +","" +"f7efbf92-20ee-4a46-adf9-f81ddb708273","Requirement","Monitor and Log API Activity","track API usage and activity to identify performance bottlenecks, peak usage periods and abnormal access patterns. Use open standards-based logging frameworks such as CEF (Common Event Format) and collect logs in a central repository +o When usage limits are exceeded, by default, a 1-hour timeout (block) will be used +o X-RATELIMIT-LIMIT and X-RATELIMIT-REMAINING can be inspected in the HTTP response to view current usage +","" +"id-245796d2a7444716b9379f28c57eb7e3","Requirement","Mounting Complexity Requiring Increasing Need to Simplify (Requirement)","• Mounting Complexity Requiring Increasing Need to Simplify: +— New business models +— Organizational ecosystems +— Diverse communication patterns +— Multiple and diverse data sources, with data becoming more critical for new technologies, such as AI","" +"id-9c83e16f86a04263b32dc52d18205c01","Requirement","MUST Include Bilingual (French and English) User Interface, Documentation and On-Line Support","Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication.","" +"id-f3a04d5281084558821a90d0eb921d94","Requirement","MUST Include Canadian Data Residency For Captured System Data","Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication.","" +"id-0d09af19cf2d415491151c63a8d38fcb","Requirement","MUST Include Robust Backup and Recovery Including Replication","Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication.","" +"id-2370fbae95ac48b8a4288a01e048a7b7","Requirement","MUST Interface With ESDC’s Corporate Financial System","Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication.","" +"id-9989c3a9ffcb471ebd213478f1587d23","Requirement","MUST Meet GC Security Requirements for Protected-B, including 2FA","Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication.","" +"id-4ebf26f5078f4ddc8d7976c70602af4e","Requirement","n) Support A Variety of Delivery Methods (e.g. Virtual/In Person Classrooms, Blended Learning, Self-Paced, etc.)","Business Requirements +n) Support a wide variety of delivery methods (e.g., classroom, virtual/online classroom, blended learning, self-paced, asynchronous online, blog, e-reference, forums, webinars, micro-learning, etc.). ","" +"670fe7a9-4837-4a69-a4fd-c225ec25bf2c","Requirement","Network","","" +"id-93d98cacfd4c4b12b65f8e275c9403b4","Requirement","Network & Communications Security (Requirement)"," +Network and Communications security","" +"f72a2a44-a6c2-4779-9cc0-75b9f423f653","Requirement","Non - Functional Requirement","","" +"id-080c6836597f48d78c0ab52f87fe9536","Requirement","Non - Functional Requirement","","" +"6cf76f95-2818-4c32-9c1b-ca0e18efdbba","Requirement","Non - Functional Requirement","","" +"id-edacbbe59bed4ad39b13715e81c45551","Requirement","Non-GC Network Access To EA Repository (Requirement)","","" +"id-56a1ec17148e4415b6ecf8aa3b8636f9","Requirement","o) Support Social Learning via Blogs, Forums, Groups sites, Communities of Practice, File Sharing, etc.","Business Requirements +o) Support social learning through blogs, forums, groups sites, Communities of Practice, file sharing, etc.","" +"id-8213aad6ea034040b55b144a0450f18f","Requirement","Operate Within Legal & Charter Constraints","","" +"id-1c07ab3a85ba4c22a7a328dfecca6bd4","Requirement","Organizations (Requirement)","Organizations +Ability to have multiple organizations in the systems (multi-tenancy) +Ability to have sub organizations within an organization in the system +Ability to assign organizations and alternate organizations to a learner profile +Ability to manage the movement (permanent and temporary) of learners across organizations","" +"id-a828bf7f92114bffa92efa3af44a3ebd","Requirement","p) Publish Content From Integrated Authoring Tool For Testing and Course Use","Business Requirements +p) Ability to publish content from the integrated authoring tool directly to the LMS for testing and use in course.","" +"d6e4275c-94f5-473c-b5ca-eaf45a8a9f38","Requirement","Performance Monitoring","performance should be monitored and reported on routinely, particularly as part of major releases","" +"id-38b56f1758e5471985570ecc9f0aa352","Requirement","Peronnel Security Screening (Requirement)"," +Peronnel security Screening","" +"id-ee79645aaf6d497dae9f45c7d93385af","Requirement","Physical Data Security (Requirement)"," +Physical Data Security","" +"id-8e2db2487866487084ba733383b4e59d","Requirement","Privacy Statement (Requirement)","Privacy Statement +","" +"id-556235e35ed24dcd8dfd449306535a5d","Requirement","Privileged Access Management (Requirement)"," +Privileged access management","" +"id-44e1e569fda44b30bb027ec8c188b5cb","Requirement","Process Client Applications, Adjudicate, Communicate Eligibility Status To Client (Requirement)","Digital solution for processing CDCP client applications, validating eligibility of applicants, and communicating decision to applicants","" +"id-8e5ce09de0b24addb037957cd67dbf89","Requirement","Profile (Requirement)","Profile +","" +"id-6a936ca1c5c74b019e61068663fcffa0","Requirement","Protect Data","","" +"id-c1f552bf8736481d8231280439d4a7dd","Requirement","Protected B (Requirement)","Ability to provide physical access security policies recognized by the Communication Security Establishment +Ability to provide Protected B status at the Canadian Federal Department level +Is your system installed on standard server hosting, private cloud or a public cloud? (Comments section) +If you selected Cloud-based, are all of your data-cloud servers located in Canada? (Comments section) +Ability to provide encryption for data in motion +Ability to support encryption at rest +Ability to support encryption for the authentication process (2-factor) +If yes to #20, what encryption protocol do you use (list of industry protocols)? (Comments section) +Ability to provide integrated APIs in your system +If yes to #22, have they been validated by the Communication Security Establishment via the Supply Chain Integrity Assessment? (Comment section) +The system shall provide security provisions to meet the storage of data for the following classifications: Protect B, Protected A","" +"id-9f06acf2d30b4ce5a73327f1a55862b8","Requirement","Protected Cloud B (Requirement)","Protected Cloud B +To provide a secure and protected learning management system for data storage, transfer, retrieval and identity and access management + +Protected B +Third Party Assurance +CSP IT Security Assessment +Data Protection +Data Isolation +Data Location +Data Transfer and Retrieval +Data Disposition and Returning to Records to Canada +Cryptographic Protection +Key Management +Endpoint Protection +Secure Development +Identity and Access Management +Privileged Access Management +Network and Communications Security +Security Incident Management and Response +Personnel Security Screening +Physical Data Security","" +"3743a0df-a2e0-4659-bff6-b7d5fc5ffe36","Requirement","Publish code samples and test data","the most effective way to document the scope and functionality of an API is to publish the code and data examples used to validate it alongside the API contract +- Be sure to include standard and custom error response codes and interpret their specific meaning + +","" +"c6f623b1-0af5-4115-8861-9b17e82371fd","Requirement","Publish OpenAPI Specification ","OpenAPI is a machine-readable interface specification for RESTful APIs. There are open source tools (e.g., Swagger) which can then generate human-readable documentation from this specification which avoids the need to create and maintain separate documentation","" +"2dd5ece2-f3c5-404c-a8ec-ed324ce608ad","Requirement","Publish Performance Data","performance summaries (e.g., average response time) should be included in the metadata record for the API as well as the SLO","" +"id-f5ccbb9fdb624bdc83729cbe58f9e8d5","Requirement","q) Product Roadmap and Releases (Minimum of Two Product Releases Per Year)","Business Requirements +q) Product Roadmap and Releases - Based on previous product releases, the Contractor must demonstrate continuing product investment by having a minimum of two substantive product releases per year based on previous product releases. ","" +"id-81acfadc68334a16a794b0e279c6a0bb","Requirement","r) Produces and Shares Product Roadmap","Business Requirements +r) The Contractor must demonstrate the availability of a product roadmap.","" +"id-a859b28991034abba368ddbc18578e96","Requirement","Real-Time Reporting","","" +"id-9ef7d164ee774f8a8ece4cc1ee64e7b2","Requirement","Real-Time/Near Real-Time Response (Requirement)","• Real-Time/Near Real-Time Response: +— Real-time/near real-time response to new and evolving threats","" +"id-afa7429cd7b04efbbdfac164cbc6ff76","Requirement","Regulatory Requirements (Requirement)","• Regulatory Requirements: +— New business and technology models driving new regulations, but often with delays between the new models and the new regulations +— Rapid and unpredictable geopolitical changes +— Local cultural or political changes expressed in jurisprudence (e.g., CCPA, GDPR)","" +"id-45208763ef6f4d3cac1ff8f00af681df","Requirement","Reporting (Requirement)","Reporting +To provide a customized, adaptable learning reporting system for managers and administrators + +Dashboards +Data +Report Types +Target Audiences","" +"207319d9-514d-4655-a27e-7bd92e4b1d49","Requirement","Requirement Catalog","","" +"0384d160-a703-4e27-a7ae-1f071a334cf3","Requirement","Resource Protection","","" +"ea0b6be4-0e17-4910-86f5-a1cc08759ff5","Requirement","Respect Existing Consumer Dependencies","support at least one previous major version (N-1) to ensure consuming systems have time to migrate to the latest version of the API + o Set and publish a version deprecation policy and timeline so consumers can plan their dependencies accordingly + o Ensure adequate testing on all minor and major releases + o Backport high value changes to the previous (N-1) version where version integrity can be maintained +Provide a way to gather feedback from consumers to inform future development","" +"c427e174-797b-4a7f-bb87-5ecf39661c41","Requirement","Restrict dynamic or open queries","the ability to inject consumer defined query strings or objects into an API must be limited to open data, reporting, and statistical APIs only, and strictly prohibited on master data, transactional or business APIs. Dynamic and open queries create dangerous attack surfaces for APIs. It's better to invest more effort in identifying all the valid query use cases and design the API to specifically meet them","" +"b7cec99e-c642-4635-9505-dfad19030395","Requirement","Restrict wildcard queries","wildcard queries in APIs can be dangerous from a data performance perspective. If wildcard characters are allowed, ensure there are restrictions on which and how many parameters can have wildcard input to prevent large data query sizes","" +"id-9b7eb5d562614a3582d1ad0dc9557bd4","Requirement","Robust Principles","Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations.","" +"id-0ef48415da9e4707a0fa4538e0daad96","Requirement","s) Allow For User Community-Driven Enhancements and Features. Product Features and Releases, etc.","Business Requirements +s) The Contractor must demonstrate a process that defines how the user community can propose enhancements and new features and how and when product features are decided, prioritized, developed and released.","" +"64d5bba6-acc8-4026-a0b5-1bc1f32ff69f","Requirement","Secure Data in Transit","always send data over a secure and encrypted network connection, regardless of data classification; enable TLS 1.2 or higher","" +"id-2030afeaf3894746b99bc19cfc59bd9d","Requirement","Secure Development (Requirement)"," +Secure Development","" +"20e44d6b-3085-4d49-9083-9cd526efb6a0","Requirement","Security by Design","durable API design will include protection against common API attacks such as buffer overflows, SQL injection and cross site scripting. Treat all submitted data as untrusted and validate before processing. Data validation (for both input parameters and inbound data) should be considered in the service tier but should also extend into the data model itself, with such considerations as data staging, mandatory values and referential integrity constraints as appropriate +See here for the OWASP REST Security Cheat Sheet Project: https://github.com/OWASP/CheatSheetSeries/blob/master/cheatsheets/REST_Security_Cheat_Sheet.md +","" +"id-378fcf74cc2d476682c3bd619ae071f8","Requirement","Security Incident Management (Requirement)"," +Security Incident Management","" +"id-3952d6861d4a4229bac03db50db88ee9","Requirement","Security Incident Response (Requirement)"," +Security Incident Response","" +"f22d2a8b-a695-4fba-8f5d-97db3677919c","Requirement","Security Requirement","","" +"e659e95c-bac9-469a-aa20-4f67431fa79c","Requirement","Security Requirement","","" +"376b2f08-6f8a-4c7e-8a31-dd498577d538","Requirement","Security Requirement","","" +"d2319a49-e587-4e58-b205-ded69a6f9125","Requirement","Security Requirements","","" +"id-10b0b3b97cb0436b8ce42de3b4d6b1c4","Requirement","SKU Barcodes (Requirement)","SKU Barcodes +","" +"id-8e79cfc695a6416dbbc8ac696536bee5","Requirement","Stable Principles","Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified.","" +"id-ba9c5f74156e4dae91abed84eb4ae523","Requirement","Standardize Datetime Format"," +use the ISO 8601 Standard for datetime representation in all ESDC APIs. The standard date format is YYYY-MM-DD while timestamp format YYYY—MM-DD HH24:MI:SS. If other formats are required due to source system limitations, convert it to the standard format within the API + +","" +"id-59306c0341a04bdda8d0237d008574b7","Requirement","Support Clients Via Specialized CDCP Call Centre (Requirement)","Ability to provide client support through a CDCP specialized call centre","" +"id-3d8b838357024cf6bf2961bd56e6ab30","Requirement","Support for Remote Work (Requirement)","• Support for Remote Work: +— Bring Your Own X (BYOX); e.g., device, application +— Unpredictable networks","" +"id-7d54204db6274f51b412543998621004","Requirement","Support for Unpredictability (Requirement)","• Support for Unpredictability: +— Unpredictability driven by disruptive events; e.g., 9/11, 2008 Great Recession, Dodd-Frank Act, Basel III, the COVID-19 pandemic","" +"id-05e80746df9e42ff8113d9a76cc90dc8","Requirement","Support Multi-Jurisdictional Collaboration","","" +"id-61d893b788f84ab1be3b2bf3668f5576","Requirement","Support Official Languages ","ensure the API can return responses in both English and French. External facing APIs must reply with content in the requested language if the backend data support it. APIs must interpret the ACCEPT-LANGUAGE HTTP header and return the appropriate content. If the header is not set, then content in both languages should be returned","" +"id-9c05525172a749689788cc23bdc91108","Requirement","System (Requirement)","System +","" +"id-f065685fc4f8472190c3f90c1aada28e","Requirement","System Configuration (Requirement)","System Configuration +To implement a consolidated learning management system that can meet privacy and digital standards for compliance and auditing + +API +Auditing +Content Standards +Digital Signature +Integration +Log In +Organizations +Privacy Statement +Profile +SKU Barcodes +System +System Roles +Target Audience","" +"id-f49a20ad6aa6413083ea59b7433061b8","Requirement","System Roles (Requirement)","System Roles +","" +"id-e5a50d0e67694bd58d3cea46bcad1564","Requirement","Target Audience (Requirement)","Target Audience","" +"id-016cdd7f00bf48c6a06104a4129fed75","Requirement","Third Party Assurance (Requirement)","Third party assurance +The Contractor must ensure that Canada’s Data, Contractor Infrastructure and Service Locations are secured with appropriate security measures by providing third party assesment reports or certifications and audit reports for each layer (computers, computing environment, physical data centers) within the cloud service offering, including: + +(a) ISO/IEC 27001:2013 Information technology -- Security techniques -- Information security management systems – Certification achieved by an accredited certification body; AND +(b) ISO/IEC 27017:2015 Information technology -- Security techniques -- Code of practice for information security controls based on ISO/IEC 27002 for Cloud Services achieved by an accredited certification body; AND +(c) AICPA Service Organization Control (SOC) 2 Type II Audit Report 2 Type II for the trust principles of security, availability, processing integrity, and confidentiality - issued by an independent Certified Public Accountant","" +"bb65bd85-1b79-40b6-acfe-48de4d103e76","Requirement","Token management","avoid using custom or proprietary tokens in favor of open industry standards such as JSON Web Token (JWT). All access tokens must expire within a reasonable amount of time (less than 24 hours) and refresh intervals should reflect the security characteristics of the data being accessed. Use fine grained access and the principle of least permission when defining tokens","" +"id-aedb02fba6664479b52e111ec499fcd4","Requirement","Understandable Principles","Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization.","" +"b2c0c98f-3ad2-4bcb-84ed-69cf6a05f653","Requirement","URI vs Accept Header Versioning ","both URI and Accept Header versioning are acceptable and the following guidelines are recommended: + o Using a resource specific header approach can be used to maintain a single and consistent URI for an API. This method also allows for other parameters such as caching, compression and content negotiation + o The base URI for the API should always correspond to the latest version + § e.g. https://api.example.com + o Previous versions of an API can use a versioned style URI + o e.g. https://api.example.com/v1 +Accept header versioning is recommended for API's designed exclusively for machine to machine interfaces as well as non breaking changes (minor/patch)","" +"c2b03691-6219-4035-81c6-bb05be6e78d2","Requirement","Use gateways and proxies instead of IP whitelists","When exposing APIs to the internet, use a secure gateway layer to provide a security control point instead of simply whitelisting inbound Internet Protocol addresses (IPs). When consuming external APIs, route flows through a forward (egress) proxy instead of using IP address whitelisting on the outbound firewall","" +"82d74c3c-0028-4380-9b46-6bb7be39f7bd","Requirement","Use Standard Endpoints","","" +"id-f8633023ecb94698b40e3fc7e466c978","Requirement","Use Unicode for Encoding ","Unicode Transformation Format-8 (UTF-8) is the standard encoding type for all text and textual representations of data through APIs.","" +"0ee6a5d6-c2e2-46d9-a9db-66e33994e2bf","Requirement","User Devices","","" +"df35bfa2-1162-4d18-a8f2-3fcb6d888e7b","Requirement","Users","","" +"id-a70f3fc4c4be47c18c86bb0a83639ae2","Requirement","WLM-and-CE In Scope Functional Requirements (Requirement)","1. Migration of data up to and including Protected B. +2. Connectivity to remain same or better +3. The discovery and analysis of the application configuration, interdependencies and data centre infrastructure environment as well as application readiness for migration. +4. Assessment of Cloud and enterprise data centre environments to develop a migration strategy +5. Decommission of application services +6. The design and build of the end state environment +7. The final operational transition and cutover of workloads including system monitoring, incident management, change management, and help desk processes and procedures that are affected by the migration in order to preserve equivalent service levels +8. Completion of the Authority to Operate and Security Assessment as required +9. Provision of all infrastructure by SSC to meet the existing service levels as a minimum","" +"id-037206963b0e46979e66a65ae46eabef","Requirement","WLM-and-CE Out Of Scope Functional Requirements (Requirement)","1. Any application projects included in plans for Technical Debt, BDM, or included in business and/or IT operational plans +2. Upgrade and enhancements to business application functionality, upgrade to application products or versions of technologies from current “N” levels +3. Upgrade of infrastructure outside of end state environment standards required for WLM +4. Interactions with external third party services associated with business functionality +5. Migration of secret level data and workloads","" +"id-aa72d4ba36db463f9ffe923a58e48289","Requirement","Work Closely With Partners To Align On Scope and Interdependencies (Requirement)","WLM-and-CE's Ecosystem +Due to the scale of operations tha will be carired out within WLM, WLM is working closely with its partners to align on scope and interdependencies.","" +"id-a2d5b3c4c6f741d28b6f6b8f9f1a4535","Stakeholder","Benefits and Integrated Services Branch (Stakeholder)","Responsible for overall project management, and national direction for specialized call centre and processing operations.","" +"id-78971b9579804073a30c8dfbcc446291","Stakeholder","Canada Revenue Agency (Stakeholder)","Enabling the transmission of data to confirm eligibility of client.","" +"id-b5b571cce3fd40af8fddba8f6d5bb696","Stakeholder","Canadian Municipalities","1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. +","" +"id-2b98930ec5dd436091032dae46542f9d","Stakeholder","Canadian Provinces and Territories","1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. +","" +"id-d9c506d1766944f782a9642bea807f1c","Stakeholder","Canadian Public","Name ESDC Clients +Type External +Quantity up to 500 cases during a fiscal year, from 36 million Canadians +Description All Canadians will benefit from increased trust or confidence on the collection, use, and retention of data by the Canadian Government as well as ensuring that their ESDC programs are safeguarded through effective means to address fraud. All Canadians will benefit by the improvements made in the standardization of the treatment of cases. + +o Reduction of taxpayer dollars lost due to fraud +o Standardization of treatment of all Canadians leading to national fairness","" +"id-4d97c5979e664f82b291793fae27888f","Stakeholder","CCCS","","" +"id-1e0a7844f6624bc1be1f708966b23079","Stakeholder","Chief Data Officer (Stakeholder)","","" +"id-663d784ea5044e06a147e7ebd5b944b4","Stakeholder","Citizen Services Branch (Stakeholder)","Responsible for partnerships, digital services, national direction for in-person and outreach operations","" +"id-1be0c658c7744f40853458f6fcb50ec3","Stakeholder","Data Foundations Key Stakeholder 1","","" +"id-0e0f061e6b8840ad9531bf4e6bbe5a11","Stakeholder","Data Foundations Key Stakeholder 2","","" +"id-1042745290c1429596a34f2b62561ff0","Stakeholder","EARB Co-Chair (Business) (Stakeholder)","","" +"id-ef203a3187964f4ea88bad50a333680d","Stakeholder","EARB Co-Chair (CIO) (Stakeholder)","","" +"id-7b0ca07c0f5e4842a6a82bb415ecd6bd","Stakeholder","ESDC","","" +"id-8ed7b04e34af44f6ba2cc83a7241892c","Stakeholder","ESDC Business Lines (Stakeholder)","WLM-and-CE Project 202000009 +A key initial step is consultation with Business leaders in ESDC to ensure the project aligns and supports their future policy and strategic directions as well as the Service Delivery Vision. Ensures all impacts from ESDC are captured and will be considered.","" +"id-ac7e215710d742938688491a9e234f44","Stakeholder","ESDC CFOB-Legal-and-HR (Stakeholder)","WLM-and-CE Project 202000009 +Central agencies as well as departmental enabling services and oversight services (such as project management COE, EPMO, FMAs, MPIB) are all critical to the successful delivery of this +project. PSDC, CFOB Contracting, CFOB Procurement, Legal and HR will also be consulted (if/when required).","" +"id-80c778ba1ebe49299597eba5a0d6c2bd","Stakeholder","Health Canada (Stakeholder)","Accountable department for the implementation of the CDCP benefit. +","" +"id-4c2b88cbf23a4422bd350c2720e5a4c7","Stakeholder","Innovation and Information Technology Branch (Stakeholder)","Lead on the technical development of solutions","" +"id-836768fa8e3547e0bd0dff4f592ac3da","Stakeholder","Innovation, Information and Technology Branch (IITB) (Stakeholder)","WLM-and-CE Project 202000009 +IITB is co-leading the project initiative with SSC. This project will focus on modernization of the solutions and infrastructure to support ESDC's business into the future (i.e. cloud, data strategy, AI, channel convergence, mobile service offerings, etc.). In addition to the IITB WLM project team, services from other parts of IITB including, Architecture, IT Security, Development teams, Cloud Center of Expertise (CCOE), Application Portfolio Management (APM), Enterprise Operations, Strategic Partnership Management, Data and Analytics Services, Business Relationship Management, Branch PMO, and Testing Services.","" +"id-c2344b7562b041b489e7cc4361f24378","Stakeholder","Integrity Services Branch (Stakeholder)","","" +"id-a89d39ffd5954620ad22a16eae5f9689","Stakeholder","Key Stakeholders (Stakeholder)","","" +"id-0ce776a5d6944454970467983e92c2d1","Stakeholder","Legislative Authority","Legislative Authority +Authorities support modern data needs +Policy is simplified where required to support the use of authoritative data in benefit processing","" +"id-17e9f751afec46c9b12c57893e422517","Stakeholder","National Enforcement & Intelligence Division (NEID)","Name ESDC Personnel – National Enforcement and Intelligence Division (NEID) +Type Internal +Quantity 20 +Description The branch which is ultimately responsible for the program and rendering decisions on reviews and inspections performed by Integrity investigators to protect the integrity of the program, will benefit from capacity to receive information in real-time, reduced follow-ups, reduced wait times, and quicker decisions. + +Objective Statement +ISB requires a national solution that will support the execution of Enforcement activities within the legal and process boundaries that constrain its National Enforcement and Intelligence Division (NEID). + +o Easier reporting and validation of regional data; +o Support costs to maintain Software over time; +o Increase trend analysis capabilities; +o Enforcement Management enhance personal information safeguarding practices; +o Improved alignment of regional investigation practices to national standards; +o Improved tracking and reporting on prosecution cases; +o Better compliance with court case terms and conditions; and +o Compliance with legal conditions mandated in R. V Stinchcomb case law.","" +"id-737979492f9743caa1482591844a53a4","Stakeholder","Privacy Management Division (PMD)","o Demonstrated privacy compliance when collaborating with PMD; and +o Use cases, processes, and controls involving data security built into the planning and designs of the case management system. ","" +"id-54cd1ca193a845dab7f4113b3cd52dd9","Stakeholder","Privacy Management Division (Stakeholder)","","" +"id-c3e5ffd43c024bd7bc50164fc466a752","Stakeholder","Provinces & Territories, Municipalities & 3rd Party Org's","","" +"id-71e6fdd200fa4873ae6ee1642040e9f7","Stakeholder","Public Prosecution Service of Canada (PPSC)","Name External Law Enforcement (LE) Agencies and PPSC +Type External +Quantity 500 +Description Recipient of reports generated from the new CMS + + +o Fewer cases returned to ISB due to a reduction of errors (i.e., terms and conditions non-compliance); +o Secure repository of case data; and +o Confirmation of compliance with legal conditions mandated in R. V Stinchcomb case law.","" +"id-dd723368ee574bbbb5ddbc3c57a64844","Stakeholder","Public Services and Procurement Canada (Stakeholder)","Responsible for letter production and delivery","" +"id-f0531fcc31ec43738a16d055babe7e0d","Stakeholder","Regional Enforcement Investigators","Name ESDC Personnel – Regional Enforcement Investigators +Type Internal +Quantity 65 +Description The individuals who perform the Enforcement investigations and will be using the system to track and support their efforts. + +o Structured and nationally consistent tool for the capture of investigative information; +o Standardization of workflow/process steps in the conduct of an enforcement investigation; +o Secure repository of case data; +o Ability to attach images, video files, audio files, scanned documents and photos; +o Customizable hardcopy printouts; +o Elimination of duplicate reporting – Increasing efficiencies; and +o Timely access to reference material, training and support.","" +"id-e5ad4915d2154795b52db6f7a1ffa43f","Stakeholder","Royal Canadian Mountain Police (RCMP)","Name External Law Enforcement (LE) Agencies and PPSC +Type External +Quantity 500 +Description Recipient of reports generated from the new CMS + +o Fewer cases returned to ISB due to a reduction of errors (i.e., terms and conditions non-compliance); +o Secure repository of case data; and +o Confirmation of compliance with legal conditions mandated in R. V Stinchcomb case law.","" +"id-3a14dde0127f49328142a7e1adb2758e","Stakeholder","Service Canada College (Stakeholder)","Responsible for training needs identification and training development/ delivery","" +"id-531ebdf56423451e8e75b43cd316f746","Stakeholder","Service Canada Regions (Stakeholder)","Responsible for in-person, call centre, and processing operations","" +"id-82cbc9777dda4f349f0d9381c6ac1b9a","Stakeholder","Shared Services Canada (SSC) (Stakeholder)","WLM-and-CE Project 202000009 +SSC is the GC infrastructure provider. They are a leading partner on this project. The Data Centres (VM/Servers) will be upgraded by SSC. It will require the support of their Network Development and Architecture, Security, Project Management, Application Management, Cloud Center of Expertise, and Data Centres teams.","" +"id-59e64549796741fa8958ba66d495939a","Stakeholder","SSC","","" +"f08fd0fe-40dc-498f-b775-5e3a8b1d02ed","Stakeholder","Stakeholder","","" +"id-cf2b88d1c69842b98ab711a7e3c419e5","Stakeholder","Stakeholders","","" +"id-20ef361fc9b14d1faa34c71a503b601a","Stakeholder","Statistics Canada’s Trust Centre","1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. +Data use and analytics undergo waves of public interest and scrutiny, often concentrated around privacy breach incidents in the private sector. As such, transparency and effective privacy controls are central to the vision and key messages on responsible, ethical data use and public trust are an important element in an overall communications plan. ESDC’s close working relationship also positions the department to apply best practices and lessons learned from Statistics Canada’s Trust Centre. ","" +"id-b0de3ab877ba4987a0f973db3a1e0171","Stakeholder","Treasury Board of Canada Secretariat (Stakeholder)","WLM-and-CE Project 202000009 +The Treasury Board of Canada Secretariat will be a key stakeholder ensuring the broader government perspective alignment and assisting with insights and learning in exercising +their oversight role.","" +"id-c1ea5b4d4f164c6f93076a79ecd29739","Value","4.1 Increased Conformity of Investigation Outputs & Results Among Regional Enforcement","With the introduction of the case management system, ESDC will be able to deliver Integrity Services in a standardized manner using a modern solution and standard operations manuals. + +Benefit Assumptions: +• Implementation of structured and nationally consistent tool for the capture of investigative information; +• Continue support for the ongoing work of Enforcement as a Practice (EaaP) by the standardization of workflow/process steps in the conduct of an enforcement investigation +• A series of documented steps for handling the various types of cases will be created, each type of case will be mapped in the new solution; +• Integrity manuals will be created for each business line; +• The implementation of the case management application will provide assistance in effective and efficient oversight of case handling and business work flows; +• The system will keep an audit trail on evidence contained in the system, including auditing of activities or actions taken on a case such that its utility in court proceedings is assured; +• The case management solution will provide case selection tools for the Quality Management Team, management of the quality control process and maintenance of corporate records for quality control process; +• Reporting capabilities will be increased and enable increased trend analysis capabilities; +• Law enforcement agencies and PPSC will receive outputs that are nationally consistent; + +","" +"id-164b0c622ccf4eaf97e7907f8c2146dc","Value","4.2 Improved Control Over Viewing, Creating & Updating Enforcement Case Information & Evidence By Authorized Personnel","The new case management solution will provide a positive economic impact to fraud enforcement at ISB through reduced case errors and improved compliance to legal documentation requirements as indicated by fewer returned cases. + +Benefit Assumptions: +• Implementation of the new system will enable national consistency of information contained in the system; +• Integration of mapped workflows, based on a standard operating procedure, used to process the Enforcement case; +• The new solution will allow better compliance with documentation requirements for use by law enforcement. +• The new solution will improve compliance with legal conditions required by having quality evidence without hiding evidence that was weak as mandated in case law +• One solution will eliminate the elevated risk of securing data across diverse case systems and eliminate the uncertainty as to the admissibility of evidence due to a failure in the chain of custody +• The system will keep an audit trail on evidence contained in the system such that its utility in court proceedings is assured; +• The case management solution will provide case selection tools for Quality Monitoring Team, management of the QC process and maintenance of corporate records for QC process; +• Reporting capabilities will be increased and enable increased trend analysis capabilities; +• The Commercial Of The Shelve (COTS) products are designed to be used for LE processes and should be isolated for such purposes to maintain the integrity of the evidence being presented to Court;","" +"id-3f1a8240cf144c058f67c31d9b4e599e","Value","4.3 Improve The Economic Viability of the Enforcement Group","Benefit Assumptions: +• Implementation of the new system will enable national consistency of information contained in the system; +• Integration of mapped workflows, based on a standard operating procedure, used to process the Enforcement case; +• The new solution will allow better compliance with documentation requirements for use by law enforcement. +• The new solution will improve compliance with legal conditions required by having quality evidence without hiding evidence that was weak as mandated in case law +• One solution will eliminate the elevated risk of securing data across diverse case systems and eliminate the uncertainty as to the admissibility of evidence due to a failure in the chain of custody +• The system will keep an audit trail on evidence contained in the system such that its utility in court proceedings is assured; +• The case management solution will provide case selection tools for Quality Monitoring Team, management of the QC process and maintenance of corporate records for QC process; +• Reporting capabilities will be increased and enable increased trend analysis capabilities; +• The Commercial Of The Shelve (COTS) products are designed to be used for LE processes and should be isolated for such purposes to maintain the integrity of the evidence being presented to Court;","" +"id-1ef090a586924cc1afa021e96d40749d","Value","Ability To Trust And Use Data","The ability to trust and use data is at the core of generating value for Canadians","" +"id-2f0f8eb5afb54aedb1fbe083dd1e6e69","Value","Advantages of a Zero Trust-Driven Future (Value)","Advantages of a Zero Trust-Driven Future +Zero Trust enables mobility and user choice because people can work anywhere on any (secure) device they choose, using the applications and data they need. This leads to improved organizational productivity, agility, and the ability to proactively support new and evolving capabilities. +Zero Trust improves confidence in the security mechanisms used to protect data and applications, further enabling the business. +Zero Trust provides support for quickly evolving organizational ecosystems, by enabling rapid creation and dissolution of business-to-business relationships. +As Figure 5 shows, in this digitized world, remote work is part of the norm. The digitization of organizations introduces complexity and the need for agility driven by, for example: +• Migration to the cloud +• The need to leverage SaaS providers +• Continued leveraging of legacy assets","" +"7c7fffee-32fe-47f2-8cc0-763f676c1a0e","Value","API Value","","" +"e11d4254-9a78-48f5-900f-f36efa108cc4","Value","Asset Value","Assessed value of an IT asset","" +"56ead760-e7c5-480f-8214-0f5174828c70","Value","Asset Value","Definition: Assessed value of an IT asset (concept from ITSG-33/HTRA)","" +"40455036-2666-41b6-ac20-5541c8a31945","Value","Asset Value","Definition: Assessed value of an IT asset (concept from ITSG-33/HTRA)","" +"id-1225f0974ad645d88b42a3bd0bee2f83","Value","Communication Of EA Work (Value)","","" +"521f8a36-07e7-4645-8e75-2a3047c99399","Value"," Digital Standards","","" +"id-c78f82b486814f16a3b0e6f887047561","Value"," Digital Standards","","" +"813aa768-6e78-455a-96cb-1315e525dcc8","Value"," Digital Standards","","" +"id-31f44f179a8940cf972be1009baed3eb","Value","Do EA Right","","" +"id-6f112aa2020f4b6f8743f63163d804f2","Value","Do The Right Thing","","" +"id-8a32b6e904bc41f9b4c28c44648d420c","Value","EA Principles Value","1.2. What are Principles? +Architecture principles are a set of statements that inform architecture decisions (e.g. “Doing the Right Thing”) and work (e.g. “Doing EA Right”). + +Bizbok and TOGAF, define principles as: +• An agreed upon truth that can guide one’s reasoning. (Bizbok 7.5 glossary) +• EA principles are general rules and guidelines, intended to be enduring and seldom amended, that inform and support the way in which an organization sets about fulfilling its mission (TOGAF 9.2 Chapter 20.1). +To that end the essence of ESDC EA Principles are: +• EA Assement Principles: “Doing the Right Thing” inform architecture decisions to ensure the department is doing the right thing to acheive its strategic goals and act on its mandate. +• EA Program Principles: “Doing EA Right”, inform architure work to ensure architectures are being developed and implemented the correct way. (e.g TOGAF EA Principles, GC Architectural Standards) + +In general, the EA Principles are high-level statements of the fundamental values that guide business and IM/IT decision-making. EA Principles the foundation for architectures, policies, standards and processes. Because the EA Principles define a value system, once they are defined and agreed upon, they are not likely to change frequently; however they will be reviewed on an annual basis. + +To be effective, EA Principles must be considered as a set, not individually. It is common to have sets of principles form a hierarchy in those more detailed principles are informed by and elaborate on the principles at a higher level. + +• Enterprise Architecture Principles are comprised of: + o Domain Architecture Principles (Business, Information and Data, Application, Technology, Security & Privacy) + o Reference Architecture Principles + o Security Architecture Principles + o Solution Architecture Principles +  Design Principles + +ESDC Enterprise Architecture Principles are informed and constrained by the Government of Canada and the ESDC Service Strategy principles. Employment and Social Development Canada’s Service Strategy Overview + +1.5. Value of EA Principles +The EA Principles are intended to simplify, not complicate business decisions. They are most valuable in evaluating complex situations with multiple competing goals and where no clear rules or directives have been established. Conformance to the EA Principles as outlined in this document will: +• Optimize business value and departmental benefits realization; +• Provide a framework for assessing and prioritizing changes; +• Allow for change to be accommodated in a less disruptive manner; +• Facilitate the fulfilment of the business requirements; +• Lower the overall life cycle cost of applications; +• Improve the manageability of the architectural components; +• Support an active vs. reactive approach to planning service delivery projects.","" +"id-da84ede1bf214a80b665b058de1dc613","Value","EA Team Members As Trusted Advisors (Value)","The speed of change in today’s world requires Enterprise Architecture (EA) team members to become trusted advisors in helping ESDC become an integral part of a digital government.","" +"0c413f78-8c6b-4add-b301-cedb3ed2eb7e","Value","Feature Value","","" +"id-8083b0ab04a245ccbb46dfe23d2c4158","Value","Knowing WHO is Doing WHAT (Value)","","" +"id-cd67562c5821489b9bb2820db6b842a2","Value","Provide Useful Body of Reference","By listing relevant standards, this document provides a useful body of reference.","" +"id-eb2cbbb6ff654aa9a5947f38d428b412","Value","Skills & experience improved to match career opportunity (Value)","Skills & experience improved to match career opportunity","" +"id-e6bfb89d037642fda297f420ec7a9bc6","Value","Team Contribution Awareness (Value)","","" +"5ba95759-e9aa-425c-95f2-177bcc321286","Value","Value","","" +"id-1e03cf3198e64dc1b6c27feeab7cdd94","Value","Value","","" +"e2fc8054-5143-4324-a320-92d0bf4a5b0c","Value","Value Stream","","" +"id-e13490b74f024be08981f37dfb77125e","Gap","[Management] Self-Discover Who Is Doing What (Gap)","","" +"id-68fe7985b0ac413c803fa81e4ae4dffc","Gap","[Team] Able To Manage & Track Training Tasks (Gap)","Want: +- Avoid inputting Mandatory courses multiple times, for multiple people, as Tasks.","" +"id-16a5a718f984413c9bc342959c4b262a","Gap","ESDC Technical Debt (Gap)","2.1.2 Consequence of Inaction +Not proceeding with this project will further increase ESDC’s technical debt.","" +"id-8be0b9dbd584499eace4f96bae08ec9d","Gap","ESDC Unable To Meet Digital Transformation Targets (Gap)","2.1.2 Consequence of Inaction +Inaction will result in increasing ESDC’s inability to meet targets for digital transformation + - To keep up with the technical requirements of the future, in digital service delivery; + - To move to a cloud first model, and thus achieving the associated financial and operational advantages.","" +"9ff8a02c-23f7-41f7-9ee7-0a1373ad231a","Gap","Feature Gap","","" +"id-6ba19bea89c447caa5453a0edd947559","Gap","Fraud Risk Management","Federal organizations are expected to manage the risk of fraud within their programs with appropriate controls to help reduce exposure to loss. ESDC established the Integrity Services Branch (ISB) to help address this expectation. ISB’s activities can be seen as taking positive steps along a continuum of integrity elements shown below. +Education +Prevention +Detection +Admininstrative Penalties and Sanctions +ENFORCEMENT","" +"id-edf80f04d03e477a984314291ed477d6","Gap","Not Leveraging New Technology (Gap)","2.1.2 Consequence of Inaction +Inaction by ESDC would prevent SSC to achieve its objective to modernise its infrastructures and close the legacy datacentres +We would not leverage the new end state datacentre technology, cloud nor migrate to the four newly created data centers","" +"id-a1f4ab141f994487a9f37dd6673bebfc","Gap","Protected-B Certification (Gap)","","" +"id-6d06fdcba19142d7b3a98d344ac18ed1","Gap","Who Decides What Is A Fire For EA? (Gap)","Need more guidance around this: + - WHO decides / approves? + - Should we assume *automatic approval* for ""Key Stakeholders?"" + - What thresholds should exist for Fires (e.g. # hours, Level of Effort, Scope, etc.)?","" +"5eb0ef14-fd84-450b-be1c-b11344a2f27d","ImplementationEvent"," Implemented Security Control","Definition: Security control already existed and implemented in the IT system. +Note: The existence and strength of security control in the IT system need to be clarified during the SA&A process.","" +"4cc0e3ce-5a5e-44b2-9b34-aa9e43bbd6b9","ImplementationEvent","Investment Event","","" +"id-50184f40a5c7437b80c36b3ef2b641b2","ImplementationEvent","Procurement of Additional Licenses (Implementation Event)","","" +"id-f3d22ad17487444a8b0569bc9a80d1aa","ImplementationEvent","Protected-B Certification of QualiWare Cloud","","" +"id-6455628cf2e04f6cafb759ac8f1861ed","Plateau","Current State QualiWare Topology (Plateau)","","" +"id-0a259c246c04432590ec9f1a672cd938","Plateau","CURRENT State SharePoint Topology (Plateau)","","" +"id-c44652fd7151432ea8cea79b545a031e","Plateau","Future State QualiWare Topology (Plateau)","","" +"id-0a92aa8b5ca748ebb6e0167a492fb773","Plateau","Horizon 1: Stones in EA Shoes (Plateau)","Horizon 1: Stones in EA Shoes +Overall Goals +• mature the EA program +• department is doing the right thing and doing it right +• client-centric service and client self-service +• capitalizing on opportunities +FY20/21 + +Over a year ago, the development and execution of the Enterprise Architecture (EA) Strategy and Roadmap began. Since we are now at the end of the Roadmap’s first phase, Horizon 1, it’s worth asking whether we have successfully addressed those irritants affecting EA's capability to deliver organizational value efficiently and effectively. Have we focused on putting the “EA house in order” so it can become a trusted advisor in assisting and advising the organization in strategic, tactical and operational directions and decisions? +Given the numerous COVID-19 challenges and setbacks experienced so far,EA has made great progress on the Horizon 1 Roadmap activities. + +Unexpected challenges this year led Roadmap Leads to adjust course to capitalizefully on the Roadmap’s value. To that end, these leads will be holding review and adjustment sessions with the different Enterprise Architecture (EA) domains in the coming weeks. +During these unprecedented times, EA employees should know that the team responsible for the Strategy and Roadmap has heard you and understands that the following challenges directly affect the realization of your planned Horizon 1 activities: ","" +"id-dc3c44811a7c472bab159ce28d459cb0","Plateau","Horizon 2: Stones in the Department's Shoes (Plateau)","Horizon 2: Stones in the Department’s Shoes +Overall Goals +• strategic EA +• understanding and demonstrating EA value +• EA by design +FY21/22 - FY 22/23","" +"id-ef88323455514ebfaccddd384ed3bb8c","Plateau","Horizon 3: Evolving the Organization (Plateau)","Horizon 3: Evolving the Organization +Overall Goals +• pulse of Canadians +• business agility +• innovative organization that capitalizes on opportunities +• EA is the fabric of the organization +FY23/24 & BEYOND","" +"id-48727ac24c2f482db2fceccc3069b228","Plateau","Launch of OneGC Platform (Plateau)","Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca.","" +"id-95ddf39e1b1a4966b93bfb7f929e0a82","Plateau","MIGRATED State SharePoint Topology (Plateau)","","" +"id-c068f0e30dd049e0a7ae92d993116d21","Plateau","Option 1: Continue As-Is Use of NIIS","6.2.1 Option 1 – Status Quo +The Status Quo option represents the continuation of Integrity Operations using the current suite of applications including SharePoint and the Compliance legacy application, the National Integrity Investigation System (NIIS) to provide basic tombstone and case data. Enforcement needs will continue to be addressed as follows: +• Enforcement functions will continue to be managed through a SharePoint site where case workload is assigned manually to regions; +• Minimal Business Intelligence (BI) and reporting capacity will be available as it is a manual process; +• Manual processes will need to be created to support work between Enforcement and Compliance; +• Manual processes will need to be created to satisfy the legal requirements for a successful prosecution when files are referred to PPSC or external police forces; Changes will be required to SharePoint and Excel to support the new manual processes. +   +Option Dependencies: +• Current business needs are treated on a case-by-case fashion and limited to a defined scope of schedule, assigned resource level (less than $500K) and limited complexity. This is to limit the disruption impact on the legacy system, regional resources and Innovation, Information and Technology Branch (IITB) resources; +• The current SharePoint site and Excel sheets continue to operate properly; +• IITB are able to assign staff to create new SharePoint capabilities; +• The SharePoint and Excel capabilities are approved by the legal group as sufficient to support Enforcement moving forward; any new requirements can be met with SharePoint and Excel. + +Option Assumptions: +• There are sufficient IITB staff available to perform the work efforts required to maintain and enhance the systems; +• Individuals with obsolete skill sets can be retained; +• Additional developmental requirements can be identified; and +• SharePoint and Excel can provide sufficient capabilities to match legal requirements. + +Option Constraints: +• The SharePoint site is not robust enough to handle all enforcement-related requirements including standardization, case automation objectives, and legal requirements necessary for referral to PPSC when prosecution is suitable; +• Without a modern toolset the National Enforcement and Intelligence Division (NEID) business process re-engineering might not fully achieve its expected level of outcome; +• There may not be sufficient IITB staff available to maintain or change the legacy systems; +• Although a very flexible tool, SharePoint and Excel may not be able to support the rigours required by the legal aspects of each case; and +• The Department’s plan does not include using SharePoint as a tool to support program level solutions. + +Feasibility: Not feasible +Reasoning: +Option 1 – Status Quo, does not meet the criteria for supporting the commitment to implementing a robust enforcement system for the programs under ISB Integrity control. The cost to implement would require increasing staff within IITB and there could be scale-ability and adaptability issues by adding new features. It is not aligned with the strategic commitments of ISB and ESDC, and is not a sustainable model. It is therefore not a viable option. The use of the current system requires investigators to report multiple times, in different places, the same information for tracking and reporting purposes. This is not an efficient use of valuable resources and a drain on efficiency and morale. +ISB needs to be agile and be able to keep abreast of technology evolution and adapt its internal functions accordingly. +Furthermore, as previously indicated, ISB’s investigations function continues to grow, particularly in the area of Enforcement. With the recent federal governments COVID-19 response plan, there will be increased opportunities for fraud and ISB will require robust systems and processes to discover and make referrals to LE for eventual prosecution of such individuals. The existing SharePoint and Excel implementation has not been sufficient to handle the workload and many resources have been borrowed from the regions to deal with capacity. This demostrates and urgent need for a new system as the manual interventions required by the current system far outweigh the resources to manage them. The status quo poses significant challenges to workload management of investigation, intelligence gathering and security of information. Use of different systems impedes regional standardization and the ability to have a consistent approach for Integrity Operations across Canada, both increase the risk to successful prosecutions, and were challenges identified in the 2014 OAG audit of ESDC’s investigations framework. +Option 1 rating against the evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – some basic capabilities would be available by the due date but the development of SharePoint based Enforcement capabilities will continue after this date, there is uncertainty about the time required to deliver the entire solution; +2. Cost to implement, operate and retire solution –the cost to develop a solution may be higher than estimated as we do not know the entire timeframe for implementation; +3. Degree and timeliness of benefits realization – the implementation of a basic enforcement solution by the TBS due date will support some, but, not all of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – developing new code to provide a solution on the SharePoint product will have the additional risk to the project timeframe of having to test all new code and reject code that does not pass testing leading to a longer development schedule; +5. Implementation considerations – the IITB team will have to ensure sufficient knowledgeable resources are available to fulfill the Enforcement requirements on SharePoint; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will have to support the new business process revisions; +7. Ability to deliver on the following requirements : audit trail, data security, evidence security and compatibility with external agencies – the status quo does not support these requirements; and +8. Scalability of the solution and the adaptability to add new features in the future – the SharePoint system would use the newest technologies that have scalability and adaptability built in. New features will be added during subsequent releases of the solution. + +Option Cost Identification +The following table defines the estimated costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure + Salary & Services $TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services $TBD +Training of user community Implementation Services $TBD +Total Costs $TBD + + +Option Cost Summary + +The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD From IITB Cost Work Book +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once the Financial Management Advisor (FMA) approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received. + +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB.  +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements The existing solution may not have the capabilities to meet all standard business requirements as the internal processes mature. +Internal – Data migration This option does not plan for any data migration. There is a risk that some migration may be required and has not been planned. +Internal – Loss of Data There is a risk that data may be lost if issues occur with the existing legacy systems before the replacement solution is available. +Internal – Impact on Business (change management) Implementing new system changes will modify existing operational processes, embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the Transformation Management Branch (TMB), Benefits and Integrated Services Branch (BISB) and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The existing solution does not have the capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will not receive any costs savings by modifiying the existing application; +2. Canadian Citizens will not experience increased fairness; +3. IITB Development staff will obtain no new skills; +4. ESDC Personnel – ISB-NHQ and regional staff will continue to spend more time processing each case and have minimal case management with supported automation, reporting, and business rules; +5. ESDC personnel – Regional Integrity Operations will have no consistency in the delivery of services and processes; +6. ESDC Personnel will be using an outdated application that does not provide the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability; +7. IITB Development staff will be impacted by the inability to retain programmers and systems analyst talent; +8. Benefit Delivery Service Branch will have minimal reliability on the data provided by the existing Application; and +9. External LE Agencies will see minimal improvement in the cases provided by ESDC. + +Project Management Capacity: +Over the last fiscal year, ISB has created a Project Delivery Office (PDO) to centralize the function and to help increase its overall maturity level in Project Management (PM). Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s Enterprise Project Management Office (EPMO). ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The solution development will be undertaken by IITB, who will be assigning a technical manager to coordinate the development efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives. +The solution will be developed using an Agile PM approach. The list of user requirements will be tracked and software development will occur during a series of “Sprints”. The timeframes for each sprint will be defined by IITB and new software will be provided at the end of each sprint. Using an Agile process allows the development team to provide a solution quicker to the user community and tailor their development efforts on the most critical or required changes. +Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. + +  +Organizational Readiness Analysis +The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High. + + +• Enforcement function +Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes.","" +"id-15542c1445ca4f4190358903ced80833","Plateau","Option 2: Enhance NIIS For Enforcement","6.2.2 Option 2 – Developing required functionality in ISB’s existing case management system (NIIS) +Option Description +This option requires assigning resources to work on the NIIS system, contrary to current departmental priorities. Development would be performed in house using existing IT resources. Changes would include: +• Making changes to the automated workload distribution module to address EI, CPP and OAS enforcement work distribution requirements; +• Database changes to handle the new data imported into the system; +• Developing a screen that would display the EI, CPP/OAS and SIN data that would be imported to the system; +• Develop mechanisms for automated loading of data/cases being referred to ISB from Information Collection and Synthesis Team (ICST); +• Development of actions/forms/correspondence to address work related to Enforcement; +• Creating a fraud module to handle criminal investigations and enforcement; and +• Integration with the Information Technology Renewal Delivery System (ITRDS) – the CPP system of record. + +Option Dependencies: +• Current business needs are treated on a case-by-case fashion and limited to a defined scope of schedule, assigned resource level (less than $500K) and limited complexity. This is to limit the disruptive impact on the legacy system and IITB resources. + +Option Assumptions: +• There are sufficient IITB staff available to perform the work efforts required to maintain the systems; +• The department is committed to supporting these older applications for 10+ years; +• Individuals with the obsolete skill sets can be retained; and +• The mainframe will be decommissioned when BDM is available. + +Option Constraints: +• There may not be sufficient IITB staff available to perform the work effort; +• Knowledgeable and trained individuals to perform this work are not readily available and the cost to hire and train individuals is too high; +• The equipment used to execute the applications is near end-of-life and may not be operational in 10+ years; difficulty in sourcing replacement parts; +• Individuals with the obsolete skill sets may not be available; and +• The Department’s plan may not allow modifications to these older applications. + +Feasibility: Not Feasible +  +Reasoning: +Option 2 meets the immediate need for supporting the commitment of implementing a robust enforcement system to support the EI, CPP/OAS and SIN programs Enforcement needs. Yet, this option goes against the current transformation effort and IT renewal initiatives undertaken in the last 10 years at ESDC. The cost to implement the system modification within NIIS would require an increase in IITB resources, adding systems and staff risks. The existing NIIS system may not be able to deliver on all key requirements and may not meet the enforcement deadline of March 31, 2022. The existing system is therefore only a partially viable option. +Option 2 rating against the evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – minimal capabilities would be available by the due date but the development of Enforcement capabilities would not be completed and it is uncertain that the system can be modified to support the new Enforcement requirements; +2. Cost to implement, operate and retire solution – the cost to develop a solution may be higher than estimated as we do not know the entire timeframe for implementation; +3. Degree and timeliness of benefits realization – the implementation of some basic enforcement capabilities by the TBS due date will support some, but, not all, of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – as the development will be completed using older technology, there is a risk of delays to the timeline and capabilities provided; +5. Implementation considerations – the IITB team will have to ensure sufficient knowledgeable resources are available to fulfill the Enforcement requirements on the existing platform; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will not match the revision timeframes; +7. Ability to deliver on the following requirements: audit trail, data security, evidence security and compatibility with external agencies – the solution would be developed to deliver full audit trails, enhance data security and improve the data provided to external agencies, but, the timeframe will be extended as the project will require additional releases in addition to the original release; and +8. Scalability of the solution and the adaptability to add new features in the future – it is uncertain if the existing application can provide the scalability and adaptability required to support the new Enforcement capabilities. + +  +Option Cost Identification + +The following table defines the estimated costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure + Salary & Services $TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services $TBD +Training of user community Implementation Services $TBD +Total Costs $TBD + +Option Cost Summary +The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD From IITB Cost Work Book +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received. + +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB. + +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements The existing solution may not have the capabilities to meet all standard business requirements as the internal processes mature. +Internal – Data migration There is a risk that the fields created in SharePoint do not exist within the existing application and some data may be lost. +Internal – Loss of Data There is a risk that data may be lost if issues occur with the existing legacy systems as they continue to age. +Internal – Impact on Business (change management) Implementing new system changes will modify existing operational processes, embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the increased efficiency in the handling of enforcement cases within the affected programs; +2. Canadian Citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. IITB Development staff will be impacted by the retention of staff with the older skill set; +4. ESDC Personnel – ISB-NHQ and regional staff will continue to use the existing application and may require additional training due to re-engineered business processes; +5. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; +6. IITB Development staff will be impacted by the retention of programmer and systems analyst talent as a by-product of keeping the older systems and development languages; and +7. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management application and the improved service access. +  +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The solution development will be undertaken by IITB, who will be assigning a technical manager to coordinate the development efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives. +The solution will be developed using an Agile PM approach. The list of user requirements will be tracked and software development will occur during a series of “Sprints”. The length timeframes for each sprint will be defined by IITB and new software will be provided at the end of each sprint. Using an Agile process allows the development team to provide a solution quicker to the user community and tailor their development efforts on the most critical or required changes. +Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. +Organizational Readiness Analysis +The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. + +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High.","" +"id-5ccba12a24f64888a4e8687511bdb854","Plateau","Option 3: Onboard To Integrity Case Management System (ICMS)","6.2.3 Option 3 – Onboarding to the Integrity Case Management System (ICMS). +Option Description: +This option consists of configuring the required changes to support the commitment of implementing a robust enforcement system for the EI program and the Pensions program (CPP and OAS). This option consists of starting with an instance of the existing ICMS Microsoft (MS) Dynamics system and configuring workflows for each specific program and function. There would need to be a secure wall between enforcement and the TFW/IMP/Compliance work and ISB would need to assign special roles and access to Enforcement data has to be guaranteed to be locked down. This will allow ISB to have a common case management system across its functional delivery network and leverage existing knowledge, expertise, processes, and tools to create a synergy across programs. This option builds on the success of developing a robust case management system for the TFWP and the IMP. Quality monitoring and control will be incorporated within the solution. + +This option will allow ISB to leverage the enterprise system and acquired knowledge obtained during the first phase of the project. Undertaking the configuration in-house, therefore reduces the dependency on external suppliers, and continues to build the confidence and expertise achieved during the first phase of the Modernization of Integrity Case Management (MICM). This option will also allow building additional knowledge about case management within ESDC to ensure sustainability of the developed product, and therefore reduce maintenance cost in the long term. + +In addition, onboarding all ISB’s programs to the same system ensures a common transition plan for the long-term transformation objectives of ESDC. As ESDC moves forward with innovative service delivery methods, ISB would realize economies of scale by having a common system for the delivery of all its services. + +Finally, senior developers that configured the ICMS are the same that currently maintain NIIS. This in-house expertise has gained business knowledge and deep understanding in development of investigative-oriented tools and this expertise can be leveraged. + +Option Dependencies: +• IITB areas continue to have IT capacity to develop automated data and information transfers to ISB. + +Option Assumptions: +• Government supports the established direction and visions on technology transformations; and +• Government supports moving forward with enterprise solutions and standard applications. + +Option Constraints: +• A shortage of key subject experts (program or technical) dedicated to the project could impact the project schedule and timelines; +• The ICMS solution will be reviewed to understand if the application may/may not be able to support the required documentation and processing standards required by the Enforcement team; +• The ICMS solution will be reviewed to understand if the application may/may not be able to attach images, video files, audio files, scanned documents, photos, etc. with the required security and tracking. We need to keep in mind the full suite of requirements for prosecution which also includes change tracking, security of data and evidence recording and tracking; + + +Feasibility: Feasible but not recommended +Reasoning: +Option 3 rating against the following evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – the project would be unable to deliver the basic Enforcement capabilities by the due date; Enhanced capabilities could be delivered in future releases; +2. Cost to implement, operate and retire solution – MICM2 cost is defined below; the cost to develop a solution could be higher than purchasing software; +3. Degree and timeliness of benefits realization – the implementation of a basic enforcement solution by the TBS due date will support some, but, not all, of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – developing a solution on a COTS product will have additional risks than purchasing a purpose-built solution due to the development of new code; +5. Implementation considerations – a similar application was successfully implemented for TFWP and IMP from the MICM project. ISB is using the lessons learned from that project to improve our delivery capabilities with this new project; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will be closely tied to the revision timeframes; +7. Ability to deliver on the following requirements: audit trail, data security, compatibility with external agencies – the solution will be developed to deliver full audit trails, enhance data security and improve the data provided to external agencies, but, the project will require additional releases in addition to the original release; and +8. Scalability of the solution and the adaptability to add new features in the future – the ICMS system would use the newest technologies that have scalability and adaptability built in. + +  +Option Cost Identification + +The following table defines the estimated costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure + Salary & Services TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services TBD +Training of user community Implementation Services TBD +Total Costs TBD + +Option Cost Summary +The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD From IITB Cost Work Book +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received. + +  +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB. + +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the new system may be more complex than anticipated. +Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated. +Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is depending on evolving priorities. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of compliance and enforcement cases within the affected programs; +2. Canadian Citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. IITB Development staff will be positively impacted by the new skills they will learn and the ability to support current equipment and software solutions; +4. ESDC Personnel – ISB-NHQ and regional staff will have an application that will enable case management with supported automation, such as auto-distribution, reporting, and business rules; +5. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; +6. ESDC Personnel will be using an application that provides the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability; +7. IITB Development staff will be impacted by the retention of programmer and systems analyst talent as a by-product of using modern systems and development languages; +8. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management Application and the improved service access; and +9. External LE Agencies will be impacted by the consistent service and cases provided by ESDC. + +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The solution implementation will be monitored by IITB, who will be assigning a technical manager to coordinate the efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives. +Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. + +Organizational Readiness Analysis +The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High.","" +"id-76a9943b97e24fc7815e6fdd9d66e2ca","Plateau","Option 4: Specialized Enforcement COTS or SaaS","6.2.4 Option 4 – Selecting a third-party vendor off-the-shelf product or Software as a Solution (SaaS) implementation that is specialized in the enforcement work space +Option Description: +This option consists of creating high-level requirements, developing and distributing a Request for Proposal (RFP) with associated evaluation criteria and rating analysis, accepting proposals from external vendors or system integrators, and selecting a third-party software solution. Once selected, the winning bidder’s solution is to be acquired and implemented to IT-enable the enforcement functions for the EI, CPP, OAS, SIN programs and associated Quality Control (QC) business functions. The implementation will also consist of developing the associated level of access, workload and case management functionality. IITB will be involved to determine the best approach establish physical IT gateways and interfaces between a COTS enforcement product and other systems within the departments (if required). +In an attempt to contain costs, ISB would use the out-of-box functionalities and map/modify internal business processes to match the selected solution and then develop the necessary interfaces to other systems as required. +Option Dependencies: +A third-party solution that meets the Enforcement requirements, which can be acquired within an acceptable timeframe and within a reasonable implementation schedule, priority could be given to a Software as a Service (SaaS) implementation as this will shorten the overall implementation schedule. However, there are privacy and security concerns that will have to be assessed to ensure ISB could proceed with a SaaS implementation. +• There will be heavy reliance on the vendor to provide configuration, build and deployment services including stabilization; and +• Public Services and Procurement Canada (PSPC) will be involved for contract award including the solution, implementation and 10 years of support. + +Option Assumptions: +• Third-party vendors have IT capacity to provide training on how to use, develop or configure the selected application, if required; ISB will also need to provide training on our own processes independent of the actual software; +• The processes for Enforcement are detailed and stable enough to facilitate the configuration of the selected solution; +• The selected solution will fit within an approved Government of Canada (GoC) or ESDC systems environment; +• IITB is not constrained by existing delivery commitments so as to be able to deliver interface capabilities that connect between the new solution and existing ISB systems, if required; +• The out-of-box functionality meets the minimum requirements for Enforcement; +• Development of new interfaces is supported by the solution, ISB will perform a technical assessment and make initial inquiries with potential vendors to determine if this is even possible; +• Option to validate the product features before program-wide deployment by using a Beta test period; and +• There is support to use other-than-government standard applications and no internal governance exceptions are required or triggered. +Option Constraints: +• The processing time and resource availability to complete the Request for Information (RFI), RFP and other procurement activities; +• The selected solution may not be customizable; +• ISB may need to negotiate support and design configuration with vendor; and +• ISB may have to modify business processes and procedures to fit the capabilities of the solution. + +Feasibility: Feasible and recommended. +Reasoning: +Option 4 rating against the following evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – the project would focus on delivering the full product suite by the due date; +2. Cost to implement, operate and retire solution – the cost to purchase a solution is expected to be lower than developing a solution; +3. Degree of and timeliness of benefits realization – the implementation of an enforcement solution by the TBS due date will support accomplishment of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – the purchasing on an off-the-shelf software solution will minimize the risks associated with tailoring or developing a proprietary solution; +5. Implementation considerations – purchasing a COTS application will allow ISB to purchase the appropriate servers and database to support the application with our original release, if required. If the selected software is available in a SaaS environment, we will be recommending this approach as it will minimize the purchasing of servers, etc.; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on the recommendations and the introduction of a new software solution will be closely tied to the revised timeframes; +7. Ability to deliver on the following requirements: audit trail, data security, compatibility with external agencies – these requirements will be used as the rating criteria during product selection and we will be selecting a product that meets most requirements; and +8. Scalability of the solution and the adaptability to add new features in the future – the CMS selected will use best practices and be most suitable for ISB case processing and integration needs that have scalability and adaptability built in. + + + +  +Option Cost Identification – Estimates will be finalized with FMA guidance + +The following table defines the estimates costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Third-Party Costs Third-party software and Services Services TBD New product procurement. +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training and closure Salary and Services TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services TBD +Training of user community Implementation Services $0 +Total Cost TBD + +Option Cost Summary +The option cost summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD + Assumptions based on taking the ongoing costs for Option3 and using the same figure for Annual Operating Cost +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Lifecycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing received. +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB. + +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the COTS application may be more complex than anticipated. +Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated, or not possible +Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is depending on evolving priorities. There will be certain legal standards and requirements as well regarding how the application is used and data is captured and shared. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of enforcement cases within the affected programs; +2. Canadian citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; +4. ESDC Personnel will be using an application that provides the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability; +5. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management Application and the improved service access; and +6. External LE Agencies and PPSC will be impacted by the consistent service and cases provided by ESDC. +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The third-party vendor will provide his own internal PM staff to ensure that the implementation is delivered when required by ESDC. ESDC PM will establish ongoing project update meetings with the third-party vendor that will allow for the sharing of status information and ongoing project discussions. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. + +Organizational Readiness Analysis +The following concerns have been identified regarding ISB’s readiness to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as high.","" +"id-348a0c4089f040208bc958c7f10c2def","Plateau","Option 5: Wait For Benefits Delivery Modernization (BDM) To Implement","6.2.5 Option 5 – Wait for the implementation of the Benefits Delivery Modernization Program. +Option Description: +This option consists of putting this project on hold while ESDC completes the BDM. ESDC is working on the BDM program and this program will support the EI, CPP, and OAS programs in the future. ISB could decide to wait for the implementation of BDM and then migrate the existing (legacy) systems to the new solution at that time. Based on information received at the time of this writing, although this approach is feasible, it would not meet the TBS requirement to have an Enforcement solution in place by March 31, 2022. + +Thus, waiting for the completion of the BDM program is not recommended due to timing constraints. + +Option Dependencies: +• Due to the limited knowledge of the BDM solution, we cannot add any dependencies. + +Option Assumptions: +• Due to the limited knowledge of the BDM solution, we cannot add an assumption. + +Option Constraints: +• Due to the limited knowledge of the BDM solution, we cannot add any constraints. + +Feasibility: Feasible but not recommended +Reasoning: +Option 5 rating against the following evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – this approach cannot deliver by the due date; +2. Cost to implement, operate and retire solution – the cost to develop the solution is unknown at this time as no service provider has been contracted; +3. Degree and timeliness of benefits realization – it is unknown at this time if BDM solution would realize the defined benefits; +4. Risk associated with solution implementation and benefits realization – waiting for the completion of BDM will add additional risks to the daily operations of the department and could result in the loss of data due to the age of the equipment and case processing delays; +5. Implementation considerations – it is unknown at this time what the implementation considerations are for the BDM solution; +6. Organizational readiness to adopt and take full advantage of solution – it is unknown at this time what the nature of the BDM solution and therefore we cannot comment on the organizational readiness; +7. Ability to deliver on the following requirements— audit trail, data security, compatibility with external agencies — due to our limited knowledge on the BDM solution we are unable to state if all key requirements will be delivered; and +8. Scalability of the solution and the adaptability to add new features in the future – due to our limited knowledge on the BDM solution we are unable to comment on the scalability of the solution. + + + +  +Option Cost Identification – Estimates cannot be provided as the project would be unable to meet the TBS commitment date and we are uncertain of the BDM product capabilities. + +The following table defines the estimates costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Third-party costs Third-party software and services Services TBD New product procurement. +Project costs for ISB staff and consulting to support business initiatives Planning, implementation, testing, training and closure Salary and Services TBD Timing is unknown. +Project costs for IITB staff and consulting for system configuration Planning, development, testing, implementation Salary and Services TBD +Training of user community Implementation Services TBD +Total Cost TBD + +Option Cost Summary +The option cost summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD +Annual Operating Cost (AOC) TBD +Decommissioning Cost (DC) TBD +Total Lifecycle Cost (TLC) TBD +Average Annual Lifecycle Costs (AALC) TBD + +  +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the BDM application may be more complex than anticipated. +Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated, or not possible. +Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff. +Internal – Loss of data As the deliverable timelines are unknown at this time, there is a risk that we could have problems with the existing systems and the possibility of data loss increases as equipment ages. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Non-Compliance While waiting on the BDM solution to be implemented, there is a risk that our Enforcement may be in non-compliance with legal requirements affecting our ability to properly process cases. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities. There will be certain legal standards and requirements as well regarding how the application is used and data is captured and shared. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of enforcement cases within the affected programs; +2. Canadian citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; and +4. External LE Agencies will be impacted by the consistent service and cases provided by ESDC. + + +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The BDM vendor will provide his or her own internal PM staff to ensure that the implementation is delivered when required by ESDC. ESDC PM will establish ongoing project update meetings with the third-party vendor that will allow for the sharing of status information and ongoing project discussions. +Based on the implementation and capacity listed above, the ability to implement the option is rated as high. + +Organizational Readiness Analysis +The following concerns have been identified regarding ISB’s readiness to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High.","" +"9a7e5bb8-661a-4fec-a153-cd73f97f2f01","WorkPackage","","","" +"65ba2448-4713-4a12-bf16-f9ae8e09ada0","WorkPackage","","","" +"2b7ec2c8-e881-4760-94a0-6ad1dcefee01","WorkPackage","","","" +"621a0869-29e4-4f80-8a99-d7f760e3e3be","WorkPackage","","","" +"96b4f262-389b-40a4-a4d1-f3b5398161cf","WorkPackage","","","" +"bca261e0-edfb-4ae9-a429-17899dcc3c7f","WorkPackage","","","" +"f84caa7c-d04e-4ebb-8828-1a067b52aa16","WorkPackage","","","" +"c9392268-3c85-40db-8361-1720c13e725b","WorkPackage","","","" +"01ce8ed4-8e4f-44d8-8990-213ae6139200","WorkPackage","","","" +"7c61b90f-fe5d-4f4e-9764-7b5b20ffe3b4","WorkPackage","","","" +"2971ed89-74fe-4283-a33d-2f0697dc60ed","WorkPackage","","","" +"cf6d2487-eeb1-4f73-a435-3970f97ba456","WorkPackage","","","" +"935b7506-b5c3-4bd6-a572-91247979fc1e","WorkPackage","","","" +"43b7e660-b839-4c06-83d3-7950f767cb22","WorkPackage","","","" +"294e61a3-8bee-4907-b318-d5b99fea60ef","WorkPackage","","","" +"b29a94d5-7a1f-4bf3-8a3d-7bb455979aad","WorkPackage","","","" +"ef377b94-3b41-4980-afaa-f0c81132aa56","WorkPackage","","","" +"0b05a49c-01f4-40d8-826a-94bf1c2a46f0","WorkPackage","","","" +"d90a8ae7-81df-4f7c-8e5f-15b176520be2","WorkPackage","","","" +"66cdadf2-9f0f-4c35-b413-5c335c510815","WorkPackage","","","" +"17798601-ffe2-446d-b54f-05e3bcc158b9","WorkPackage","","","" +"2ec4fbc5-69cb-4b28-99b6-818c71c03759","WorkPackage","","","" +"e9fe9b7c-2bac-479a-b0fb-ea525f0a9896","WorkPackage","","","" +"94549956-14b4-47a5-a225-0d3f19b42af6","WorkPackage","","","" +"0b656da1-63fe-4374-b307-f0d6db8a710f","WorkPackage","","","" +"efb97b5e-bf50-46f4-9fe6-47b39c1c9e2e","WorkPackage","","","" +"f39197ac-aefe-412c-b445-5582023230d9","WorkPackage","","","" +"f8aec5e2-d5e6-4c3a-826d-ecd79f0fa29e","WorkPackage","20201201-0930-touch-point","","" +"f6022e56-580a-4991-a496-aeb00df30bf5","WorkPackage","deleteme1","","" +"id-13dc2b2ee96144d8a69423154c5095c7","WorkPackage","Deliver H2 (Work Package)","","" +"id-021952067a9e48699af49e23084eeee8","WorkPackage","Deliver H3 (Work Package)","","" +"id-33cb708524df40faa6f50ae7a9708bfa","WorkPackage","Enforcement as a Practice (EaaP) Project","In 2016, ISB completed an audit of the enforcement function that was executed by former Canada Revenu Agency (CRA) executive Dennis Meunier. This audit resulted in what has been termed the Meunier Report. The Meunier report provides 44 recommendations to ISB on how to improve the enforcement function and a related project – Enforcement as a Practice (EaaP) has been started to implement these improvements. The EaaP project has scheduled a Beta trial starting on June 7, 2021 and has requested that the electronic solution be in place so the software and new processes can be validated together.","" +"e16ebebf-2bd2-4471-8bbd-be5605c52811","WorkPackage","Epic","https://www.scaledagileframework.com/epic/","" +"dd9a1ef7-56d7-4c58-b139-4ba81ed1cdd4","WorkPackage","Feature","https://www.scaledagileframework.com/features-and-capabilities/","" +"id-7e9f8a68efdc42ec87a4108bdf16527f","WorkPackage","Process Improvement","Appendix B: Development of EA Principles +The development of architecture principles is typically influenced by the following : +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management).","" +"id-696c7159ce7f4480ad2e6055e311ba43","WorkPackage","SAS Team Prep Work (Work Package)","","" +"052f92c1-4a30-41ac-9aee-521b1c23222f","WorkPackage","Theme","https://www.scaledagileframework.com/strategic-themes/","" +"id-03d7449df3784351a9e89f17d20c9955","WorkPackage","Validate and GO! (Work Package)","https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-the-Migration-Process.aspx + +Validate and GO! +Your Remediation Items checklist may include tasks to complete when your site is in SharePoint Online. In addition to any rebuilding of functionality after your site contents have been replicated in your new SharePoint Online environment, you should check that your contents and their metadata (e.g. Created, Created By, Modified By etc.) have moved successfully, by comparing them with the SharePoint 2010 source. This comparison should include actual content itself and the metadata associated with it. + + + +Your SharePoint Online site is live as soon as migration is complete. Before you advise your site contributors and visitors your site is ready for use, be sure to review it to make sure it is working the way you expected. + + + +Expect some final reminders from the Project Team to guide you through these last steps. + +Post-Migration Message from the Project Team Confirms your migration status with a reminder to validate your site . +Final Project Team Message A final message that includes a message template for owners to copy/paste and send to their site contributors/visitors . +Owner Experience Survey We need your insight and feedback! Help us enhance the experience for owners in future migration waves. ","" +"id-3bab33a63d4244a988d061f5e5a2ba4b","WorkPackage","Wave 3 IM Migration (Work Package)","Migration performed as part of the IM Migration effort underway, from SharePoint 2010 to SharePoint Online (M365). +Wave 3 is due to happen on the weekend of September 2nd to September 6th, 2021. + +Countdown to Migration +The Project Team will migrate your site over a weekend – from Friday night to Sunday night. Before migration starts, your SharePoint 2010 site will be converted to Read Only. Plan for you site to be in Read Only mode for 4 days – from Wednesday night to Sunday night. +We will provide a message template you can use to alert your site contributors and visitors ahead of your site’s conversion to Read Only +You can still view all site contents while in Read Only +You will not be able to change or add content after it is converted to Read Only. If you need to work on a document, you will need to save it in a different location and then upload it to your site in SharePoint Online, after migration is complete.","" +"47401b22-4bae-43e2-89bc-877c34b38646","WorkPackage","Work Package","","" +"aa695aa4-9dc9-438d-9b31-39bcfa39ee5f","WorkPackage","Work Package","","" +"id-dacbdd50e444450eb2bcd18ff6ab6338","WorkPackage","Workload Migration and Cloud Enablement (Work Package)","","" +"id-24cd67810cd34a0eae1a3223045633d6","Grouping","""Lean"" and ""Agile"" Expected Outcomes (Grouping)","","" +"id-71120f45ecf041c9b3cf5d12c79fbfa5","Grouping","A STRONGER WORKFORCE","","" +"id-f4f26a89a61749bab95939c6aaa4449c","Grouping","A STRONGER WORKFORCE","","" +"id-69c0473ec4bf460ab62bb75eba4dfad5","Grouping","A WELCOMING CANADA","Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities.","" +"id-47cea49de9f7493190e09b69df042da7","Grouping","A WELCOMING CANADA","Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities.","" +"id-438ca9e19a864a1591d937507830585d","Grouping","ADDRESSING GAPS IN OUR SOCIAL SYSTEMS","","" +"id-025affabae8f46869f8500be0f4b48d3","Grouping","ADDRESSING GAPS IN OUR SOCIAL SYSTEMS","","" +"id-00f4109ebe89472994c5efc690e97700","Grouping","ADDRESSING SYSTEMIC RACISM","","" +"id-dcfd8f803a91437784e47942cd8a8c05","Grouping","ADDRESSING SYSTEMIC RACISM","","" +"id-fd863d3eb83d4eacbe7493b603d5f4d3","Grouping","API Standards","API Standards +Web service APIs are interfaces for data transmission or exchange using the Web’s HyperText Transfer Protocol (HTTP).4 +An API client can obtain data from an API or post data to an API. Analysis and transformation software can obtain source data and contextual metadata from APIs, can post integrated data to APIs, or can serve APIs from which integrated data is obtained. +There were 22,000 APIs registered with the ProgrammableWeb™ API Directory5 in June 2019, with the number growing at 220 APIs per month. Many domain-specific data structure standards (including FHIR, OFX, and the Open Banking Standard) define data structures used in APIs.","" +"id-54ff5535edc54078864e7f2006542648","Grouping","APM Assessment","This area contains Application Portfolio Management (APM) information related to affected applications (if applicable). It is used to highlight the current status of applications plus the short term and long term disposition as follows: ​ + +​1. Sustain​ - To leave as is and maintain.​ +2. Decommission ​- To retire (sunset) application.​ +3. Remediate ​- To improve code quality, developer productivity and overall reliability of application.​ +4. Re-Platform ​- To port an application from one technical platform to another by reusing (partially or fully) the code asset in the target platform.​ +5. Replace ​- Removing the existing application by decommissioning it and replacing it with another solution​ +6. Consolidate ​- Replace an application with another existing application capable of scaling.​ +7. Enhance/Expand ​- Reuse and extend functionality via development or additional software components/modules.​ + + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +In the APM context, an application is designated as Strategic, Core Delivery, or Supporting based on the top level capability within the Departmental Business Capability Model (DBCM) that it supports. It is deemed mission critical through the Business Impact Analysis (BIA) process according to TBS criteria. ​","" +"id-a08c0cc6b5ce4942b5fc985a8b7c09a0","Grouping","Appendix E: Definitions","","" +"id-dc2ced99b5184a14916841b311745b5b","Grouping","APPLICATION ARCHITECTURE","Application architecture +click here for Application Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/ApplicationGuide +Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases.","" +"id-be40e734c6b04e3a81aa2a51db61ec5f","Grouping","Application Architecture Principles","5. Application Architecture Principles","" +"id-b5ec0075c2d847a482d85c7f3fb6f45b","Grouping","Architecture Outcome","1. Enterprise/Strategic – the target state solution/architecture.​ +2. Tactical – a solution/architecture that is a step towards the target state.​ +3. Interim – a solution/architecture that is for a period of time that may or may not move towards the target state.","" +"id-d9846732bbe24d0da05a7812ab8e4473","Grouping","Architecture Principles Influencers","","" +"dc96dc80-0a95-4dc3-818b-8cc62198fd2a","Grouping","Assets at Risk","","" +"e861b2fc-9b47-4d53-8c55-9da526503ed9","Grouping","Assets at Risk","","" +"id-72ecc4c97ef84b739625366f5fe73a45","Grouping","Barriers Hindering EA (Grouping)","Barriers can hinder the Enterprise Architecture (EA) discipline at ESDC. In theface of such adversity, we need to confront these hurdles to pave the way for the digital government transformation journey. + +“There is a need for a paradigm shift in the way we define and deliver change in the organization. We need to weigh our decisions based on their value to clients and key stakeholders, and be outcome-drivenin our design approach to ensure that our changes are properly scoped and laser-focused. Changes should be considered across the enterprise to ensure that there is always common value derived from investments. We must also ensure that we are not reinforcing silos and creating disparate architectures, essentially sacrificing long-term business agility for short-term project agility. Adopting an approach that takes all of this into consideration is key and needs to be ingrained in the way we do business to ensure future success.”- Kevin Herman (Manager, Business Architecture) + +As EA practitioners, we need to remember that we are master change agents, and innovative and out-of-box thinkers. Moving forward, architects will need strong business skills and a proficiency in human interactions to guide investments and decisions across business and IT. This will allow the organization to create value by exploiting new digital government/business opportunities and innovation.","" +"id-ea1bd8adb6b24dc7ad836ca14fc1bdf2","Grouping","BDM Alignment","Alignment to BDM Target State Architecture (if applicable): +1. High – high degree of alignment to multiple IM/IT objectives or strong support of a major strategic objective. ​ +2. Medium – a good degree of alignment to multiple objectives.​ +3. Low – lower impact support for 1 or more objectives. ​ +4. Not aligned – vague or ambiguous relationship to objectives.","" +"id-e01e616e14f642da85129d8cb066b340","Grouping","BDM Capabilities and Enablers","","" +"id-f776fb34554340e09ac8a40ab0d88562","Grouping","BDM Core","1. Core – the proposed solution directly supports core departmental business or is otherwise critical to enabling the department (11-BDM) to deliver its mandate. ​ +2. Non-core – the proposed solution is not critical to fulfilling the departmental mandate or is a common, commoditized service not unique to ESDC (11-BDM).","" +"id-2cf0484e98774bc594e05a5e5cf7b7d1","Grouping","BDM Milestones, Year 1 (Grouping)","Year 1 (2020-2021 fiscal year) +• BDM System Integrators (SIs) Onboard onto QualiWare: SIs are using the QualiWare tool to create architecture information/data, models/diagrams, and deliverables for defining the BDM architecture. +• BDM Data Architecture: Foundational concepts of the information/dataarchitecture are leveraged to develop the BDM data architecture. +• BDM Outcomes Integration: The program’s benefits and dependencies between projects are linked to BDM tranche outcomes.","" +"id-2b0e1bed15ae4240ab584d570bd06f7a","Grouping","BDM Milestones, Year 2 (Grouping)","Year 2 (2021-2022 fiscal year) +• Emerging Technologies for Ancillary Components for BDM: Research of suitable technologies for BDM ancillary components continues.","" +"id-483a862468ac46b4ae7790914726e280","Grouping","BDM Milestones, Year 3 (Grouping)","Year 3 (2022-2023 fiscal year) +• Digital Government Platforms: Develop the Digital Government Platform architecture and the associated roadmap for the department while leveraging the BDM target-state architecture.","" +"id-347055e0fc024c5a9c5c90c16ed7e7fd","Grouping","BUSINESS ARCHITECTURE","Business architecture +click here for Business Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/BusinessGuide + +Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus.","" +"id-f634a78767d342f69ea26eb3fc66df56","Grouping","Business Architecture Principles","3. Business Architecture Principles","" +"id-61166f7bb63f4cb4b713350cc67234bc","Grouping","CANADA IN THE WORLD","We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity.","" +"id-1c78fd9a8feb4fa7a47edc4085502043","Grouping","CANADA IN THE WORLD","We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity.","" +"id-3ad744fbf08c4fc0b3af9dca99785051","Grouping","CANADA'S TOP SCIENTIFIC MINDS","From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way.","" +"id-491d03360e704bd2913381ab91b2617e","Grouping","CANADA'S TOP SCIENTIFIC MINDS","From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way.","" +"id-74e67f5279a647f4b1db60f6a4180104","Grouping","Capability","Indicates a GC-wide requirement that is not ​unique to ESDC. We should always “act as one” and seek all-of-government solutions wherever possible.​","" +"a62ce0e1-43a5-413a-8258-ec9ad80dbc80","Grouping","Common Services","","" +"f8abb2ee-cabd-4ce5-a879-6f7865ba28f8","Grouping","Continuous Monitoring","","" +"84960a7d-8ca4-4f5a-b241-256cec1a89f5","Grouping","Continuous Monitoring (copy)","","" +"id-3e18bc61942844e78679cada4f255147","Grouping","CREATING JOBS","","" +"id-7246b69ce9aa445ab75affc5acb57519","Grouping","CREATING JOBS","","" +"id-79d7cb736a2b437490e6d3a1903ce66d","Grouping","Data Analysis and Transformation Standards","Data Analysis and Transformation Standards +Data analysis22 is a process of inspecting, cleansing, transforming, and modeling data with the goal of discovering useful information, informing conclusions, and supporting decision-making. +Data transformation23 is the process of converting data from one format or structure into another format or structure. Generally, it does so while preserving the semantics of the data. +“Datafication” is a technological trend turning many aspects of our life into data (Cukier; see References). This often includes the transformation of unstructured and semi-structured data into structured data. Examples include natural language processing, computer vision, and signal (e.g., satellite imagery) processing. +There are standards that apply to data analysis and transformation professionals and processes, and there are standards for software data analysis and transformation programs.","" +"id-c50460d1e2ef43e4892465254807ac59","Grouping","Data Classification","1. Unclassified The data managed by the architecture has a data classification of unclassified.​ +2. Protected A The data managed by the architecture has a data classification of Protected A.​ +3. Protected B The data managed by the architecture has a data classification of Protected B.​ +4. Secret The data managed by the architecture has a data classification of Secret.​","" +"id-265c637c6f3c41e59a98c36b749292db","Grouping","Data Fabric and Data Mesh","Data Fabric and Data Mesh +A data fabric is an architected system that provides uniform access to data held in multiple, disparate sources. To do this, it uses data integration as the underlying implementation. A data mesh is an architected system which, like a data fabric, uses data integration implicitly, but which need not provide uniform access, and is based on data products. Relatively few enterprises have data fabrics or data meshes today, but their use is growing.","" +"id-c7de31940dc24c43beed100c698b8f5d","Grouping","Data Foundations Drivers For Change","1.2.7. Drivers for Change +In the first year after its creation, the CDO consulted broadly within ESDC and examined industry trends and challenges faced across Government of Canada (GC). Numerous challenges were identified by multiple stakeholders, and the following themes emerged: +• The collection, storage and analysis of data is widely dispersed across multiple branches, program areas and regions within the department. This has many consequences: +o Employees face barriers to accessing information they need to perform analysis that will benefit Canadians and the department +o Privacy controls and transparency of use of data for citizens is inconsistent across data holding and business lines +o Data from different program areas cannot be linked to accurately and efficiently support necessary, authorized policy insights requested by government +o Performance reporting, forecasting and workload management are limited and inconsistent across programs. There are inadequate performance measures that focus on outcomes. +• Program and project authorities take a tactical “program/project first, enterprise second” view toward data priorities resulting in little or no advancement toward strategic enterprise outcomes. +• Enterprise infrastructure to support advanced and emerging data analytics, for example modern data visualization practices, forecasting, machine learning and artificial intelligence does not exist at the enterprise level and cannot be consistently or effectively implemented in small program/project silos. +• ESDC has a very large investment portfolio with Statistics Canada that is scattered among many divisions and branches. Data collected from surveys, research and partners is difficult to integrate with program data to derive insights into how the program is responding to intended outcomes, or unintended consequences. +• In some areas where data is accessible and usable, low data literacy is limiting data value. +• Executives, accustomed to managing human and financial resources, lack the understanding, tools and skills needed to manage data as a resource with comparable skill. +• To get work done, employees often extract data from secure systems into network assets such as Excel work sheets to manipulate data. Executives often do not have clear line of sight into who has access to what data, and for what purpose. + +As a result of these and other challenges, ESDC is facing missed opportunities to generate strategic insights, to pursue opportunities, to reduce risks and to realize greater efficiencies. The department is also challenged to advance its commitment to open up more of its data holdings to the public and Canada’s research community. +Resources are limited and must be invested with probity and efficiency. ESDC must maximize opportunities and investments in data while reducing the burden on its own resources and on Canadian taxpayers.","" +"id-dbf8280c493c4672a88e42961f2a73bb","Grouping","Data Integration Challenges","Data Integration Challenges +Data integration projects are often conceived at a high level; for example, “Following the merger with our major rival, we will have a large, combined customer base to which we will market our products”. Such simple high-level statements typically omit to mention some difficult problems that Technical Architects and Data Architects must solve. For example, the major rival may well identify its customers in a different way to the group that it is joining, and collect different information about them. +This section outlines some of the key data integration challenges.","" +"id-18c7fce0b8f04b16ab560a9a0973e1a1","Grouping","Data Integration Context","Data Integration Context +A data integration may be architected as part of a Solution or Capability Architecture development or as part of an Enterprise Architecture development. The TOGAF® Standard (see References) defines an Architecture Development Method (ADM), and its Enterprise Continuum provides an overall context for architectures and solutions, and classifies assets that apply across the entire scope of the enterprise. +One of the key aspects of Enterprise Architecture implementation is data migration from the existing to the target environment. The target environment is generally rationalized and streamlined, entailing a major data integration effort to migrate the data. +Most data integration architectures are in the organization-specific part of that continuum, guiding and supporting organization-specific data integration solutions. Portals, integrated information environments (An Information Architecture Vision: Moving from Data Rich to Information Smart; see References), information sharing environments, and emerging data fabric/data mesh concepts are common systems architecture concepts, and they guide and support the use of vendor and open source data platforms that are common systems solutions. +A data integration is typically preceded by planning, discovery, and extraction, and followed by verification before the integrated data “goes live”. From that point, it is subject to lifecycle management, which determines its storage, use, and eventual disposal. These activities are all carried out in accordance with information governance, as illustrated in Figure 1: +• Plan: includes representing information holdings and identifying shortfalls, such as a lack of requisite quality +• Discover & Extract: includes analyzing the shortfalls, finding sources and information quality (often through metadata), assessing privacy and legality of extraction, cost-benefit analysis, and getting the information required directly or indirectly (e.g., through data as a service) +• Transform & Integrate: includes transforming data into a standard enterprise format, assessing information loss and resultant quality, information sub-integration (e.g., multi-sensor), creating metadata for integrated data, and integration with existing information holdings +• Verify: includes establishing the legal/privacy/policy framework, determining whether the integration is legal, determining whether the integration is in line with enterprise values and brand, and determining the need to transform (e.g., anonymize) integrated data +• Use: includes operations, decision support, and analytics; for example, Business Intelligence (BI) and Machine Learning (ML) + +
+ +In a complex case – for example, following a merger – there may be many data integrations carried out in parallel, and the integration may not be a “one-off” event, but a continuous process operating on data that is continually changing. This process may be partly or entirely automated. Establishing such processes can be a significant part of a Solution or Enterprise Architecture. +The Technology Architecture phase of a TOGAF architecture development includes the identification of appropriate technical standards. The standards described in this document are candidates for inclusion in the Technology Architecture of an architecture development that covers data integration.","" +"id-268f84f8bd7842f5b6b645b0c12a5eb3","Grouping","Data Storage Systems","","" +"id-385f5508153f4dedbad696e8c58f2172","Grouping","Deployment Model","This is an indication of the preferred deployment model. The deployment models are defined in the GC Cloud Adoption Strategy.​ +1. Public Cloud – a commercially available offering procured and security-assessed for the use of all Canadian public sector organizations. Under this deployment model, the public sector will securely share tenancy with private companies, non-profits, and individuals.​ +2. Private Cloud – a non-commercially available cloud offering tailored to the GC. Under this deployment model, the GC will be the only tenant residing in the cloud.​ +3. Non-Cloud – a traditional IM/IT environment for hosting legacy applications that cannot be deployed to a cloud environment.​","" +"id-c362b3076c6c4cad8eb5053355b3863d","Grouping","Digital Operations Strategic Plan - Modernization Priorities (PARTIAL)","From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 12: Digital Operations Modernization Priorities (DOMP)","" +"id-9a1a5b1143d24dd785a30a5cb0878fc8","Grouping","Digital Operations Strategic Plan - Strategic Actions (PARTIAL)","From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 11 – Digital Operations Strategic Plan – Strategic Actions","" +"id-6ad3a811fb0443288c6aa59c4d1f98f7","Grouping","EA CoP Presentation 2021-09-09 (Grouping)","Content within this Grouping relates to work in preparation to present at the (GC) Enterprise Community of Practice, on 2021-09-09, as requested by the GC Chief Architect. +Includes: + - Guidance from TBS (email).","" +"id-ff919a2e3692431fa2d8590af4d31742","Grouping","EA Repository-Related Principles (Grouping)","","" +"id-87c7ee5daa814e9aab7271e9284add3d","Grouping","EA Roadmap Resources (Grouping)","","" +"id-a07ac8b675be432da8626681e3f107ed","Grouping","EA Strategy Resources (Grouping)","","" +"id-83dea0a5024f4f039524dc9c485dda33","Grouping","EDC (Grouping)","","" +"id-67963a9e17f04815a588e1795ec8038c","Grouping","Enterprise Architecture Alignment","The IM/IT Alignment category is based on a weighted average score across 7 criteria: +1. Reducing Aging IT +2. Simplifying/Standardizing the Environment +3. Consolidating solutions +4. Standardizing business process(es) +5. Lowering overall IM/IT demand +6. Reusability across the Enterprise, and +7. Alignment to GC IM/IT strategic goals","" +"id-a30f01f7d9b44eca9c746cc7c355538e","Grouping","Enterprise Architecture Principles","2. Enterprise Architecture Principles","" +"id-d6c47ffb24d3476a8101b4b7e3bd5455","Grouping","ESDC 2020-2023 Departmental Information Technology (IT) Plan (PARTIAL)","","" +"id-c758029e1b4444b1a590d6991c52b964","Grouping","ESDC Chief Data Officer (CDO) Directives","","" +"id-dcadb992b1f44ca2a7e33c06b519f660","Grouping","ESDC EA Repository Topology (CURRENT) (Grouping)","","" +"id-bc083d97b4014e9bbb61fb1f1a2b0c23","Grouping","ESDC EA Repository Topology (FUTURE) (Grouping)","","" +"id-e5b0073b20854a6093dad28640a760b7","Grouping","ESDC's Mandate and Role","","" +"id-d7ccb62fd4f54e439093c2c41ebd3d09","Grouping","EXTERNAL CLIENTS","","" +"id-1dbe122f775a41f3833c6e66ebfe8767","Grouping","FISCAL SUSTAINABILITY","","" +"id-86ff2799662b4ab9a6418370d5d5b80f","Grouping","FISCAL SUSTAINABILITY","","" +"id-ceec9f698f84487791261ba5eb8ffc22","Grouping","Further Readings (Grouping)","Further Readings +Working in the open is something we should all strive to get accustomed with. As public servants, this is a unique opportunity to change our mindset and get closer to the people we work for as well as to increase the chances of reusing existing ideas and solutions instead of starting from scratch. + +On the topic of reusability, which probably should be its own post, it’s important to realize that various jurisdictions have very similar needs and challenges, yet we work in isolation by default given our varied levels of responsibilities, mandates, and legislations. A few examples could be around signing in a government account (or many!), creating web forms, displaying web content in an accessible manner, etc. + +There are many articles and research exploring this topic so here are a few links if you are interested. Needless to say that public administrations in general are ripe for reusing solutions and ideas to increase the quality of their services to citizens! Working in the open is essential to enable the discoverability of such reusable solutions!","" +"id-26b4debf18e5449aac8146486d3dd017","Grouping","GC Strategic Plan for IM/IT: Strategic Coals","Strategic goals +The overarching strategic goals of service, value, security and agility, along with the IM-IT mission statement, set the direction for the GC Strategic Plan for IM-IT. The GC is committed to: +• offering responsive and innovative IM-IT services that meet business needs, enhance the end-user experience and enable digital service delivery +• making smart investments that ensure high-value and cost-effectiveness +• ensuring a secure, accessible and resilient enterprise infrastructure that enables the trusted delivery of programs and services +• providing a connected and high-performing workforce that uses modern tools + +Strategic goal 1: service +A responsive, open and innovative IM-IT environment supports the delivery of integrated, accessible, client-centred programs and services to Canadians and: +• aligns architecture and plans to a “whole of government as one enterprise” vision +• simplifies IM processes and systems to ensure that they are effective, support objectives for openness and relieve burden on GC workers +• continues the enterprise-wide approach to delivering IM-IT services +• adopts emerging technology to improve program and service delivery such as artificial intelligence and blockchain + +Strategic goal 2: value +Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and: +• encourage collective use of resources, tools, processes and systems +• develop enterprise-wide solutions to address common business needs +• ensure sustainability of IM-IT systems and infrastructure +• strengthen data governance and accountabilities +• adopt more agile procurement approaches, where possible + +Strategic goal 3: security +A secure and resilient enterprise infrastructure protects information and data, enables the trusted delivery of programs and services, and: +• enhances security measures to minimize risk +• provides more consistent management of government networks +• protects personal and sensitive information +• broadens awareness of cybersecurity risks + +Strategic goal 4: agility +An agile, connected and high-performing workforce with modern tools: +• attracts and retains highly skilled and diverse IM-IT talent +• provides a technologically advanced workplace that supports mobility +• promotes digital literacy and collaboration +• pilots new practices, processes and solutions that exploit information as a strategic asset +• rethinks how data and information professionals can help meet current and future business needs","" +"id-fa666dc53f0d4facbbaac6829cddf255","Grouping","Guardrails and Governance (Grouping)","Guardrails and Governance +4. People Guidance and Inspiration – Organizational governance frameworks must guide people, process, and technology decisions with clear ownership of decisions, policy, and aspirational visions. +5. Risk and Complexity Reduction – Governance must both reduce complexity (i.e., simplify) and reduce threat surface area. +6. Alignment and Automation – Policies and security success metrics must map directly to organizational mission and risk requirements and should favor automated execution and reporting. +7. Security for the Full Lifecycle – Risk analysis and confidentiality, integrity, and availability assurances must be sustained for the lifetime of the data, transaction, or relationship. Asset sensitivity must be reduced where possible (removing sensitive/regulated data, privileges, etc.), and assurances should be provided for the risk of data in use, in-flight, and at rest.","" +"id-8986d5137fd64ac5b461ae05c4921221","Grouping","Guiding Principles","Guiding principles (GC Strategic Plan For IM&IT 2017-21) + +Principle 1: client and service-centred design +GC solutions and services are designed from a client-centred and end-to-end digital service delivery perspective to increase the value they bring to clients through: +early user engagement +convenient access and availability through multiple channels +pre-population of information when possible and where appropriate +simplified, streamlined and joined-up workflows +reuse of information where appropriate +rigorous user testing + +Principle 2: open +GC information and data is open by default, ensuring that: +information and data are made open to the public to the greatest extent possible +new processes are designed to enable and facilitate proactive release of government data and information by default +the public actively participates in policy, program and service design +citizens are consulted and engaged in government decisions and operations +GC employees work “in the open” + +Principle 3: enterprise first +Departments will follow common standards, approaches and direction, and use existing enterprise assets, such as processes, data, contracts and solutions, as accelerators where: +information is created once, reused numerous times, and managed GC-wide as a single-aligned asset that is consistent, standardized and interoperable +solutions support the use of open standards, are scalable and can be rapidly deployed +cost-effective and efficient business solutions facilitate information and data integration, reuse, management, sharing and analytics +common business needs are addressed through enterprise or shared solutions, and departments stop investing in departmental legacy systems and refocus efforts, resources and funds on becoming ready to adopt an enterprise or shared solution and on accelerating its implementation +efforts across the GC are more coherent, integrated, secure and effective + +Principle 4: secure +GC information is safeguarded for security, privacy and confidentiality, is monitored to prevent leaks, and is protected for future generations. + +Principle 5: cloud first approach +Departments will explore “… as a service” (XaaS) cloud services before developing solutions in-house. This includes private and public cloud offerings. + +Principle 6: enable a modern workplace: anywhere, anytime with anyone +The GC strives to be an innovative organization that: +provides its employees with modern technology that supports information retrieval, use, sharing and collaboration by making information and data accessible when and where needed +provides customizable tools and resources with minimized learning requirements for users +provides automated, digital processes in support of better services +attracts, retains and encourages public servants to work smarter and be innovative, greener and healthier so that they better serve Canadians + +Early thinking on new digital principles is in progress in support of the shift to digital (see Appendix F).","" +"id-aa5be81cbd4a4339bcb1b4d09c61bf56","Grouping","HL Business Requirements (Grouping)","","" +"id-4975f12552044b2689cc2584a8a95b9f","Grouping","HL Solution Requirements (Grouping)","","" +"id-56e2b7a6d5f3444bba5f80c822b99055","Grouping","Horizon 1 Constraints (Grouping)","","" +"id-2e57cf26edf444d3a1945a2421f357c4","Grouping","Horizon 1 Outcomes (Grouping)","","" +"id-1739f2a311b44404abca36f4d2e9c034","Grouping","Horizon 2 Goals (Grouping)","","" +"id-3e131b7fe60a4d319a1858b86fa4fa1f","Grouping","Horizon 3 Goals (Grouping)","","" +"id-704cfb6e32d94ed48dbbc4682373ae6a","Grouping","How Data Integration Works","A typical data integration scenario is illustrated in Figure 2:. Source data is analyzed and transformed to produce integrated data. The nature of the analysis and transformation is determined by contextual metadata. +Figure 2: Data Integration","" +"e1574688-af5c-40f4-a55c-8cf4b446f80e","Grouping","Implemented Control Measures","","" +"8bc8c0ce-728e-4ad0-b0aa-79528ac70b84","Grouping","Implemented Control Measures","","" +"id-333f751818a846ab8881efa5ca996043","Grouping","IN SCOPE","","" +"id-f4224e0722fe45a09b174bc81d7b1b34","Grouping","INFORMATION ARCHITECTURE","Information architecture +click here for Information/Data Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/DataGuide + +Information architecture includes both structured and unstructured data. The best practices and principles aim to support the needs of a business service and business capability orientation. To facilitate effective sharing of data and information across government, information architectures should be designed to reflect a consistent approach to data, such as the adoption of federal and international standards. Information architecture should also reflect responsible data management, information management and governance practices, including the source, quality, interoperability, and associated legal and policy obligations related to the data assets. Information architectures should also distinguish between personal and non‑personal data and information as the collection, use, sharing (disclosure), and management of personal information must respect the requirements of the Privacy Act and its related policies.","" +"id-de4b15d7e9444cb78139ae43aafc2f79","Grouping","Information Architecture Principles","4. Information Architecture Principles","" +"id-f1bfe8662cc141c292be32dd0cfd3546","Grouping","Information Management Lifecycle (Grouping)","https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx","" +"id-112cd39e21ec4905bed54e3a6d51723e","Grouping","Innovation, Information and Technology Branch","","" +"id-5e65094f5a9849cb8cf9db9ef315773d","Grouping","Integrity Services Branch - Service Canada","","" +"id-2520a3aa400d4f65ae7176b288496d7d","Grouping","INTERNAL CLIENTS","","" +"id-504ffae776f14e8ab3a881db347b360a","Grouping","IT Complexity","A preliminary high-medium-low complexity rating based on workshop consultations and a weighted average score across 7 criteria. +http://architecture/ATS-SAT/ARPLite1516/Shared%20Documents/2015-16/Scoring/Alignment%20Scoring%20-%20Business,%20IT,%20Complexity%20SD%20scores.xlsx","" +"id-380efd0e43d44293aab2b61fcdf574d4","Grouping","Lean and Agile Architectural Philosophy (Grouping)","","" +"id-336b051ef3134fb994cd8177d12581ba","Grouping","Lean Or Agile? That Is The Question (Grouping)","Lean or Agile? That is the question + - SAFe (Scaled Agile Framework). + - Lean-Agile transformation. + - Agile Manifesto. + - Lean thinking. + +These terms have been circulating since the inception of the EA Strategy and Roadmap. As Lean-Agile leaders, we need to drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential. + +Becoming a “Lean” enterprise is neither simple nor easy. Business agility requires anew approach to leadership. To inspire and motivate you to pursue a better way of working, below are the principles of the SAFe Lean-Agile Mindset. + +""The leaders of companies set the tone and direction for thepeople. Hypocrites, liars, and self-interested leaders createcultures filled with hypocrites, liars, and self-interested employees. The leaders of companies who tell the truth, in contrast, will create a culture of people who tell the truth. It is not rocket science. We follow the leader."" +- Simon Sinek, Leaders Eat Last: Why Some Teams Pull Together and Others Don’t","" +"id-437f6c1fddb24c1c97ac642f45de1d75","Grouping","Legacy Data Centres (Grouping)","","" +"id-84157e5721e44dfb872da7306913de0a","Grouping","LMS-R Business Requirements","Business Requirements +a) Flexibility across access points for learning, whether in formally structured face-to-face, hybrid and flipped, or fully online learning, and whether for certification-seeking learners, self-directed learners, community-based social learning, or open educational resources +b) A cloud-based SaaS that is platform and device-agnostic, accessible by all users, including system administrators, without the need for any additional software installation. +c) Cloud-based Solution that is certified in accordance with IT security requirements for the Government of Canada Security Control profile PBMM. +d) The LMS complies with GoC Accessibility requirements, including full accessibility in agreement with the Accessible Canada Act and industry standards WCAG 2.1 on all technology platforms used by the solution. +e) All upgrades, including regulatory updates, are provided at no additional cost. +f) Create and select for use course material in both official languages, all users need to be able to toggle/switch between both official languages (English / French). +g) The Solution must scale to at least 40,000 Authorized Users and allow for scalability over the lifespan of the Contract. +h) Allow all users (both learners and those with special access rights) to login and use the LMS solution via web browsers on laptops/tablets/computers as well as either web browser or app on a variety of mobile devices (including Android and Apple). +i) Compatibility with external 3rd party e-learning content suppliers via single sign-on. +j) Multiple SaaS environments (Development, Testing and Production) hosted in a secure data center environment located in Canada +k) Multi-tenancy configurations with granular access, individual branding and roles (reflecting a departmental structure of approximately 11 organizations, each with approximately 1 to 2 sub-organizations) to distinguish between functional areas, learning activities, content, and other differences identified by the Project Authority in Phase 1. +l) Must allow ESDC to configure and maintain the solution as required +m) Have the capacity to host over 200 different courses??, host XXXX number of Learning objects (SCORM, MP4, MP3 etc.) provide at least 1 TB of storage. +n) Support a wide variety of delivery methods (e.g., classroom, virtual/online classroom, blended learning, self-paced, asynchronous online, blog, e-reference, forums, webinars, micro-learning, etc.). +o) Support social learning through blogs, forums, groups sites, Communities of Practice, file sharing, etc. +p) Ability to publish content from the integrated authoring tool directly to the LMS for testing and use in course. +q) Product Roadmap and Releases - Based on previous product releases, the Contractor must demonstrate continuing product investment by having a minimum of two substantive product releases per year based on previous product releases. +r) The Contractor must demonstrate the availability of a product roadmap. +s) The Contractor must demonstrate a process that defines how the user community can propose enhancements and new features and how and when product features are decided, prioritized, developed and released.","" +"id-b3b5229a91ae488f9835001567165ccd","Grouping","LMS-R Expected Compulsory Requirements","Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication.","" +"id-22dc1897949f433f91c3047c1f17c09f","Grouping","LMS-R Key Drivers","","" +"id-88c6a7a49660442b847d67dc9da5c343","Grouping","LMS-R Non-Functional Requirements","Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics.","" +"id-d527ac96786b45b782b4d4e5d425978c","Grouping","LMS-R Question Sections","","" +"da6b419d-97ca-40db-a96d-9826fd5085e1","Grouping","Loss Events","","" +"dcbd22f9-4fb1-41a1-ad82-5c0c127d0bdc","Grouping","Loss Events","","" +"3552ad31-9b4a-47d6-b758-fd0a64fcc3e7","Grouping","Management Plane","Management Plane Management Plane : monitoring and configuration for all layers of stacks, centralized control area. These services include the UI, management API, and analytics.​","" +"id-f2da1d93eb9f4267a3c537cc51ef769f","Grouping","Mandate","1. Core – the proposed solution directly supports core departmental business or is otherwise critical to enabling the department (11-BDM) to deliver its mandate. ​ +2. Non-core – the proposed solution is not critical to fulfilling the departmental mandate or is a common, commoditized service not unique to ESDC (11-BDM).","" +"id-27934dc746714d3d90a8d77946323476","Grouping","Metadata Standards","Metadata Standards +Metadata is data that describes and gives information about other data. It can describe structured data or human-readable content. +The Data Management Body of Knowledge (DMBOK®) (see References), defines metadata as “data used to manage and use data”, and says that it “describes what data an organization has, how it is classified, where it came from, how it moves within the organization, how it evolves through use, who can and cannot use it, and whether it is of high quality”. +Metadata is often used to describe the semantics of data. Semantics can be defined as the meaning or relationship of meanings of a sign or set of signs (Merriam-Webster Dictionary; see References). In the context of data, this is the meaning or relationship of meanings of a data value or collection of data values. Data semantics standards generally assume some kind of data structure. +Metadata can also be used to hold information that supports data management and integration processes, such as data synchronization, governance, quality control, defense, and security. For example, creation/modification time information can support data synchronization. +Metadata may be provided by a data storage system such as those shown in Table 9. +Table 9: Examples of Data Storage Systems","" +"id-26286a8d9ebf43ad87b95e57d0faeefd","Grouping","MICM2 BENEFITS","","" +"id-7b625b682b7d4c94848af6ae99744d91","Grouping","MICM2 INPUTS","From BC Solution Context Diagram","" +"id-b6af956925324ef5a2e63a7331bb3b2f","Grouping","MICM2 OUTPUTS","From BC Solution Context Diagram","" +"id-0912b9af023b4ed5942be4367d6a0f9a","Grouping","MICM2 Solution Users","","" +"id-250378049d3d442d98d65341086bdc02","Grouping","MISSION FULFILLMENT","2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis.","" +"97bff89d-4c61-4e27-a68d-b0b08db0bb65","Grouping","Network","","" +"a2fd70b1-1db7-46b9-a4f7-1715c7a48b52","Grouping","Network (copy)","","" +"id-a51509cfba5e4706937ad6ae48884d61","Grouping","Organizational Value and Risk Alignment (Grouping)","Organizational Value and Risk Alignment +1. Modern Work Enablement – Users in organizational ecosystems must be able to work on any network in any location with the same security assurances, increasing productivity. +2. Goal Alignment – Security must align with and enable organization goals within risk tolerance and threshold. +3. Risk Alignment – Security risk must be managed and measured consistently using the organization’s risk framework and considering organizational risk tolerance and thresholds.","" +"id-0e6cf6bc918d45ea8c103fa634c0e9f1","Grouping","OUT OF SCOPE","","" +"id-cb1b25040c044e85affdbeaa043c5268","Grouping","PARTNERS / ENABLERS","","" +"id-3b6a194455f443b0b3dfd5617497b99b","Grouping","PARTNERS / ENABLERS","","" +"id-7e7ae9a9fc7d4ff7819a17257dc68f06","Grouping","PROJECT / PROGRAMME","","" +"id-3dfa9599b2924cd1acd4b6c211bc53a0","Grouping","PROTECTING TWO OFFICIAL LANGUAGES","Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec.","" +"id-a747f382197341d5b6ab949e60dae81a","Grouping","PROTECTING TWO OFFICIAL LANGUAGES","Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec.","" +"aaed957f-79d7-42e4-9cf3-38b0ce5fd4c0","Grouping","Recommended Security Control (SA&A process)","Definition: A management, operational, or technical high-level security requirement prescribed for an information system to protect the confidentiality, integrity, and availability of its IT assets. Security controls are implemented using various types of security solutions that include security products, security policies, security practices, and security procedures. (ITSG-33/HTRA)","" +"28cb820f-fa34-4b0f-bde7-f7d824a14626","Grouping","Recommended Security Control (SA&A process)","Definition: A management, operational, or technical high-level security requirement prescribed for an information system to protect the confidentiality, integrity, and availability of its IT assets. Security controls are implemented using various types of security solutions that include security products, security policies, security practices, and security procedures. (ITSG-33/HTRA)","" +"6c8e38a1-6a4d-4641-90f6-440c7602d4c3","Grouping","Recommended Security Controls","","" +"id-209ce897347b4d4580cc145b6b274b28","Grouping","RECONCILIATION","Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019.","" +"id-29944354f3544b69a7d53071bef644be","Grouping","RECONCILIATION","Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019.","" +"id-11980fd5b1fa49809fd34383326f70e6","Grouping","References","References +(Please note that the links below are good at the time of writing but cannot be guaranteed for the future.) +In addition to the references listed below, Table 1 through Table 17 provide comprehensive links to relevant information.","" +"id-ea2d15e6e6dc49ca84f72bf7981d839a","Grouping","REGIONS","","" +"id-db957d2205b14914b30135c6980cb234","Grouping","Representation Standards","","" +"id-356f9df4798943338e85a0593af3077d","Grouping","REQUIRED CAPABILITIES (LEVEL 3)","","" +"id-f568ea2e161b49739e62c41342b38c87","Grouping","Research, Vision and Strategy Activities","1.4.1. Research, Vision & Strategy +The first step in any business is “know thy customer”. For ESDC, this entails collecting information through partners, research and surveys to understand our clients: people and businesses. This information, describing client needs and the operating environment of the business, needs to be integrated with departmental data holdings. This will enable us to serve our clients, but also to meet the needs of our own executive and our partners. This critical first step, understanding both business challenges and challenges in domains such as data, policy, technology, etc., forms the first part of foundations: Research, Vision and Strategy comprising five activities: +• Demographic Data Intake Partnerships Establish the capability to obtain on a continuous basis partner available data that describes the ever-changing operational environment of the business, particularly the client base and their needs. +• Surveys and Research Identify gaps in available data that describes the operational environment of the business, and act proactively to fill those gaps. +• Data Strategy Define the path and provisions needed to progress the business management of data as an asset. +• Data Policy Support the strategy with overarching policy that provides guidance to ensure that organization acts in a manner that is consistent with successful implementation of the strategy. +• Data Governance Define the roles and procedures that assure the effective management of data, i.e. to ensure that as a critical resource, data is available as needed to support the business and safeguarded to ensure its availability, confidentiality and integrity. +","" +"b9b85c52-b22d-45de-bb50-ca01eaca0e4b","Grouping","Resource Protection","","" +"f8e78da4-3867-4f95-aed6-ed7ac327dae7","Grouping","Resource Protection (copy)","","" +"id-556c054d706b46878f7d3b55afd2279e","Grouping","Run-Grow-Transform","From the Government of Canada Application Portfolio Management Strategy, “GC will leverage IM/IT Plan Investment categories Run, Grow and Transform to determine the type of discretionary and non-discretionary investments being made to balance mandatory and discretionary investments to both sustain and renew existing applications and improve service delivery.”​ +1. Run – “Non-discretionary investment that is required to sustain regulatory compliance or ongoing operational and maintenance costs to support business outcomes and service delivery.”​ +2. Grow – “Discretionary investment that is required to enhance or change existing business outcomes and service delivery.”​ +3. Transform – “Discretionary investment that is required to transform business outcomes and service delivery through innovation.”​","" +"9cf23af9-606b-4ac9-9e51-fb1d7b0bbb54","Grouping","Runtime Plane","The runtime plane is a set of containerized runtime services that you set up and maintain in your own Kubernetes cluster running on a supported Kubernetes platform. All API traffic passes through and is processed within the runtime plane.​ +","" +"id-baafe690c26841e5b03525276b2d68f1","Grouping","SA Services (Grouping)","","" +"id-02d4a63a897743b89718cbc5e843ca3b","Grouping","SAS-Identified Constraints (Grouping)","","" +"id-cb0186d5f08f425b99dd82050690ba02","Grouping","Security and Privacy Architecture Principles","7. Security and Privacy Architecture Principles","" +"id-dd9d54d06e6b46038fa10d6b876d0a61","Grouping","SECURITY ARCHITECTURE","Security architecture +click here for Security Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/SecurityGuide +The GC Enterprise Security Architecture program is a government‑wide initiative to provide a standardized approach to developing IT security architecture, ensuring that basic security blocks are implemented across the enterprise as the infrastructure is being renewed.","" +"id-d505386859204aa8bc7f709d441cf4c5","Grouping","Security Architecture","","" +"id-67ee136abb8143179a89e06eb08ae4f7","Grouping","Security Controls (Grouping)","Security Controls +10. Simple and Pervasive – Security mechanisms must be simple, scalable, and easy to implement and manage throughout the organizational ecosystem (whether internal or external). +11. Explicit Trust Validation – Assumptions of integrity and trust level must be explicitly validated against organization risk threshold and tolerance. Assets and/or data systems must be validated before being allowed to interact with anyone/anything else.","" +"id-4fe395aeaeeb4509ab43e2fdf2db828b","Grouping","SharePoint (365) Online Groups (Grouping)","","" +"id-d5f4c23cc91d442992ad584bb6088ca0","Grouping","SharePoint 2010 High-Level Roles (From SharePoint 2010 Support Team) (Grouping)","","" +"id-72a12ce2bf8743d0a9eccf0112a1b584","Grouping","SharePoint 2010 Permission Levels (Grouping)","From: Domond, Christine C [NC] +Sent: July 20, 2021 11:40 AM +Subject: ticket 8013542 - FULL Access (Addition to SP2010 Group SAS_Owners) + +SharePoint Permission Levels +The first step to managing permissions in SharePoint is to understand what actions the various permission levels authorize a person to perform. As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. +","" +"id-ee2b71c20d474c528bbd278fbb664360","Grouping","SharePoint Online (365) Permission Levels (Grouping)","","" +"id-21d0b1dac3684b2393b86bdb7843288c","Grouping","SharePoint Online (365) SAS Custom Groups (Grouping)","","" +"id-ae47d9057355434b86d21e65b5ace7d0","Grouping","SharePoint Online Roles (From Migration Page) (Grouping)","","" +"id-d627f26071434f30a9280ca08bae35f2","Grouping","Sources","","" +"id-ccd1d3719f1c4c73aee0f9fd934256f1","Grouping","Strategic Actions: Information and Data Sharing","Information and data sharing +Interoperable platforms are the backbone of data and information sharing, big data analytics and collaboration. By seizing on these opportunities, government can create a modern workplace in which employees have the enabling tools needed to keep pace with the expectations of the Canadians and businesses they serve. + +Determine the feasibility of developing a “tell us once” approach for government (planned actions) +TBS will investigate the “tell us once” approach for the GC from various perspectives to understand possible risks and challenges including: security, privacy, IM and IT. + +Build a platform for enterprise interoperability (actions underway) +TBS will continue to work with stakeholders to develop a unified service approach and to create a set of modern integration tools called the GC Interoperability Platform (GCIP). This platform acts as an information broker, enabling the exchange of data and information between enterprise systems, departments and governments. + +The GCIP project will implement a central data exchange where information can be shared securely and reliably between government applications. Three core solutions for financial management, human resource management and information management will be connected to seamlessly exchange information, regardless of the technologies underpinning them. These systems operate on a “tell us once” principle, where data is entered in one system and then reused by multiple other systems, as legislation and policy permit, thus reducing the need for duplicate data entry while improving data integrity and accuracy. + +This work will lay the foundation to link internal departmental information with solutions for delivering programs and services and enable greater GC-wide collaboration when designing digital services. + +TBS will continue to lead the adoption of a common GCIP to support information sharing inside and outside the GC domain. This approach will enable business process improvement within the government and across jurisdictions, leading to improved program and service delivery for citizens and businesses. + +Through the creation and use of a governance framework (policies, directives, guidelines and open standards) for the GCIP, TBS will: + +foster openness and collaboration +promote digital services +advance enterprise interoperability and information sharing across the government +Introduce a strategy for use of open source software and open standards (planned actions) +The use of open source software supports interoperability and information sharing and should be considered in the assessment of IM-IT solutions. Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications, making them more robust and interoperable. The use of open standards ensures interoperability between products and systems, and maintains flexibility within the IM-IT environment. TBS will lead the development of a strategy to set direction for the government on the use and release of open source software and open standards that will be ratified by GC EARB. + +Introduce a mobile application strategy and framework (planned actions) +Canadians and business want to use mobile applications to interact with government data and obtain government services. As part of the overall web strategy, TBS will lead the development of a strategy and framework for the development and management of mobile applications that are easy to use and trusted that will be validated through GC EARB. GC mobile applications will be identified on Canada.ca and available through application stores. + +Develop an application programming interface strategy (actions underway) +APIs are used to reveal GC digital capabilities and can be combined and reused to create digital services. APIs are increasingly becoming the way to facilitate sharing of government data and information and, as such, are foundational building blocks that support the GC’s commitment to digital services. TBS will develop an API strategy for the GC. + +Introduce a government API store (actions underway) +TBS will lead the creation of an API store to support information sharing with Canadians, business and other entities external to government. Departments have already made available a number of APIs. The GC API store will offer a consistent means to discovering APIs and subscribing to them. The store will provide API publishers and users with a central, multi-tenant API management platform that includes: + +a searchable catalogue +version control +automated access provisioning workflows +Operating under a self-service model, API publishers will be allowed to sign up and benefit from “active documentation” that allows them to drill into API definitions, try APIs and share their feedback in the store’s forum. + +Interoperability, mobile applications and APIs are key elements to supporting digital services for the GC. + +Enhance online infrastructure to enable departments to release their data and information (actions underway) +Having reliable infrastructure in place to ensure the maximum release of government data and information ultimately results in: + +a platform for Canadians that enables access to open government data and information +the opportunity to meaningfully engage on related issues +The long-term goals of these activities are to deliver value to Canadians through open information and data that: + +fosters greater citizen participation in government +promotes innovation +creates economic opportunities +Canada’s Open Data Exchange (ODX) is an organization that helps Canadian companies make use of open data. TBS will work with the ODX to deepen insight into the commercial open data landscape and to understand what challenges need to be overcome in order to make Canadian open data companies more competitive. + +Develop a master data management program (planned actions) +In an open and distributed operational environment such as the GC, there is a risk that business-critical data becomes redundant, inconsistent and scattered throughout the enterprise. + +Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability. + +TBS will work with key business owners (for example, the Office of the Comptroller General and the Office of the Chief Human Resources Officer) to establish a government-wide MDM program to formally identify standard data elements and single authoritative sources for key information domains, where appropriate. + +Advance analytics (planned actions) +Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy. Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends. Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives. + +TBS, working with departments, will lead the development of requirements for an enterprise analytics platform. + +TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing. + +Implement a platform for external collaboration (actions underway) +Technology makes it easier for citizens, academia, scientists, businesses and government to share ideas and information and to collaborate with one another. TBS will lead the establishment of an external collaboration service provider to host departments and provide them with a dedicated workspace and computing storage for unclassified and transitory data. Cloud pilot projects will test-drive requirements and determine the most suitable platform to meet government business, information and security needs. + +TBS, in collaboration with departments, including PSPC and SSC, provides departments with a secure platform called GCCollab to: + +share opinions, information and analyses +collaborate with external partners, academia, businesses, other governments and citizens +While meeting the government’s requirements for security classification, disposition and recordkeeping, the platform will support an array of functions such as document sharing, co-authoring, assigning tasks, organizing meetings and holding discussions. + +Implement GCDOCS (actions underway) +Time and productivity are frequently lost due to the lack of consistent tools and systems to help employees store, search and find the information and data they need to do their jobs. Enterprise IM solutions such as GCDOCS streamline and simplify these processes, but they need to be configured properly to make back-end IM processes as invisible as possible to users. + +Automation can provide opportunities to: + +simplify and streamline key IM processes and practices +deliver a seamless user experience that relieves burden on individual GC workers +Furthermore, implementing integrated and standardized solutions across departments can help make it easier for GC employees to find, use and share the information and data they need to do their job, while ensuring consistent, foundational management of GC information assets. Information and data can be leveraged to help departments achieve their business objectives and meet their mandated requirements. + +TBS and PSPC will enhance the government-wide GCDOCS service for departments, including: + +full deployment by 2022 +broadening its integration with back office systems +piloting its use as a tool for increasing the openness of government information +Migrate websites to Canada.ca and assess options for a single GC digital service platform (actions underway) +The GC’s Web Renewal Initiative will improve Canadians’ access to GC online services through a single online window (Canada.ca). This initiative will bring hundreds of existing sites into one, designed to better meet the needs of Canadians. TBS will develop a new strategy to set further direction on providing a single window to Canadians for all GC information and services and create the conditions required to transition to a single GC service platform.","" +"id-d9aa9ad423e84e22b701a9f7c3680cde","Grouping","Structure Standards","Structure Standards +According to the Encyclopedia of Computer Science (see References), a data structure is a collection of data values, the relationships among them, and the functions or operations that can be applied to the data. A data structure standard defines such a collection in general terms, so that it is possible to determine whether a particular collection of data values is an instance. +(There are differing definitions of structured data, semi-structured data, and unstructured data, and the industry has not yet reached consensus on them. Arguably, any collection of data values has some structure. How non-trivial that structure must be for the collection to qualify as structured or semi-structured is for debate.) +There are generic data structure standards that can apply to any application domain, and domain-specific data structure standards that define data structures appropriate to specific application domains.","" +"id-c991871b08434a52970dad61d2252d2d","Grouping","SUPPORTING BUSINESSES","As the Government invests in people, it will continue to support +job-creating businesses.","" +"id-66275e0bc87f4728a1c74649f1bb43be","Grouping","SUPPORTING BUSINESSES","As the Government invests in people, it will continue to support +job-creating businesses.","" +"id-25455ddf5cca4dcf8b93a04d3a0ab23a","Grouping","SUPPORTING WORKERS AND THEIR FAMILIES","","" +"id-2d19c95e9120418ab480be5f74d3a07b","Grouping","SUPPORTING WORKERS AND THEIR FAMILIES","","" +"id-4a43e74be4cd41d2bb3bd50e527e0d49","Grouping","TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE","","" +"id-de4db5d909bb4cce8b7ded11a7431705","Grouping","TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE","","" +"id-9aa1520caa494f0fbe5d899cc924b823","Grouping","TASK TEAM / PROJECT TEAM","","" +"id-d79b847949854ad6a774561cf685ed58","Grouping","Technology (Grouping)","Technology +8. Asset-Centric Security – Security must be as close to the assets as possible (i.e., data-centric and application-centric approaches instead of network-centric strategies) to provide a tailored approach that minimizes productivity disruption. +9. Least Privilege – Access to systems and data must be granted only as required and removed when no longer required.","" +"id-dcc9bd27db864842b077f77364ffb908","Grouping","TECHNOLOGY ARCHITECTURE","Technology architecture +click here for Technology Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/TechnologyGuide +Technology architecture is an important enabler of highly available and adaptable solutions that must be aligned with the chosen application architecture. Cloud adoption provides many potential advantages by mitigating the logistical constraints that often negatively impacted legacy solutions hosted “on premises.” However, the application architecture must be able to enable these advantages.","" +"id-3882d16afeff4b438fa82826e08c89ca","Grouping","Technology Architecture Principles","6. Technology Architecture Principles","" +"48908eeb-ea06-44cb-83c1-4062a660f46c","Grouping","Threat Agents","","" +"ced65494-3a63-49f9-981d-d5ebebccea61","Grouping","Threat Agents","","" +"06b1b492-baa4-4303-b4a0-c597652d5b65","Grouping","Threat Agents","","" +"24d994d0-a46b-4358-af83-3067502e496b","Grouping","Threat Events","","" +"385b17a7-0f88-40ff-8b7f-3fdbbf97a33c","Grouping","Threat Events","","" +"da82b46d-dffb-46b6-aa44-2b6d91b877da","Grouping","UC1 Authorized User Access","","" +"f37d9af5-a4f4-4bc4-a241-a1dc0513944a","Grouping","UC1 Authorized User Access- Implemented Control Measures","","" +"c31def47-fbb2-4269-8218-aee4f63b3009","Grouping","UC2 Administrator access through managed devices - Control Measures","","" +"98e69e53-097d-4922-a18a-e1a6b4712c47","Grouping","UC2 Administrator access through managed devices - Implemented Control Measures","","" +"69854685-c059-4ff1-ac00-4284a380358a","Grouping","UC3 Authorized user access through unmanaged devices - Control Measures","","" +"46618dad-0995-4495-9126-f6c78a707484","Grouping","UC3 Authorized user access through unmanaged devices - Implemented Control Measures","","" +"489e61a3-815c-4eae-8d17-6052c1fa342b","Grouping","UC4 Application to Application Communication - Control Measure","","" +"57c30f76-f321-46bc-9944-43b152f201b5","Grouping","UC4 Application to Application Communication - Implemented Control Measures","","" +"aa2fe144-41d8-474d-9982-025ef828e7ff","Grouping"," UC5 Microservices - Implemented Control Measures","","" +"23736740-724e-496a-bcb6-a83650b78c5f","Grouping"," UC5 Microservices - Implemented Control Measures","","" +"db4cbc72-c37d-470a-896a-6ded22665a59","Grouping"," UC6 Application Delivery Pipeline Security","","" +"24a1f2e6-3a05-45dc-8e6a-3e87b7c561c6","Grouping"," UC6 Application Delivery Pipeline Security - Implemented Control Measures","","" +"3aabc3d1-cb90-4916-b11a-57a3b7c3b747","Grouping","UC7 API Management - Control Measures","","" +"9a054cd8-40fb-4546-8931-669bec6177c7","Grouping","UC7 API Management - Implemented Control Measures","","" +"2d161669-1a50-4bc1-b2b5-13b6d94e5723","Grouping","UC8 On Premise Application to Cloud Application - Control Measures","","" +"dd9fea4f-e941-460b-9805-87085098c209","Grouping","UC8 On Premise Application to Cloud Application - Implemented Control Measures","","" +"ec4932c0-55b8-4dca-b0da-7e4b99b2a547","Grouping","UC9 -Layer 7 Attacks and Lateral Movement Protection - Implemented Contorl Measures","","" +"c84ee573-da88-473d-848d-552870616bd3","Grouping","UC9 -Layer 7 Attacks and Lateral Movement Protection - Control Measures","","" +"5206f0d3-e25b-43ed-a813-78a263e6c190","Grouping","User Devices","","" +"38057042-17f3-43cc-9edf-4c1d09e7272a","Grouping","User Devices (copy)","","" +"6d16df7f-9c81-47fd-96ed-47a7248aa301","Grouping","Users","","" +"3f426bce-aa7d-4811-9157-feeff67fd0f8","Grouping","Users (copy)","","" +"id-19d810eb63f9443c9f9a0fad47950f3c","Grouping","VACCINE EFFORTS","","" +"id-0d991af95abe430ca24e8d84dac87d9a","Grouping","VACCINE EFFORTS","","" +"835f0d4d-92a7-4037-8722-80a90c57c7a1","Grouping","Vunerabilities","","" +"1f3f03ec-5d2e-4f2b-b01c-e38f44416db0","Grouping","Vunerabilities","","" +"id-373a88b3ed694c549d77e073ac49def8","Grouping","Wider Considerations for Data Integration Standards","","" +"id-a53da1addf054cf191924fd180b30149","Grouping","WLM-and-CE Objectives (Grouping)","The business context diagram below represents the project drivers and scope. WLM will focus on the Montréal and Moncton Data Centres, and exclude the applications in scope of BDM and Tech Debt. Canadians and internal ESDC users will benefit from the workload migration.","" +"id-5f44f7cd480f42e79770cb89c7c00380","Grouping","WLM-and-CE Preliminary Risk Identification (Grouping)","","" +"id-96c997dd3b044d59a9e44a9e86adc830","Grouping","WLM-and-CE Required Capabilities (Grouping)","","" +"id-cf35add8108c468f93b8a6f7144153e5","Grouping","WLM-and-CE Solution Scope (Grouping)","","" +"id-792be87509c049bf863f68543eecc9d7","Grouping","WLM-and-CE Stakeholders (Grouping)","","" +"id-28565b1f527a4c9ab1d9c93e285168c9","Grouping","WOMEN IN THE ECONOMY","","" +"id-6ec800662dec4a54b3b6b5880a94554f","Grouping","WOMEN IN THE ECONOMY","","" +"d03a16d3-5e51-489f-9ddb-51bce7a6e7d9","Grouping","Zero Trust Assets","","" +"id-139ee6b5e6ad475495608a2e92c06afb","Grouping","Zero Trust Capabilities (Grouping)","Zero Trust Capabilities +The Digital Age does not give us the luxury of time to meet the requirements using traditional network-based solutions, or individualized, interface, or per client, vendor, or supplier-level integrations; nor can we predict what changes it will bring. Zero Trust helps prevent lengthy audits in order to meet organizational needs. +Zero Trust provides organizations with a modern information security paradigm able to meet the capabilities that can support those requirements. Figure 4 describes the key capabilities.","" +"4b92225b-5210-4934-b923-811f757c7ac3","Grouping","Zero Trust Control Objectives","","" +"id-a4f15e742f054f988ea77e4c0718be9b","Grouping","Zero Trust Core Principles (Grouping)","Core Principles +When organizations undertake the journey towards a new, enterprise-wide change, a core set of principles7 provides a succinct, easily shared “North Star” to guide and coalesce the organization. +This set of Core Principles acts as a set of fundamental guidelines for organizations to adopt Zero Trust and implement ZTAs. They focus on factors specific to Zero Trust – linking people, processes, and technology – and should both be used for all new security initiatives and retroactively applied to old security activities. +The Core Principles are grouped into common themes that address different aspects of Zero Trust: +• Organizational Value and Risk Alignment principles address key goals for business, IT, and security stakeholders to address overall strategic drivers +• Guardrails and Governance principles address compliance, risk, and information security stakeholders to guide the adoption of Zero Trust and ensure sustainability of assurances, addressing: +— Rapidly evolving compliance and regulatory needs, requiring proactive integration of industry and organizational controls +— Lagging industry controls and compliance standards, resulting in an expectation to create supplemental organizational controls +— Increasing complexity and agility requirements that drive the need for rapid, near real-time or real-time audits, requiring automation of data collection, traceability, and processes +• Technology principles address the IT organization, information security, and risk and compliance stakeholders and determine technology decisions that underlie the development of a ZTA, including concerns associated with identity, access, and reduced threat surface area +• Security Controls principles address security and IT architects to ensure strong foundations of confidentiality, integrity, and availability assurances +All of the elements of the Core Principles must fit within the business strategy and organizational culture. Simple axioms are provided below to aid in communicating and remembering the principles. Guardrails and Governance help bind business goals and technical reality, and these principles are depicted to the side in Figure 7 as they should not impede direct connections between the organizational mission and the technology and security that support it. + +Figure 7: Summary of Zero Trust Core Principles +Organizational Value and Risk Alignment +1. Modern Work Enablement – Users8 in organizational ecosystems must be able to work on any network in any location with the same security assurances, increasing productivity. +2. Goal Alignment – Security must align with and enable organization goals within risk tolerance and threshold. +3. Risk Alignment – Security risk must be managed and measured consistently using the organization’s risk framework and considering organizational risk tolerance and thresholds. +Guardrails and Governance +4. People Guidance and Inspiration – Organizational governance frameworks must guide people, process, and technology decisions with clear ownership of decisions, policy, and aspirational visions. +5. Risk and Complexity Reduction – Governance must both reduce complexity (i.e., simplify) and reduce threat surface area. +6. Alignment and Automation – Policies and security success metrics must map directly to organizational mission and risk requirements and should favor automated execution and reporting. +7. Security for the Full Lifecycle – Risk analysis and confidentiality, integrity, and availability assurances must be sustained for the lifetime of the data, transaction, or relationship. Asset sensitivity must be reduced where possible (removing sensitive/regulated data, privileges, etc.), and assurances should be provided for the risk of data in use, in-flight, and at rest. +Technology +8. Asset-Centric Security – Security must be as close to the assets as possible (i.e., data-centric and application-centric approaches instead of network-centric strategies) to provide a tailored approach that minimizes productivity disruption. +9. Least Privilege – Access to systems and data must be granted only as required and removed when no longer required. +Security Controls +10. Simple and Pervasive – Security mechanisms must be simple, scalable, and easy to implement and manage throughout the organizational ecosystem (whether internal or external). +11. Explicit Trust Validation – Assumptions of integrity and trust level must be explicitly validated against organization risk threshold and tolerance. 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a/dataset/processed-models/e8ecca68-8692-400d-9425-b00d60784a26/model.archimate b/dataset/processed-models/e8ecca68-8692-400d-9425-b00d60784a26/model.archimate new file mode 100644 index 00000000..40f70fbd --- /dev/null +++ b/dataset/processed-models/e8ecca68-8692-400d-9425-b00d60784a26/model.archimate @@ -0,0 +1,31317 @@ + + + + + + + + + + + + + + + + + + Personal protective equipment has been shipped across the country. + +The Government will also continue to work on getting Canadians the PPE they need. + +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. + + + Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. + + + Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. + + + The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. + + + At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. + + + Members of the Canadian Forces were there in long-term care homes. + + + Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. + + + The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. + + + To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. + + + These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. + + + Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. + + + In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. + + + + And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + To help make that happen, the Government will launch a campaign to create +over one million jobs, restoring employment to previous levels. This will be +done by using a range of tools, including direct investments in the social sector +and infrastructure, immediate training to quickly skill up workers, and +incentives for employers to hire and retain workers. + + + + Another example of how the Government will create jobs is by significantly +scaling up the Youth Employment and Skills Strategy, to provide more +paid work experiences next year for young Canadians. + + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. + + + + The Government will create an Action Plan for Women in the Economy to help +more women get back into the workforce and to ensure a feminist, intersectional +response to this pandemic and recovery. This Plan will be guided by a task force +of experts whose diverse voices will power a whole of government approach. + + + It has been nearly 50 years since the Royal Commission on the Status of Women +outlined the necessity of child care services for women’s social and economic +equality. We have long understood that Canada cannot succeed if half of the +population is held back. Canadians need more accessible, affordable, inclusive, +and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a +significant, long-term, sustained investment to create a Canada-wide early +learning and childcare system. +The Government will build on previous investments, learn from the model that +already exists in Quebec, and work with all provinces and territories to ensure +that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour +leaders, that the time is now. + + + The Government also remains committed to subsidizing before- and after-school +program costs. With the way that this pandemic has affected parents and families, +flexible care options for primary school children are more important than ever. + + + The Government will also accelerate the Women’s Entrepreneurship Strategy, +which has already helped women across Canada grow their businesses. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + + + And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts. + + + In the longer term, the Government will focus on targeted investments to +strengthen the middle class, build resiliency, and generate growth. The Government +will also identify additional ways to tax extreme wealth inequality, including by +concluding work to limit the stock option deduction for wealthy individuals at large, +established corporations, and addressing corporate tax avoidance by digital giants. + + + Web giants are taking Canadians’ money while imposing their own priorities. +Things must change, and will change. The Government will act to ensure their +revenue is shared more fairly with our creators and media, and will also require +them to contribute to the creation, production, and distribution of our stories, +on screen, in lyrics, in music, and in writing. + + + This fall, the Government will release an update to Canada’s COVID-19 +Economic Response Plan. This will outline the Government’s economic and +fiscal position, provide fiscal projections, and set out new measures to +implement this Throne Speech. + +This update will make clear that the strength of the middle class, and the +wellbeing of all Canadians, remain Canada’s key measures of success. + + + Central to this is recognizing that one of the greatest tragedies of this pandemic +is the lives lost in long-term care homes. Elders deserve to be safe, respected, +and live in dignity. + +Although long-term care falls under provincial and territorial jurisdiction, +the federal government will take any action it can to support seniors while +working alongside the provinces and territories. + + + The Government will work with Parliament on Criminal Code amendments +to explicitly penalize those who neglect seniors under their care, putting +them in danger. + + + The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; + + + The Government will also: +• ...take additional action to help people stay in their homes longer. + + + + The Government remains committed to increasing Old Age Security once a +senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. + + + The Government will look at further targeted measures for personal support +workers, who do an essential service helping the most vulnerable in our +communities. Canada must better value their work and their contributions +to our society. + + + + A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors + + + A robust employment strategy for Canadians with disabilities + + + + Over the last six months, it has become clearer than ever why Canadians need +a resilient health care system. + +The Government will ensure that everyone – including in rural and remote +areas – has access to a family doctor or primary care team. COVID-19 has also +shown that our system needs to be more flexible and able to reach people at home. +The Government will continue to expand capacity to deliver virtual health care. + + + + + The same goes for access to the medicine that keeps people healthy. Many +Canadians who had drug plans through work lost this coverage when they were +laid off because of the pandemic. So this is exactly the right moment to ramp +up efforts to address that. + + + The Government remains committed to a national, universal pharmacare +program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. + + + The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. + + + Women’s safety must be the foundation on which all progress is built. The +Government will accelerate investments in shelters and transition housing, and +continue to advance with a National Action Plan on Gender-Based Violence. + + + To keep building strong communities, over the next two years the Government +will also invest in all types of infrastructure, including public transit, energy +efficient retrofits, clean energy, rural broadband, and affordable housing, +particularly for Indigenous Peoples and northern communities. + + + + And to further link our communities together, the Government will work with +partners to support regional routes for airlines. It is essential that Canadians have +access to reliable and affordable regional air services. This is an issue of equity, of +jobs, and of economic development. The Government will work to support this. + + + This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. + +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. + + + The Government will add to the historic National Housing Strategy announced +in 2017 by increasing investments to rapid housing in the short term, and +partnering with not-for-profits and co-ops in the mid- to long-term. For the +middle class, the Government will also move forward with enhancements to +the First-Time Home Buyer Incentive, including in Canada’s largest cities, +so families can afford to buy their first home. + + + Just like everyone deserves a home, everyone deserves to be able to put nutritious +food on the table. +The pandemic has made that harder for Canadians. The Government will +continue to work with partners – including directly with First Nations, Inuit, +and Métis Nation partners – to address food insecurity in Canada. The +Government will also strengthen local food supply chains here in Canada. + + + The Canadian and migrant workers who produce, harvest, and process our +food – from people picking fruit to packing seafood – have done an outstanding +job getting good food on people’s plates. They deserve the Government’s +full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors +receive full and fair compensation for recent trade agreements. Farmers keep +our families fed, and we will continue to help them succeed and grow. + + + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + From researchers developing vaccines, to entrepreneurs building online stores, +this pandemic has reminded us of the power of the knowledge economy, and +how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT +systems to modernize the way that Government serves Canadians, from the +elderly to the young, from people looking for work to those living with a disability. + + + The Government will also work to introduce free, automatic tax filing for simple +returns to ensure citizens receive the benefits they need. + + + Canadians also know climate change threatens our health, way of life, and +planet. They want climate action now, and that is what the Government +will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s +2030 climate goal. The Government will also legislate Canada’s goal of net-zero +emissions by 2050. + + + As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses + + + As part of its plan, the Government will: +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; + + + This pandemic has reminded Canadians of the importance of nature. The +Government will work with municipalities as part of a new commitment to +expand urban parks, so that everyone has access to green space. This will be +done while protecting a quarter of Canada’s land and a quarter of Canada’s +oceans in five years, and using nature-based solutions to fight climate change, +including by planting two billion trees. + + + The Government will ban harmful single-use plastics next year and ensure +more plastic is recycled. And the Government will also modernize Canada’s +Environmental Protection Act. + + + When the Prairie Farm Rehabilitation Administration was closed by a previous +government, Canada lost an important tool to manage its waters. The Government +will create a new Canada Water Agency to keep our water safe, clean, and +well-managed. The Government will also identify opportunities to build more +resilient water and irrigation infrastructure. + + + At the same time, the Government will look at continuing to grow Canada’s +ocean economy to create opportunities for fishers and coastal communities, +while advancing reconciliation and conservation objectives. Investing in the +Blue Economy will help Canada prosper. + + + • Help deliver more transit and active transit options; + + + Make zero-emissions vehicles more affordable while investing in more charging stations across the country. + + + The Government will launch a new fund to attract investments in making +zero-emissions products and cut the corporate tax rate in half for these +companies to create jobs and make Canada a world leader in clean technology. +The Government will ensure Canada is the most competitive jurisdiction in +the world for clean technology companies + + + • Transform how we power our economy and communities by moving +forward with the Clean Power Fund, including with projects like the +Atlantic Loop that will connect surplus clean power to regions +transitioning away from coal; + + + • And support investments in renewable energy and next-generation clean energy and technology solutions. + + + Canada cannot reach net zero without the know-how of the energy sector, +and the innovative ideas of all Canadians, including people in places like +British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they +work to transform to meet a net zero future, creating good-paying +and long-lasting jobs; + + + • And recognize farmers, foresters, and ranchers as key partners in the +fight against climate change, supporting their efforts to reduce emissions +and build resilience. + + + The Government will continue its policy of putting a price on pollution, while +putting that money back in the pockets of Canadians. It cannot be free to pollute. + + + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + The Government will redouble its efforts by: +• Taking action on online hate; + + + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + + Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. + + + Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. + + + To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. + + + These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + To help make that happen, the Government will launch a campaign to create +over one million jobs, restoring employment to previous levels. This will be +done by using a range of tools, including direct investments in the social sector +and infrastructure, immediate training to quickly skill up workers, and +incentives for employers to hire and retain workers. + + + + Another example of how the Government will create jobs is by significantly +scaling up the Youth Employment and Skills Strategy, to provide more +paid work experiences next year for young Canadians. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. + + + + The Government will create an Action Plan for Women in the Economy to help +more women get back into the workforce and to ensure a feminist, intersectional +response to this pandemic and recovery. This Plan will be guided by a task force +of experts whose diverse voices will power a whole of government approach. + + + It has been nearly 50 years since the Royal Commission on the Status of Women +outlined the necessity of child care services for women’s social and economic +equality. We have long understood that Canada cannot succeed if half of the +population is held back. Canadians need more accessible, affordable, inclusive, +and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a +significant, long-term, sustained investment to create a Canada-wide early +learning and childcare system. +The Government will build on previous investments, learn from the model that +already exists in Quebec, and work with all provinces and territories to ensure +that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour +leaders, that the time is now. + + + The Government also remains committed to subsidizing before- and after-school +program costs. With the way that this pandemic has affected parents and families, +flexible care options for primary school children are more important than ever. + + + The Government will also accelerate the Women’s Entrepreneurship Strategy, +which has already helped women across Canada grow their businesses. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + + + And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts. + + + Central to this is recognizing that one of the greatest tragedies of this pandemic +is the lives lost in long-term care homes. Elders deserve to be safe, respected, +and live in dignity. + +Although long-term care falls under provincial and territorial jurisdiction, +the federal government will take any action it can to support seniors while +working alongside the provinces and territories. + + + The Government will work with Parliament on Criminal Code amendments +to explicitly penalize those who neglect seniors under their care, putting +them in danger. + + + + The Government remains committed to increasing Old Age Security once a +senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. + + + The Government will look at further targeted measures for personal support +workers, who do an essential service helping the most vulnerable in our +communities. Canada must better value their work and their contributions +to our society. + + + + A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors + + + A robust employment strategy for Canadians with disabilities + + + + This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. + +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. + + + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + From researchers developing vaccines, to entrepreneurs building online stores, +this pandemic has reminded us of the power of the knowledge economy, and +how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT +systems to modernize the way that Government serves Canadians, from the +elderly to the young, from people looking for work to those living with a disability. + + + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + + 9.3 Investigations Management +The ability to conduct in-depth investigations into incidents of reported or suspected non-compliance or fraud. + + + 9.3.1 Fraud Detection Management +The ability to manage the activities required to carry out an investigation that delivers an unbiased, data-driven determination as to whether a client is attempting to conduct fraud against the department. + +Business Sub Capability +Fraud Detection Management + +Comments on Capability +The application of data analysis and predicative analytics to reconstruct or detect financial fraud. This requires data collection, data preparation, data analysis and intelligence assessment and then the creation of the necessary enforcement reports. A COTS product will be a data repository for information learned during an enforcement investigation. + + + 10.4 Human Resources Management +The ability to manage all the tasks regarding Human Resources. +For example: Managing the enterprise’s employees, Efficient and effective HR capabilities, Employee commitment and engagement, Rewards and recognition, Culture, Accessibility, Learning and development. +Note: This includes the engagement and ongoing retention of personnel through to the eventual separation of personnel. + + + 10.4.2 Workforce Management +The activities related to staffing, recruitment and retention, classification, compensation and benefits, talent management, succession planning, employment equity and official languages. + +Business Sub Capability +Workforce Management + +Comments on Capability +Workforce management comprises the institutional processes that maximize performance levels and consistency of data. The implementation of new processes and standards would increase the quality of work performed by enforcement staff and expand the capabilities in data collection, analytics and intelligence. + + + 11.5 Risk & Internal Compliance Management +The ability to monitor and manage enterprise, operational and project risks within the department. +For example: Identifying, evaluating and managing all relevant risks to the enterprise, A comprehensive, integrated and systematic approach to managing risk across the enterprise. + + + Business Sub Capability +Risk Operation Management + +Comments on Capability +Risk management is the identification, evaluation and prioritization of risks followed by the application of resources to minimize, monitor and control the risks to case data. The new solution should support the security of data and the tracking/ control of evidence or edits in the notes taken by the investigator (tracking changes, no deletions…). + + + + + + 2.2.4 Program Alignment Architecture +This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools. + + + + + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + + + + Asset is a valuable resource owned by the organization and needs to be protected for loss. It can be tangible, intangible and human asset. + + + Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level. + + + Definition: High level description of security measure to meet the business need for security. This is to be A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level. + + + Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level. + + + Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level. + + + Asset is a valuable resource owned by the organization and needs to be protected for loss. It can be tangible, intangible and human asset. + + + In order to guide and shape how government information, technology and service delivery will be managed in a new digital ecosystem, ESDC is undertaking the following initiatives: +  CSLP – E-Service Re-Procurement; +  Temporary Foreign Worker System and Webservice Enhancements 2.0; and, +  CSLP - New Brunswick SIN Validation. + +These initiatives will help build a set of digital standards into policy, operations and program development. +In response to the COVID-19 pandemic, ESDC created and rapidly deployed the e-service and eSIN applications. Currently, over 99% of EI applications are currently submitted through digital methods. Additionally, Pensions projects, such as CPP-SIS, are further advancing the availability of e-services for that client segment. + + + In order to enhance and strengthen the oversight function for IT-enabled projects, ESDC is implementing the PMIS Upgrade and Enhancement. + + + In order to encourage a culture of "Working in the Open", and the sharing of software development projects, ESDC is developing an Open Source Software (OSS) Management Framework to guide employees. To this effect, the IT Strategy and IT Research team within ESDC has begun working in the open. Existing project teams are increasingly looking to share their source codes and work in the open (e.g. CDO, CAWS). More than 50 GitHub source code repositories have been shared (32 Developer Experience, 11 Developer Community of Practice [DevCoP] and 9 Service Canada). The DevCoP has numerous repositories on GcCode and GitHub, indicating ESDC’s efforts to both promote and align with the DOSP - working in the open, collaborating widely, using open standards and solutions. Over 99% of EI applications are currently submitted through digital methods. In addition, the Pensions projects (especially CPP-SIS) are further advancing the availability of e-services for that client segment as well. + + + In order to keep with enterprise IM/IT governance, ESDC is implementing the PMIS Upgrade and Enhancement. + + + + In order to promote digital literacy and collaboration within the Department, ESDC has developed an Open Source Software (OSS) Management Framework, which encourages employees to contribute to public open source software projects. + + + + TB’s Policy on Service and Digital is estimated to have 247 requirements applying to the departmental Chief Information Officer (CIO) function. Along with this are key changes, which produce new expectations for Deputy Heads in the areas of service, information and data, technology, cyber security, as well as workforce capacity and capability. To comply with the Policy, a methodological gap analysis was performed by IITB teams to determine the policy-driven requirements based on five themes: + Governance, planning and reporting (as it relates to IT governance and planning within ESDC); + Service Design and Delivery; + Information and Data; + Technology (including automated decision making); and, + Cyber Security and Identity. +The gap analysis looked at IITB’s existing investments and priorities and made 12 recommendations for IITB to either create new initiatives or reprioritize its portfolio of activities. Most of these recommendations are already in progress as part of the IITB Way Forward. The top five prioritized recommendations are: + Clarify the role and responsibilities between the CDO and the CIO; + Establish the role of a designated official for Cyber Security (DOCS); + Review IM/IT and Identity Policies to address redundancy, conflicts, user-centered policy writing, and training; + Harmonize the different service inventories for a single source of truth; and, + Formalize automated decision-making governance at ESDC. +These recommendations reflect the integrated management of functions as expected by the Policy, the increased responsibilities of the CIO, and the unique governance entities within ESDC (e.g. use of a CDO, a Chief Security Officer outside the branch of the CIO, and a tier 2 level committee focused on purely on service). +In addition, the Branches within the Department have been collaborating internally to improve service delivery and digital transformation: + Business Architecture and Alignment Office participates regularly at EA activities as one of the EA domains in developing project architectures; + User Experience Team provides UX research and design services to IT project teams regularly; and, + Business Process Management Team provides guidance and services on business process mapping to IT project teams regularly. + + + + In support of ESDC’s Accessibility Strategy, ESDC is working on and testing an interdepartmental initiative to replace existing GC tools to ensure availability of more accessible toolsets, where such collaborative tools (i.e. Office 365) used for accessibility follow internationally recognized accessibility standards. ESDC is also working to ensure interoperability of adaptive technologies with the ESDC collaboration toolset. These digital collaboration tools are required for Canadians with disabilities as they continue to face barriers to their full participation in the workplace, which limit their opportunities for career development and advancement. + + + + Via the Infrastructure Re-use Branch Initiative, connectivity between the legacy ESDC infrastructure and data centres to the SSC End State data centres is being made available as a selfprovisioning service to allow the migration of certain applications. Further work, resources and funds under the WLM Project will need to be engaged to migrate specific ESDC workloads of the legacy data centres to SSC End State data centres. +In order to complete the migration of the specific ESDC workloads of the legacy data centres to SSC’s End State data centre, the following projects are being migrated as part of the WLM project: + 1-800 O-Canada Business Model Review and Contract ReProcurement; + Emergency Management Application System; + ESDC’s Cloud Implementation Plan is underway to support the departmental application strategy, data centre consolidation and cloud adoption. This includes the Cloud Assessment Framework, Research and Prototyping, and the Cloud Intake process; and, + Making all internal applications accessible over the next three years is a significant outcome of ESDC’s Application Strategy. + + + ESDC’s Data Strategy has been designed to build capabilities to generate strategic insights, increase opportunities for collaboration and to enable improvements and efficiencies in program, service delivery and internal operations. Through its implementation, the Department aims to provide people with easy, secure, and authorized access to quality data in a way that protects privacy and delivers value for Canadians. +The Strategy is built on six foundations for improved client service and policy: access, analytics, data governance and stewardship, data management, enablement, and people. +Foundations investments include among others: + Master data management (MDM) expansion; + Purchase and installation of ESDC Data Catalogue; + Procurement of SAS (VA); + Data Visualization for Business Solutions; and, + Implementation of and analytics platform and Big Data Appliance. + + + + Early EA alignment and review discussions will occur pre-gate 0 in order to support streamlined project proposals, financing, management and governance. + + + The IT Project Management Officer (PMO) has adopted a continuous improvement state of mind. Currently, ESDC is improving project management oversight activities by: + Reviewing current SDLC methodology. The new SDLC is more modern and is adopting latest market state of the art technics such as agile development and management; + Implementing a process through the IT PMO to manage initiatives that fall off its current project management framework by adapting current oversight techniques and procedures to include any unfitted projects\activities; and, + Improving PMIS system and centralizing ESDC’s project data repository. The IT PMO and Enterprise PMO are actively running those projects. + + + Business Architecture + +Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus. +Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs +Clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service +In order to ensure that a service will be able to meet the users and stakeholders' needs, it needs to understand what needs it is trying to provide service for, who their users and stakeholders are, both internal and external. +Once the needs, the users and stakeholders are defined, then a service provider can proceed to create a stakeholder mapping to further understand the relationship between the service and the users & stakeholders, ie. how a change in one component impacts the other. +From there, the service provider can conduct need analysis of its users and stakeholder to develop a program, a policy or a service that meets their needs (this practice may also be known as stakeholder requirements or value mapping). +This exercise can also help define the limitation/scope of the program/policy/service to better manage the expectation of their users/stakeholders. + + How to demonstrate that the project fulfils this framework: + * summarize the needs and outcome of each key external and internal stakeholders in scope of the architecture + * demonstrate how the architecture is focused on the needs and outcomes of internal and external stakeholders + Tools: + * Business Case + * Stakeholder (Actors, Roles, Organizational Units) Mapping & Stakeholder requirements + * Outcomes + * Business Process Map + * Value Stream and Value Mapping + +include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service +To ensure that a service can be used by all its users, it is important to note the specific requirements for specific users and to that extent, it is important to take note and apply the policy that governs the service standards when providing service to the specific user groups. +This will in turn enable the service to be far-reaching and more inclusive to all its users. + + How to demonstrate that the project fulfils this framework: + * Outline what policies constrain the architecture + * Outline positive and negative impact the policy has on the architecture to meet the needs of the stakeholder + * Outline how architecture supports full spectrum of service design and user experience + Tools: + * User Interface Design Principles + +perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making +When a service has an in-system developed automation for decision making, it is essential that the service perform AIA, to ensure that the result of this decision making is impartial and fair, and the impact of that decision would be the same as if the decision is made manually, only faster. +The use of this type of system must closely follow the Directive on Automated Decision-Making. + + How to demonstrate that the project fulfils this framework: + * Provide the impact level based on the completion of the conceptual AIA + * Describe how the architecture will address the recommendations coming from the AIA + * Describe how the architecture meets the directive's requirements for the impact level + Tools: + * AIA Results (Conceptual) + +Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels (for example, lean process) +When creating a service, make sure the service delivery is modeled end-to-end to make sure the intended end users can actually reap the benefit of the service being offered. +Go through the business process map step-by-step to ensure all points/nodes within the process behaves expectedly resulting in an intended outcome. +Ensure all points/nodes within the process is optimized. +Create all possible positive and negative scenarios that can possibly occur. +Then go through different possible scenarios to ensure the service is still being delivered correctly, effectively and efficiently. + How to demonstrate that the project fulfils this framework: + * Summarize the delivery of value to customer across the architecture’s business ecosystem and the contribution of each stakeholder to the value + Tools: + * Business Process Map + * Business Impact Assessment + * Value Stream and Value Mapping + +Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada +identify which departmental/GC business services, outcomes and strategies will be addressed +To ensure that the Government of Canada provide the best service to its citizen, the services provided needs to be cohesive, ie. the work conducted by each department needs to complement each other to avoid overlap and to ensure continuance of service from one department to another. +In order for a service to be meaningful, it needs to be tied into the driver of why the service is required and the outcome expected from a departmental mandate. The service can affect the mandate directly/indirectly, however, one needs to justify the needs of the service in relation to the actual mandate of the department. + + How to demonstrate that the project fulfils this framework: + * Outline the GC/Departmental Strategies the architect aligns and/or implements + * Describe the architecture's contribution to realizing the appropriate outcomes of the strategy + Artifacts: + * Drivers + * Outcomes (intimidate and ultimate) + * Business services (External) + +establish metrics for identified business outcomes throughout the life cycle of an investment +Once we know which outcome that a service is tied into, and whether or not it is directly affecting the outcome expected, we need to be able to justify the effort required to build the service vs. the outcome exerted by the service. +We need a way to quantify the impact of this service / establish a metrics for this service. +This is an important step to ensure that we can prioritize the effort correctly to identify and build the right service that is of high priority with the budget assigned. + How to demonstrate that the project fulfils this framework: + * What are the metrics used to ensure that the outcomes are being realized + * What data is required for the metrics and identify how any gaps in the data will be addressed. + Tools: + * Value Stream (Measure KPI linked to benefits outcomes and objectives) + +translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation +Once we understood the outcomes and strategy to achieve the outcome, we need to translate it into business capability implications. Historically, the Business Capability Model is a common vocabulary between business, development and operation. +When the plan conveyed is understood by the development and operation, it would be easier to obtain the system required. +Having an open communication between the various teams also helps in getting the right solution that closely match the business requirement. + How to demonstrate that the project fulfils this framework: + * Outline the business capabilities involved in achieving each outcome + Tools: + * Business Impact Assessment + * Departmental BCM + * GC BCM (mapping to D BCM) + * Value Stream +Promote horizontal enablement of the enterprise +identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders +In creating any service, we always need to go back to think about the users/stakeholders. Put ourselves in the users'/stakeholders' shoes. If we are at the receiving end of the service, what kind of experience do we get when we are trying to get the service. Does the user need to know where to get related services, or can we provide them with a seamless service, a cohesive service ? How do we provide a good experience to the users / stakeholders ? +We need to start thinking more of an enterprise level, starting at the departmental level first. How can we enable this service across the department ? Is there any opportunity to reuse what we have in other areas of the department ? What do we need to do to leverage this process ? +We need to plug in to community of practices, network of expertise or other working groups in order to exchange information, understand the various obstacles experienced by others, get lessons learned from others' experiences, share lessons learned, learn from others how they overcome similar obstacles in their work, share your solutions to others. + How to demonstrate that the project fulfils this framework: + * Summarize the departmental / GC opportunities where the architecture could be reused + * Summarize departmental/GC architectures that impact or influence the ability of the user having a cohesive experience + (what are the plans to ensure user has a cohesive experience across these architectures and the ecosystem) + Tools: + * Business Capability + * Departmental Value Stream model + * Projects to Value Stream Script + +reuse common business capabilities, processes and enterprise solutions from across government and private sector +If there is a business capabilities, processes or enterprise solution that can be utilized in creating the service, eg. perhaps during the exchange of information from working groups, community of practices, workshops or even from working with private sectors, that are proven to work, we should consider using it prior to inventing our own. +This will optimize the time required to build the approach or the solution. Rather than having to proof the concept or solution actually works, use the ones that have a proven record. + How to demonstrate that the project fulfils this framework: + * Describe the plan and approach to standardize the realization of the business capability so it can be reused within the department and GC + Tools: + * Projects to value Stream Script + * Business Capability Heat map + +publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services +Going back to the previous point on thinking at an enterprise level, one of the ways to enable a service that we build across the GC is by having it published in the open for other departments to see and re-use. Then and only we can create a cohesive horizontal enterprise services to create a cohesive experience to the users / stakeholders. + How to demonstrate that the project fulfils this framework: + * Outline the plan to allow other public sector organizations to reuse the common capability + Tools: + * Business Capability Heat Map + * Projects to Value Stream Script + + + Information Architecture + +Information architecture includes both structured and unstructured data. The best practices and principles aim to support the needs of a business service and business capability orientation. To facilitate effective sharing of data and information across government, information architectures should be designed to reflect a consistent approach to data, such as the adoption of federal and international standards. Information architecture should also reflect responsible data management, information management and governance practices, including the source, quality, interoperability, and associated legal and policy obligations related to the data assets. Information architectures should also distinguish between personal and non‑personal data and information as the collection, use, sharing (disclosure), and management of personal information must respect the requirements of the Privacy Act and its related policies. + +Collect data to address the needs of the users and other stakeholders +assess data requirements‑based program objectives, as well users, business and stakeholder needs + How to achieve: + * Summarize how the architecture meets the data needs of the users and other key stakeholders including: + * How does the data asset contribute to outcomes/needs of the user and other stakeholders + * Gaps in the existing data assets to meet the needs of the users and other stakeholders and how the architecture addresses these gaps + * Gaps in data collection and analysis and how the architecture is addressing it so that department can ensure that we are serving the members of our society + * Alignment to the data foundation of the departmental information/data architecture practice + * Alignment to the theoretical foundation of the departmental information/data architecture practice + Tools: + * For Data Foundation – Implement: + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform + * Stakeholder Requirements + * Solution Requirements +collect only the minimum set of data needed to support a policy, program, or service + How to achieve: + * Summarize how the architecture aligns to “collect with a purpose” including: + * What is necessary (as opposed to what is sufficient) to meet the stakeholder need + * Supporting Performance Information Profiles (PIPs) used to assess a progress towards target and broader objectives + Tools: + * Value Stream (Value Item and Value Proposition – Context on What we measure) + * KPI Linked to benefits outcomes and objectives +reuse existing data assets where permissible and only acquire new data if required + How to achieve: + * Summarize reusability of the architecture’s data assets given: + * Context of data assets and user and stakeholder needs + * Data quality and fit for purpose + * Privacy and Security Regulatory Framework + Tools: + * Legislative / Regulations +ensure data collected, including from third-party sources, are of high quality + How to achieve: + * Summarize how the architecture meets the data quality requirements of third-party sources: + * Data quality meets fit for purpose + * Data quality dimensions including: + * Relevance, + * Timeliness + * Consistency, + * Reliability, + * Interpretability, + * Usability + * Data quality mechanism + Tools: + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform +Manage and reuse data strategically and responsibly +define and establish clear roles, responsibilities, and accountabilities for data management + How to achieve: + * Summarize how the architecture assists in defining key data management roles and their responsibilities to ensure data is correct, consistent, and complete including: + * Identifies the data steward responsibilities; + * Identifies the data consumer responsibilities, and; + * Identifies the data custodian responsibilities. + Tools: + * Stakeholders + * Business Process Model + * Functional Requirements + * Business Glossary +identify and document the lineage of data assets + How to achieve: + * Summarize how the architecture’s data assets demonstrate alignment with department's data governance and strategy including: + * Alignment to the data foundation of the ESDC information/data architecture practice + * Alignment to the theoretical foundation of the ESDC information/data architecture practice + Tools: + * Target state (solution data elements) + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary + * Departmental Data Strategy +define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + How to achieve: + * Summarize for each key data assets: + * Retention and disposition schedules + * Disposition process + Tools: + * Target state (solution data elements) + * Non Functional Requirements + * IM Best Practices and Standards +ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + How to achieve: + * Summarize how the architecture enables interoperability, reuse and sharing to the greatest extent possible within and across departments + * Summarize how the architecture avoids data duplication + Tools: + * Target State + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) +contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data + How to achieve: + * Summarize the alignment to departmental/GC: + * Data taxonomy structure + * Data classification structure + Tools: + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary +Use and share data openly in an ethical and secure manner +share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + How to achieve: + * Summarize how the architecture supports sharing data openly by default as per Directive on Open Government and Digital Standards given: + * Existing departmental and GC data standards and policies + * International data standards; and the Privacy Act, + * Fitness for purpose + * Ethics + Tools: + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge Hub + * Data Lake (growth) + * Data Science and Machine Platform + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary + * Departmental Data Strategy +ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + How to achieve: + * Summarize how the architecture utilises existing enterprise and international data standards + * Summarize how the architecture has developed any data standards through open collaboration with key subject matter experts and the Enterprise Data Community of Practice. + Tools: + * Data Standards + * NIEM + * OpenData + * National Address Register + * Reference Data Repository +ensure that combined data does not risk identification or re‑identification of sensitive or personal information + How to achieve: + * Summarize how the architecture ensures the aggregation and combing of data does not pose a risk to information sensitivity or personal information + +Design with privacy in mind for the collection, use and management of personal Information +ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments + How to achieve: + * Describe how the architecture aligns to guidance of the ATIP Office around personal information regulatory framework; policy framework; and consent directives +assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed + How to achieve: + * Has the initiative assessed if personal information will be collected, used, disclosed, retained, shared, and disposed +only collect personal information if it directly relates to the operation of the programs or activities + How to achieve: + * Summarize how the architecture ensures the personal information collected is directly required to the operational of the programs or activities +notify individuals of the purpose for collection at the point of collection by including a privacy notice + How to achieve: + * Does the solution’s privacy notice provide the purpose for collecting this personal information + * Does the solution provide a privacy notice at the point of personal information collection +personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act + How to achieve: + * Does the architecture collect personal information directly from the individual + * If no, what personal information is collect form other sources and does it comply with the Privacy Act and the consent directive of the source + Tools: + * Target State Architecture + * Interim State Architecture +personal information must be available to facilitate Canadians’ right of access to and correction of government records + How to achieve: + * Summarize how the architecture facilitates Canadian's right to access their personal information records + * Summarize how the architecture facilitates Canadian's right to correct their personal information records + Tools: + * Target State Architecture + * Interim State Architecture +design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information + How to achieve: + * Summarize how the architecture limits the use and disclosure of personal information in accordance to the privacy legislative; policy frameworks and consent directives +design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required + How to achieve: + * Summarize how the architecture ensures personal information remains accurate + * Summarize how the architecture ensures personal information remains up-to-date + * Summarize how the architecture ensures personal information remains complete as possible + * Summarize how the architecture ensures personal information can be corrected if required + Tools: + * Non Functional Requirements + * FUnctional Requirements +de‑identification techniques should be considered prior to sharing personal information + How to achieve: + * Outline the de-identification techniques used by the architecture in sharing personal information +in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals + How to achieve: + * Describe how the architecture addresses the recommendations of the PIA + * If not all recommendations of the PIA are being addressed, outline how the business will address any residual risks of the PIA + +establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office + How to achieve: + * Are procedures established to identify and address privacy breaches + * Summarize how the architecture enables/supports these procedures + Tools: + * Business Process Model + + + Application architecture +Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases. + +Use open source solutions hosted in public cloud +select existing solutions that can be reused over custom built + How to achieve: + * Summarize how the architecture leverages and reuses existing solutions, components, and processes including: + * Existing processes being reused or leveraged; + * Existing solutions being reused or leverage, and; + * Existing components being reused or leveraged. + Tools: + * Target State Architecture + * Interim State Architecture + * EA Assessment + +contribute all improvements back to the communities + How to achieve: + * Summarize how the team will align to the TBS Guidance on Open Source Publishing to support the production of better solutions + * Summarize how the team will leverage/has leverage the Open Source community + Tools: + * Target State Architecture + * Interim State Architecture +register open source software to the Open Resource Exchange + How to achieve: + * Summarize how the architecture will leverage the Open Resource Exchange. + * Summarize how the architecture will utilize APIs to support Open Data feeds + Tools: + * Target State Architecture + * Interim State Architecture +Use software as a service (SaaS) hosted in public cloud +choose SaaS that best fit for purpose based on alignment with SaaS capabilities + How to achieve: + * Summarize how the recommended SaaS is the best fit for purpose based on alignment with SaaS capabilities of SaaS provider and Dept/SSC + Tools: + * Option analysis +choose a SaaS solution that is extendable + How to achieve: + * Summarize how the recommended SaaS is extendable + Tools: + * Option analysis + * EA Assessment +configure SaaS and if customization is necessary extend as open source modules + How to achieve: + * Summarize how the recommended SaaS can be customized through Open Source modules. + + Tools: + * Option analysis + * EA Assessment +Design for Interoperability +design systems as highly modular and loosely coupled services + How to achieve: + * Summarize how the architecture supports the implementation through: + * Simple independent functions + * Highly modular + * Loosely coupled + * Deployed into a container that has just a single application with the ability to build the smallest image + Tools: + * Target State Architecture + * Interim State Architecture +expose services, including existing ones, through APIs + How to achieve: + * Summarize how the architecture exposes functionality as services and these services are accessible through common methodologies + * Summarize how the architectures aligns to the Government of Canada Standards on APIs + Tools: + * Target State Architecture + * Interim State Architecture +make the APIs discoverable to the appropriate stakeholders + How to achieve: + * Summarize which APIs will be published to the ESDC API store + * Summarize which APIs will be published to the GC API store + * Summarize the rational for not publishing APIs to an API store + Tools: + * Target State Architecture + * Interim State Architecture +Design for Interoperability, Proposed amendment Jan 8, 2021 +design systems as highly modular and loosely coupled services + How to achieve: + * +make all services available through a well-defined interface, such as an application programming interface (API) + How to achieve: + * +all APIs with potential for cross-departmental, inter-jurisdictional, or public consumption must be published to the GC API Store + How to achieve: + * +use the Canadian Digital Exchange Platform (CDXP) for data exchange where suitable (e.g., GC Event Broker for asynchronous messaging) + + + Technology architecture +Technology architecture is an important enabler of highly available and adaptable solutions that must be aligned with the chosen application architecture. Cloud adoption provides many potential advantages by mitigating the logistical constraints that often negatively impacted legacy solutions hosted “on premises.” However, the application architecture must be able to enable these advantages. + +Use cloud first +adopt the use of the GC Accelerators to ensure proper security and access controls + How to achieve: + * Summarize which cloud usage profile does the architecture align to and why + * Summarize which cloud connection pattern does the architecture align to and why + Tools: + * Cloud Reference Architecture + * Cloud Assessment Framework + * Summary of Cloud Access Scenarios and Usage Profiles + +enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) + How to achieve: + * Summarize how the architecture, based on the TBS Right Cloud Assessment Tool, allows for cloud service model of how: + * The architecture can be implemented using a GC SaaS environment, which has been identified as a possible fit, or + * The architecture can be implemented using a Public SaaS environment, which has been identified as a possible fit, or + * The architecture can be implemented using a GC PaaS environment, which has been identified as a possible fit, or: + * The architecture can be implemented using Public PaaS environment, which has been identified as a possible fit. + Tools: + * Cloud Reference Architecture + * Cloud Assessment Framework + +fulfill cloud services through SSC Cloud‑Brokering Services + How to achieve: + * Confirm the Team is acquiring cloud services through SSC Cloud Brokering Services. Please include the SSC Request number + Tools: + * Contact Cloud COE + +enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions + How to achieve: + * Summarize how the architecture, based on the TBS Right Cloud Assessment Tool, allows for public cloud, including: + * The data, being managed by the architecture, is PBMM or lower, and stakeholders have not raised concerns about deployment to the public cloud. + * A costing model / budget that is available to support an Operational Expense Model. The costs will rise and fall with the consumption of resources. + * The implementation of application(s), which can operate in a cloud environment and any required virtualized or dedicated hardware, is available in a cloud environment. + * The implementation of application(s) which can operate on the standardized offerings and SLAs of public cloud. + * The implementation of applications are not susceptible to latency issues, which may arise due to traffic moving through an additional circuit. + * The implementation of applications, which do not have voluminous transactions with an on-premises database or application. + Tools: + * Cloud Reference Architecture + * Cloud Assessment Framework + +design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + How to achieve: + * Summary how the architecture allows for the execution of an exit strategy to off-board from that vendor + Tools: + * Solution Architecture + * Refer YDG GC EARB + +Design for performance, availability and scalability +ensure response times meet user needs, and critical services are highly available + How to achieve: + * Summarize how the architecture is able to meet the user response time requirements, and achieve the user response time objectives, including: + * The ability to trace how the response time requirements and objectives will be met. + * The capacity requirements (e.g. expected normal traffic, peak traffic, expected traffic grow, etc.) that the architecture needs to meet. + * The ability to trace how the availability requirements and objectives will be met. + Tools: + * non-functional requirements + +support zero‑downtime deployments for planned and unplanned maintenance + How to achieve: + * Summarize how the architecture is able to support zero-downtime deployments for planned and unplanned maintenance, including: + * The planned Windows maintenance for the solution to support backups and length of Windows maintenance. + * The procedure for planning, scheduling and executing the planned downtime. + * The ability to be deployed in a manner that minimizes or limits service disruption, and which is known as zero downtime deployments. + * The acceptable measures for unplanned downtime. + Tools: + * non-functional requirements + +use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively + How to achieve: + * Summarize how the architecture utilizes distributed architectures, which assume that a failure will happen, handle errors gracefully and monitor actively, including: + * The ability to trace how the recoverability requirements and objectives will be met; and, + * The ability to be deployed in a distributed environment. + Tools: + * non-functional requirements + +establish architectures that supports new technology insertion with minimal disruption to existing programs and services + How to achieve: + * Summarize how the architecture allows the insertion of new technology with minimal disruption + Tools: + * non-functional requirements + +control technical diversity; design systems based on modern technologies and platforms already in use + How to achieve: + * Summarize the technology standards’ state (emerging, baseline, containment or retirement) of the products required/recommended to implement the architecture. For those products in the containment or retired state please provide rational for selecting those products + * Identify new technology standards required by the architecture + Tools: + * non-functional requirements + +Follow DevSecOps principles +use continuous integration and continuous deployments + How to achieve: + * Summarize how the architecture can be deployed following a continuous integration approach + * Summarize how the architecture can be deployed following a continuous deployment approach. + Tools: + * CICP mesh + +ensure automated testing occurs for security and functionality + How to achieve: + * Summarize the automated security and functionality testing that will be/has been executed on the solution. + +include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + How to achieve: + * Summarize the role and responsibilities users and other stakeholders have in DevSecOps processes. + Tools: + * Project Charter + + + Security architecture +The GC Enterprise Security Architecture program is a government‑wide initiative to provide a standardized approach to developing IT security architecture, ensuring that basic security blocks are implemented across the enterprise as the infrastructure is being renewed. + +Build security into the system life cycle across all architectural layers +identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability +How to achieve: +Summarize how the architecture ensures the confidentiality of the information based on its categorization and degree of injury +Summarize how the architecture ensures the integrity of the information based on its categorization and degree of injury +Summarize how the architecture ensures the availability of the information based on its categorization and degree of injury + +implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary +How to achieve: +Summarize how the architecture aligns with the Centre of Cyber Security’s IT Security Risk Management Framework + +apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit +How to achieve: +Describe the security measures that protect the data at rest while meeting business and users needs +Describe the security measures that protect the data in transit while meeting business and users needs +design systems to be resilient and available in order to support service continuity +How to achieve: +Outline the architecture’s resilient characteristics support service continuity objectives +Outline the architecture’s availability characteristics support service continuity objectives +Tools: +Non-functional Requirements +Ensure secure access to systems and services +identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework +How to achieve: +Summarize how the architectures identifies and authenticates: +Individuals +Processes +Devices +Summarize the enterprise security services leverage by the architecture +Summarize how the architecture aligns to the Pan-Canadian Trust Framework +Tools: +Target State Architecture +Interim State Architecture +constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection +How to achieve: +Summarize how the architecture constrains service interfaces to authorized entities in compliance to: +ITSG-22, and; +ITSG-38. +implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security +How to achieve: +Does the architecture use HTTPS for secure web connections +Does the architecture use and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security + +establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services +How to achieve: +Outline what (APIs or centrally managed hybrid IT connectivity services )the architectures established secure interconnections between systems +Tools: +Target State Architecture +Interim State Architecture +Maintain secure operations +establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance +How to achieve: +Have processes been established to ensure the prompt application of security related patches and updates? +Summarize how the architecture supports these processes + +enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks +How to achieve: +Summarize how event logging within the architecture aligns to GC Event Logging Guidance in the areas of: +Attack detection +Attack prevention +Attack respond +establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security +How to achieve: +Describe how incident management plan aligns to GC Cyber Security Event Management +Describe how incidents are reported to the Canadian Centre for Cyber Security (CCSB) + + + https://citizenfirst.ca/research-and-publications/citizens-first + +The Citizens First series takes an in depth look at how citizens experience government services. Over the years, Canadians have been asked what they think about the delivery of public services, what are their expectations, and what they see as the priorities for improvement. + +Use the research findings to gain a deeper understanding of how citizens experience government services. This knowledge enables you, as a service provider, to improve service based on a citizen perspective and empirical evidence. + +Background +Originally published in 1998, Citizens First was coined as a landmark study that focused on citizen-centred service delivery. Over the years, the Citizens First series has changed and grown, introducing new elements and increasing the depth of understanding of how citizens experience government services. + +The Citizens First series has established the gold-standard for research on public sector service delivery, not only in Canada, but around the world. The distinctive methodology and approach have equipped public sector managers with the tools they need to identify action priorities for service improvement in the public sector. +– Ralph Heintzman + + + https://www.priv.gc.ca/en/opc-actions-and-decisions/research/explore-privacy-research/2019/por_2019_ca/ +Date modified: 2019-05-09 + +Final Report +Prepared for the Office of the Privacy Commissioner of Canada + +Supplier Name: Phoenix SPI +Contract Number: 2R008-180131-001_CY +Contract Value: $66,185.51 (including HST) +Award Date: 2018-10-10 +Delivery Date: 2019-03-11 + +Registration Number: POR 055-18 + +For more information, please contact: publications@priv.gc.ca + +Prepared for the Office of the Privacy Commissioner of Canada +Supplier name: Phoenix Strategic Perspectives Inc. +March 2019 + +This public opinion research report presents the results of a telephone survey conducted by Phoenix SPI on behalf of the Office of the Privacy Commissioner of Canada. The research study was conducted with 1,516 Canadians aged 16 and older February 6-20, 2019. + +This publication may be reproduced for non-commercial purposes only. Prior written permission must be obtained from the Office of the Privacy Commissioner of Canada. For more information on this report, please contact the Office of the Privacy Commissioner of Canada at: publications@priv.gc.ca or at: + +Office of the Privacy Commissioner of Canada +30, Victoria Street +Gatineau, Quebec +K1A 1H3 + +Table of figures +Figure 1: General knowledge of privacy rights +Figure 2: General knowledge of how to protect privacy rights +Figure 3: Concern about protection of personal privacy +Figure 4: Knowledge of how new technologies affect privacy +Figure 5: Views on whether businesses respect privacy rights +Figure 6: Views on whether the federal government respects privacy rights +Figure 7: Concern online personal information will be used to make decisions about people +Figure 8: Concern online personal information will be used or stolen +Figure 9: Security measures taken on mobile devices +Figure 10: Body as Information: Concerns about sharing information in different scenarios +Figure 11: Body as Information (over time) +Figure 12: Effect of privacy practices on willingness to do business with a company +Figure 13: Effect of privacy practices on willingness to do business (over time) +Figure 14: Precautions taken to protect personal information +Figure 15: Use of personal information for gain +Figure 16: Impact of privacy breaches on willingness to share personal information +Figure 17: Understanding of the Government of Canada’s use of citizens’ information +Figure 18: Understanding of intelligence-gathering activities in Canada +Figure 19: Understanding of sources used by Government of Canada to collect information +Figure 20: Comfort with the Government of Canada sharing personal information +Figure 21: Level of control over personal information being used +Figure 22: Entity responsible for privacy protection +Figure 23: Views on companies sharing personal information for purposes unrelated to providing a service + + + The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + + + Our priorities include: + +making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations + + + + Our priorities include: + +developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language + + + Our priorities include: + +improving data-driven decision‑making + + + Our priorities include: + +getting the most value for the public from the data and information the GC holds + + + Our priorities include: + +modernizing funding and procurement approaches to support more agile execution practices + + + Our priorities include: + +acting ethically and in environmentally sustainable ways + + + The 2021–2024 DOSP provides the strategic direction for the GC’s integrated management of service, information, data, IT and cybersecurity. It sets out priorities and actions to accelerate our efforts. Given our shifting operating environment, we will review this document annually. + +Our priorities include: + +making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations +developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language +improving data-driven decision‑making +getting the most value for the public from the data and information the GC holds +modernizing funding and procurement approaches to support more agile execution practices +acting ethically and in environmentally sustainable ways + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise. + + + Appendix B: Development of EA Principles +The development of architecture principles is typically influenced by the following : +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). + + + + + SAFe (Scaled Agile Framework) + + + Lean-Agile transformation + + + + + Product:Focus on the product lifecycle and its organizational value. + + + Architecture Insight: Focus on providing insight that informs and delivers organizational value. + + + Minimum Viable Architecture (MVA): Focus on the delivery of just enough architecture to deliver organizational value. MVA implementation will be achieved through experimenting and pivoting. In fact, the MVA may be an experiment that is preserved, or a pivot based on learnings. + + + Architecture Roadmaps: Focus on evolving and maturing the organization, MVA, and IT capabilities and features. + + + Business Outcome: Focus on the achievement of business outcomes and delivering value. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. + + + By listing relevant standards, this document provides a useful body of reference. + + + EA should “publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services” + + + EA should “publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services” + + + This time, let’s have a look at how we can accomplish this while ensuring we follow security and privacy best practices. + + + Set up your Environment +Your virtual workspace may consist of a variety of tools and platforms. +Software developers and IT folks may leverage social coding platforms such as Gitlab, Github, GCcode, etc., to collaborate widely with people around the world on source code. +In the Government of Canada, most departments now use Microsoft 365 to varying degrees, which may include Teams, a collaboration platform that ties in multiple products and capabilities. +Whether you are using the corporate collaboration platform or a 3rd party software as service to work in the open, there are a number of things to keep in mind. + + + Stay in Control +Your workspace is a very important place: it contains your work and you have a responsibility to ensure its properly secured and controlled. However, that doesn’t mean you can’t open up securely. +Proper access management is required so that we can separate the two main types of users: your team’s members and external contributors. The latter could be a person from within your organization or from the public. +There may be more types of roles available depending on the platforms, but these are the main buckets we think of when working in the open. +Depending on the platform you use, various controls may be offered to let you openly share your documents and your work while remaining in control of its content. +In SharePoint, a platform most often available as “Inner Source” only, a team can open up their workspace by default to their colleagues and create specific folders with more restricted access to privately work on documents only when absolutely required. +With most collaboration platforms, whether it’s SharePoint, Google Docs, etc., there usually is an option to let external contributors consult your documents and add comments but prevent them from making changes directly. This way, you remain in control of the main version but you enable people to stop by and provide feedback on a continuous basis. Additionally, such platforms usually offer a functionality that let the owner of the documents revert changes made by someone else, ensuring that only approved changes remain on your official versions that will be kept for information management purposes. + + + Ensure Privacy +Public servants who work with citizen data must take great care regarding the privacy of that data and never share it publicly. Working in the open by default is not a concept that applies when working on a citizen’s files and data. + +But it doesn’t mean that even these teams can’t work openly on improving their processes and sharing how they overcomed challenges. As public servants, we should continuously strive to improve our processes, look for new ways of solving issues, and share the results of our research, as long as they are unclassified. + + + Manage Secrets +In software development, certain parts of the final code may be a corporate secret, such as a private key to a computer resource, passwords, etc. + +These must never be included in the public source code itself but rather be managed separately. + +Since, software source code is nothing more than structured text that can be understood by a computer, the same concept of pulling out secrets parts may be taken with other types of documents. + +This means that when a small part of your work must not be shared publicly, you can exclude it and store it in a secure location instead of locking down the entire document. + +This way, the material that is unclassified can still be made available publicly and may be collectively worked on while the parts that are to be secured can be edited separately only by the select individuals who are authorized. + + + Manage Leaks +In software development, we expect that there will be a security issue at some point, while we continue to strive to minimize that eventuality. + +By putting in place a remediation process, we ensure that even if there was to be a leak, appropriate mesures are in place to address it as quickly as possible. And we make sure that everyone knows how to run through the process, if it’s not fully automated. + +For traditional text documents and presentations, reducing the amount of specific data used may help minimize the risks of leaks. However, someone could inadvertently type a password or personal information in a document. + +If that was the case, since it is not software related and automation may not be as easily possible, it would be important that each member of your team is familiar with the departmental Directive on Privacy Breach and know exactly what to do and who to contact. + + + Open up at Inception +Part of working in the open is accepting that we don’t know what others may be able to contribute to or when they would be able to jump in to help. By making your documents open at their inception, you put yourself from the get go in a mental state where you expect others to read and possibly participate whenever it makes sense for them, not just when you plan a formal review. In a way, you change how you perceive your own work. + +It’s a normal reaction to think that we can do better before getting feedback, which is why you may be tempted to wait until “it’s good enough to share”. But doing so may lead you to wait until very late in the creation process and you may actually never end up opening up for a variety of reasons. + +For example, you may have to go back and review the document to ensure you haven’t unconsciously added sensitive or classified information, which adds work and delays. Or, you may feel less receptive to feedback as you get closer to a final version of a document since you spent so much time aligning your ideas together and wordsmithing. + +As explained in our previous post, working in the open is a participatory approach which includes public reflection and documentation. The process itself is as important as the final document. + + + Be Humble and Open Minded +Working in the open may seem like putting yourself out there, subject to criticism and judgement of others. + +But remember that no one knows everything. Opening up is an opportunity for you and your team to share what you are working on and enable unique collaboration experiences with colleagues and citizens alike. + +This approach is what made open source software projects so powerful and adopted across the whole world. It is also a good way to align with the Directive on Open Government as mentioned earlier. + +Of course, the official review process can still occur for each major revision of your documents. You simply ensure that in between such versions, the creation process is done openly and enables folks from all backgrounds to contribute. + + + Manage the Community +An argument sometimes used for avoiding working in the open is that managing the community may end up being more work than what you get back. Or that receiving external contributions before a certain version is mature enough would slow you down. + +Based on our experience, small and continuous feedback makes the process much less cognitively intensive since contributions usually are smaller and can be more easily integrated in the workflow. It also helps identify issues early on so that side discussions may occur on those specifically. And by continuously reviewing and integrating the feedback, it helps minimize the disruption of the entire creation effort. + +As mentioned before, this approach has to be participatory. It means that you have to set the stage, explain what you are trying to accomplish and welcome those contributions from all around. + +And encourage external folks to comment. Make sure you reply to them either by simply acknowledging you have read their contributions or by letting them know what will be done about it. + +Since we abide by a code of values and ethics, clearly outline what is tolerated and what is not. Be clear within your team that this is something that is beneficial and help new comers to feel comfortable with the process. + +You may be surprised as to who ends up contributing! Be welcoming, open minded, and inclusive. Not everyone has the same background and life experiences. We can learn from everyone and grow better together! + + + Government 2.0 is a list of essays and interviews from Tim O’Reilly, who is known as the person to coin the term “Government as a platform”. +https://www.oreilly.com/tim/gov2/ + + + Common Components for #DigitalBC, a blog from Jaime Boyd, British Columbia’s CIO, on re-usable building blocks, used together, or separately. +https://jaimieboyd.medium.com/common-components-for-digitalbc-99e0cc2befb4 + + + Re-use existing common components to create your product or service. The British Columbia’s Digital Common Components Catalogue. +https://digital.gov.bc.ca/common-components + + + Government as a Platform: the foundation for Digital Government and Gov 2.0 is an essay from Pia Andrews, presenting her vision of a Digital Government, a Government as a platform. She also explores the API model for governments as well as the concepts of reusable components across services. Pia is now working us in ESDC to navigate the complexities of modernizing our business delivery to citizens. +https://www.themandarin.com.au/118672-government-as-a-platform-the-foundation-for-digital-government-and-gov-2-0/ + + + A working definition of Government as a Platform, is an essay from Richard Pope presenting how governments can become platforms from which citizen services can be designed by reusing components and services. +https://medium.com/digitalhks/a-working-definition-of-government-as-a-platform-1fa6ff2f8e8d + + + Web Experience Toolkit is a Government of Canada initiatives that “includes reusable components for building and maintaining innovative websites that are accessible, usable, and interoperable. These reusable components are open source software and free for use by departments and external Web communities.” It is a great example of how a team was able to work in the open to benefit the government as a whole but also the society itself. +https://www.canada.ca/en/treasury-board-secretariat/services/government-communications/web-experience-toolkit.html + + + GC Service & Digital Target Enterprise Architecture +https://wiki.gccollab.ca/GC_Service_%26_Digital_Target_Enterprise_Architecture + + + Lessons from Estonia on digital government is an essay from David Eaves on how Canada could learn from Estonia’s journey by leveraging common building components for digital services, even if we consider the complexity tied to the legacy systems and policies that Canada has to deal with. +https://policyoptions.irpp.org/fr/magazines/february-2019/lessons-estonia-digital-government/ + + + 1988 National Bureau of Standards’ Management Guide to Software Reuse (PDF 2.2 MB) +https://www.govinfo.gov/content/pkg/GOVPUB-C13-dca04f7b7fc21321e39de88b35b2f1d3/pdf/GOVPUB-C13-dca04f7b7fc21321e39de88b35b2f1d3.pdf + + + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx +13. Will the site’s security groups migrate? +No. Active Directory lists that are on premise will not be migrated; however the Project Team will recreate them as Azure Active Directory groups with settings activated to enable Owners and Designers to manage their membership after they migrate. + +Please keep your access and permissions up-to-date. You should not wait until your site is scheduled for migration to perform this update. + +https://dialogue/proj/ITCD-RMTI/SAS-SAS/_layouts/settings.aspx + + + + • Adaptive Identity: +— Support for multiple classes of consumers and participants, whose roles and identity may evolve to meet rapidly evolving ecosystems and new environments +— Ease of maintenance and operation while being agile and easy-to-modify + + + • Context-Specific, Policy-Enforced Data Security: +— Holistic approach that reduces risk of exposed data across full lifecycle by best practices for continuous improvement + + + • Threat Scope Reduction and Risk Avoidance: +— Reduced scope of threats to support agility and support complexity +— Increased complexity and number of communication patterns increasing difficulty of addressing through a data and asset-centric approach + + + • Real-Time/Near Real-Time Response: +— Security Operations Centers (SOCs) with threat and incident response organizations, infrastructure, and processes + + + • Separation of Concerns: +— Ability to support unpredictable consumers by decoupling security from the underlying resource so that clients of APIs and applications can evolve in a changing digitized environment + + + • Automated Audit: +— Support for agility and increased complexity without traditional, lengthy processes + + + • Secured Zones: +— Adaptive and easily configured zones for data that must be protected, such as fraud, Personally Identifiable Information (PII), and Payment Card Industry (PCI) data + + + • Policy-Driven Access Control: +— Support for adaptive identity, evolving and agile access to resources (e.g., applications, APIs), and unpredictable relationships between consumers and producers + + + ESDC will develop a roadmap based on this assessment to address risks and known technical debt, in concert with the transformation agenda currently underway at ESDC. +This involves migrating departmental applications from existing SSC legacy data centres into new hosting environments. ESDC will work with Treasury Board Secretariat (TBS) and SSC to identify target hosting environments, including Cloud based hosting services operated by the Government of Canada and private industry and at new, state-of-the-art data centres operated by SSC. + + + 10.6.2 IT Technical Management +The ability to ensure current and appropriate IT is in use. For example, Application Management, IT Infrastructure Management + + + 10.6.4 Channel Infrastructure Management +The ability to provide the technological needs to support the operational real-time management of delivery of the channels + + + + 10.6.3 IT Service Management & Operations +The ability to respond to interruptions to IT services to restore service levels. For example: National Service Desk (NSD) + + + From: Peterson, Sophia <Sophia.Peterson@tbs-sct.gc.ca> +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference + + + + From: Peterson, Sophia <Sophia.Peterson@tbs-sct.gc.ca> +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference + + + From: Peterson, Sophia <Sophia.Peterson@tbs-sct.gc.ca> +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference + + + From: Peterson, Sophia <Sophia.Peterson@tbs-sct.gc.ca> +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference + + + + + As soon as your site is scheduled, here’s how The Migration Team will help SAS get started: + +Owner Welcome Message from the Project Team +Confirms your migration date and new URL, and introduces you to your role and the information and training that will guide your success. + +Invitation to Owner Orientation Session +Live session provides an end-to-end view of the process - before, during and after migration: + - Critical steps and Your Role + - Before/After View of the Technology + - Top Learning Tips + - Questions & Answers with the Project Team + +Online Resource Centre +Handy information and guidance all in one place, to help you prepare your SP 2010 site for migration and get up-to-speed quickly in SP Online. + +Learning Essentials +A checklist of recommended learning that will help you continue your work in your new SharePoint Online environment. + + + ISSUE: +URL for SharePoint Folders: https://014gc.sharepoint.com/sites/SAS-SAS/Documents +URL for "SAS-SAS" MS Teams Team Shared Folder: https://014gc.sharepoint.com/sites/SAS-SAS2/Shared%20Documents/ +In Teams, the "Files" tab in each of the "SAS-SAS" Team's Channels is mapped to a different "site," "SAS-SAS2". +Ideally these would be the same. We may need to involve the IM Team / SharePoint 365 Support Team in order to + - Determine whether this is even possible + - Figure out how to do it in the most direct, simplest way (at least from an ongoing management pov) + + + 10.4.3 Training and Development Management +The ability to define the organisation, skills and administrative needs of the enterprise and its employees as well as to develop and maintain staff roles and skills profiles. + + + 10.4.2 Workforce Management +The activities related to staffing, recruitment and retention, classification, compensation and benefits, talent management, succession planning, employment equity and official languages. + + + 10.4.1 Workforce Planning and Analysis +The ability to perform the acquisition of human resources through our internal competition process, in order to ensure that appropriate skills are available when needed + + + Value Stream Develop Employee Career +Value Stage Develop Employee +Business Capability 10.4.3 Training and Development Management +The ability to define the organisation, skills and administrative needs of the enterprise and its employees as well as to develop and maintain staff roles and skills profiles + + + + + KPI's defined by APM, measured in fact. +Measurable, Reproducible, Automatable. +Formula-driven. +Scale-up to HL Frameworks, i.e. EA's Assessment +Explore Predictive Analytics using the model developed for Technical Debt Remediation. +Aim to change, bring in new things. Opportunity to test that out. EA is more about predictive. + + + An investment in foundational data capabilities is needed to improve the Department’s use of data to deliver on priorities and outcomes such as: Social Sector Stabilization and Resiliency, Early Learning and Child Care support, causes of chronic homelessness, outcomes sought by Black and other racialized Canadians, and predicting the changing and emerging needs of Canadians with respect to legislated programs. + + + For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value. + + + For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value. + + + For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value. + + + “In 2013 Gartner was contracted to provide a review of the Information Security Practices of Employment and Social Development (ESDC). Among their recommendations was one with respect to “improving governance”. In the course of researching that recommendation in more detail and exploring related strengths and weaknesses across the continuum of ESDC’s management of information security, it became apparent that a key driver of risk was inconsistent or inadequate enterprise leadership, policy, and process in the area of data management”. Data Governance Discussion Paper, Gartner for ESDC IITB, March 20, 2014. + + + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +1. Lead the development and implementation of a data vision and strategy, including piloting the use of innovative techniques like predictive analytics. + + + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +3. Champion greater horizontality in the internal flow of ESDC data in cooperation with Senior Management and data custodians. + + + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +2. Champion the establishment of effective data governance and data policies to improve data management and ensure the validity, availability, and quality of ESDC data. + + + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +4. Work with stakeholders to improve partner access to ESDC data including public access to open data to support informed decision-making and drive innovation through its uptake and use. + + + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +5. Work with partners across ESDC, including the Chief Information Officer (CIO), Chief Privacy Officer (CPO), the Departmental Security Officer (DSO), and data stewards, to promote awareness and education across the organization with respect to data management best practices and processes, and to ensure knowledge transfer to departmental executives across the organization and to staff directly working within the office of the CDO. + + + Service Management Use of Data +Evolve identity information capabilities to match new capacity and shared identity management services +Standard and integrated data across programs and channels facilitates: +Client access and use of data, shifting demand from staffed channels to self-service, and +Comparable operational and performance data to support more effective channel and workload management +Broad access to data analytics to assess trends and predict service requirements + + + + Client Experience Use of Data +Easy access to current information across programs and over time (e.g single client view) +Support for digital services including real-time information +Use of personalization and behavioural insights to optimize client experience + + + + Benefit Delivery Use of Data +Risk-related data is captured and available to support early decisions, compliance monitoring and controls mitigation +Improved data quality of documented evidence enhances efficiency and effectiveness of benefit processing and the quality and transparency of decisions +Central repository of business rules information supports effective program delivery, consistent and efficient benefit processes, and agile program change management +Agents have access 360 degree view of client data + + + Client and Account Data +Increased transparency for clients on their data, interactions and benefits +Increased client sense of ownership by being able to view and update their personal data directly +Clients and ESDC users have integrated views of client data across programs and services, integrated across service channels + + + + Client Employment and Earnings History +Enhanced capability to assess data quality and integrity +Preparedness to future transformation opportunities such as ePayroll + + + + Analytical Insights and Reports +Enhanced access to quality/trusted data +Ability to collect and consolidate data across sources +Enhanced reports quality (client, service, partner, operations, program outcomes) +Robust data driven insights (client, service, partner, operations, program/policy) + + + + Demographic Data Intake Partnerships +Establish the capability to obtain on a continuous basis partner available data that describes the ever-changing operational environment of the business, particularly the client base and their needs. + + + • Data Policy Support the strategy with overarching policy that provides guidance to ensure that organization acts in a manner that is consistent with successful implementation of the strategy. + + + • Surveys and Research Identify gaps in available data that describes the operational environment of the business, and act proactively to fill those gaps. + + + • Data Governance +Define the roles and procedures that assure the effective management of data, i.e. to ensure that as a critical resource, data is available as needed to support the business and safeguarded to ensure its availability, confidentiality and integrity. + + + • Data Strategy +Define the path and provisions needed to progress the business management of data as an asset. + + + Build a platform for enterprise interoperability (actions underway) + +TBS will continue to work with stakeholders to develop a unified service approach and to create a set of modern integration tools called the GC Interoperability Platform (GCIP). This platform acts as an information broker, enabling the exchange of data and information between enterprise systems, departments and governments. + +The GCIP project will implement a central data exchange where information can be shared securely and reliably between government applications. Three core solutions for financial management, human resource management and information management will be connected to seamlessly exchange information, regardless of the technologies underpinning them. These systems operate on a “tell us once” principle, where data is entered in one system and then reused by multiple other systems, as legislation and policy permit, thus reducing the need for duplicate data entry while improving data integrity and accuracy. + +This work will lay the foundation to link internal departmental information with solutions for delivering programs and services and enable greater GC-wide collaboration when designing digital services. + +TBS will continue to lead the adoption of a common GCIP to support information sharing inside and outside the GC domain. This approach will enable business process improvement within the government and across jurisdictions, leading to improved program and service delivery for citizens and businesses. + +Through the creation and use of a governance framework (policies, directives, guidelines and open standards) for the GCIP, TBS will: +• foster openness and collaboration +• promote digital services +• advance enterprise interoperability and information sharing across the government + + + Introduce a strategy for use of open source software and open standards (planned actions) + +The use of open source software supports interoperability and information sharing and should be considered in the assessment of IM-IT solutions. Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications, making them more robust and interoperable. The use of open standards ensures interoperability between products and systems, and maintains flexibility within the IM-IT environment. TBS will lead the development of a strategy to set direction for the government on the use and release of open source software and open standards that will be ratified by GC EARB. + + + Introduce a mobile application strategy and framework (planned actions) + +Canadians and business want to use mobile applications to interact with government data and obtain government services. As part of the overall web strategy, TBS will lead the development of a strategy and framework for the development and management of mobile applications that are easy to use and trusted that will be validated through GC EARB. GC mobile applications will be identified on Canada.ca and available through application stores. + + + Develop an application programming interface strategy (actions underway) + +APIs are used to reveal GC digital capabilities and can be combined and reused to create digital services. APIs are increasingly becoming the way to facilitate sharing of government data and information and, as such, are foundational building blocks that support the GC’s commitment to digital services. TBS will develop an API strategy for the GC. + + + Introduce a government API store (actions underway) + +TBS will lead the creation of an API store to support information sharing with Canadians, business and other entities external to government. Departments have already made available a number of APIs. The GC API store will offer a consistent means to discovering APIs and subscribing to them. The store will provide API publishers and users with a central, multi-tenant API management platform that includes: + +• a searchable catalogue +• version control +• automated access provisioning workflows + +Operating under a self-service model, API publishers will be allowed to sign up and benefit from “active documentation” that allows them to drill into API definitions, try APIs and share their feedback in the store’s forum. + +Interoperability, mobile applications and APIs are key elements to supporting digital services for the GC. + + + Determine the feasibility of developing a “tell us once” approach for government (planned actions) +TBS will investigate the “tell us once” approach for the GC from various perspectives to understand possible risks and challenges including: security, privacy, IM and IT. + + + Enhance online infrastructure to enable departments to release their data and information (actions underway) + +Having reliable infrastructure in place to ensure the maximum release of government data and information ultimately results in: + +• a platform for Canadians that enables access to open government data and information +• the opportunity to meaningfully engage on related issues +The long-term goals of these activities are to deliver value to Canadians through open information and data that: + +• fosters greater citizen participation in government +• promotes innovation +• creates economic opportunities + +Canada’s Open Data Exchange (ODX) is an organization that helps Canadian companies make use of open data. TBS will work with the ODX to deepen insight into the commercial open data landscape and to understand what challenges need to be overcome in order to make Canadian open data companies more competitive. + + + Develop a master data management program (planned actions) + +In an open and distributed operational environment such as the GC, there is a risk that business-critical data becomes redundant, inconsistent and scattered throughout the enterprise. + +Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability. + +TBS will work with key business owners (for example, the Office of the Comptroller General and the Office of the Chief Human Resources Officer) to establish a government-wide MDM program to formally identify standard data elements and single authoritative sources for key information domains, where appropriate. + + + Advance analytics (planned actions) + +Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy. Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends. Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives. + +TBS, working with departments, will lead the development of requirements for an enterprise analytics platform. + +TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing. + + + Implement a platform for external collaboration (actions underway) + +Technology makes it easier for citizens, academia, scientists, businesses and government to share ideas and information and to collaborate with one another. TBS will lead the establishment of an external collaboration service provider to host departments and provide them with a dedicated workspace and computing storage for unclassified and transitory data. Cloud pilot projects will test-drive requirements and determine the most suitable platform to meet government business, information and security needs. + +TBS, in collaboration with departments, including PSPC and SSC, provides departments with a secure platform called GCCollab to: + +• share opinions, information and analyses +• collaborate with external partners, academia, businesses, other governments and citizens + +While meeting the government’s requirements for security classification, disposition and recordkeeping, the platform will support an array of functions such as document sharing, co-authoring, assigning tasks, organizing meetings and holding discussions. + + + Implement GCDOCS (actions underway) + +Time and productivity are frequently lost due to the lack of consistent tools and systems to help employees store, search and find the information and data they need to do their jobs. Enterprise IM solutions such as GCDOCS streamline and simplify these processes, but they need to be configured properly to make back-end IM processes as invisible as possible to users. + +Automation can provide opportunities to: + +• simplify and streamline key IM processes and practices +• deliver a seamless user experience that relieves burden on individual GC workers + +Furthermore, implementing integrated and standardized solutions across departments can help make it easier for GC employees to find, use and share the information and data they need to do their job, while ensuring consistent, foundational management of GC information assets. Information and data can be leveraged to help departments achieve their business objectives and meet their mandated requirements. + +TBS and PSPC will enhance the government-wide GCDOCS service for departments, including: + +• full deployment by 2022 +• broadening its integration with back office systems +• piloting its use as a tool for increasing the openness of government information + + + Migrate websites to Canada.ca and assess options for a single GC digital service platform (actions underway) + +The GC’s Web Renewal Initiative will improve Canadians’ access to GC online services through a single online window (Canada.ca). This initiative will bring hundreds of existing sites into one, designed to better meet the needs of Canadians. TBS will develop a new strategy to set further direction on providing a single window to Canadians for all GC information and services and create the conditions required to transition to a single GC service platform. + + + TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + # Questions + 1.1 Describe ownership and strategic partnerships of your company, does the business and infrastructure reside in Canada? + 1.2 Have you successfully implemented other similar projects? Provide specific examples. + 1.3 Does your company currently have a procurement business number (PBN)? + 1.4 Does your company currently have a security clearance with the Canadian Government? + 1.5 Has your company successfully implemented your solution in a government environment? + 1.6 Can you provide a demonstration of your product? + 1.7 Is a testing environment available for testing as part of the RFI process? + + + # Questions + 2.1 Using the Government of Canada’s Policy Framework for People Management and TBS Executive Talent Management Framework, how does your solution capture and use training data to help: +· Build complementary teams? +· Identify talent gaps? +· Map Succession plans? +· Identify skill surpluses deficiencies? + + 2.2 Given the business process attached to the RFI for the departments LMS process, please comment on possible improvements, comparison to industry best practice, and how your product would align/benefit the process. + 2.3 How does your product classify and categorize skills, talents and competencies both for employees and for positions? + 2.4 How does your product manage organizational hierarchical relationships? + + 2.5 How does your product provide assessments to facilitate the design and delivery of customized leadership development solutions consistent with organization's unique business and culture context? + 2.6 How does your product assess leadership strengths, and potential gaps? + 2.7 What level of configuration is possible, available, and required to meet the department’s business process? + + 2.8 How is your product be configured to meet WCAG 2.0+, Revised Section 508, or EN 301 549? + + 2.9 If unable to meet 2.8, is this planned in the roadmap and when? How is this to be implemented to an existing solution? + + 2.10 Can different business rules be configured for different organizations/sub-organizations in the system? + 2.11 Does your system support performance assessments? If so, does it support the following: +· Annual +· 6 months +· Self-appraisal +· 180/360 degrees +· Peer-to-peer +· induction +2.12 Does your system support branding courses differently based on group or department? +2.13 Is your system capable of suggesting training based on current qualifications, course history and career development goals, including high potential employees? +2.14 Does the system support access by individuals with visual, physical and cognitive disabilities using screen readers, screen magnifiers, speech input and switch-based tools? +2.15 Does your system offer training certificates or proof of completion? + + + # Questions +3.1 How does your product provide reports to users and what reporting capabilities does it support? +3.2 How does your product assess content, data and generate reports to support senior management decision making? +3.3 Does your product support ad-hoc reporting? What (if any) limitations are involved with it. +3.4 Can raw data be exported from the system? In which formats? + +3.5 Can reports be scheduled to run? +3.6 Can reports be distributed to a predefined list of users on a schedule? +3.7 Does the product support exporting data to other BI tools or external reporting (e.g. Crystal Reporting)? +3.8 Can data be restricted from users based on their organization or role? +3.9 Can reports be exported? In which formats? +3.10 Does the product support the ability to brand and customize the look and feel of the reports by organization +3.11 Is data in reports live? If not, how frequently are the data tables updated? + + + + # Questions + 4.1 Please describe what is provided with your technical support, including but not limited to: the hours of support, methods of contacting technical support, and location of technical support. + 4.2 What support resources are available outside of phone support/live chat? + 4.3 How often is the product updated/upgraded? At what frequency would these updates be added to the system after deployment? + 4.4 Do you have a process for rolling out regular system updates/upgrades? If so, what is the process? + 4.5 Is support bilingual (French and English)? + 4.6 What is the availability of the system? 24/7? And with what % uptime? + + + # Questions + 5.1 What additional hardware and/or software are needed for proper performance? + 5.2 What level of integration is your product: +a) capable of and +b) What is required to function? + 5.3 Does your product require special network requirements (LAN or WAN) for optimal operation of this product? + 5.4 Is your system installed on standard server hosting, private cloud or a public cloud? If cloud based, are all your data-cloud servers located in Canada? + 5.5 What controls are in place to ensure proper isolation between your internal administrations from resources used by customers? + 5.6 If the solution is based on a multi-tenant environment, what controls are in place to isolate customer’s data from one another? + 5.7 Is there any additional software or hardware required for your solution? + 5.8 What security measures are in place to comply with https://www.tbs-sct.canada.ca/pol/doc-eng.aspx?id=12329 ? + + + # Questions + 6.1 Can existing courses from our current SABA LMS be migrated and reused in your solution? + + 6.2 Does the solution support map4, HTML5 packages, SCORM packages, PDFs, audio clips, MS Office documents formats? + 6.3 How can the types of files listed in 6.2 be migrated from an existing LMS? + 6.4 How do you support migrating data and media files to your system? + 6.5 Can training results be exported and shared from another system and loaded via spreadsheet? Example user is moving from another department + 6.6 Is raw data accessible to the extent that it could be migrated to a new system upon contract end? If so, are there any associated costs? + + 6.7 Do you have any previous experience in migrating data from an existing LMS into your solution? Is there a defined process for this? + + + + + # Questions + 7.1 In a networked environment, is it possible to disable your product for one user without disabling the product for the entire network? + 7.2 Does your product support encryption at rest, in transit or authentication (2- +factor)? How are users authenticated? +7.3 Is your product able to support the requirements in the GC Security Control Profile for Cloud-Based GC IT Services for Protected B, Medium Integrity and Medium Availability (PBMM)? +7.4 Has your service been validated and verified through the Centre for Cyber Security (CCCS)’s Cloud Service Provider IT Security Assessment Process? +7.5 Describe how your product complies with the following Government of Canada security and privacy standards and policies: +· Security Organization and Administration Standard +· Operational Security Standard: Management of Information Technology Security (MITS) +7.6 Does your product allow for user profiles (role-based access)? +7.7 What level of redundancy exists in your data centres to ensure data recovery can be ensured? +7.8 Are any third-party vendors used in this solution? If so, have they verified by CCCS (Cloud Service Provider IT Security Assessment Process)? + + + # Questions +8.1 Can existing courses from our current LMS be transferred to your system? + +8.2 Does the system support the use of Application Programming Interfaces (APIs)? +8.3 If yes to 8.2, Have these APIs been validated by the Communication Security Establishment via the Supply Chain Integrity Assessment? +8.5 Is the system able to integrate with PeopleSoft HRMS? +8.6 Is the system able to integrate with ERP systems for cost and financial data reporting? Is the data exchange unidirectional, or bidirectional? +8.7 Does the system support Single Sign On authentication SAML 2.0? + +8.8 Can the system integrate and connect with existing GC social networks (GCConnex, GCpedia, GC Intranet)? +8.9 Does the system have the ability to track and store the capture of all transactions and data in the system? + + + # Questions +9.1 In what ways are technical support team members supported in case of issues? Is there any process in place? +9.2 How would support staff at ESDC be trained to use the system? +9.3 What resources are available to ESDC staff after training to support administration of the system? +9.4 Describe what, if any, training resources are available for end users and how they are delivered? +9.5 Do you provide train the trainer training during onboarding? + + + # Questions +10.1 What is the licensing model/cost for your product? +10.2 What is the pricing model used for your final integrated solution? (Please provide the published price list if available) +10.3 Depending on your licensing model, what is the annual renewal rate for your product? +(For example, if a perpetual licensing model is used, what is the standard maintenance and support rate? If a subscription licensing model is used, what is the renewal rate for your product? +10.4 How your product is delivered (hosted, cloud, perpetual licenses)? +10.5 What are the costs associated for data migration? +10.6 What are the costs of implementation +10.7 What are the costs, if any, that are associated with installation activities? +10.8 Are there any potential additional fees to those listed above? + + + # Questions +11.1 What is the estimated duration required for a simple, medium and complex installation? +11.2 What is the estimated duration required to plan for a simple, medium and complex installation? + + + + + + + + + + + + + + + + + + + + + + + + + + + Production deployment: This step consists of releasing the solution to its production environment. + + + + + + Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities. + + + Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations. + + + Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not. + + + UX / Design: This step serves to explore and eventually establish the necessary specifications and features that will satisfy the solution’s success criteria. The team will determine the data needs, components (hardware and/or software) and infrastructure required for the solution to accomplish its objectives. + + + Required Guardrails + + + Governance ensures that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritisation and decision making; and monitoring performance and compliance against agreed-on direction and objectives. Governance is the responsibility of the Enterprise Architecture Review Board under the leadership of the ADMs of TISMB and IITB. + + + The service governance process ensures that the organizational objectives are achieved by evaluating stakeholder needs, conditions and options. + + + The service governance process sets direction through prioritization and decision making. + + + The service governance process monitors performance, compliance and progress against agreed-on direction and objectives + + + The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration. + + + Management plans, builds, runs and monitors activities in alignment with the direction set by the governance body to achieve the enterprise objectives. +manage the direction, acquisition and investment, as well as the overall performance of the program + + + On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients. + + + Service procurement management controls and directs the series of activities and procedures necessary to acquire facilities, infrastructure, platform and software products and services. + + + Service Contract management is the process of managing contract creation, execution and analysis to maximize operational and financial performance , all while reducing financial risk + + + Service Strategy development is to decide on a strategy to serve clients. Starting from an assessment of client needs and the market place, the service strategy development determines which services the IT organization is to offer and what capabilities need to be developed. Its ultimate goal is to make the IT organization think and act in a strategic manner. + + + Provide the service specific planning, provisioning, delivery, and decommissioning processes for the services provided by the program + + + Service Level Management involves the processes of planning, coordinating and reporting on Service Level Agreements (SLAs) between the IT service provider and customer/client group; and the ongoing reviewing of service achievements to ensure that service levels and quality are consistently delivered and maintained. + + + Availability Management is concerned with the design, implementation, measurement and management of IT infrastructure availability to ensure the stated business requirements for availability are consistently met, according to agreed levels. + + + Service Continuity Management involves undertaking a systematic approach to the creation of a plan and or set of procedures (which are updated and tested regularly) used to prevent, cope with, and recover from the loss of critical services for extended periods, in line with business continuity plans + + + Financial Management involves three main processes - budgeting, IT accounting, and charging - to ensure the cost-effective stewardship of IT assets and resources used in providing IT services. Charging is an optional activity and is dependent on the charging policy of the organization as a whole + + + Capacity Management is the focal point for all IT performance and capacity issues. Capacity Management aims to optimize the amount of capacity needed to deliver a consistent level of current and future services + + + Security Management processes involve organizing the collection, storage, handling, processing and management of data and services in such a way that the integrity, availability, and confidentiality business conditions are satisfied + + + Provide the support processes common to all services delivered by the program + + + The Service/Help Desk is the single contact point within the IT provider organization for all end-users to seeking assistance and support for IT services and/or related problems, incidents, questions, and complaints. + + + The goal of Problem Management is to minimize the adverse impact of incidents and problems on the business as may be caused by errors within the IT infrastructure, and to prevent recurrence of incidents related to these errors. + + + The goal of Change Management is to ensure that standardized methods and procedures are used for the efficient and prompt handling of all changes, to minimize the impact of change-related incidents and improve day-to-day operations + + + The primary goal of the Incident Management process is to restore normal service as quickly as possible following loss of service, and to minimize the adverse impact on business operations, thus ensuring that the best possible levels of service quality and availability are maintained + + + Release Management is very closely linked with Configuration Management and Change Management, and undertakes the planning, design, build, and testing of hardware and software to ensure that all aspects of a release, both technical and non-technical, are considered together + + + Configuration Management covers the identification of all significant components within the IT infrastructure and recording details of these components in the Configuration Management Database (CMDB). + + + An integrated approach to enable technology transformation and solve complex business challenges + + + Selecting appropriate and approved solution patterns and technology products. + + + Prepare repeatable solution patterns for common integration message exchange requirements. + + + Build services for accessing and aggregating data assets, and executing standard business processes + + + Services Continuous Integration / Continuous Deployment +Integrate and deploy services to the production environment. + + + Implement security policies and authentication/authorization protocols into service interfaces. + + + API Design is the process of developing a software interface that exposes backend data and application functionality for use in new applications. +providing an effective interface that helps your API's consumers better understand, use and integrate with them while helping you maintain it effectively + + + API Development is the planning, building, inspecting and documenting of a fully functioning end product that developers will want to work with and trust. + + + Publishing is the process of making your APIs available to app developers for consumption, i.e. putting it on the market. Make API products accessible and discoverable to app developers. Include reference documentation, manage the audience for an API and develop your API Store content. Control who has access to your APIs through the app registration process. Use API keys to provide or deny access to your API products by developers + + + Enforce consistent security best practices and governance policies across all APIs + + + API Scaling is to ensuring that you are using a proper load balancer, that your API has failover paths and/or you can dynamically scale to meet almost any demand (serverless). + + + Developers can easily discover APIs that are available in a catalog, explore them with interactive documentation and testing tools, register for access and manage their applications that are consuming those APIs. + + + API testing is a type of software testing that involves testing application programming interfaces (APIs) directly and as part of integration testing to determine if they meet expectations for functionality, reliability, performance, and security. Since APIs lack a GUI, API testing is performed at the message layer. + + + Browse through available APIs and versions, see methods available for each API and what parameters they support along with inline documentation, execute requests for any method and see responses in real time, make authenticated and authorized API calls with ease, and search across all services, methods, and your recent requests to find what you are looking for + + + Enter into a service contract and receive an access key to the API. Determine the most appropriate recurring usage model. If monetization is involved, determine pricing and billing. + + + Deliver sophisticated and controlled file-transfer solutions using simple, secure file transfer protocols and standard models of exchange, with secure encryption, manageability, scalability, file processing, integration and business-reporting options. + + + Information technology operations, or IT operations, are the set of all processes and services that are both provisioned by an IT staff to their internal or external clients and used by themselves, to run themselves as a business. It involves monitoring and controlling the IT services and their underlying infrastructure, the fulfilling of user requests, resolving service failures, fixing problems, as well as carrying out routine operational tasks. + +The coordination and execution of activities that enable the ongoing management and operation of products or services in the computing environment + + + The ESB platform acts as a shared messaging layer for connecting applications and other services throughout an enterprise computing infrastructure. It supplements its core asynchronous messaging backbone with intelligent transformation and routing to ensure messages are passed reliably. Services participate in the ESB using either web services messaging standards or the Java Message System (JMS). Originally defined by analysts at Gartner, ESB is increasingly seen as a core component in a service-oriented infrastructure. + + + An API gateway is the core of an API management solution. It acts as the single entryway into a system allowing multiple APIs or microservices to act cohesively and provide a uniform experience to the user. The most important role the API gateway plays is ensuring reliable processing of every API call. In addition, the API gateway provides the ability to design API specs, help provide enterprise-grade security, and manage APIs centrally. +https://apigee.com/about/cp/api-gateway + + + The message fabric is a messaging infrastructure that connects the system components and allows them to communicate. +Messages are transmitted to the components over the message fabric. The message fabric constitutes the message queues to write and retrieve application-specific data to and from the queues without the requirement for a private, dedicated connection to link the components. +https://www.ibm.com/support/knowledgecenter/SSYJCD_1.0.0/com.ibm.help.meigV100.doc/com.ibm.help.meg.welcome.doc/meig_as4_messagefabricoverview.html + + + + The API Store is a Web application which hosts published APIs. It provides a structured GUI, designed for API consumers and partners to self-register to find, explore, subscribe to and evaluate available resources. + + + The CI/CD pipeline is a set of automated processes that allow Developers and DevOps professionals to reliably and efficiently compile, build and deploy their code to their production compute platforms. The most common components of a pipeline are; build automation/continuous integration, test automation, and deployment automation. + + + The API Tooling platform includes components to assist API developers to design, build, document, test APIs according to specifications-based standards. + + + The SOA platform enables system developers to set up and manage services and to orchestrate them into composite applications and business processes. It provides the tools to design, implement, manage, and maintain service-oriented computing infrastructure across the enterprise, + + + The MFT platform enables secure file exchange and management with internal departments and external partners. It protects against inadvertent access to unsecured files in the end-to-end transfer of files. It includes monitoring and reporting capabilities. + + + + "On-prem"refers to private data centres that companies house in their own facilities and maintain themselves. On-prem infrastructure can be used to run private clouds, in which compute resources are virtualised in much the same way as those of public cloud. + + + Infrastructure as a service (IaaS) is a form of cloud computing that provides virtualized computing resources over the internet instantly. + + + Business Services are services that perform specific business functions and are required for the successful completion of a business process. They might also be called Application Services since they are used to develop composite services and business applications that automate business processes. + + + SOA services monitoring provides monitoring and management of software services and applications. This includes the ability to capture metrics and to monitor and manage application and service status. + + + SOA services analytics provides support of business analytics and business activity monitoring. It enables the department to leverage information to better understand and optimize business performance. It supports entry points of reporting to deep analytics and visualization, planning, aligned strategic metrics, role-based visibility, search-based access and dynamic drill-through, and alert and detect in-time actions + + + Ensure API availability to maintain seamless experiences for application developers, customers, and partners. Reduce the mean time to diagnosis (MTTD) by quickly investigating issues. + + + Analytics and insights into how APIs are performing, how they are being used and how they are driving business value. + + + Continually monitor a resource, for example a directory, and when the contents of that resource meet some predefined condition, start a task. + + + Consolidate and correlate event data, automate reporting and provide visibility into risk. + + + Build / Test: Development efforts occur as the solution is built according to the established design specifications. As features are developed, they undergo a cycle of testing and correcting until they successfully meet their expected intent, while being as free as possible of bugs and issues. + + + Monitor/support: This step serves to provide ongoing oversight of the production solution. As bugs, issues, opportunities for improvement and change requests arise, they are fed into the intake process to be addressed by the team. + + + This checkpoint is necessary for team that don’t have automated deployment authorization. A production deployment may require the business partner’s approval. + + + + + + + + + + + + + An event broker is middleware software, appliance or SaaS used to transmit events between event producers and consumers in a publish-subscribe pattern. +According to Gartner, event brokers “are middleware products that are used to facilitate, mediate and enrich the interactions of sources and handlers in event-driven computing.” +“Event-driven architectures (EDA) is inherently intermediated. Therefore, the intermediating role of event brokering is a definitional part of EDA. All implementations of event-driven applications must use some technology in the role of an event broker.”* +https://solace.com/what-is-an-event-broker/ + + + + + Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations. + + + Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities. + + + Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not. + + + + + https://www.scaledagileframework.com/story/ + + + + + + https://www.scaledagileframework.com/design-thinking/ + + + + + + + Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities. + + + Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations. + + + Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not. + + + UX / Design: This step serves to explore and eventually establish the necessary specifications and features that will satisfy the solution’s success criteria. The team will determine the data needs, components (hardware and/or software) and infrastructure required for the solution to accomplish its objectives. + + + Production deployment: This step consists of releasing the solution to its production environment. + + + Build / Test: Development efforts occur as the solution is built according to the established design specifications. As features are developed, they undergo a cycle of testing and correcting until they successfully meet their expected intent, while being as free as possible of bugs and issues. + + + Monitor/support: This step serves to provide ongoing oversight of the production solution. As bugs, issues, opportunities for improvement and change requests arise, they are fed into the intake process to be addressed by the team. + + + This checkpoint is necessary for team that don’t have automated deployment authorization. A production deployment may require the business partner’s approval. + + + + + + + + + + + + + The CI/CD pipeline is a set of automated processes that allow Developers and DevOps professionals to reliably and efficiently compile, build and deploy their code to their production compute platforms. The most common components of a pipeline are; build automation/continuous integration, test automation, and deployment automation. + + + + + API lifecycle management refers to the overseeing of all aspects of managing an API or API program from development to deployment and beyond, providing an organization with the ability to build, scale, analyze and monetize their APIs with ease. (https://apigee.com/about/cp/api-lifecycle-management) + + + + + + + + + + + + + + + + + + + A type of cyber security process that models and identifies typical and abnormal behavior of humans and systems within a network and can help in discovering security anomalies in user and system behavior. UEBA uses advanced analysis, aggregates data from logs and reports, and looks at packet, flow, file and other types of information, as well as certain kinds of threat data to figure out whether certain kinds of activity and behavior are likely to constitute a cyberattack + + + A method of creating secure zones within the network at the applications and services layer or below to allow better monitoring of lateral network traffic and management of access to those zones. Microsegmentation could enable zero trust principles by allowing administrators to control authentication and authorization at a more granular level than the network perimeter + + + An authentication method in which a computer user is granted access only after successfully presenting two or more pieces of evidence (or factors) for authentication. + + + + A set of policies and configurations that control access of users and devices to various services and data sources within the IT environment. Conditional access makes use of various signals or factors (e.g. user profile, device type, geographical location, etc.) to make access decisions and enforce organizations policies + + + A user authentication service which occurs when a user logs in to one application and is then signed in to other applications automatically, regardless of the platform, technology, or domain the user is using. The user uses one set of login credentials can be used to access multiple applications. + + + A software solution that stores, normalizes, aggregates and analyzes log data from multiple data sources across the entire IT infrastructure. SIEM analyzes data collected to discover trends, detect threats, and enable organizations to investigate any alerts + + + A security framework to microsegment network access by dynamically creating one-to-one network connections between the user and the resources they access + + + A set of technologies, products, and techniques that are designed to stop sensitive information from leaving an organization and ensure that sensitive data is not lost, misused, or accessed by unauthorized users. + + + An API management tool that sits between a client and collection of backend services and takes all API requests from the client, determines which services are needed, and combines them into a synchronous experience for the user. + + + + + + + + + + + + + + + + + + + + The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. + + + + + Senior Project Manager +Integrity Service Branch – Service Canada +Employment and Social Development Canada + + + + + Executive Sponsor +Justifies expenditure of funds for project planning. + + + Director General +Integrity Services Branch – Service Canada +Employment and Social Development Canada + + + Director General +Integrity Services Branch – Service Canada +Employment and Social Development Canada + + + A/Director General +Innovation, Information and Technology Branch +Employment and Social Development Canada + + + Executive Sponsor +Justifies expenditure of funds for project planning. + + + Enforcement investigations are seeking to establish evidence of “guilty mind” by the subject, compared to compliance investigations that are seeking to establish and adjudicate on the conduct of “guilt acts” by the subject. + +As ISB’s Enforcement investigations function continues to mature, maintaining the status quo poses significant challenges to workload, case management, intelligence gathering, security of information, and operational reporting. There is also a real risk that ISB may have a case thrown out of court or rejected by the Public Prosecution Services of Canada (PPSC) based on a loss of evidence that would normally be included in a proper enforcement case management system. ISB requires a system to support Enforcement investigations that will replace the system(s) currently in use, which is not meeting the needs of enforcement. + +The Enforcement function is in need of an effective case management system capable of supporting effective workload management, unified case management, the release of quality court documents, tracking of evidence and reporting. The Office of the Auditor General (OAG), in its 2017 spring report “Managing the Risk of Fraud”, noted the following “fraud in a federal government organization can cause the loss of public money or property, hurt employee morale, and undermine Canadians’ confidence in public services. Therefore, federal organizations must manage their fraud risks.”1 The lack of an effective case management system within ISB is limiting the ability of ISB to support robust investigations and achieve ESDC strategic objectives. + + +• Enforcement function +Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes. + +[2.3.1] Enforcement Function +Cases handled by the ISB Enforcement NEID and regional investigators are maintained using a SharePoint system and Excel sheets to track cases. +Enforcement investigations previously used MISCIS as a reporting tool to keep NHQ informed of the nature of a case, objectives, strategy, participants, partners, status and outcome of cases involving sensitivity and/or fraud characteristics MISCIS did not support day-to-day case processing. As a result, it was deemed impractical by investigators and was completely discounted as non-operational. +Cases are managed at the regional level, without a common and robust case management system; current data on ongoing criminal investigations is unreliable, as the case management system (SharePoint) is not built into a robust process. SharePoint also does not meet the court-mandated investigation tracking, evidence tracking, documentation security and disclosure requirements for enforcement investigations. There is minimal system-level security around the criminal cases and investigators see each other’s files, and team leaders see files belonging to all of their investigators. SharePoint lacks any suitable change tracking mechanism for documents that may be modified by others than the author. There is also no suitable safeguards within SharePoint to prevent unauthorized disclosure of info. Once the objectives of transforming the enforcement function are met, this will increase the number of criminal cases initiated by each region, but as of yet no modern, secure, and reliable tool is available to help manage such an increase. The lack of an appropriate case management system puts into jeopardy all enforcement cases. +ESDC provides significant public funding (more than $120 billion yearly) to millions of beneficiaries through the EI, CPP and OAS programs. To fulfill ESDC’s commitment to the proper stewardship of these funds, ISB is responsible for preventing, detecting and addressing potential abuse and fraud of these programs. To achieve this mandate, ISB currently performs the majority of its activities in the form of administrative investigations. As a result, the proportion of Enforcement function activities is much smaller than that of the compliance function. A 2016 global study by the Association of Certified Fraud Examiners (ACFE) indicates that all types of organizations around the world suffer significant losses due to fraud (estimated between 2.5 and 5% of an organization’s yearly revenue (excluding administrative errors). A scan of reports of fraud loss across major countries—including the United States (US), United Kingdom (UK) and Australia, among others—indicate that between 2.5 and 5% of benefits funds are lost to fraud. While some errors can be caught and fixed through administration functions, the function must be complemented with a strong enforcement regime that can address the complexities associated with a criminal fraud investigation and act as a strong deterrent. ISB has the opportunity to develop a cohesive, integrated, and enterprise-wide system to support the prevention, detection, and resolution of fraud investigations through the development of an enhanced Enforcement CMS, aligned to the Fraud Framework. +To support the broader departmental modernization agenda, ISB must modernize itself to evolve with current and future technological and social changes. +The Department’s employees are at the centre of this evolution. ISB will continue to invest heavily in staff development and training, enabling staff to change and grow with the environmental changes and to use new and existing skills to drive innovation in the Branch. ISB will also engage new employees with multidisciplinary knowledge and technical specialties to facilitate the horizontal collaboration and partnerships both within and outside of ESDC. This will be critical to its success in identifying new approaches to protect the integrity of its programs, services, people, and assets. + + + Enforcement investigations are seeking to establish evidence of “guilty mind” by the subject, compared to compliance investigations that are seeking to establish and adjudicate on the conduct of “guilt acts” by the subject. + + + As part of processing an enforcement case, there is involvement with the judiciary, so obtaining evidence requires more diligence and effort to conduct and holds more risk to the organization should they be conducted inappropriately. + + + As part of processing an enforcement case, there is involvement with the judiciary, so obtaining evidence requires more diligence and effort to conduct and holds more risk to the organization should they be conducted inappropriately. + + + + Once approved, to ensure that all downstream requirements derive from the business need and to assess the impact of proposed changes on realizing project objectives. + + + Integrity Operations, within ISB, is responsible for national Compliance and Enforcement activities for several of ESDC’s largest benefit programs and services: Employment Insurance (EI), Social Insurance Number (SIN), Canada Pension Plan (CPP), Old Age Security (OAS), Temporary Foreign Workers Program (TFWP), and International Mobility Program (IMP). To manage its programs, ISB executes the enforcement workload as follows: +• The Enforcement function (focusing on fraud cases with the potential for prosecution under the Employment Insurance act) does not have a unified case management system, and instead manages work through a combination of Microsoft (MS) Excel and a variety of SharePoint sites using various designs. + + + + + + Integrity Operations, within ISB, is responsible for national Compliance and Enforcement activities for several of ESDC’s largest benefit programs and services: Employment Insurance (EI), Social Insurance Number (SIN), Canada Pension Plan (CPP), Old Age Security (OAS), Temporary Foreign Workers Program (TFWP), and International Mobility Program (IMP). To manage its programs, ISB executes the enforcement workload as follows: +• The Enforcement function (focusing on fraud cases with the potential for prosecution under the Employment Insurance act) does not have a unified case management system, and instead manages work through a combination of Microsoft (MS) Excel and a variety of SharePoint sites using various designs. + + + + + + + + + + + + + + + + + + + + Selections +Observations Creation +Case Creation + +ICST - Information Collection and SYnthesis Team + + + Case Transfer (Report) + + + + + + ICST - Information Collection & Synthesis Team + + + + + + + + + + + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + + + + + ESDC has a mandate to help build a stronger and more inclusive Canada, help Canadians live productive and rewarding lives, and improve Canadians' quality of life. At the heart of this mandate are the policies, programs, services and benefits that support our most vulnerable -- the unemployed, people with disabilities, the homeless and the elderly. Last year alone, Service Canada provided $122 billion in direct benefits to 9.5 million Canadians. + +To ensure that ESDC can continue to deliver on this important mandate in the future, we have embarked on a department-wide transformation to improve the client experience during their journey with Employment Insurance (EI), Old Age Security (OAS) and Canada Pension Plan (CPP) programs. + +The Benefits Delivery Modernization (BDM) Programme is leading this transformation. + +BDM Programme signifies a long-term commitment to modernization. Over the next 10 years, many projects will focus on improving our statutory programs in three key areas. They are: + +Service Excellence: we want to deliver an outstanding experience for clients, delivering benefits and services when they need them. We also want an organization that embeds quality and integrity in service design. +Policy Agility: we want to be able to adapt policy rapidly to changing needs and priorities of Canadians and their government. +Transformed Organization: we want our workforce to have the authority, skills, tools, and training to make it all happen. + +The four phases, called tranches, are moving at this deliberate pace to ensure changes are done properly and in an integrated way. It also means we can adjust the plan as we go and keep employees informed and prepared. + + + + + + + + + + + + + + + + + + + + + From NHQ NEID @ 25-to-50% + + + + + + + + + + + Justifies expenditure of funds for project planning. + + + + + + + + + + + + + + + + + + + + + + + + Participants that provide the 'full package' of a trusted digital identity. Typically, this is a provincial, territorial, or federal digital identity program that is providing trusted digital identities to another jurisdiction. These may also be providers serving each other within an industry sector. Trusted Digital Identity Providers are a type of Claims Provider. + + + Holder: An entity that controls one or more Credentials from which a Presentation can be expressed to a Verifier. A Holder is usually, but not always, the Subject of a Credential. Digital Identity Owner, Card Holder + + + Verifier: An entity that accepts a Presentation from a Holder for the purposes of delivering services or administering programs Relying Party, Credential Verification Service Provider, Credential Authentication Service Provider, Authentication Service Provider, Digital Identity Consumer, Delegated Service Provider. + + + + Subject: An entity about which Claims are asserted by an Issuer. Person, Organization, Device + + + + + + + + + + + + + + + + + + + + + + + + + A content is a set of claims. + + + An attestation to the content + + + A documentary proof of the credential + + + “Another mechanism that organizations use to bake evolvability into their system architectures is the concept of architectural guardrails. As with their real-world roadside equivalents, software guardrails are designed to keep people from straying into dangerous territory. +In real terms, guardrails represent a lightweight governance structure. They document how an organization typically “does” things – and how, by implication, development teams are expected to “do” similar things. For example, a guardrail may document not just the specific availability requirements for a new service, but also how the organization goes about meeting such requirements. Typically, guardrails are used in combination with an external oversight team – be this an architecture board, guild, or program office. Typically, the message from such oversight teams is simple: if you stick to the guardrails, you do not need to justify your architectural choices – we will just approve them. However, in those situations where you could not abide by a guardrail, then we need to discuss it. If your reasoning is sound, then we may well agree with you and modify our guardrails, but we reserve the right to tell you to change your approach if there was no good reason not to abide by the guardrails. +The key to their power is that they are not mandates. They do not impose absolute bans on teams taking different approaches; rather they encourage creativity and collaboration, and encourage the evolution of the governance structure itself.” +From <https://pubs.opengroup.org/architecture/o-aa-standard/Continuous-Architectural-Refactoring.html#KLP-CAR-guardrails> + + + + The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens. +• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. "API First" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described. +• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders. +• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design. + + + + + + + + + + + + + + + + + + + + + + + On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients. + + + The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration. + + + API testing is a type of software testing that involves testing application programming interfaces (APIs) directly and as part of integration testing to determine if they meet expectations for functionality, reliability, performance, and security. Since APIs lack a GUI, API testing is performed at the message layer. + + + + On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients. + + + The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration. + + + Publishing is the process of making your APIs available to app developers for consumption, i.e. putting it on the market. Make API products accessible and discoverable to app developers. Include reference documentation, manage the audience for an API and develop your API Store content. Control who has access to your APIs through the app registration process. Use API keys to provide or deny access to your API products by developers + + + API Development is the planning, building, inspecting and documenting of a fully functioning end product that developers will want to work with and trust. + + + Browse through available APIs and versions, see methods available for each API and what parameters they support along with inline documentation, execute requests for any method and see responses in real time, make authenticated and authorized API calls with ease, and search across all services, methods, and your recent requests to find what you are looking for + + + + + GC Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (HTRA) + + + + Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (ITSG-33/HTRA) + + + Definition: A security control that focuses on the management of IT security and IT security risks. (ITSG-33) + + + + + Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (ITSG-33/HTRA) + + + Definition: A security control that focuses on the management of IT security and IT security risks. (ITSG-33) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + BDM Architecture Guidance and Standards Playbook - v0.3.pptx +https://014gc.sharepoint.com/sites/BDMArchitectureTouchpoint-StaffandConsultants/Shared%20Documents/General/04%20-%20Architectural%20Governance%20and%20Enabling%20Services/BDM%20Architecture%20Playbook/BDM%20Architecture%20Guidance%20and%20Standards%20Playbook%20-%20v0.3.pptx + + + + The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + + + + Treasury Board of Canada Secretariat (TBS) + + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise. +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. +• Current systems and technology: The set of information resources deployed within the enterprise, including systems documentation, equipment inventories, network configuration diagrams, policies, and procedures. +• Emerging industry trends: Predictions about economic, political, technical, and market factors that influence the enterprise environment. + +The EA Principles are developed by following a systematic process to create, socialize, approve and communicate them to ensure that they will have the desired effect. This process involves the following five key steps : + + Step 1- Identification of the EA Principles: The EA Principles identified in this document were mostly derived from previous EA Principle documents. The following main sources were consulted and leveraged: +• The Open Group Architecture Framework (TOGAF) defined Architecture Principles; +• Canada Border Services Agency (CBSA) defined Architecture Principles; +• Treasury Board defined Architecture Principles; +• (Draft) DFO-MPO Enterprise Architecture Principles; +• Correctional Service Canada (CSC) defined Architecture Principles. + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization. +• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations. +• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived. +• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations. +• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified. + + Step 3 – Revision of EA Principles: Architects within EA/IM Directorate are initially engaged to review and revise the proposed EA Principles. Following that initial revision, some additional key stakeholders could also be engaged in the revision as required. + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + Step 5 – Leveraging the EA principles: The EA Principles will be used as an important tool for Departmental governance within the Gating process of any technology projects. They provide a firm foundation for making architecture and planning decisions, framing policies, procedures and standards, and supporting resolution of contradictory situations. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). + + + + The EA Principles are developed by following a systematic process to create, socialize, approve and communicate them to ensure that they will have the desired effect. This process involves the following five key steps : + + Step 1- Identification of the EA Principles: The EA Principles identified in this document were mostly derived from previous EA Principle documents. The following main sources were consulted and leveraged: +• The Open Group Architecture Framework (TOGAF) defined Architecture Principles; +• Canada Border Services Agency (CBSA) defined Architecture Principles; +• Treasury Board defined Architecture Principles; +• (Draft) DFO-MPO Enterprise Architecture Principles; +• Correctional Service Canada (CSC) defined Architecture Principles. + + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization. +• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations. +• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived. +• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations. +• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified. + + + Step 3 – Revision of EA Principles: Architects within EA/IM Directorate are initially engaged to review and revise the proposed EA Principles. Following that initial revision, some additional key stakeholders could also be engaged in the revision as required. + + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Step 5 – Leveraging the EA principles: The EA Principles will be used as an important tool for Departmental governance within the Gating process of any technology projects. They provide a firm foundation for making architecture and planning decisions, framing policies, procedures and standards, and supporting resolution of contradictory situations. + + + +  Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + +  Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + 1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architecture Review Board (EARB), Architecture Review Committee (ARC), and other governance bodies involved in making decisions and providing recommendations; + + + 1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architecture Review Board (EARB), Architecture Review Committee (ARC), and other governance bodies involved in making decisions and providing recommendations; + + + 1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architects, Domain Architects, Architecture Practitioners and Solution Designers for use in defining standards, architectures, designs, plans and roadmaps. + + + 1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architects, Domain Architects, Architecture Practitioners and Solution Designers for use in defining standards, architectures, designs, plans and roadmaps. + + + + The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens. +• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. "API First" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described. +• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders. +• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design. + + + + + + + + + + + + + + + + + + The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens. +• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. "API First" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described. +• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders. +• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design. + + + + + + + + + + + + + + + + + + + + + + + + Benefits Application Delivery +Benefits to clients: +Client and agent centric end-to-end processing +New benefits solution (Cúram) +Faster response to legislation and policy changes +Enhanced application process +Will improve: +Stability and reliability of systems +Client self service +Consistency and accuracy of payments and information +Level of automation + +Benefits Application Delivery: Foundations +Define user stories +Build new business capabilities +Configure the solution to enable readiness for benefit(s) +Create a Business Rules Management Framework and Platform +Create a Testing Automation Framework for benefits delivery +Incorporate Integrity-by-Design + + + + + + + + + + + Welcome! +I’m excited to share with you this Enterprise Architecture (EA)Strategy and Roadmap Year-In-Review Newsletter for the 2020-21 fiscal year. +I hope you’ll enjoy this new and innovative way to provide the EA domains with timely information on the EA Strategy [English only]and Roadmap [English only]. +In this newsletter, you will learn more about the Strategy and Roadmap. You will be introduced to the numerous challenges in evolving and maturing EA. You will also learn about the team’s outstanding achievements, particularly those accomplished while supporting COVID-19 operational requirements. The team has put together many great articles. I hope you enjoy them! +Until next time, stay safe and stay well. +Daniel Desforges +Chief Architect +Executive Director, Architecture Innovation, Information and Technology Branch + + + Chief Architect +Daniel Desforges (daniel.desforges@hrsdc-rhdcc.gc.ca) + + + + EA Strategy and Roadmap Lead +Paul Middleton (paul.middleton@hrsdc-rhdcc.gc.ca) + + + + Director Responsible for the EA Strategy and Roadmap +Christiane Faucher (christiane.faucher@hrsdc-rhdcc.gc.ca) + + + The EA Roadmap Workbook [English only] provides the EA Strategy activity details for each of the three horizons, with a directorate-specific Roadmap view. It also includes a Responsible, Accountable, Consulted and Informed (RACI) matrix of each Roadmap activity. + + + The Integrated Horizon 1 (H1) Work Plan [English only] delivers an integrated viewpoint of Horizon 1 activities along with the provisional quarterly achievements of each activity. + + + The EA Strategy (Executive Summary) [English only] provides an overview of the drivers and key themes of the strategy. + + + The EA Strategy (Detailed) [English only] describes the finer points of the strategy. + + + The EA Horizons Strategy Outcomes [English only] illustrates the strategic goals of each horizon as well as the goals of each tenet across the horizons. + + + Data that can be both searched and processed by machine. + +Structured data typically resides in databases, including spreadsheets, and is used for both transaction and analytical processing. The latter normally conforms to an enterprise-wide semantics and syntax that transcends specific business processes and functions and includes the representation of Knowledge (e.g., decision trees and rule bases). This data model or structure is defined prior to the ingestion of associated data. + + + A human-readable sequence of characters + + + + An electronic document in which data is arranged in the rows and columns of a grid and can be manipulated and used in calculations + + + A picture that has been created or copied and stored in electronic form (e.g., JPEG, GIF) + + + A visual media product featuring moving images + + + Refers to voice communications that can be transcribed and analyzed to discover customer insights + + + Information from social networks that show how users share, view or engage with content in addition to data individuals create that is knowingly and voluntarily shared by them + + + Data extracted from websites + + + A resource, such as applications and storage, which is available online through a licensing agreement. + + + A resource, such as applications and storage, which is available online to the general public. + + + ESDC data and information hosted externally (e.g., Canada Student Loan Program) + + + Enables the access, integration, and preparation of data from source systems and transformation for downstream use + + + Data Quality - Profiling, cleansing, enriching, certifying, and correcting of data to improve quality and consistency for fit for a purpose business requirements + + + Extracting, processing, and loading data in bulk, batch data movement includes two styles: extract-load-transform (ELT) and extract-transform-load (ETL). Batch data movement often combines with data cleaning processes, such as reconciling semantic disparity, merging master data entities or correcting erroneous data + + + + Typically through change data capture (CDC), this process replicates and synchronizes data among database management systems (DBMSs). Schemas and other data structures in DBMS may be identical or slightly different. This pattern keeps operational data current across multiple systems + + + Stores the persistent data, metadata, and models that provide the analytical capabilities and orchestrate the operation of the architecture +Stores persistent and transient information, of prepared and accessible business information that are ready for use by respective use cases + + + + A data warehouse is a storage architecture designed to hold data extracted from transaction systems, operational data stores and external sources. The warehouse then combines that data in an aggregate, summary form suitable for enterprise-wide data analysis and reporting for predefined business needs + + + Special-purpose data marts that are standalone are oriented to a specific business line within an organization + + + Dependent data marts are a subset of the data warehouse and are usually oriented to a specific business line + + + Conditional data marts require data feeds from the data warehouse and other source systems to serve a specific business need + + + A data lake is a collection of storage instances of various data assets. These assets are stored in a near-exact, or even exact, copy of the source format. + + + + Instead of physically moving the data, data federation/virtualization executes queries against multiple data sources to create virtual integrated views of data on the fly. DV/DF requires adapters to various data sources, a metadata repository and a query engine that can provide results in various ways (for example, as an SQL row set, XML or a Web services interface) + + + Leverages the intelligence of Data Virtualization software to access data sources directly to create an optimal execution path + + + Refers to in-memory database to create virtual integrated view of data on the fly. This may require physically moving data to an environment (e.g., SAP Hana) before conducting data virtualization + + + Enables the analysis of data and delivery to the ultimate consumption users + + + Ability to create highly formatted and print-ready reports on a regular basis + + + Scorecards help organizations measure and align the strategic and tactical aspects of their businesses, processes and individuals via goals and targets + + + Ability to report and conduct analysis using real-time dat + + + Alertsare notifications for data thresholds for (e.g., performance) + + + Dashboards are a style of reporting that graphically depicts operational or strategic information + + + Ability to deliver flat filesfor downstream analytics + + + Refers to the capability that allows business users to query data and create personalized reports in a data warehouse or data marts environment + + + + + + + Decision model management describes the systems used by data scientists and business analysts as they configure analytics models and rules to execute inside the data reservoir. Advanced analytics and data mining is managed from decision model management. These teams need access to samples of the data. This data must be formatted for analysis tools and the environment must have sufficient performance capacity to handle intense, lumpy workloads from the mining and testing processing. + + + Consists of policies, rules or standards that govern which data is collected, and how it is stored, arranged, integrated, and put to use in data systems and across the enterprise + + + Data governance is a decision-making framework for assigning rights, responsibilities and authorities to ensure that an enterprise, its regulators and its stakeholders receive reliable, authentic, accurate and timely data + + + The information governance, risk, and compliance team use a reporting environment to demonstrate compliance in industry regulations and business policies. Some of these policies apply to the management of information. These policies are defined and managed in the data reservoir’s catalog. + + + The data reservoir operations team maintains the data reservoir behind the scenes + + + + + Includes (Enterprise) Solution Architecture. + + + + + A technology-enabled discipline in which business and IT work together to ensure the uniformity, accuracy, stewardship, semantic consistency and accountability of the enterprise's official shared master data assets. Master data is the consistent and uniform set of identifiers and extended attributes that describes the core entities of the enterprise including customers, prospects, citizens, suppliers, sites, hierarchies and chart of accounts. + + + A technology-enabled discipline in which business and IT work together to ensure the uniformity, accuracy, stewardship, semantic consistency and accountability of the enterprise's official shared metadata. Metadata is a set of data that describes and gives information about other data. + + + An individual or group of people in the organization that are maintaining the catalog information. This activity includes advertising new sources, enhancing and categorizing existing data descriptions, and helping people locate the data they need. + + + Privacy and Security Management involves the following: prioritizing risk-mitigating actions based on the data's sensitivity levels and manner of use, document clearly personal information processing purposes and subsequently used data, and clarifying roles and responsibilities in the various processes involved. + + + Technical Standards for Data Integration (opengroup.org): https://publications.opengroup.org/white-papers/architecture/w211 +Copy available in SP2010: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Governance/Training/TOGAF%209.2/The%20Open%20Group%20Documents + + + An Information Architecture Vision: From Data Rich to Information Smart, White Paper (W132), published by The Open Group, April 2013; refer to: www.opengroup.org/library/w132 + + + Data Management Body of Knowledge (DMBOK®), Version 1.2, 2017, published by DAMA International, Inc.; refer to: https://www.dama.org/cpages/body-of-knowledge + + + Encyclopedia of Computer Science, January 2003; refer to: https://dl.acm.org/doi/pdf/10.5555/1074100.1074312 + + + Gartner Identifies Top Ten Data and Analytics Technology Trends for 2021, Gartner Newsroom Press Release, March 2021; refer to: https://www.gartner.com/en/newsroom/press-releases/2021-03-16-gartner-identifies-top-10-data-and-analytics-technologies-trends-for-2021 + + + Information Architecture: Business Intelligence & Analytics and Metadata Management Reference Models, The Open Group Guide (G201), published by The Open Group, January 2021; refer to: www.opengroup.org/library/g201 + + + ISO/IEC 10646:2020: Information Technology – Universal Coded Character Set (UCS); refer to: https://www.iso.org/standard/76835.html + + + ISO/IEC 11179-1:2015: Information Technology – Metadata Registries (MDR) – Part 1: Framework; refer to: https://www.iso.org/standard/61932.html + + + Merriam-Webster Dictionary; refer to: https://www.merriam-webster.com/ + + + O-DEF™, the Open Data Element Framework, Version 2.0, The Open Group Standard (C202), published by The Open Group, February 2020; refer to: www.opengroup.org/library/c202 + + + The Rise of Big Data, by Kenneth Cukier and Viktor Mayer-Schoenberger, 2013, published by Foreign Affairs; refer to: http://www.foreignaffairs.com/articles/139104/kenneth-neil-cukier-and-viktor-mayer-schoenberger/the-rise-of-big-data + + + Chris Harding, Principal, Lacibus Ltd. + +Dr. Chris Harding founded Lacibus to develop, promote, and exploit a new data platform paradigm, the Virtual Data Lake, following many years as a Forum Director of The Open Group. Virtual data lakes enable applications to mix and match data from different sources, applying distributed access control to ensure the right people have the right data. The core virtual data lake implementation is open source, and incorporates ideas developed by Chris during his work at The Open Group. + +Chris started his career as a software engineer, and was then a consultant. He has a long and wide experience of the IT industry, on which he draws in his contributions toward The Open Group work, and in online blogs and articles. + + + Plan: includes representing information holdings and identifying shortfalls, such as a lack of requisite quality + + + Discover & Extract: includes analyzing the shortfalls, finding sources and information quality (often through metadata), assessing privacy and legality of extraction, cost-benefit analysis, and getting the information required directly or indirectly (e.g., through data as a service) + + + Transform & Integrate: includes transforming data into a standard enterprise format, assessing information loss and resultant quality, information sub-integration (e.g., multi-sensor), creating metadata for integrated data, and integration with existing information holdings + + + Verify: includes establishing the legal/privacy/policy framework, determining whether the integration is legal, determining whether the integration is in line with enterprise values and brand, and determining the need to transform (e.g., anonymize) integrated data + + + Use: includes operations, decision support, and analytics; for example, Business Intelligence (BI) and Machine Learning (ML) + + + + + + + + + Includes Data Architecture. + + + + + + + SharePoint Migration Project Team + - Creates new URL for site in SharePoint Online + - Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation + - Consults with Branch/Regional IM Leads to schedule sites in migration waves + - Migrates site to new SharePoint Online environment + - Point of contact to Site Owners/Designers through the migration process + - May assign additional resources to support Site Owners/Designers of more complex sites + + + Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online + + + IM Lead + - Reviews sites and proposed migration dates with the Project Team + - May update name(s) “Site Owner” role for migration, in the site metadata + - Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) + - Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Point of contact to Site Owners/Designers through the migration process + + + The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online + + + Site Owner + - Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities + - Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed: https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-Site-Remediation.aspx + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Confirms completion of final steps in SharePoint Online, with the Project Team + + + + The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site + + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Robertson, Kristin K [NC] + - Simard, Marie-Claire T [NC] + - Cyr, Melissa M [NC] + - Bisang, Stephen S [NC] + - McNaughton, Meredith M [NC] +http://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Robertson, Kristin K [NC] + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Simard, Marie-Claire T [NC] + + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - McNaughton, Meredith M [NC] + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Cyr, Melissa M [NC] + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Bisang, Stephen S [NC] + + + + + + + + + + + + + + Standard Generalized Markup Language (SGML) +Defined in ISO 8879:1986: Information Processing – Text and Office Systems – Standard Generalized Markup Language (SGML); refer to: https://www.iso.org/standard/16387.html. + + + HyperText Markup Language (HTML™) +Recommended by the World-Wide Web Consortium (W3C®); refer to: https://www.w3.org/TR/html52/, and also https://html.spec.whatwg.org/. + + + Open Document Format (ODF) +Published as ISO/IEC 26300-1:2015: Information Technology – Open Document Format for Office Applications (Open Document) v1.2 – Part 1: Open Document Schema; refer to: https://www.iso.org/standard/66363.html. + + + Microsoft® Office Word +ISO/IEC 29500-1:2016: Information Technology – Document Description and Processing Languages – Open Office XML File Formats – Part 1: Fundamentals and Markup Language Reference; refer to: https://www.iso.org/standard/71691.html. + + + + + + Governance authority +Identifies and evaluates feasibility and value of an opportunity. + + + 2.2.4 Program Alignment Architecture: +5.1.7 Information Technology Services +The migration of ESDC’s solutions to the EDCs and to cloud, going through an evaluation and adaptation of the solutions, will ensure proper IT service continuation and improve ESDC security Posture. + + + + + + SharePoint Online Learning Essentials +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + + + Explore the Resource Centre and be sure to see the Frequently Asked Questions. +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx + + + Full Control - Has full control. +NOT AVAILABLE to non-System Administration staff (i.e. M365), for security reasons. +Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. +Users have the ability to run code, delete the entire SharePoint instance, etc. ("SAS_Owner"). + + + + Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4). + + + View Web Site Statistics (SharePoint Permission) (Business Role) +View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents. + + + Everyone Except External Users +DOMAIN Group: ContributeWithoutDelete + + + This Permission has been deactivated (via enterprise configuration) for ESDC's tenant of M365. + +This Permission might have been used to: +1. Share with other GC Departments, Partners, etc. +2. Share with System Integrators who may not have an ESDC Network Account +3. Share with Public (use caution here). +There should be a strong Use Case here, with permissions set only at the lowest-level folder, to ensure permissions are not inherited by mistake. + + + Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. + + + + Contribute: Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents. + + + + Architect selects principles affecting EA work throughout the ADM cycle. + +The TOGAF® Standard, Version 9.2, The Open Group Standard (C182), published by The Open Group, April 2018; refer to: www.opengroup.org/library/c182 + + + Data Encoding +Digital computer data consists of sequences of zeros and ones. A data encoding standard states how data values such as numbers, text strings, and images should be represented as sequences of zeros and ones, and how such a sequence should be parsed to create data values; for example, ISO®/IEC® 10646:2020: Information Technology – Universal Coded Character Set (UCS) (see References) states how text characters are represented as sequences of zeros and ones in various formats, including UTF-8. +A list of media types (formerly known as Multipurpose Internet Mail Extensions (MIME) types) that includes the data decoding standards in common use is maintained by the Internet Assigned Numbers Authority (IANA).1 These standards are not listed here. The reader should consult the IANA media type registries. +Some data encoding standards also define content display or data structure. The media type standards listed by IANA include content display standards and data structure standards as well as data encoding standards. + + + Content Display +A content display standard states how human-readable content should be represented by data values (and therefore, in conjunction with a data encoding standard, as binary zeros and ones). +The most common content display conventions are not formally standardized; for example, conventional English text consists of words, sentences, and paragraphs delimited by spaces and punctuation marks. +Table 1 contains examples of formal standards that extend these conventions. +Table 1: Content Display Standards + + + HyperText Markup Language (HTML™) +Recommended by the World-Wide Web Consortium (W3C®); refer to: https://www.w3.org/TR/html52/, and also https://html.spec.whatwg.org/. + + + Standard Generalized Markup Language (SGML) +Defined in ISO 8879:1986: Information Processing – Text and Office Systems – Standard Generalized Markup Language (SGML); refer to: https://www.iso.org/standard/16387.html. + + + Open Document Format (ODF) +Published as ISO/IEC 26300-1:2015: Information Technology – Open Document Format for Office Applications (Open Document) v1.2 – Part 1: Open Document Schema; refer to: https://www.iso.org/standard/66363.html. + + + Microsoft® Office Word +ISO/IEC 29500-1:2016: Information Technology – Document Description and Processing Languages – Open Office XML File Formats – Part 1: Fundamentals and Markup Language Reference; refer to: https://www.iso.org/standard/71691.html. + + + Hybrid Data +Data primarily intended for human consumption but conforming, or partly conforming, to a data structure standard is hybrid data. Email is a prime example: it is intended to be read by people but includes headers (“From”, “To”, etc.) that enable machine processing. In most cases, the structured data is metadata (see Structure Standards) describing the content that is for human consumption. + + + Generic Data Structure Standards +Relational databases are the most common way of storing data, and there is universal agreement that data in relational databases is structured data. Other important forms of structured data, at least according to some practitioners, are spreadsheets and Comma-Separated Value (CSV) files, Resource Description Framework (RDF) triple stores, JavaScript™ Object Notation (JSON) and YAML (a recursive acronym for “YAML Ain’t Markup Language”) files, Extensible Markup Language (XML) files, and text files in Backus-Naur Form (BNF). + + + Relational Data +A relational database contains tables. A table is a tuple (finite sequence) of named columns, each containing data of a particular type. Each row of the table is a sequence of data values, one for each column. +Table 2: Key Standards for Relational Data + + + Name: Structured Query Language (SQL) +Description: Defines the structure of relational databases, obtaining data from them, and creating or modifying data in them. +Source/URL: ISO/IEC 9075-1:2016: Information Technology – Database Languages – SQL – Part 1: Framework (SQL/Framework); refer to: https://www.iso.org/standard/63555.html. + + + Name: SQL/CLI, or Call-Level Interface (CLI) +Description: An extension to the SQL standard that defines common interfacing components that can be used to execute SQL statements from applications written in other programming languages. +Source/URL: Refer to: https://www.iso.org/standard/63475.html. + + + Name: Open Database Connectivity (ODBC) +Description: A programming language-independent programming interface to databases originally derived from CLI. It has much in common with it, and is more widely used. ODBC can also provide connectivity to some data sets that do not support SQL, including spreadsheets. +Source/URL: Refer to: https://docs.microsoft.com/en-us/sql/odbc/reference/odbc-programmer-s-reference. + + + Under Structure Standards: +Spreadsheets +A spreadsheet file similarly contains data in rows and columns: columns need not be named, and a column can contain data of several different types and have empty cells. One common format for keeping data with these characteristics is the CSV file. + +Under Relational Data: +Spreadsheets +A convention is sometimes used in spreadsheets and CSV files that one row (the header row) contains the names of the columns, and the cells beneath it contain the values. When a spreadsheet or CSV file has consistently-typed columns (so that it is like a relational database table) the ISO/IEC 11179 standard could apply to its semantics. + + + RDF Triple Stores +Table 3: Key RDF Standards + +Note: RDF is not a language. RDF descriptions are often written in XML, but other languages such as Terse RDF Triple Language (Turtle) can be used. + + + Name: Resource Description Framework (RDF) +Description: Strictly speaking, a semantic standard, rather than a data structure standard, but RDF implies a data structure that is a collection of triples, each of which has a subject data value, a verb data value, and an object data value. +Source/URL: Refer to: https://www.w3.org/RDF. + + + Name: SPARQL Protocol and RDF Query Language (SPARQL) +Description: RDF triples are stored in triple stores. Just as SQL is a standard for obtaining data from a relational database, SPARQL specifies how data can be obtained from RDF triple stores. +Source/URL: Refer to: https://www.w3.org/TR/rdf-sparql-query. + + + + Name: RDF Mapping +Description: A W3C recommendation that defines a direct mapping of relational data to RDF. +Source/URL: Refer to: https://www.w3.org/TR/rdb-direct-mapping. + + + JSON and YAML +Table 4: JSON and YAML + +Note: JSON does not have a schema standard, though the Internet Engineering Task Force (IETF) is working to develop one (see https://json-schema.org/). Work is also taking place to extend the draft JSON Schema standard to cover YAML. + + + Name: JavaScript Notation Object (JSON) +Description: Functionally equivalent to a subset of Javascript (but with a slightly different syntax). Data is described in JSON as collections of name-value pairs, where a value can be null, a text string, a number, a boolean, a collection of name-value pairs, or an array of values. The data thus has a recursively nested structure. +Source/URL: Refer to: https://www.json.org/json-en.html. + + + Name: YAML (a recursive acronym for “YAML Ain’t Markup Language”) +Description: Functionally a superset of JSON that is intended to serve similar applications to XML, but with a more human-friendly syntax. Its syntax also differs from that of JSON. It is commonly used for configuration files and in applications where data is being stored or transmitted. +Source/URL: Refer to: https://yaml.org. + + + XML +Table 5: Key XML Standards + + + Name: Extensible Markup Language (XML) +Description: Data described in XML is structured as a tree of elements with content and attribute data values. The content of an element includes child elements and content data values. +Refer to: https://www.w3.org/XML. + + + Name: Document Type Definition (DTD) +Description: An XML document can have either a DTD or an XSD, each of which defines its structure and its legal elements and attributes. +Refer to: https://www.w3.org/XML. + + + + Name: XML Schema Definition (XSD) Language +Description: An XML document can have either a DTD or an XSD, each of which defines its structure and its legal elements and attributes. +Refer to: https://www.w3.org/TR/xmlschema/. + + + Name: XML Query (XQuery) +Description: A language for finding and extracting elements and attributes from XML documents. It is to XML what SQL is to relational databases. +Refer to: https://www.w3.org/XML/Query/. + + + Name: XML Path Language (XPath) +Description: A query language for selecting nodes from an XML document. +Refer to: https://www.w3.org/TR/1999/REC-xpath-19991116/. + + + Name: XPath Data Model (XDM) +Description: The data model of XPath and some other W3C standards. +Refer to: https://www.w3.org/TR/xpath-datamodel-31/. + + + Domain-Specific Standards +Domain-specific data structure standards define data structures appropriate to specific application domains. They are generally based on generic data structure standards, and add requirements for identified constructs that contain application-specific data. This implies particular semantics for that data. Examples are shown in Table 7. +Table 7: Examples of Domain-Specific Standards + + + Name: Fast Healthcare Interoperability Resources (FHIR®) +Description: A standard for healthcare data exchange, published by Health Level Seven® International (HL7®). It has equivalent representations of data using XML, JSON, and RDF. +Source/URL: Refer to: https://www.hl7.org/fhir/. + + + Name: Open Financial Exchange (OFX) +Description: A standard for exchanging financial information. It is based on XML. +Source/URL: Refer to: https://www.ofx.net/. + + + Name: Open Banking Standard +Description: Has JSON and YAML data representations and is documented using Swagger, now the OpenAPI Specification (OAS).3 +Source/URL: Refer to: https://standards.openbanking.org.uk/. + + + Name: United Nations/Electronic Data Interchange for Administration, Commerce and Transport (UN/EDIFACT) +Description: Based on XML, with documented data models. +Source/URL: Refer to: https://unece.org/introducing-unedifact. + + + Dictionaries +There are a number of dictionaries that provide precise definitions for terms that may be used in textual descriptions of data. They may be required to be used for specific purposes by industry associations and corporations. Table 11 provides examples. +Table 11: Dictionaries + + + Name: ISO 22745 +Description: Defines open technical dictionaries and their application to master data for industrial automation systems and integration. +Source/URL: ISO 22745-1:2010: Industrial Automation Systems and Integration – Open Technical Dictionaries and their Application to Master Data – Part 1: Overview and fundamental principles; refer to: https://www.iso.org/standard/53995.html. + + + Name: ECCMA® Open Technical Dictionary (EOTD) +Description: A technical dictionary that complies with ISO 22745. +Source/URL: Refer to: https://eccma.org/resources/. + + + + Metadata Registries +International Standard ISO/IEC 11179-1: 2015: Information Technology – Metadata Registries (MDR) – Part 1: Framework (see References) defines a framework for data semantics that is in practice used in connection with relational databases, but in theory could be applied more widely. +In this framework, data encodes information about real-world objects and their properties. A data element is a unit of data that is considered in context to be indivisible. It is a logical specification to which a data value can conform, and that states what a conforming data value means. The meaning of a data element value is a combination of an object class and a property, such as person and name. A data element also has a value domain – its set of permissible values. +When ISO/IEC 11179 is applied to a relational database, each table represents an object class, each column represents a data element, and each row represents an object and contains the values of the column data elements for that object. +Usually, the table names and column names suggest the meaning of the data in a relational database. Formal documentation can describe the meaning more rigorously. Such documentation is a kind of metadata. ISO/IEC 11179 documents the standardization and registration of metadata to make data understandable and shareable. + + + O-DEF™ Standard +The Open Data Element Framework (O-DEF) (see References) is a standard of The Open Group based on ISO/IEC 11179 that defines a framework for describing common data element concepts, with an initial index (to be extended over time) of object classes, properties, and roles. (A data element concept is a generic data element, with an object class and property, but no defined value domain.) +The O-DEF Standard aids interoperability by enabling basic units of data to be classified, using specific object class and property codes, so that equivalences and similarities between the data can be easily determined. +The O-DEF Standard also incorporates codes from existing international standards that can become plug-ins; for example, the product codes in the O-DEF Standard are drawn from the UNSPSC. + + + ERA Models +Entity-Relationship-Attribute (ERA) models are often used to describe relational database structures. ERA modeling is a well-established practice. There is no formal standard for it, although ISO/IEC 11179 defines some modeling terms. + + + Standard Data Models +A standard data model13 or Industry Standard Data Model (ISDM) is a data model that is widely applied in some industry, and shared amongst competitors to some degree. There are a number of standard data models, defined by industry bodies, vendors, and others. Many use ERA modeling notations to describe relational structures. Others take the form of hierarchical vocabularies. A particularly extensive standard data model is the US National Information Exchange Model™ (NIEM™).14 The NIEM model includes core elements and elements specific to particular communities. + + + RDF Triple Stores +In the RDF, the subject of a triple represents a real-world object, the triple’s verb represents a property, and the triple’s object represents the value of the property for the subject. This value can be a real-world object or a data value such as a number, a text string, or an image. +Real-world objects and properties that are triple subjects, verbs, and objects are identified by Internationalized Resource Identifiers (IRI).15 An IRI can be a Uniform Resource Identifier (URI) that gives the location of a web page, so that the value representing the object or property points to a web page that describes it.16 +The RDF Schema (RDFS)17 standard defines the meaning of object class and property for the RDF. Fundamentally, this is not very different to what is meant in ISO/IEC 11179. The Web Ontology Language (OWL)18 is a standard language, based on RDF, for defining ontologies. An ontology describes object classes and properties, and relationships between them. An OWL ontology can be a powerful collection of metadata. +RDF, RDFS, and OWL can be used to define standard vocabularies, including the examples given in Table 12. +Table 12: Example Standard Vocabularies + + + Name: Dublin Core™ Vocabulary +Description: The most notable, and possibly the most widely-used metadata standard, which defines a core set of common terms. +Source/URL: The Dublin Core Metadata Initiative (DCMI); refer to: https://dublincore.org/. + +Dublin Core is a trademark of the Dublin Core Metadata Initiative. + + + Name: Friend Of A Friend (FOAF) Vocabulary Specification +Description: A standard vocabulary with a wide take-up that is defined using RDF. +Source/URL: Refer to: http://xmlns.com/foaf/spec/. + + + JSON and YAML +Data described using JSON corresponds to a collection of objects, each of which has attributes, each of which is a data value, an object, or an array of objects. +There are no formal semantic standards for JSON or YAML, but data described by these languages includes the names of the objects and properties and so, to some extent, is semantically “self-documenting”. + + + XML +Each XML element represents an object, and its attributes are typed data entities that are the values of properties. The content of an element includes child elements that can be regarded as objects that are the values of other properties. As with the names of tables and columns in a relational database schema, the names of elements and attributes in a DTD or XML Schema Definition (XSD) imply some correspondence with the real world. +An approach to XML semantics was proposed in the W3C in 2001,19 but this appears not to have resulted in a formal standard. + +19 XML with Relational Semantics: Bridging the Gap to RDF and the Semantic Web; refer to: https://www.w3.org/2001/05/xmlrs/. + + + BNF +The meaning of BNF-structured data is generally described in textual documents; for example, IETF RFC 822, the original Internet email standard, describes the meanings of the fields of an email message. + +Refer to: https://tools.ietf.org/html/rfc822. + + + Domain-Specific Structures +Domain-specific structure standards, including FHIR, HL7, OFX, the Open Banking Standard, and UN/EDIFACT generally define metadata for their respective domains. + + + Hybrid Data +The structured component of hybrid data sets is often there to provide metadata. +Word processor files often include metadata, such as the name of the author. The HTML standard defines the <meta> tag to include metadata in web pages, and also allows linked data, which is structured data that is incorporated in web pages so that they become more useful through semantic queries. JavaScript Object Notation for Linked Data (JSON-LD)21 is a standard method of encoding linked data using JSON. +Refer to: https://www.w3.org/TR/json-ld11/. + + + DMBOK +Data Management (DM) is an overarching term that describes the processes used to plan, specify, enable, create, acquire, maintain, use, archive, retrieve, control, and purge data. Data analysis and transformation are data management activities. Data Management Association (DAMA) International24 is a not-for-profit association dedicated to advancing the concepts and practices of information and data management that has produced the DMBOK.25 This includes, in its Data Integration and Interoperability knowledge area, guidance related to the transformation of data. + +24 Refer to: https://www.dama.org/. +25 Refer to: https://www.dama.org/cpages/body-of-knowledge, or see References. + + + Data Science +Data analysis and transformation are related to data science,26 which is an inter-disciplinary field that uses scientific methods, processes, algorithms, and systems to extract knowledge and insights from collections of structured and unstructured data. +The Data Science Association27 has formed a committee to define formal standards for data science. +The Open Group has defined the Open Certified Data Scientist (Open CDS) certification program,28 to provide certification of the competence of data science professionals. + + + Structured Data Query Languages +Data structure query standards can be used to parse data, or to define the structure of the source and target of a transformation. So, for example, a program can be written in SQL, SPARQL,29 or XML Query (XQuery)30 in order to read data from a source and write it to a destination after transformation. + + + Transformation Utilities +Table 13: Transformation Utilities + + + Name Description Source/URL +Name: UNIX Utilities +Description: The UNIX Standard defines some text transformation utilities and associated transformation specifications, including sed and awk. Linux® contains similar utilities. +Source/URL: Refer to: http://www.unix.org/ and https://en.wikipedia.org/wiki/Linux. + + + + Name: Perl™ +Description: A family of two high-level, general-purpose, interpreted, dynamic programming languages. It was originally partly based on UNIX utilities and the C programming language, but also incorporated ideas from other sources. It came to prominence as a means of creating Command Gateway Interface (CGI) scripts in the early days of the World-Wide Web, and is now used in a variety of system administration, network programming, and other applications. It can be used as a flexible and powerful language for transforming data represented using text. +Refer to: https://www.perl.org/. + + + Name: Turing eXtender Language (TXL) +Description: A programming language designed to support computer software analysis and source transformation tasks. A TXL program specifies the structure of the input to be transformed using an extended form of BNF, and gives rules for rewriting the input to produce output. It enables structural analysis and transformation of formal notations, and has been used in a wide range of applications, including database schema translation. +Source/URL: Refer to: https://www.txl.ca/. + + + Name: eXtensible Stylesheet Language (XSL) +Description: A family of W3C recommendations for defining XML document transformation and presentation. It includes XSL Transformations (XSLT), which is a language for transforming an XML document into another XML document, or another type of document, such as HTML or Extensible HyperText Markup Language (XHTML™) that is recognized by a browser. A transformation is defined in a transformation template, which contains rules to apply when an XML node is matched in the input. XSLT is a powerful language, capable of arbitrary computations. It is widely supported by web browsers. +Source/URL: For XSL, refer to: https://www.w3.org/Style/XSL/. +For XSLT, refer to: https://www.w3.org/TR/xslt-30/. +For XHTML, refer to: https://www.w3.org/TR/xhtml1/. + + + Template Languages +A template processor31 (also known as a template engine or template parser) is software designed to combine templates with a data model to produce result documents. The language in which the templates are written is known as a template language or templating language. Examples are shown in Table 14. + +31 Refer to: https://en.wikipedia.org/wiki/Template_processor. +Table 14: Examples of Template Languages + + + + + + Name Source/URL +Django® Template Processor +Refer to: https://www.djangoproject.com/start/overview/. + + + Name Source/URL +The Apache FreeMarker™ +Refer to: https://freemarker.apache.org/. + + + Name Source/URL +Hugo Templating +Refer to: https://gohugo.io/templates/introduction/. + + + Name Source/URL +Liquid Template Language +Refer to: https://shopify.github.io/liquid/. + + + Machine Learning +With programs such as UNIX sed and implementations of XSLT, the analysis or transformation is defined by a fixed specification, such as a sed script or transformation template, which is interpreted by an application-agnostic program. In an ML system, the definition of the analysis or transformation is modified in the light of results; the system learns what it has to do. ML is a branch of Artificial Intelligence (AI) that can be used for data analysis and transformation. +A particular form of data analysis that is relevant to data integration is the analysis of human-readable content. This is a branch of Natural Language Processing (NLP). It includes Sentiment Analysis, which assesses whether a piece of human-readable content is positively or negatively disposed towards a product or proposition. +ISO/IEC JTC 1/SC 4232 is the sub-committee of the joint technical committee of International Organization for Standardization (ISO) and the International Electrotechnical Commission (IEC) responsible for standardization in the area of AI. Its work program includes: +• AI framework, concepts, terminology, and computational approaches +• Quality model for AI-based systems +• Robustness of neural networks +• Analytics using AI and big data +• Functional safety, risk management, ethical and societal concerns, bias, and governance +• Use-cases + + + + Enables the analysis of data and delivery to the ultimate consumption users + + + Decision model management describes the systems used by data scientists and business analysts as they configure analytics models and rules to execute inside the data reservoir. Advanced analytics and data mining is managed from decision model management. These teams need access to samples of the data. This data must be formatted for analysis tools and the environment must have sufficient performance capacity to handle intense, lumpy workloads from the mining and testing processing. + + + + + Refers to the capability that allows business users to query data and create personalized reports in a data warehouse or data marts environment + + + + Alertsare notifications for data thresholds for (e.g., performance) + + + Scorecards help organizations measure and align the strategic and tactical aspects of their businesses, processes and individuals via goals and targets + + + Ability to report and conduct analysis using real-time dat + + + Ability to create highly formatted and print-ready reports on a regular basis + + + Dashboards are a style of reporting that graphically depicts operational or strategic information + + + Ability to deliver flat filesfor downstream analytics + + + + + + + + + + + + + + + + + May include: + - When to input a Description into an Epic / Task / etc.? + + + + + + + + + + Avoid burnout +Meet client expectations + + + + + Under Feature 807, "Emergencies", under Epic +Create new (Child) Task +RH: Emergency is an emergency, within a couple of hours. Typically our work is not immediately due. If too many too soon, an issue. Capture frequency of emergencies. +KC: Sprint: Fire is an unplanned Task. Harder to I.D. Capture for the Backlog? Prioritization? Everything in ADO is Priority 2. +OT: Emergency is always Priority 1. + + + + + + • Develop and manage strategic architectural direction (reference architectures, standards, patterns). +• Research work of architectural significance (initiatives, products, technologies). +• Review technical architecture collaboratively with other EA Domains as needed. + + + • Lead or support the preparation of Enterprise Architecture Review Board (EARB and GC EARB) presentation content. +• Architectural information discovery, capture, development and maintenance in ESDC EA Repository and architecture deliverables and artifacts. +• Review project/initiative proposals; collaborate with EA domains and proposal originators to provide assessment responses. +• Provide advice/feedback/recommendations upon receipt of requests for advice on Enterprise and/or Architecture. + + + • Assess architecture alignment through participation in Architecture Review Committee (ARC), EA Working Groups and architecture work. +• Evaluate, review and provide architecture-related feedback on procurement-related requests. +• Engagement with EA Community through collaboration with ESDC Enterprise Architecture domains and GC EARB community. + + + + + Appendix A: Glossary +This section is normative. + +This appendix contains definitions for all of the significant/important/unfamiliar terms used in the normative parts of this standard, including terms used in the Conformance section. Please consult http://www.w3.org/TR/qaframe-spec/ for more information on the role of definitions in standards quality. + +accessibility problems +ATAG 2.0 recognizes two types of accessibility problems: +authoring tool user interface accessibility problems: Aspects of an authoring tool user interface that does not meet a success criterion in Part A of ATAG 2.0. +web content accessibility problems (WCAG): Aspects of web content that does not meet a WCAG 2.0 success criterion (Level A, AA or AAA). +accessibility information (WCAG) +Information that web content must contain in order to meet a WCAG 2.0 success criterion (Level A, AA or AAA). Examples include: programmatically associated alternative content (e.g. text alternatives for images), role, and state information for widgets, relationships within complex tables). +Note: For the purposes of ATAG 2.0, only programmatically determinable accessibility information qualifies. For additional examples, see Appendix A of the Implementing ATAG 2.0 document. +accessible content support features +Any features of an authoring tool that directly support authors in increasing the accessibility of the web content being edited. These are features that must be present to meet the success criteria in Part B of ATAG 2.0. +alternative content +Web content that is used in place of other content that some people are not able to access. Alternative content fulfills essentially the same function or purpose as the original content. WCAG 2.0 recognizes several general types of alternative content: +text alternatives for non-text content: Text that is programmatically associated with non-text content or referred to from text that is programmatically associated with non-text content. For example, an image of a chart might have two text alternatives: a description in the paragraph after the chart and a short text alternative for the chart indicating in words that a description follows. +alternatives for time-based media: Web content that serves the same function or purpose as one or more tracks in a time-based media presentation. This includes: captions, audio descriptions, extended audio descriptions, sign language interpretation as well as correctly sequenced text descriptions of time-based visual and auditory information that also is capable of achieving the outcomes of any interactivity in the time-based presentation. +media alternative for text: Media that presents no more information than is already presented in text (directly or via text alternatives). A media alternative for text is provided for people who benefit from alternate representations of text. Media alternatives for text may be audio-only, video-only (including sign-language video), or audio-video. +Importantly, from the perspective of authoring tools, alternative content may or may not be: +programmatically associated alternative content: Alternative content whose location and purpose can be programmatically determined from the original content for which it is serving as an alternative. For example, a paragraph might serve as a text alternative for an image, but it is only programmatically associated if this relationship is properly encoded (e.g. by "aria-labeledby"). +Note: ATAG 2.0 typically refers to programmatically associated alternative content. +assistive technology +Software (or hardware), separate from the authoring tool, that provides functionality to meet the requirements of people with disabilities (authors and end users). Some authoring tools may also provide direct accessibility features. Examples include: +screen magnifiers, and other visual reading assistants, which are used by people with visual, perceptual, and physical print disabilities to change text font, size, spacing, color, synchronization with speech, etc. in order improve the visual readability of rendered text and images; +screen readers, which are used by people who are blind to read textual information through synthesized speech or Braille; +text-to-speech software, which is used by some people with cognitive, language, and learning disabilities to convert text into synthetic speech; +speech recognition software, which are used by some people who have some physical disabilities; +alternative keyboards, which are used by some people with physical disabilities to simulate the keyboard (including alternate keyboards that use head pointers, single switches, sip/puff, and other special input devices); +alternative pointing devices, which are used by some people with physical disabilities to simulate mouse pointing and button activations. +audio +The technology of sound reproduction. Audio can be created synthetically (including speech synthesis), recorded from real-world sounds, or both. +author actions preventing generation of accessible web content +When the actions of authors prevent authoring tools from generating accessible web content (WCAG). Examples include: turning off accessible content support features, ignoring prompts for accessibility information (WCAG), providing faulty accessibility information (WCAG) at prompts, modifying the authoring tool (e.g. via scripting, macros), and installing plug-ins. +authors +People who use authoring tools to create or modify web content. The term may cover roles such as content authors, designers, programmers, publishers, testers, etc. (see Part B Conformance Applicability Note 6: Multiple authoring roles). Some authoring tools control who may be an author by managing author permissions. +author permission +Authorization that allows modification of given web content. +authoring action +Any action that authors can take using the authoring tool user interface that results in editing web content (e.g. typing text, deleting, inserting an element, applying a template). In contrast, most authoring tool user interfaces also enable actions that do not edit content (e.g. saving, publishing, setting preferences, viewing documentation). +reversible authoring action: An authoring action that can be immediately and completely undone by the authoring tool upon a cancel request by an author. Examples of cancel requests include: "cancel", "undo", "redo" (when it used to reverse "undo"), "revert", and "roll-back" +Note: It is acceptable for an authoring tool to collect a series of text entry actions (e.g. typed words, a series of backspaces) into a single reversible authoring action. +authoring outcome +The content or content modifications that result from authoring actions. Authoring outcomes are cumulative (e.g. text is entered, then styled, then made into a link, then given a title). +authoring practice +An approach that authors follow to achieve a given authoring outcome (e.g. controlling presentation with style sheets). Depending on the design of an authoring tool, authoring practices may be chosen by authors or by the authoring tool. Authoring practices may or may not be: +accessible authoring practices (WCAG): An authoring practice in which the authoring outcome conforms to WCAG 2.0 at Level A, AA, or AAA. Some accessible authoring practices require accessibility information (WCAG). +authoring session +A state of the authoring tool in which web content can be edited by an author. +end of an authoring session: The point at which the author has no further opportunity to make authoring actions without starting another session. The end of an authoring session may be determined by authors (e.g. closing a document, publishing) or by the authoring tool (e.g. when the authoring tool transfers editing permission to another author on a collaborative system). +Note: The end of the authoring session is distinct from publishing. Automatic content generation may continue after the end of both the authoring session and initial publishing (e.g. content management system updates). +authoring tool +Any web-based or non-web-based application(s) that can be used by authors (alone or collaboratively) to create or modify web content for use by other people (other authors or end users). +Note 1: "application(s)": ATAG 2.0 may be conformed to by stand-alone applications or by collections of applications. If a conformance claim is made, then the claim must provide identifying information for each application and also for any required extensions, plug-ins, etc. +Note 2: "alone or collaboratively": Multiple authors may contribute to the creation of web content and, depending on the authoring tool, each author may work with different views of the content and different author permissions. +Note 3: "to create or modify web content": This clause rules out software that collects data from a person for other purposes (e.g. online grocery order form) and then creates web content from that data (e.g. a web-based warehouse order) without informing the person (however, WCAG 2.0 would still apply). This clause also rules out software used to create content exclusively in non-web content technologies. +Note 4: "for use by other people": This clause rules out the many web applications that allow people to modify web content that only they themselves experience (e.g. web-based email display settings) or that only provide input to automated processes (e.g. library catalog search page). +Examples of software that are generally considered authoring tools under ATAG 2.0: +web page authoring tools (e.g. WYSIWYG HTML editors) +software for directly editing source code +software for converting to web content technologies (e.g. "Save as HTML" features in office document applications) +integrated development environments (e.g. for web application development) +software that generates web content on the basis of templates, scripts, command-line input or "wizard"-type processes +software for rapidly updating portions of web pages (e.g. blogging, wikis, online forums) +software for generating/managing entire websites (e.g. content management systems, courseware tools, content aggregators) +email clients that send messages using web content technologies +multimedia authoring tools +software for creating mobile web applications +Examples of software that are not considered authoring tools under ATAG 2.0 (in all cases, WCAG 2.0 still applies if the software is web-based): +customizable personal portals: ATAG 2.0 does not apply because the web content being edited is only available to the owner of the portal +e-commerce order forms: ATAG 2.0 does not apply because the purpose of an e-commerce order form is to order a product, not communicate with other people via web content, even if the data collected by the form actually does result in web content (e.g. online tracking pages) +stand-alone accessibility checkers: ATAG 2.0 does not apply because a stand-alone accessibility checker with no automated or semi-automated repair functionality does not actually modify web content. An accessibility checker with repair functionality or that is considered as part of a larger authoring process would be considered an authoring tool. +authoring tool user interface +The display and control mechanism that authors use to operate the authoring tool software. User interfaces may be non-web-based or web-based or a combination (e.g. a non-web-based authoring tool might have web-based help pages): +authoring tool user interface (non-web-based): Any parts of an authoring tool user interface that are not implemented as web content and instead run directly on a platform that is not a user agent (e.g. Windows, Mac OS, Java Virtual Machine, iOS, Android). +authoring tool user interface (web-based): Any parts of an authoring tool user interface that are implemented using web content technologies and are accessed by authors via a user agent. +Authoring tool user interfaces may or may not be: +accessible authoring tool user interfaces: Authoring tool user interfaces that meet the success criteria of a level in Part A of ATAG 2.0. +checking, accessibility +The process by which web content is evaluated for web content accessibility problems (WCAG). ATAG 2.0 recognizes three types of checking, based on increasing levels of automation of the tests: +manual checking: Checking in which the tests are carried out by authors. This includes the case where authors are aided by instructions or guidance provided by the authoring tool, but where authors must carry out the actual test procedure. +semi-automated checking: Checking in which the tests are partially carried out by the authoring tool, but where authors' input or judgment is still required to decide or help decide the outcome of the tests. +automated checking: Checking in which the tests are carried out automatically by the authoring tool without any intervention by authors. +An authoring tool may support any combination of checking types. +content (web content) +Information and sensory experience to be communicated to the end user by means of a user agent, including code or markup that defines the content's structure, presentation, and interactions. In ATAG 2.0, the term is primarily used to refer to the output that is produced by the authoring tool. Content produced by authoring tools may include web applications, including those that act as web-based authoring tools. Content may or may not be: +accessible content (WCAG): Content that would conform to WCAG 2.0, at either Level A, AA, or AAA, assuming that any web content technologies relied upon to satisfy the WCAG 2.0 success criteria are accessibility supported. +Note 1: If accessibility support for the relied upon technologies is lacking, then the content will not conform to WCAG 2.0 and one or more groups of end users with disabilities will likely experience difficulty accessing the content. +Note 2: Conformance to WCAG 2.0, even at the highest level (i.e. Level AAA), still may not make content "accessible to individuals with all types, degrees, or combinations of disability". +content being edited: The web content that an author can modify during an authoring session. The content being edited may be a complete piece of content (e.g. image, style sheet) or only part of a larger piece of content (e.g. a status update). The content being edited only includes content in web content technologies that the authoring tool supports (e.g. a WYSIWYG HTML editor allows editing of the HTML content of a web page editable, but not the images). +content properties +The individual pieces of information that make up the web content (e.g. the attributes and contents of elements, style sheet information). +content (structured) +Web content that includes machine-readable internal structure (e.g. markup elements), as opposed to unstructured content, such as raster image formats or plain human language text. +content generation (content authoring, content editing) +The act of specifying the actual web content that will be rendered, played or executed by the end user's user agent. While the precise details of how content is created in any given system may vary widely, responsibility for the generation of content can be any combination of the following: +author generated content: Web content for which authors are fully responsible. The author may only be responsible down to a particular level (e.g. when asked to type a text label, the author is responsible for the text, but not for how the label is marked up; when typing markup in a source editing-view, the author is not responsible for the fact that UNICODE is used to encode the text ). +automatically-generated content: Web content for which developer-programmed functionality is fully responsible (e.g. what markup to output when an author requests to start a new document, automatically correcting markup errors). +third-party content generation: Web content for which a third-party author is responsible (e.g. community shared templates). +content rendering +User interface functionality that authoring tools present if they render, play or execute the web content being edited. ATAG 2.0 recognizes several types of content renderings: +conventional renderings (or "WYSIWYG"): When content is rendered in a way that is similar to the default rendering a user agent would create from the same content. While "WYSIWYG", standing for "What-you-see-is-what-you-get" is the common term, differences between user agents and end user settings mean that in reality there is no single typical end user experience; or +unconventional renderings: When content is rendered differently than it would be in a typical user agent (e.g. rendering an audio file as a graphical waveform); or +partial renderings: When some aspects of the content are rendered, played, or executed, but not others (e.g. a frame-by-frame video editor renders the graphical, but not the timing aspects, of a video). +content transformations +Processes that take content in one web content technology or non-web content technology (e.g. a word processing format) as input and produce content that has been optimized, restructured or recoded: +Optimizing Content Transformations: Transformations in which the content technology is not changed and the structural features of the content technology that are employed also stay the same. Changes would not be expected to result in information loss (e.g. removing whitespace, replacing in-line styles with an external style sheet). +Restructuring Content Transformations: Transformations in which the content technology stays the same, but the structural features of the technology used to markup the content are changed (e.g. linearizing tables, splitting a document into pages. +Recoding Content Transformations: Transformations in which the content technology used to encode the content is changed (e.g. HTML to XHTML, a word processing format to HTML). +Note: Clipboard operations, in which content is copied to or pasted from the platform clipboard, are not considered content transformations. +control settings +Settings that relate to how authors operate the authoring tool, for example using the keyboard or mouse. +developer +Any entities or individuals responsible for programming the authoring tool. This includes the programmers of any additional software components included by the Claimant in the conformance claim. In some cases, development of the authoring tool is complete before authors can use it to publish web content. However, in other cases (e.g. some web-based authoring tools), the developer may continue to modify the authoring tool even after content has been published, such that the content experienced by the end user is modified. +direct accessibility features +Features of an authoring tool that provide functionality to meet the requirements of authors with disabilities (e.g. keyboard navigation, zoom features, text-to-speech). Additional or specialized functionality may still be provided by external assistive technology. +display settings +Settings that relate to how authors perceive the authoring tool. These include: +audio display settings: the characteristics of audio output of music, sounds, and speech. Examples include volume, speech voices, voice speed, and voice emphasis. +visual display settings: the characteristics of the on-screen rendering of text and graphics. Examples include fonts, sizes, colors, spacing, positioning, and contrast. +tactile display settings: the characteristics of haptic output. Examples include the magnitude of the haptic forces and the types of vibration. +documentation +Any information that supports the use of an authoring tool. This information may be provided electronically or otherwise and includes help, manuals, installation instructions, sample work flows, tutorials, etc. +document object +The internal representation of data in the source by a non-web based authoring tool or user agent. The document object may form part of a platform accessibility service that enables communication with assistive technologies. Web-based authoring tools are considered to make use of the document object that is maintained by the user agent. +element +A pair of markup tags and its content, or an "empty tag" (one that requires no closing tag or content). +end user +A person who interacts with web content once it has been authored. This includes people using assistive technologies. +human language +Language that is spoken, written or signed (through visual or tactile means) to communicate with humans. +informative +For information purposes and not required for conformance. +keyboard interface +Keyboard interfaces are programmatic services provided by many platforms that allow operation in a device independent manner. A keyboard interface can allow keystroke input even if particular devices do not contain a hardware keyboard (e.g. a touchscreen-controlled device can have a keyboard interface built into its operating system to support onscreen keyboards as well as external keyboards that may be connected). +Note: Keyboard-operated mouse emulators, such as MouseKeys, do not qualify as operation through a keyboard interface because these emulators use pointing device interfaces, not keyboard interfaces. +keyboard trap +A user interface situation in which a keyboard interface may be used to move focus to, but not from, a user interface component or group of components. +label +Text or other component with a text alternative that is presented to users to identify a component. A label is presented to all users whereas the name may be hidden and only exposed by assistive technology. In many (but not all) cases the name and the label are the same. +live +Information captured from a real-world event that is published with no more than a broadcast delay. +Note: A broadcast delay is a short (usually automated) delay, for example used in order to give the broadcaster time to queue or censor the audio (or video) feed, but not sufficient to allow significant editing. +markup language +A system of text annotations (e.g. elements in HTML) and processing rules that may be used to specify the structure, presentation or semantics of content. Examples of markup languages include HTML and SVG. +markup of some content is the set of annotations that appear in the content. +name +Text by which software can identify a user interface component to the author or end user. The name may be hidden and only exposed by assistive technology, whereas a label is presented to all users. In many (but not all) cases, the label and the name are the same. +non-text content +Any content that is not a sequence of characters that can be programmatically determined or where the sequence is not expressing something in human language. This includes ASCII Art (which is a pattern of characters), emoticons, and images representing text. +normative +Required for conformance. One may conform in a variety of well-defined ways to ATAG 2.0. Content identified as "informative" or "non-normative" is never required for conformance. +option +When an author is presented with choices. +default option: A setting or value for an option that is assigned automatically by the authoring tool and remains in effect unless canceled or changed by the author. +platform +The software environment within which the authoring tool operates. Platforms provide a consistent operational environment on top of lower level software platforms or hardware. For web-based authoring user interfaces, the most relevant platform will be a user agent (e.g. browser). For non-web-based user interfaces, the range of platforms includes, but may not be limited to, desktop operating systems (e.g. GNOME desktop on Linux, Mac OS, Windows), mobile operating systems (e.g. Android, BlackBerry, iOS, Windows Phone), or cross-OS environments (e.g. Java), etc. +Note 1: Many platforms mediate communication between applications operating on the platform and assistive technology via a platform accessibility service. +Note 2: Accessibility guidelines for developers exist for many platforms. +platform accessibility service +A programmatic interface that is specifically engineered to provide communication between applications and assistive technologies (e.g. MSAA, IAccessible2 and UI Automation for Windows applications, AXAPI for Mac OS X applications, GNOME Accessibility Toolkit API for GNOME applications, Java Access for Java applications). On some platforms, it may be conventional to enhance communication further by implementing a document object. +plug-in +A program that runs as part of the authoring tool (e.g. a third-party checking and repair tool) and that is not part of web content being edited. Authors generally choose to include or exclude plug-ins from their authoring tool. +pre-authored content +Pieces of web content, created prior to an authoring session, that the authoring tool developer makes available to authors to use in the content being edited. Examples include clip art, sample videos, user interface widgets. +Note 1: For templates, an incomplete form of pre-authored content, see Guideline B.2.4. +Note 2: If the authoring tool uses pre-authored content automatically, see Guideline B.1.1. +accessible pre-authored content (WCAG): Pre-authored content that is either already accessible web content (WCAG) or would be accessible, if it was appropriately inserted into an empty document. +Note: If extensive author input is required to make use of pre-authored content, then the content may in fact be a template. +pre-authored content selection mechanism +A function beyond standard file selection that allows authors to select pre-authored content to use in an authoring session (e.g. clip art gallery, widget palette). +presentation +Rendering of the content in a form to be perceived by authors or end users. +programmatically determined (programmatically determinable) +Information that is encoded in a way that allows different software, including assistive technologies, to extract and present the information in different modalities. ATAG 2.0 uses this term in two contexts: +Processing content: Whether the authoring tool is able to extract information from the web content (e.g. to extract the language of content from the markup). +Communication between the authoring tool and assistive technology: For non-web-based user interfaces, this means making use of platform accessibility services, APIs, and, in some cases, document object models. For web-based user interfaces, this means ensuring that the user agent can pass on the information (e.g. through the use of WAI-ARIA). +prominence +A heuristic measure of how likely authors are to notice a user interface component in a user interface that they are operating. Prominence is affected by numerous factors, including: the number of navigation steps required, the reading order position, visual properties (e.g. size, spacing, color), and even the modality of use (e.g. mouse vs. keyboard use). +at least as prominent: For ATAG 2.0, a user interface component A is considered to be "at least as prominent" as another component B when, from a default state, component A becomes displayed (and enabled) with the same number or less "opening" actions than are required for component B to become displayed (and enabled). +Note 1: When a container is open, all of the enabled components in the container (e.g. items in a list, items in a menu, buttons in a toolbar, all components in a dialog box) are considered to be displayed (and therefore are at least as prominent as each other), even if the container must be scrolled for them to become visible. This takes into account that different screen sizes and author settings will affect which components are visible at a given time. +Note 2: "Opening actions" are actions made by authors on components within the user interface that result in new components becoming displayed or enabled. For example: (a) keyboard shortcut to a top-level menu item to display a sub-menu, (b) keyboard selection on a button to display a dialog box, (c) mouse click on a checkbox to enable previously disabled sub-items, etc. Actions that do not cause new components to become actionable (e.g. moving focus, scrolling a list), are not counted as "opening actions". +Note 3: Keyboard shortcuts to components in closed containers are not counted as "opening actions" because the components have no prominence when they are not displayed. The same is true when authors must use "search" to reveal components in closed containers. +Note 4: The "default state" is the state of the authoring tool at the beginning of an authoring session as set by the developer. The default state of many document authoring tools is an editing-view. +prompt +Any authoring tool initiated request for a decision or piece of information from authors. The term covers both requests that must be responded to immediately (e.g. modal dialog boxes) as well as less urgent requests (e.g. underlining a misspelled word). +publishing +Any point at which the authors or authoring tool make web content available to end users (e.g. uploading a web page, committing a change in a wiki, live streaming). +range +More than one item within a multi-item set. +Informative Note: ATAG 2.0 uses the term "range" where absolute measurements may not be practical (e.g. the set of all help documentation examples, the set of all templates). While the strict testable requirement is the definition "More than one item within a multi-item set", implementers are strongly encouraged to implement the success criteria more broadly. +relationships +Meaningful associations between distinct pieces of content. +repair (accessibility) +The process by which web content accessibility problems that have been identified within web content are resolved. ATAG 2.0 recognizes three types of repair, based on increasing levels of automation: +manual repair: Where the repairs are carried out by authors. This includes the case where authors are aided by instructions or guidance provided by the authoring tool, but where authors carry out the actual repair procedure; +semi-automated repair: Where the repairs are partially carried out by the authoring tool, but where authors' input or judgment is still required to complete the repair; and +automated repair: Where the repairs are carried out automatically by the authoring tool without any intervention by authors. +restrictions, restricted web content authoring +When the web content that authors can specify with an authoring tool either must include or must not include certain content (e.g. elements, attributes, widgets). Many authoring tools restrict authoring in some way, which can either benefit accessibility (e.g. if text alternatives for non-text content are required) or detract from accessibility (e.g. if attributes for defining text alternatives are not available). In contrast, authoring tools that allow unrestricted web content authoring do not require any particular content to be included or not included (e.g. many source editing-views). +role +Text or a number by which software can identify the function of a component within web content (e.g. a string that indicates whether an image functions as a hyperlink, command button, or check box). +sequential keyboard access +Using a keyboard interface to navigate the focus one-by-one through all of the items in an ordered set (e.g. menu items, form fields) until the desired item is reached and activated. This is in contrast to direct keyboard access methods such as keyboard shortcuts and the use of bypass links. +technology (web content) +A mechanism for encoding instructions to be rendered, played or executed by user agents. Web content technologies may include markup languages, data formats, or programming languages that authors may use alone or in combination to create end user experiences that range from static web pages to multimedia presentations to dynamic web applications. Some common examples of web content technologies include HTML, CSS, SVG, PNG, PDF, Flash, Silverlight, Flex, and JavaScript. +template +Content patterns that are filled in by authors or the authoring tool to produce web content for end users (e.g. document templates, content management templates, presentation themes). Often templates will pre-specify at least some authoring decisions. +accessible templates (WCAG): Templates that can be filled in to create web content that meets the WCAG 2.0 success criteria (Level A, AA or AAA), when both of the following are true: +The author correctly follows any instructions provided (e.g. correctly responding to prompts, correctly replacing highlighted placeholders); and +No further authoring occurs +Note: Under these conditions, some templates will result in completely empty documents, which are considered accessible by default. +template selection mechanism +A function beyond standard file selection that allows authors to select templates to use as the basis for new content or to apply to existing content. +time limit +The amount of time that an authoring tool provides to authors to perform a task (e.g. read a message, select an item, save a change). Examples include: authoring session timeouts, time-based presentations (e.g. tutorial video). +tutorial +A type of documentation that provides step-by-step instructions for performing multi-part tasks. +user agent +Any software that retrieves, renders and facilitates end user interaction with web content (e.g. web browsers, browser plug-ins, media players) +In-Market User Agent: A user agent that can be procured by members of the public (free or otherwise). Usually, an in-market user agent will be a separate software from the authoring tool; however, sometimes a software may combine user agent and authoring tool functionality. These cases include: +Preview-Only: If the user agent can only render web content that it receives from the associated authoring functionality, then the software is an authoring tool with a preview feature. Such preview-only features are not considered in-market user agents. +User Agent with Authoring Tool Mode: If the user agent functionality must retrieve and open web content before it can be sent to the authoring tool functionality, then the software is a user agent with an authoring tool mode. If the user agent is used to preview content produced by the authoring tool mode, then it is to be considered an in-market user agent. +Combined User Agent/Authoring Tool: A user agent in which the default mode of user interaction enables editing the web content. These tools do not need previews because the author is already experiencing the content in the same way as end users. +user interface component +A part of the user interface or content display (including content renderings) that is perceived by authors as a single control for a distinct function. +video +The technology of moving pictures or images. Video can be made up of animated or photographic images, or both. +view +A user interface function that authors use to interact with the web content being edited. ATAG 2.0 categorizes views according to whether they support editing: +editing-views: Views in which some or all of the content is editable; or +previews: Views in which no authoring actions are provided (i.e. the view is not editable). Previews are provided to present the web content being edited by the authoring tool as it would appear to end users of user agents. Previews may be implemented using actual in-market user agents, but this is not necessary. +ATAG 2.0 also recognizes several approaches to presenting the content in a view: +source views: The content is presented in unrendered form (e.g. plain text editors); or +rendered views: Content renderings (conventional, unconventional or partial) are presented; or +property views: Only properties of the content are presented. The authoring tool then uses these properties to automatically generate the content to be published (e.g. CMS calendar widget that generates a calendar from the numeric month and year). +workflow +A customary sequence of steps or tasks that authors follow to produce a content deliverable. If an authoring tool is composed of a collection of applications (e.g. markup editor, image editor, and validation tool), then its workflows may include use of one or more of the applications. + + + Managing content + + + Ongoing improvements. + + + SharePoint Group: DesignerPlus + + + SharePoint Group: Design, Contribute + + + This role has no one associated with it. Users are to not have Full Control, for security reasons. + + + + + CSDContributers - Edit and view with disabled create new items + + + ContributeWithoutDelete - Contribute Level, no delete, no deletion of versions, no browser directories + + + APM_DesignerPlus - All permissions + + + Edit - Can add, edit and delete lists; can view, add, update and delete list items and documents. + + + Restricted View - Can view pages, list items, and documents. Documents can be viewed in the browser but not downloaded. + + + View Only - Can view pages, list items, and documents. Document types with server-side file handlers can be viewed in the browser but not downloaded. + + + SharePoint Group: ContributeWithoutDelete + + + + + + + + + + + + + + + + KEEP EXPORTED CONTENT TO A MINIMUM. REMOVE "ZOMBIE" OBJECTS. +• Consider creating an *.archimate file that contains *ONLY* content to be moved to QualiWare. This is important as it will overwrite any existing content of the same name, and appear as though there is only 1 revision ("Revision 0") created at import time. +• Ensure that no "Zombie" components exist in the file. These can be identified in Archi as the objects appear *in italics* and under "Analysis", there is no associated view for the object. If these are not removed, they may be imported into QualiWare. +• +• +• + + + • <process of Exporting> +• +• +• +• + + + • <process to import into SA Workspace> Tools --> Import From ArchiMate File +• +• +• +• + + + Content imported from ArchiMate will not appear the same as it looked in Archi. Notes are stripped out. +• Reformat the content as desired. +• Add all notes back to the imported diagrams. +• +• + + + • +• +• +• +• + + + • +• +• +• +• + + + + Trusted and governed data +Multi-source, near-real-time +Standardized and linked +Optimized for analysis & self-service +Supports repeatable analytics needs +Addresses mostly known questions +Insight for broad consumption + + + • Raw, curated, near-real-time data +• Some standardization, few linkages +• Multiple data sources +• Well suited for data science +• Supports exploratory analysis +• Addresses unknown questions and hypotheses + +1.4.3.1. Data Lake +The advent of “big data” tools is enabling organizations to detect patterns in data that may otherwise escape human recognition. This is being further advanced with new tools in machine learning and artificial intelligence described below. These tools are designed to access large data sets in a range of native formats, but such access cannot generally target mission critical systems for fear of adverse performance effects. This long-standing performance issue remains true for supporting more traditional reporting and analytics techniques as well. To enable state-of-the-art tools to operate, the industry has begun to co-locate large volumes of data in “raw” forms. Such a repository is called a data lake, and by “raw” form it is meant that few, if any, operations are performed when the data is copied from operational systems into the data lake. As a result, the data lake contains a complete and detailed copy of the organization’s assets, but stored in a very human-unfriendly form. This is well suited to support two activities: big-data, machine learning and artificial intelligence operations performed by highly-skilled specialists, and extraction of key data into a data warehouse without interfering with mission critical systems as described below. In the absence of a data lake, it is not possible to bring to bear many modern technological tools, and consequently there are likely many opportunities to improve service that remain hidden. There is a business need to provide secure access to authorized users, including executives and analysts, to easy-to-use, reporting, dash-boarding, and visualization tools that require few technical skills and yet provide answers to basic business questions, in near-real-time, in a manner that does not adversely affect performance of operational systems, and enables access to integrated, enterprise-shared data. + + + + Data describing all assets: internal, external, open data and shares +Includes glossaries and diagrams +Identifies data authorities +Links to access request initiation + + + Data Science & Machine Learning Platform + + + + + Digital Experience & Client Data +New digital channel +Respect and empower clients +Single access page +Direct support and interactive assistance options +16 initiatives for service excellence +Provide employees more meaningful work + +Digital Experience & Client Data: Foundations +Launch Alpha digital channel +Launch Service Analytics Evidence Base +Stand up the Virtual Concierge +Procure ancillary technologies required to deliver the first end to end benefit + + + + Technology Platform +Establishes the project engagement model and operating model +Cloud enablement - benefits delivery within cloud environments +Interoperability - exchange of data/information securely +Legacy readiness - connecting new and current benefit delivery solutions +Technology infrastructure - implementation beginning with “core” capabilities + +Technology Platform: Foundations +Foundational technology infrastructure, interoperability and security +Flexibility to meet future service requirements +Scalability to perform at a high level during periods of intense demand  +Builds common interoperability capabilities for connecting and communicating between BDM solutions and legacy systems +Promotes collaboration and automation to support rapid deployment of products and services +Delivers a consistent end-user experience – ensures clients have the same positive experience + + + + Identity Management and Integrity +Accomplished by: +A dynamic digital ecosystem +A secure sign-in portal +Sophisticated integrity tools and techniques +Up-front compliance controls +Benefits to Canadians: +Simple user experience +Effective ID proofing +Secure login +Faster access to programs and services +Personalized profile and secure file management +Increased accuracy and trust + +Identity Management and Integrity: Foundations +Procure third-party solution for real-time client identity validation +Procure solution to provide a single secure access point to ESDC programs and services +Enable access to Social Insurance Register to do SIN/SIR look-up for the first onboarded benefit +Develop foundational Integrity-by-Design capabilities + + + Service Delivery Hub +Improved, seamless and timely service delivery for clients +Increased self-serve results supported by real-time support options +An integrated view of the organization’s workload and workforce to support decision-making +A central repository of program information for employees +A user-experience feedback system for clients and employees +Service Delivery Hub “showcase” sites + +Service Delivery Hub: Foundations +Develop new SDH operating model +Develop foundational frameworks to support integrated workforce and workload management +Develop SDH training strategy +Procure new Knowledge Management, Feedback, Telephony and Workforce Management solutions + + + + + + + + + Information + + + + + + + + + + + + + + + The Benefits Knowledge Hub will start as a Data Mart, possibly becoming the Enterprise Data Warehouse. + + + 1.2.6. Transformation and Business Delivery Modernization (BDM) +The CDO is a part of a larger departmental and governmental transformation agenda. In particular, the largest department transformation program, Business Delivery Modernization (BDM), has requirements that CDO will work toward collaboratively to fulfill while keeping line of sight to enterprise outcomes. Initially identified BDM future state capabilities and enablers will be coordinated synergistically with CDO data foundations. This will be equally true for other transformation activities. Table 1 summarizes data relevant BDM capabilities and enablers identified by that program area. + + + Data Management +Defined and applied standards for data and data management practices +Increased clarity of data inventory and use +Increased data quality, consistency and trust +Data management expedites policy modelling and speed of implementation +Capabilities in place to support proper data management practices, operations and governance (aligned with office of the CDO) + + + Reference: https://canada-ca.github.io/PCTF-CCP/ + + + General requirements for the identity domain atomic processes + + + Identity Information Determination is the process of determining the identity context, the identity information requirements, and the identifier. + + + Identity Information Validation is the process of confirming the accuracy of identity information about a Subject as established by the Issuer. + + + Identity Resolution is the process of establishing the uniqueness of a Subject within a program/service population through the use of identity information. + + + Identity Evidence Determination is the process of determining the acceptable evidence of identity (whether physical or electronic). + + + Identity Verification is the process of confirming that the identity information is under the control of the Subject. + + + Identity Linking is the process of mapping one or more assigned identifiers to a Subject. + + + Identity Evidence Acceptance is the process of confirming that the evidence of identity presented (whether physical or electronic) is acceptable. + + + Identity Establishment is the process of creating a record of identity of a Subject within a program/service population that may be relied on by others for subsequent programs, services, and activities. + + + Identity Continuity is the process of dynamically confirming that the Subject has a continuous existence over time (i.e., “genuine presence”). This process can be used to ensure that there is no malicious or fraudulent activity (past or present) and to address identity spoofing concerns. + + + Identity Maintenance is the process of ensuring that a Subject’s identity information is accurate, complete, and up-to-date. + + + General requirements for the relationship domain atomic processes. + + + Relationship Information Determination is the process of determining the relationship context, the relationship information requirements, and the relationship identifier. + + + + Relationship Evidence Determination is the process of determining the acceptable evidence of a relationship (whether physical or electronic). + + + Relationship Evidence Acceptance is the process of confirming that the evidence of a relationship presented (whether physical or electronic) is acceptable. + + + Relationship Information Validation is the process of confirming the accuracy of information about a relationship between two or more Subjects as established by the Issuer. + + + Relationship Resolution is the process of establishing the uniqueness of a relationship instance within a program/service population through the use of relationship information and identity information. + + + Relationship Establishment is the process of creating a record of a relationship between two or more Subjects. + + + Relationship Verification is the process of confirming that the relationship information is under the control of the Subjects. + + + Relationship Continuity is the process of dynamically confirming that a relationship between two or more Subjects has a continuous existence over time. + + + Relationship Maintenance is the process of ensuring that the information about a relationship between two or more Subjects is accurate, complete, and up-to-date. + + + Relationship Suspension is the process of flagging a record of a relationship as temporarily no longer in effect. + + + Relationship Reinstatement is the process of transforming a suspended relationship back to an active state. + + + Relationship Revocation is the process of flagging a record of a relationship as no longer in effect. + + + General requirements for the credential domain atomic processes. + + + Credential Issuance is the process of creating a Credential from a set of Claims and assigning the Credential to a Holder. + + + Credential Authenticator Binding is the process of associating a Credential issued to a Holder with one or more authenticators. This process also includes authenticator life-cycle activities such as suspending authenticators (caused by a forgotten password or a lockout due to successive failed authentications, inactivity, or suspicious activity), removing authenticators, binding new authenticators, and updating authenticators (e.g., changing a password, updating security questions and answers, having a new facial photo taken). + + + Credential Validation is the process of verifying that the issued Credential is valid (e.g., not tampered with, corrupted, modified, suspended, or revoked). The validity of the issued Credential can be used to generate a level of assurance. + + + Credential Verification is the process of verifying that a Holder has control over an issued Credential. Control of an issued Credential is verified by means of one or more authenticators. The degree of control over the issued Credential can be used to generate a level of assurance. + + + Credential Maintenance is the process of updating the credential attributes (e.g., expiry date, status of the credential) of an issued Credential. + + + Credential Suspension is the process of transforming an issued Credential into a suspended Credential by flagging the issued Credential as temporarily unusable. + + + Credential Recovery is the process of transforming a suspended Credential back to a usable state (i.e., an issued Credential). + + + Credential Revocation is the process of ensuring that an issued Credential is permanently flagged as unusable. + + + Consent Domain General. + + + Consent Notice Formulation is the process of producing a consent notice statement that describes what personal information is being, or may be, collected; with which parties the personal information is being shared and what type of personal information is being shared (as known at the time of presentation); for what purposes the personal information is being collected, used, or disclosed; the risk of harm and other consequences as a result of the collection, use, or disclosure; how the personal information will be handled and protected; the time period for which the consent notice statement is applicable; and under whose jurisdiction or authority the consent notice statement is issued. This process should be carried out in accordance with any requirements of jurisdictional legislation and regulation. + + + Consent Notice Presentation is the process of presenting a consent notice statement to a person. + + + Consent Request is the process of asking a person to agree to provide consent (“Yes”) or decline to provide consent (“No”) based on the contents of a presented consent notice statement, resulting in either a “yes” or “no” consent decision. + + + Consent Registration is the process of storing the consent notice statement and the person’s related consent decision. In addition, information about the person, the version of the consent notice statement that was presented, the date and time that the consent notice statement was presented, and, if applicable, the expiration date for the consent decision may be stored. Once the consent information has been stored, a notification on the consent decision made is issued to the relevant parties to the consent decision. + + + Consent Review is the process of making the details of a stored consent decision visible to the person who provided the consent. + + + Consent Renewal is the process of extending the validity period of a “yes” consent decision by means of increasing an expiration date limit. + + + Consent Expiration is the process of suspending the validity of a “yes” consent decision as a result of exceeding an expiration date limit. + + + Consent Revocation is the process of suspending the validity of a “yes” consent decision as a result of an explicit withdrawal of consent by the person (i.e., a “yes” consent decision is converted into a “no” consent decision). + + + + Signature Creation is the process of creating a signature. + + + Signature Checking is the process of confirming that the signature is valid. + + + The College@ESDC opened its doors in September 2006 as Service Canada's national corporate learning institution. The Service Canada College (since renamed College@ESDC) sets the direction for and integrates all learning activities and learning priorities within the organization. Modeled on the "corporate university" concept, the College@ESDC weaves service excellence throughout all its activities. +It is the organization's strategic lever for achieving cultural change. The objective is to change attitudes, behaviors and mindsets and give our employees the tools and confidence to deliver service that goes beyond client expectations. + +The College@ESDC is distinctive in the sense that: + It is the first federal organization to recognize service as a key competency in addition to valuing knowledge. + It formally recognizes the role of service providers as a profession and a career in the federal public service. + It is the first in government to centralize a learning, training and development function based on a corporate university model. + It consists of a nation-wide network of physical and virtual learning centres to accommodate the needs of staff across the country; and + It is recognized as one of seven "noteworthy department – specific examples" of public service renewal by the Clerk of the Privy Council. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + CDN is short for content delivery network. A content delivery network (CDN) is a system of distributed servers (network) that deliver pages and other web content to a user, based on the geographic locations of the user, the origin of the webpage and the content delivery server. (https://www.webopedia.com/TERM/C/CDN.html) + + + Application performance management, commonly known as APM, is also sometimes called application performance monitoring. A key element of DevOps, APM allows developers and operations project stakeholders to monitor and review the backend of applications in real-time. (https://www.bmc.com/blogs/application-performance-management-in-devops/) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + CDN is short for content delivery network. A content delivery network (CDN) is a system of distributed servers (network) that deliver pages and other web content to a user, based on the geographic locations of the user, the origin of the webpage and the content delivery server. (https://www.webopedia.com/TERM/C/CDN.html) + + + Application performance management, commonly known as APM, is also sometimes called application performance monitoring. A key element of DevOps, APM allows developers and operations project stakeholders to monitor and review the backend of applications in real-time. (https://www.bmc.com/blogs/application-performance-management-in-devops/) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The message processor is essentially the engine that receives and processes all your API requests, applies the policies to the runtime requests and serves the response.​ + + + + The Synchronizer fetches configuration data about an API environment from the management plane and propagates it across the runtime plane. This downloaded data is also called the contract and is stored on the local file system​ + + + + The Universal Data Collection Agent (UDCA) is a service running within the data collection pod in the runtime plane that extracts analytics, trace, and deployment status data and sends it to the UAP. + + + + The MART server (Management API for Runtime data) processes the API calls against the runtime datastore.​ + + + + Cassandra is a free and open-source, distributed, wide column store, NoSQL database management system designed to handle large amounts of data across many commodity servers, providing high availability with no single point of failure. + + + + + + + + + + + + + Hybrid UI: Apigee hybrid UI: Provides a UI for developers to create and deploy API proxies, configure policies, create API products, and create developer apps. Administrators can use the Apigee hybrid UI to monitor deployment status​ + + + Management Server: The Synchronizer periodically polls the Management Server for changes and downloads a new configuration whenever changes are detected. The configuration data is retrieved and stored locally as a JSON file on the local file system, where the Message Processors can access it.​ + + + Unified Analytics Platform: Unified Analytics Platform (UAP): Receives and processes analytics and deployment status data from the runtime plane. + + + Logging helps provide insight to the current and past activities taking place within the services. By default, Edge components use a logging level of INFO. However, you can set the logging level for each Edge component. For example, you might want to set it to DEBUG for the Message Processor, or to ERROR for the Management Server. the associated message level helps increase or decrease the verboseness of the outputted information to help debug a situation that may be taking place, or monitor ongoing activities of a solution to catch any errors as they occur + + + Identity Credential Authentication User account authentication uses Google Cloud Platform accounts. Authorization uses GCP service accounts.​ + + + + Role Access Management: Access management for hybrid uses Google’s roles engine, IAM, and supports default Apigee roles.​ + + + Resource Hierarchy: Resources are organized in GCP projects (linked to Apigee organizations). + + + Metrics: the measurement of API traffic relating to usage rates, date/time related usage, error rates, availability rates + + + + + + + + + + + + + + + + + + + + + + + + CSD Link: +CSD Description: + + + + + Data Sets +Seletions (Observations) + +IBAD - Integrity Business Analytics Division + + + Security Objectives: + - Confidentiality + - Integrity + - Availability + + + + • Enforcement function +Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes. + +§Note: +Recommendation 29: Enforcement reviews and replaces the existing case management system (MISCIS) to better meet the needs of the potential future new “Investigations”* function. +Recommendation 41: Enforcement segregates sensitive investigations that follow an administrative verification stream from those that follow an “investigation”* stream and be reporting through dedicated but separate National Headquarters (NHQ) functions. +*The term “investigation” is used here to describe any investigation with the predominant purpose of determining criminal liability under either ESDC-administered legislation or the Criminal Code of Canada. + + + + + + GC Definition: The components of an information system, including business applications, data, hardware, and software. + + + + + + + + + + + Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca. + + + As new data is imported into the data reservoir, the data ingestion processes ensure the data is transformed, logged, and copied into the appropriate data repositories. +The ability to easily import data from a multitude of sources is one of the selling points of the data reservoir. You want to be able to capture anything easily, and to allow decisions about how that data can be used later in the process. That being said, information needs to be incorporated into the reservoir in a controlled manner. During the process, metadata must be captured. It is also important to ensure appropriate separation between other systems and the reservoir to ensure an issue in one does not impact both. The Information Ingestion component is responsible for managing this. A staging area will often be used as part of the process to support loose coupling and ensure that delays in processing will not affect the source system. +The information ingestion component will apply appropriate policies to the incoming data, including masking, quality validation, deduplication, and will push appropriate metadata to the reservoir catalog. +Data with a known structure can be stored in a more structured repository such as a relational database, whereas less structured or mixed data can end up in a file system such as HDFS. + + + The information broker is a runtime server environment for executing the integration processes (such as the information deployment process). These processes move data in and out of the data reservoir and among the components within the reservoir. + + + Harvested data includes data from other systems that has been extracted and is being transformed, consolidated, aggregated, and analyzed to create new insight + + + The reporting data marts provide departmental/subject-oriented data marts targeted at supporting frequent line of business reports. The data is often structured as a dimensional model such as star or snowflake, and are easily used by common business reporting packages. Data in marts will be updated incrementally as new data is made available. typically from an information + + + Landing pad areas are used to manage movement of data into, out of, and around the Logical Data Warehouse, and to provide appropriate decoupling between systems. The implementation can include database tables, directories within Hadoop, message queues, or similar structures + + + Deposited data are information collections that have been stored by the data reservoir information users. These information collections may contain new types of information, analysis results, or notes. + + + Historical data contains read-only records of historical activity + + + Harvested data includes data from other systems that has been extracted and is being transformed, consolidated, aggregated, and analyzed to create new insight + + + + + The data reservoir could process events in real time and produce insight that could be stored in the data reservoir’s repositories, and published externally for other systems to act upon. + + + Streaming analytics is the component responsible for running the analytics on streaming data in real-time. + + + Event correlation provides for complex event processing based on business events that can occur over an extended period and can correlate these events to develop additional insight. Some of these events can come from insight obtained by the streaming analytics component. + + + These systems could also make API calls to the data reservoir to access/update data or insight. These APIs might interact with a single data repository or may federate data from multiple repositories. Service interfaces provide the ability for outside systems to access data in the reservoir repositories, and for systems within the reservoir to query data from both inside and outside. These interfaces can be REST web services, SQL style through JDBC, or various other forms + + + Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. This data can be triggered by upstream changes, or run on a schedule or on demand from a user request. A subscription table is used to manage the list of sources and the destinations they need to be published to. The destinations can involve populating a table, creating files, or messages to be posted to a queue. During the publishing process, data transformation can occur, for example by resolving code values to alternate representations. + + + View-based interaction provides access to data in the data reservoir (subject to security permissions) for line-of-business teams that want to perform ad hoc queries, search, simple analytics, and data exploration. The structure of this information has been simplified and it is labeled using business relevant terminology. + + + Data scientists usually have a solid foundation in computer science, mathematics, and statistics, rather than substantial business knowledge. Their role is to explore different kinds of data to look at patterns so that they can understand the meaning of relationships between sets of data. They often have a thirst for new information sources to develop new ideas on how to gain value from combining that data with other sources. The tools used by the data scientists include capabilities for preparing and transforming data for analysis. They typically work with data in its original (raw) format. Data can be accessed through the creation of a sandbox copy of the data for the data scientist to use because the data scientist will subset and transform the data as part of their work. Their activity should not affect the shared version of the data in the data reservoir. The sandbox will be accessible as an area in a file system such as Hadoop Distributed File System (HDFS) or accessible by using common mechanisms such as Java Database Connectivity (JDBC) or Open Database Connectivity (ODBC). As the data scientists explore samples of this data, they will develop analytical models and try them out against test data. Those models can then be deployed to refinery services within the data reservoir or to operational systems outside the data reservoir. + + + Raw data interaction provides access to most of the data (security permitting) in the data reservoir for advanced analytics. It is responsible for masking sensitive personal information where appropriate. + + + + Information integration and governance provide the libraries to support different provisioning, transformation, and governance capabilities that are used in the data reservoir, particularly the data refineries. + + + A repository and applications for managing the information flow and information governance within the data reservoir. This information node supports the metadata service. + + + + Workflow consists of a server running stewardship processes that coordinate the work of the individuals responsible for fixing any problems with the data in the data reservoir. Successful use of a data reservoir depends on various processes involving systems, users, and administrators. For example, provisioning new data into the data reservoir might involve an information curator defining the catalog entry to describe and classify the data. An information owner must approve the classifications, and an integration developer must create the data ingestion process. Workflow coordinates the work of these people. + + + The monitor watches over the overall function and responsiveness of the data reservoir to ensure a consistent working environment. The data reservoir has many monitor components deployed that record the activity in the data reservoir along with its availability, functionality, and performance. The management of any alerts that the monitors raise can be resolved using workflow. + + + Shared operational data contains consolidated operational data that is being shared by multiple systems. The data reservoir may host the master copy of this data, or a reference copy of this data supplied from one or more operational systems. + + + The catalog interfaces provide information about the data in the data reservoir. The catalog includes details of the information collections (both repositories and views), the meaning and types of information stored, and the profile of the information values within each information collection. + + + ApplicationInterface:ArchiMate + + + + The descriptive data is sometimes referred to as metadata because it describes the data in the data reservoir. Descriptive data provides the definitions used to create information views and access the data in the data reservoir using the information view. http://www.redbooks.ibm.com/redpapers/pdfs/redp5120.pdf + + + The catalog is a repository and a set of applications used to maintain details about the data in the data reservoir. + + + + Definitions of simplified subsets of information stored in the data reservoir repositories. These views are created with the information consumer in mind. + + + Guards are controls within the reservoir to enforce restrictions on access to data and related protection mechanisms. These guards can include ensuring the requesting user is authorized, data masking being applied, or certain rows of data being filtered out. + + + Information Management Office Portal +https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + Source Data +The source data comes from two or more sources. They may have differing representations, structures, data models, and semantics. They may be data sets that are read, or data Application Program Interfaces (APIs) that are queried. + + + Contextual Metadata +Data from a source may include some metadata. Contextual metadata is additional metadata that is not related to a particular source data set or API method. It determines how the source data is to be interpreted and processed in a wider context. + + + Integrated Data +The integrated data is often written to a single data set, posted to a single data API, or made available to clients through a single data API. Where there are multiple data sets or APIs, they will have a common data model and semantics. + + + Operation +A data integration operation may take several forms, including: +• Discrete operation – all the source data and contextual metadata is read, and the source data is analyzed and transformed, to produce the integrated data in a single step +• Continual synchronization – the integrated data is initially created as in a discrete operation, and subsequent changes to the source data trigger corresponding changes to the integrated data +• Dynamic query – specific queries of the integrated data trigger queries of the source data, for which responses are transformed and returned + + + Structure-Independent Metadata + + + Identification Codes +There are a number of standards defining codes that identify particular classes of things. Some examples are shown in Table 10. +Table 10: Identification Codes + + + + + Data Warehouse +The Common Warehouse Metamodel (CWM™)11 is a standard of the Object Management Group® (OMG®)12 that defines a specification for modeling metadata for relational, non-relational, multi-dimensional, and most other objects found in a data warehousing environment. It enables interchange of metadata, including lineage metadata, between data warehouse tools and repositories. + + + Name: ISO 3166 Country Codes +Description: Widely used to identify countries. +Source/URL: Refer to: https://www.iso.org/iso-3166-country-codes.html. + + + Name: Global Trade Item Numbers (GTIN) +Description: Used by companies to identify their trade items – particularly in barcodes. +Source/URL: Refer to: https://www.gs1.org/standards/id-keys/gtin. + + + Name: Harmonized System (HS) Codes +Description: A standardized numerical method of classifying traded products used by customs authorities around the world to identify products when assessing duties and taxes and for gathering statistics. +Source/URL: Refer to: http://www.wcoomd.org/en/topics/nomenclature/overview/what-is-the-harmonized-system.aspx. + + + Name: Standard Industrial Classification (SIC) Codes +Description: Used to indicate a company's type of business. +Source/URL: Refer to: https://www.sec.gov/info/edgar/siccodes.htm. + + + Name: United Nations Standard Products and Services Code® (UNSPSC®) +Description: Identifies products and services. +Source/URL: Refer to: https://www.unspsc.org/. + + + The Common Warehouse Metamodel (CWM™) is a standard of the Object Management Group® (OMG®)12 that defines a specification for modeling metadata for relational, non-relational, multi-dimensional, and most other objects found in a data warehousing environment. It enables interchange of metadata, including lineage metadata, between data warehouse tools and repositories. +Refer to: https://www.omg.org/spec/CWM/1.1/PDF. + + + Data scientists usually have a solid foundation in computer science, mathematics, and statistics, rather than substantial business knowledge. Their role is to explore different kinds of data to look at patterns so that they can understand the meaning of relationships between sets of data. They often have a thirst for new information sources to develop new ideas on how to gain value from combining that data with other sources. The tools used by the data scientists include capabilities for preparing and transforming data for analysis. They typically work with data in its original (raw) format. Data can be accessed through the creation of a sandbox copy of the data for the data scientist to use because the data scientist will subset and transform the data as part of their work. Their activity should not affect the shared version of the data in the data reservoir. The sandbox will be accessible as an area in a file system such as Hadoop Distributed File System (HDFS) or accessible by using common mechanisms such as Java Database Connectivity (JDBC) or Open Database Connectivity (ODBC). As the data scientists explore samples of this data, they will develop analytical models and try them out against test data. Those models can then be deployed to refinery services within the data reservoir or to operational systems outside the data reservoir. + + + Raw data interaction provides access to most of the data (security permitting) in the data reservoir for advanced analytics. It is responsible for masking sensitive personal information where appropriate. + + + + View-based interaction provides access to data in the data reservoir (subject to security permissions) for line-of-business teams that want to perform ad hoc queries, search, simple analytics, and data exploration. The structure of this information has been simplified and it is labeled using business relevant terminology. + + + The data reservoir could process events in real time and produce insight that could be stored in the data reservoir’s repositories, and published externally for other systems to act upon. + + + Streaming analytics is the component responsible for running the analytics on streaming data in real-time. + + + Event correlation provides for complex event processing based on business events that can occur over an extended period and can correlate these events to develop additional insight. Some of these events can come from insight obtained by the streaming analytics component. + + + Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. This data can be triggered by upstream changes, or run on a schedule or on demand from a user request. A subscription table is used to manage the list of sources and the destinations they need to be published to. The destinations can involve populating a table, creating files, or messages to be posted to a queue. During the publishing process, data transformation can occur, for example by resolving code values to alternate representations. + + + These systems could also make API calls to the data reservoir to access/update data or insight. These APIs might interact with a single data repository or may federate data from multiple repositories. Service interfaces provide the ability for outside systems to access data in the reservoir repositories, and for systems within the reservoir to query data from both inside and outside. These interfaces can be REST web services, SQL style through JDBC, or various other forms + + + + + Security and Integrity Data +Secure Trusted Digital Identities ecosystem supported +Cyber security protocols in place to prevent unauthorized access and the misuse of personal information +Data supports ongoing integrity management + + + + Partner and Relationship Data +Authorized partners have access to client data +ESDC can manage and assess partners through partner relationship data and reduced agreements +Streamlined and consistent/common agreements to reduce burden on partners and ESDC + + + + Benefit Processing Data: Evidence, activity, interactions, decisions, payments +Integrated system management of information used and produced across end-to-end process +Application of common standards and standardization of data across processes and benefit programs +Consistent and integrated data for benefit processing + + + + Knowledge/Reference and Document Data +Accessible central repositories of authoritative program and operational knowledge will facilitate consistency and accuracy of service delivery +Access and use of consistent metadata across systems and programs +Consistency in data will eliminate data silos and barriers to data use + + + + + + Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml) + + + Selenium is a portable framework for testing web applications. Selenium provides a playback tool for authoring functional tests without the need to learn a test scripting language (Selenium IDE). It also provides a test domain-specific language (Selenese) to write tests in a number of popular programming languages, including C#, Groovy, Java, Perl, PHP, Python, Ruby and Scala. The tests can then run against most modern web browsers. Selenium runs on Windows, Linux, and macOS. It is open-source software released under the Apache License 2.0 +https://en.wikipedia.org/wiki/Selenium_(software) + + + Cypress is a JavaScript-based end-to-end testing framework that doesn't use Selenium at all. It is built on top of Mocha, which is again a feature-rich JavaScript test framework running on and in the browser, making asynchronous testing simple and fun. https://www.cypress.io/ + + + + + Mocha is a JavaScript Test Framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) +Mocha is a feature-rich JavaScript test framework running on Node.js and in the browser, making asynchronous testing simple. Mocha tests run serially, allowing for flexible and accurate reporting, while mapping uncaught exceptions to the correct test cases. Hosted on GitHub. https://mochajs.org/ + + + Postman is an open source API testing tool. It can work with any given endpoint even if it’s Restful or XML based. It has an easy to use interface to make the request to the given endpoints. It offers a rich variety of features. Creating a collection from requests, extracting data from any response and storing in a variable are the least you can do with Postman. +https://loadium.com/blog/performance-testing-with-postman/ + + + + LoadRunner is a software testing tool from Micro Focus. It is used to test applications, measuring system behaviour and performance under load. LoadRunner can simulate thousands of users concurrently using application software, recording and later analyzing the performance of key components of the application. +https://en.wikipedia.org/wiki/LoadRunner + + + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Aqua Security - Full lifecycle security for containers and cloud-native applications. https://github.com/aquasecurity + + + JFrog Xray is a universal binary analysis product that works with JFrog Artifactory to analyze software components and reveal a variety of vulnerabilities at any stage of the software application lifecycle. Unlike traditional binary analysis tools, JFrog Xray is a fully automated product with a rich REST API. +https://jfrog.com/whitepaper/jfrog-xray-universal-component-analysis/ + + + Nexus Vulnerability Scanner - Instantly generates an inventory of your open source and third party components to determine potential security and license risk. https://www.sonatype.com/appscan + + + HCL AppScan, previously known as IBM AppScan, is a family of web security testing and monitoring tools formerly from the Rational Software division of IBM. AppScan is intended to test Web applications for security vulnerabilities during the development process. The product learns the behavior of each application, whether an off-the-shelf application or internally developed, and develops a program intended to test all of its functions for both common and application-specific vulnerabilities. https://en.wikipedia.org/wiki/Security_AppScan + + + Chai is BDD/TDD assertion library. Can be paired with any javascript testing framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) + + + SonarLint is an IDE extension that helps you detect and fix quality issues as you write code. Like a spell checker, SonarLint squiggles flaws so that they can be fixed before committing code. https://www.sonarlint.org/ +SonarLint lives only in the IDE (IntelliJ, Eclipse and Visual Studio). Its purpose is to give instantaneous feedback as you type your code. For this, it concentrates on what code you are adding or updating. https://stackoverflow.com/questions/39828609/sonarqube-and-sonarlint-difference + + + SonarQube is an open-source platform for continuous inspection of code quality. Using static code analysis, it tries to detect bugs, code smells and security vulnerabilities. Many plugins are available to use it as part of continuous integration pipelines, including for Maven, Jenkins and GitHub. https://www.sonarqube.org/ + + + Automated static code analysis helps developers eliminate vulnerabilities and build secure software. Code securely with integrated SAST. Covers multiple languages. Performs automated scans. Fix at the speed of DevOps. Automate security within CI/CD. https://www.microfocus.com/en-us/products/static-code-analysis-sast/overview + + + Axe is an accessibility testing engine for websites and other HTML-based user interfaces. It's fast, secure, lightweight, and was built to seamlessly integrate with any existing test environment so you can automate accessibility testing alongside your regular functional testing. +https://github.com/dequelabs/axe-core + + + Compliance Sheriff is a web application that will help perform automated accessibility assessments on website. It can crawl through all the pages on website and generates reports on the accessibility issues associated with each page. This tool also helps validate broken links on website. http://www.compliancesheriff.com/ + + + JAWS ("Job Access With Speech") is a computer screen reader program for Microsoft Windows that allows blind and visually impaired users to read the screen either with a text-to-speech output or by a refreshable Braille display. JAWS is produced by the Blind and Low Vision Group of Freedom Scientific. https://en.wikipedia.org/wiki/JAWS_(screen_reader) + + + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + JFrog Artifactory is a universal DevOps solution providing end-to-end automation and management of binaries and artifacts through the application delivery process that improves productivity across development ecosystem. https://www.jfrog.com/confluence/display/JFROG/JFrog+Artifactory + + + Maven is a build automation tool used primarily for Java projects. Maven can also be used to build and manage projects written in C#, Ruby, Scala, and other languages. The Maven project is hosted by the Apache Software Foundation, where it was formerly part of the Jakarta Project. https://en.wikipedia.org/wiki/Apache_Maven + + + NuGet is a free and open-source package manager designed for the Microsoft development platform. NuGet is distributed as a Visual Studio extension. Starting with Visual Studio 2012, NuGet comes pre-installed by default. NuGet is also integrated with SharpDevelop. NuGet can also be used from the command line and automated with scripts. +It supports multiple programming languages. https://en.wikipedia.org/wiki/NuGet + + + npm (originally short for Node Package Manager) is a package manager for the JavaScript programming language. It is the default package manager for the JavaScript runtime environment Node.js. It consists of a command line client, also called npm, and an online database of public and paid-for private packages, called the npm registry. The registry is accessed via the client, and the available packages can be browsed and searched via the npm website. The package manager and the registry are managed by npm, Inc. https://en.wikipedia.org/wiki/Npm_(software) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + Team Foundation Server (Microsoft TFS) helps manage teams and their code. It's because TFS offers a combo of version control, issue tracking, and application lifecycle management. https://www.perforce.com/blog/vcs/what-team-foundation-server + + + The Spring Framework is an application framework and inversion of control container for the Java platform. https://en.wikipedia.org/wiki/Spring_Framework +Spring Boot is an open source Java-based framework used to create a micro Service. It is developed by Pivotal Team and is used to build stand-alone and production ready spring applications. https://www.tutorialspoint.com/spring_boot/spring_boot_introduction.htm +Spring Cloud is a framework for building robust cloud applications. https://www.baeldung.com/spring-cloud-bootstrapping + + + + Node.js is a JavaScript runtime built on Chrome's V8 JavaScript engine. (https://nodejs.org/en/) + + + Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml) + + + TypeScript is an open-source programming language developed and maintained by Microsoft. It is a strict syntactical superset of JavaScript and adds optional static typing to the language. TypeScript is designed for development of large applications and transcompiles to JavaScript. As TypeScript is a superset of JavaScript, existing JavaScript programs are also valid TypeScript programs. https://en.wikipedia.org/wiki/TypeScript + + + + LoopBack is a platform for building APIs and microservices in Node.js (https://loopback.io/doc/en/lb4/index.html) + + + OpenAPI = Specification +Swagger = Tools for implementing the specification +(https://swagger.io/blog/api-strategy/difference-between-swagger-and-openapi/) + + + + .NET Core is a free and open-source, managed computer software framework for Windows, Linux, and macOS operating systems. It is a cross-platform successor to .NET Framework. The project is primarily developed by Microsoft and released under the MIT License. https://en.wikipedia.org/wiki/.NET_Core + + + + JavaScript, often abbreviated as JS, is a programming language that conforms to the ECMAScript specification. JavaScript is high-level, often just-in-time compiled, and multi-paradigm. It has curly-bracket syntax, dynamic typing, prototype-based object-orientation, and first-class functions. https://en.wikipedia.org/wiki/JavaScript + + + + C# (C Sharp) is a general-purpose, multi-paradigm programming language encompassing strong typing, lexically scoped, imperative, declarative, functional, generic, object-oriented (class-based), and component-oriented programming disciplines. https://en.wikipedia.org/wiki/C_Sharp_(programming_language) + + + + Angular (commonly referred to as "Angular 2+" or "Angular v2 and above") is a TypeScript-based open-source web application framework led by the Angular Team at Google and by a community of individuals and corporations. Angular is a complete rewrite from the same team that built AngularJS. https://en.wikipedia.org/wiki/Angular_(web_framework) + + + + React (also known as React.js or ReactJS) is a JavaScript library for building user interfaces. It is maintained by Facebook and a community of individual developers and companies. https://en.wikipedia.org/wiki/React_(web_framework) + + + + Visual Studio Code is a source-code editor developed by Microsoft for Windows, Linux and macOS. It includes embedded Git and support for debugging, syntax highlighting, intelligent code completion, snippets, and code refactoring. It is highly customizable, allowing users to change the theme, keyboard shortcuts, preferences, and install extensions that add additional functionality. The source code is free and open-source, released under the permissive MIT License. The compiled binaries are freeware for any use. +https://en.wikipedia.org/wiki/Visual_Studio_Code + + + Eclipse is an integrated development environment (IDE) used in computer programming. It contains a base workspace and an extensible plug-in system for customizing the environment. Eclipse is written mostly in Java and its primary use is for developing Java applications, but it may also be used to develop applications in other programming languages via plug-ins, including Ada, ABAP, C, C++, C#, Clojure, COBOL, D, Erlang, Fortran, Groovy, Haskell, JavaScript, Julia, Lasso, Lua, NATURAL, Perl, PHP, Prolog, Python, R, Ruby, Rust, Scala, and Scheme. It can also be used to develop documents with LaTeX (via a TeXlipse plug-in) and packages for the software Mathematica. Development environments include the Eclipse Java development tools (JDT) for Java and Scala, Eclipse CDT for C/C++, and Eclipse PDT for PHP, among others. +https://en.wikipedia.org/wiki/Eclipse_(software) + + + + Ansible is an open source IT Configuration Management, Deployment & Orchestration tool. It aims to provide large productivity gains to a wide variety of automation challenge. +https://www.edureka.co/blog/what-is-ansible/ + + + Apache ZooKeeper is a software project of the Apache Software Foundation. It is essentially a service for distributed systems offering a hierarchical key-value store, which is used to provide a distributed configuration service, synchronization service, and naming registry for large distributed systems. https://en.wikipedia.org/wiki/Apache_ZooKeeper + + + Enterprise Grade File Transfer Server https://www.crushftp.com/index.html + + + Swagger allows you to describe the structure of your APIs so that machines can read them. By reading your API’s structure, Swagger can automatically build interactive API documentation, automatically generate client libraries for API in many languages and explore other possibilities like automated testing. Swagger does this by asking your API to return a YAML or JSON that contains a detailed description of your entire API. This file is essentially a resource listing of your API which adheres to OpenAPI Specification. https://swagger.io/docs/specification/2-0/what-is-swagger/ + + + Secure, store and tightly control access to tokens, passwords, certificates, encryption keys for protecting secrets and other sensitive data using a UI, CLI, or HTTP API. https://www.vaultproject.io/ + + + Key Vault Safeguard cryptographic keys and other secrets used by cloud apps and services. https://azure.microsoft.com/en-us/services/key-vault/ + + + Terraform enables you to safely and predictably create, change, and improve infrastructure. It is an open source tool that codifies APIs into declarative +https://www.terraform.io/ + + + Amazon Web Services (AWS) is the world’s most comprehensive and broadly adopted cloud platform, offering over 175 fully featured services from data centers globally. Customers are using AWS to lower costs, become more agile, and innovate faster. https://aws.amazon.com/what-is-aws/ + + + Microsoft Azure is an ever-expanding set of cloud services to help your organisation meet your business challenges. It’s the freedom to build, manage and deploy applications on a massive, global network using your favourite tools and frameworks. https://azure.microsoft.com/en-ca/overview/what-is-azure/ + + + Automate Provisioning and Manage Infrastructure as Code. https://puppet.com/blog/automate-provisioning-and-manage-infrastructure-as-code-new-puppet-enterprise-3-8/ + + + Helm helps you manage Kubernetes applications — Helm Charts help you define, install, and upgrade even the most complex Kubernetes application. (https://helm.sh/) + + + Packer is a tool for creating identical machine images for multiple platforms from a single source configuration. (https://packer.io/) + + + Nomad is a simple, flexible, and production-grade work orchestrator that enables organizations to deploy, manage, and scale any application, containerized, legacy or batch jobs, across multiple regions, on private and public clouds. https://www.hashicorp.com/products/nomad/ + + + PubSub+ Event Broker: Software - Easily deploy powerful messaging in clouds and container platforms in IaaS/PaaS environments. https://solace.com/products/event-broker/software/ + + + Kafka is used for building real-time data pipelines and streaming apps. It is horizontally scalable, fault-tolerant, wicked fast, and runs in production in thousands of companies. https://kafka.apache.org/ + + + Kafka Connect, an open source component of Apache Kafka, is a framework for connecting Kafka with external systems such as databases, key-value stores, search indexes, and file systems. Using Kafka Connect, you can deploy connector implementations for common data sources and sinks to move data into and out of Kafka. https://docs.confluent.io/current/connect/index.html +Kafka Streams is a client library for building applications and microservices, where the input and output data are stored in an Apache Kafka cluster. It combines the simplicity of writing and deploying standard Java and Scala applications on the client side with the benefits of Kafka’s server-side cluster technology. https://docs.confluent.io/current/streams/index.html + + + Apache Camel is an open source Java framework that focuses on making integration easier and more accessible to developers. It does this by providing concrete implementations of all the widely used Enterprise Integration Patterns (EIPs); connectivity to a great variety of transports and APIs; easy to use Domain Specific Languages (DSLs) to wire EIPs and transports together https://camel.apache.org/manual/latest/faq/what-is-camel.html + + + Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/ + + + A Docker container image is a lightweight, standalone, executable package of software that includes everything needed to run an application: code, runtime, system tools, system libraries and settings. https://www.docker.com/resources/what-container + + + ArangoDB is a free and open-source native multi-model database system developed by ArangoDB GmbH. The database system supports three data models (key/value, documents, graphs) with one database core and a unified query language AQL (ArangoDB Query Language). The query language is declarative and allows the combination of different data access patterns in a single query. ArangoDB is a NoSQL database system but AQL is similar in many ways to SQL. https://en.wikipedia.org/wiki/ArangoDB + + + PostgreSQL also known as Postgres, is a free and open-source relational database management system (RDBMS) emphasizing extensibility and SQL compliance. https://en.wikipedia.org/wiki/PostgreSQL + + + Red Hat 3scale API Management makes it easy to manage APIs. Share, secure, distribute, control, and monetize APIs on an infrastructure platform built for performance, customer control, and future growth. Place 3scale components on-premise, in the cloud, or on any combination of the two. https://www.redhat.com/en/technologies/jboss-middleware/3scale + + + The purpose of Linux Mint is to produce a modern, elegant and comfortable operating system which is both powerful and easy to use. Based on Debian and Ubuntu, it provides about 30,000 packages and one of the best software managers. https://www.linuxmint.com/about.php + + + Not part of CNFC landscape. Fabio is an HTTP and TCP reverse proxy that configures itself with data from Consul. (https://fabiolb.net/) + + + Envoy is a high performance C++ distributed proxy designed for single services and applications, as well as a communication bus and “universal data plane” designed for large microservice “service mesh” architectures. +(https://www.envoyproxy.io/) + + + CoreDNS is a DNS server.It is written in Go.It can be used in a multitude of environments because of its flexibility. CoreDNS integrates with Kubernetes via the Kubernetes plugin. (https://coredns.io/) + + + Traefik is the leading open source reverse proxy and load balancer for HTTP and TCP-based applications. I put it here because Oracle API Gateway is here. (https://traefik.io/) + + + "Consul is a service networking solution to connect and secure services across any runtime platform and public or private cloud. +Features (Consul lingo): +* Mesh Gateway (https://www.consul.io/mesh.html). Connect between different cloud regions, VPCs and between overlay and underlay networks without complex network tunnels and NAT. +* Layer 7 Traffic Management (https://www.consul.io/docs/connect/l7-traffic-management.html) +* Consul includes its own built-in L4 proxy (https://www.consul.io/docs/connect/proxies.html)" + + + Nginx is a web server which can also be used as a reverse proxy, load balancer, mail proxy and HTTP cache. https://en.wikipedia.org/wiki/Nginx + + + Skaffold is a command line tool that facilitates continuous development for Kubernetes applications. You can iterate on your application source code locally then deploy to local or remote Kubernetes clusters. Skaffold handles the workflow for building, pushing and deploying your application. It also provides building blocks and describe customizations for a CI/CD pipeline. +(https://github.com/GoogleContainerTools/skaffold) + + + Istio lets you connect, secure, control, and observe services. At a high level, Istio helps reduce the complexity of these deployments, and eases the strain on your development teams. It is a completely open source service mesh that layers transparently onto existing distributed applications. https://istio.io/docs/concepts/what-is-istio/ + + + Fluentd is an open source data collector, which lets you unify the data collection and consumption for a better use and understanding of data. Fluentd tries to structure data as JSON as much as possible: this allows Fluentd to unify all facets of processing log data: collecting, filtering, buffering, and outputting logs across multiple sources and destinations (Unified Logging Layer). https://www.fluentd.org/architecture + + + The Elastic Stack (sometimes known as the ELK Stack) is a popular open source logging platform. https://www.elastic.co/log-monitoring + + + Logstash is an open source, server-side data processing pipeline that ingests data from a multitude of sources simultaneously, transforms it, and then sends it to your favorite "stash." https://www.elastic.co/logstash + + + Kibana is an open source data visualization dashboard for Elasticsearch. It provides visualization capabilities on top of the content indexed on an Elasticsearch cluster. Users can create bar, line and scatter plots, or pie charts and maps on top of large volumes of data. https://en.wikipedia.org/wiki/Kibana + + + Jaeger is a distributed tracing platform created by Uber Technologies and donated to Cloud Native Computing Foundation. It can be used for monitoring microservices-based distributed systems. https://github.com/jaegertracing/jaeger + + + Prometheus is a free software application used for event monitoring and alerting. It records real-time metrics in a time series database built using a HTTP pull model, with flexible queries and real-time alerting. The project is written in Go and licensed under the Apache 2 License, with source code available on GitHub, and is a graduated project of the Cloud Native Computing Foundation, along with Kubernetes and Envoy. https://en.wikipedia.org/wiki/Prometheus_(software) + + + Grafana is an open source visualization and alerting tool for time series data. It was designed with a plugin architecture that allows you to capture data across many different sources and visualize it on a single dashboard. https://blogs.oracle.com/cloudnative/data-source-grafana + + + Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ + + + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + osTicket seamlessly routes inquiries created via email, web-forms and API. Simple and easy-to-use web-based customer support platform. osTicket comes packed with more features and tools than most of the expensive (and complex) support ticket systems on the market. https://osticket.com/ + + + Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ + + + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence + + + Odoo Helpdesk is optimized for team's productivity: Create SLA rules and let Odoo take action automatically. Automate emails or actions at different stages of ticket resolution. Define dynamic email templates to automate the most common responses. https://www.odoo.com/page/helpdesk + + + Slack is a collaboration hub that can replace email to help you and your team work together seamlessly. It’s designed to support the way people naturally work together, so you can collaborate with people online as efficiently as you do face-to-face. https://slack.com/intl/en-ca/help/articles/115004071768-What-is-Slack- + + + Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence + + + Zoom is a cloud-based video conferencing, group messaging, and online meetings solution for the educational, financial, health care, and government sectors. It is compatible with both PC and mobile devices. Users can incorporate HD videos and audio to meetings and make them interactive. https://zoom.us/ + + + Jenkins X is an open source system that offers software developers continuous integration, automated testing, and continuous delivery, known as CI/CD, in Kubernetes. Jenkins X-managed projects get a complete CI/CD process with a Jenkins pipeline that builds and packages project code for deployment to Kubernetes and access to pipelines for promoting projects to staging and production environments. https://opensource.com/article/18/11/getting-started-jenkins-x + + + OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm + + + Spring is a framework that helps you to "wire" different components together. It is most useful in cases where you have a lot of components and you might decide to combine them in different ways, or wish to make it easy to swap out one component for another depending on different settings or environments. +(https://softwareengineering.stackexchange.com/questions/92393/what-does-the-spring-framework-do-should-i-use-it-why-or-why-not) + + + A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/) + + + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + .NET programming languages include: +C# (C sharp) is a simple, modern, object-oriented, and type-safe programming language. +F# (F sharp) is a cross-platform, open-source, functional programming language. It also includes object-oriented and imperative programming. +VB Visual Basic is an approachable language with a simple syntax for building type-safe, object-oriented apps. +https://dotnet.microsoft.com/languages + + + + Azure Quickstart Templates. Deploy Azure resources through the Azure Resource Manager with community-contributed templates to get more done. Deploy, learn, fork and contribute back. https://azure.microsoft.com/en-ca/resources/templates/ + + + AWS CloudFormation simplifies provisioning and management on AWS. You can create templates for the service or application architectures you want and have AWS CloudFormation use those templates for quick and reliable provisioning of the services or applications (called “stacks”). You can also easily update or replicate the stacks as needed. https://aws.amazon.com/cloudformation/resources/templates/ + + + Trello is a collaboration tool that organizes your projects into boards. In one glance, Trello tells you what's being worked on, who's working on what, and where something is in a process. https://help.trello.com/article/708-what-is-trello + + + Microsoft Teams is a unified communication and collaboration platform that combines persistent workplace chat, video meetings, file storage (including collaboration on files), and application integration. The service integrates with the Office 365 subscription office productivity suite and features extensions that can integrate with non-Microsoft products. https://en.wikipedia.org/wiki/Microsoft_Teams + + + Apigee is an API gateway management tool offered by Google to exchange data across cloud services and applications. Apigee is one tool that can manage the API gateway and make it easier to produce and deploy modern, developer-friendly apps. https://cloud.google.com/apigee + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Microsoft Visual Studio is an integrated development environment (IDE) from Microsoft. It is used to develop computer programs, as well as websites, web apps, web services and mobile apps. Visual Studio uses Microsoft software development platforms such as Windows API, Windows Forms, Windows Presentation Foundation, Windows Store and Microsoft Silverlight. It can produce both native code and managed code. +https://en.wikipedia.org/wiki/Microsoft_Visual_Studio + + + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Aqua Security - Full lifecycle security for containers and cloud-native applications. https://github.com/aquasecurity + + + JFrog Xray is a universal binary analysis product that works with JFrog Artifactory to analyze software components and reveal a variety of vulnerabilities at any stage of the software application lifecycle. Unlike traditional binary analysis tools, JFrog Xray is a fully automated product with a rich REST API. https://jfrog.com/whitepaper/jfrog-xray-universal-component-analysis/ + + + Nexus Vulnerability Scanner - Instantly generates an inventory of your open source and third party components to determine potential security and license risk. https://www.sonatype.com/appscan + + + HCL AppScan, previously known as IBM AppScan, is a family of web security testing and monitoring tools formerly from the Rational Software division of IBM. AppScan is intended to test Web applications for security vulnerabilities during the development process. The product learns the behavior of each application, whether an off-the-shelf application or internally developed, and develops a program intended to test all of its functions for both common and application-specific vulnerabilities. https://en.wikipedia.org/wiki/Security_AppScan + + + Micro Focus® Fortify Static Code Analyzer (SCA) pinpoints the root cause of security vulnerabilities in the source code, prioritizes the most serious issues, and provides detailed guidance on how to fix them so developers can resolve issues in less time with centralized software security management. (https://www.microfocus.com/) + + + Zed Attack Proxy (ZAP) is a free, open-source penetration testing tool being maintained under the umbrella of the Open Web Application Security Project (OWASP). ZAP is designed specifically for testing web applications and is both flexible and extensible. (https://www.zaproxy.org/) + + + ThreadFix helps correlate results across applications and the network infrastructure assets that supports them using test results from a variety of sources: static, dynamic, interactive, software composition analysis and network/infrastructure (https://threadfix.it) + + + Nexus IQ Server is a policy engine powered by precise intelligence on open source components. It provides a number of tools to improve component usage in the software supply chain, allowing to automate processes and achieve accelerated speed to delivery while also increasing product quality (https://help.sonatype.com/iqserver). + + + Sonatype Nexus Repository is used for managing binaries and building artifacts across the software supply chain (https://www.sonatype.com/product-nexus-repository) + + + "Axe is an accessibility testing engine for websites and other HTML-based user interfaces. It's fast, secure, lightweight, and was built to seamlessly integrate with any existing test environment so you can automate accessibility testing alongside your regular functional testing. +https://github.com/dequelabs/axe-core" + + + Compliance Sheriff ensures online content complies with web accessibility standards (http://www.compliancesheriff.com/) + + + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Selenium is a portable framework for testing web applications. Selenium provides a playback tool for authoring functional tests without the need to learn a test scripting language (Selenium IDE). It also provides a test domain-specific language (Selenese) to write tests in a number of popular programming languages, including C#, Groovy, Java, Perl, PHP, Python, Ruby and Scala. The tests can then run against most modern web browsers. Selenium runs on Windows, Linux, and macOS. It is open-source software released under the Apache License 2.0. https://en.wikipedia.org/wiki/Selenium_(software) + + + Cypress is a JavaScript-based end-to-end testing framework that doesn't use Selenium at all. It is built on top of Mocha, which is again a feature-rich JavaScript test framework running on and in the browser, making asynchronous testing simple and fun. https://www.cypress.io/ + + + + Mocha is a JavaScript Test Framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) + +Mocha is a feature-rich JavaScript test framework running on Node.js and in the browser, making asynchronous testing simple. Mocha tests run serially, allowing for flexible and accurate reporting, while mapping uncaught exceptions to the correct test cases. Hosted on GitHub. https://mochajs.org/ + + + Postman is an open source API testing tool. It can work with any given endpoint even if it’s Restful or XML based. It has an easy to use interface to make the request to the given endpoints. It offers a rich variety of features. Creating a collection from requests, extracting data from any response and storing in a variable are the least you can do with Postman. https://loadium.com/blog/performance-testing-with-postman/ + + + LoadRunner is a software testing tool from Micro Focus. It is used to test applications, measuring system behaviour and performance under load. LoadRunner can simulate thousands of users concurrently using application software, recording and later analyzing the performance of key components of the application. https://en.wikipedia.org/wiki/LoadRunner + + + Chai is BDD/TDD assertion library. Can be paired with any javascript testing framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) + + + SonarLint is an IDE extension that helps you detect and fix quality issues as you write code (https://www.sonarlint.org/) + + + SonarQube is an open-source platform developed by SonarSource for continuous inspection of code quality to perform automatic reviews with static analysis of code to detect bugs, code smells, and security vulnerabilities on 20+ programming languages (https://www.sonarqube.org/) + + + Automated static code analysis helps developers eliminate vulnerabilities and build secure software. Code securely with integrated SAST. Covers multiple languages. Performs automated scans. Fix at the speed of DevOps. Automate security within CI/CD. https://www.microfocus.com/en-us/products/static-code-analysis-sast/overview + + + JFrog Artifactory is a universal DevOps solution providing end-to-end automation and management of binaries and artifacts through the application delivery process that improves productivity across development ecosystem. https://www.jfrog.com/confluence/display/JFROG/JFrog+Artifactory + + + Maven is a build automation tool used primarily for Java projects. Maven can also be used to build and manage projects written in C#, Ruby, Scala, and other languages. The Maven project is hosted by the Apache Software Foundation, where it was formerly part of the Jakarta Project. https://en.wikipedia.org/wiki/Apache_Maven + + + NuGet is a free and open-source package manager designed for the Microsoft development platform. NuGet is distributed as a Visual Studio extension. Starting with Visual Studio 2012, NuGet comes pre-installed by default. NuGet is also integrated with SharpDevelop. NuGet can also be used from the command line and automated with scripts. +It supports multiple programming languages. https://en.wikipedia.org/wiki/NuGet + + + npm (originally short for Node Package Manager) is a package manager for the JavaScript programming language. It is the default package manager for the JavaScript runtime environment Node.js. It consists of a command line client, also called npm, and an online database of public and paid-for private packages, called the npm registry. The registry is accessed via the client, and the available packages can be browsed and searched via the npm website. The package manager and the registry are managed by npm, Inc. https://en.wikipedia.org/wiki/Npm_(software) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + Team Foundation Server (Microsoft TFS) helps manage teams and their code. It's because TFS offers a combo of version control, issue tracking, and application lifecycle management. https://www.perforce.com/blog/vcs/what-team-foundation-server + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + The Spring Framework is an application framework and inversion of control container for the Java platform. https://en.wikipedia.org/wiki/Spring_Framework + +Spring Boot is an open source Java-based framework used to create a micro Service. It is developed by Pivotal Team and is used to build stand-alone and production ready spring applications. https://www.tutorialspoint.com/spring_boot/spring_boot_introduction.htm + +Spring Cloud is a framework for building robust cloud applications. https://www.baeldung.com/spring-cloud-bootstrapping + + + .NET Framework is the original implementation of .NET. It supports running websites, services, desktop apps, and more on Windows. The two major components of .NET Framework are the Common Language Runtime and the .NET Framework Class Library.(https://dotnet.microsoft.com/learn/dotnet/what-is-dotnet-framework) + + + OpenAPI = Specification +Swagger = Tools for implementing the specification +(https://swagger.io/blog/api-strategy/difference-between-swagger-and-openapi/) + + + .NET Core is a free and open-source, managed computer software framework for Windows, Linux, and macOS operating systems. It is a cross-platform successor to .NET Framework. The project is primarily developed by Microsoft and released under the MIT License. https://en.wikipedia.org/wiki/.NET_Core + + + + LoopBack is a platform for building APIs and microservices in Node.js (https://loopback.io/doc/en/lb4/index.html) + + + React (also known as React.js or ReactJS) is a JavaScript library for building user interfaces. It is maintained by Facebook and a community of individual developers and companies. https://en.wikipedia.org/wiki/React_(web_framework) + + + + Angular (commonly referred to as "Angular 2+" or "Angular v2 and above") is a TypeScript-based open-source web application framework led by the Angular Team at Google and by a community of individuals and corporations. Angular is a complete rewrite from the same team that built AngularJS. https://en.wikipedia.org/wiki/Angular_(web_framework) + + + + Node.js is a JavaScript runtime built on Chrome's V8 JavaScript engine. (https://nodejs.org/en/) + + + JavaScript, often abbreviated as JS, is a programming language that conforms to the ECMAScript specification. JavaScript is high-level, often just-in-time compiled, and multi-paradigm. It has curly-bracket syntax, dynamic typing, prototype-based object-orientation, and first-class functions. https://en.wikipedia.org/wiki/JavaScript + + + + C# (C Sharp) is a general-purpose, multi-paradigm programming language encompassing strong typing, lexically scoped, imperative, declarative, functional, generic, object-oriented (class-based), and component-oriented programming disciplines. https://en.wikipedia.org/wiki/C_Sharp_(programming_language) + + + + Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml) + + + .NET programming languages include: +C# (C sharp) is a simple, modern, object-oriented, and type-safe programming language. +F# (F sharp) is a cross-platform, open-source, functional programming language. It also includes object-oriented and imperative programming. +VB Visual Basic is an approachable language with a simple syntax for building type-safe, object-oriented apps. +https://dotnet.microsoft.com/languages + + + + TypeScript is an open-source programming language developed and maintained by Microsoft. It is a strict syntactical superset of JavaScript and adds optional static typing to the language. TypeScript is designed for development of large applications and transcompiles to JavaScript. As TypeScript is a superset of JavaScript, existing JavaScript programs are also valid TypeScript programs. https://en.wikipedia.org/wiki/TypeScript + + + Eclipse is an integrated development environment (IDE) used in computer programming. It contains a base workspace and an extensible plug-in system for customizing the environment. Eclipse is written mostly in Java and its primary use is for developing Java applications, but it may also be used to develop applications in other programming languages via plug-ins, including Ada, ABAP, C, C++, C#, Clojure, COBOL, D, Erlang, Fortran, Groovy, Haskell, JavaScript, Julia, Lasso, Lua, NATURAL, Perl, PHP, Prolog, Python, R, Ruby, Rust, Scala, and Scheme. It can also be used to develop documents with LaTeX (via a TeXlipse plug-in) and packages for the software Mathematica. Development environments include the Eclipse Java development tools (JDT) for Java and Scala, Eclipse CDT for C/C++, and Eclipse PDT for PHP, among others. +https://en.wikipedia.org/wiki/Eclipse_(software) + + + + Visual Studio Code is a source-code editor developed by Microsoft for Windows, Linux and macOS. It includes embedded Git and support for debugging, syntax highlighting, intelligent code completion, snippets, and code refactoring. It is highly customizable, allowing users to change the theme, keyboard shortcuts, preferences, and install extensions that add additional functionality. The source code is free and open-source, released under the permissive MIT License. The compiled binaries are freeware for any use. +https://en.wikipedia.org/wiki/Visual_Studio_Code + + + Microsoft Visual Studio is an integrated development environment (IDE) from Microsoft. It is used to develop computer programs, as well as websites, web apps, web services and mobile apps. Visual Studio uses Microsoft software development platforms such as Windows API, Windows Forms, Windows Presentation Foundation, Windows Store and Microsoft Silverlight. It can produce both native code and managed code. +https://en.wikipedia.org/wiki/Microsoft_Visual_Studio + + + Ansible is an open source IT Configuration Management, Deployment & Orchestration tool. It aims to provide large productivity gains to a wide variety of automation challenge. +https://www.edureka.co/blog/what-is-ansible/ + + + Apache ZooKeeper is a software project of the Apache Software Foundation. It is essentially a service for distributed systems offering a hierarchical key-value store, which is used to provide a distributed configuration service, synchronization service, and naming registry for large distributed systems. https://en.wikipedia.org/wiki/Apache_ZooKeeper + + + Packer is a tool for creating identical machine images for multiple platforms from a single source configuration. (https://packer.io/) + + + Secure, store and tightly control access to tokens, passwords, certificates, encryption keys for protecting secrets and other sensitive data using a UI, CLI, or HTTP API. https://www.vaultproject.io/ + + + Key Vault Safeguard cryptographic keys and other secrets used by cloud apps and services. https://azure.microsoft.com/en-us/services/key-vault/ + + + Terraform enables you to safely and predictably create, change, and improve infrastructure. It is an open source tool that codifies APIs into declarative. https://www.terraform.io/ + + + Automate Provisioning and Manage Infrastructure as Code. https://puppet.com/blog/automate-provisioning-and-manage-infrastructure-as-code-new-puppet-enterprise-3-8/ + + + Helm helps you manage Kubernetes applications — Helm Charts help you define, install, and upgrade even the most complex Kubernetes application. (https://helm.sh/) + + + Azure Quickstart Templates. Deploy Azure resources through the Azure Resource Manager with community-contributed templates to get more done. Deploy, learn, fork and contribute back. https://azure.microsoft.com/en-ca/resources/templates/ + + + AWS CloudFormation simplifies provisioning and management on AWS. You can create templates for the service or application architectures you want and have AWS CloudFormation use those templates for quick and reliable provisioning of the services or applications (called “stacks”). You can also easily update or replicate the stacks as needed. https://aws.amazon.com/cloudformation/resources/templates/ + + + Nomad is a simple, flexible, and production-grade work orchestrator that enables organizations to deploy, manage, and scale any application, containerized, legacy or batch jobs, across multiple regions, on private and public clouds. https://www.hashicorp.com/products/nomad/ + + + Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/ + + + OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm + + + A Docker container image is a lightweight, standalone, executable package of software that includes everything needed to run an application: code, runtime, system tools, system libraries and settings. https://www.docker.com/resources/what-container + + + ArangoDB is a free and open-source native multi-model database system developed by ArangoDB GmbH. The database system supports three data models (key/value, documents, graphs) with one database core and a unified query language AQL (ArangoDB Query Language). The query language is declarative and allows the combination of different data access patterns in a single query. ArangoDB is a NoSQL database system but AQL is similar in many ways to SQL. https://en.wikipedia.org/wiki/ArangoDB + + + PostgreSQL also known as Postgres, is a free and open-source relational database management system (RDBMS) emphasizing extensibility and SQL compliance. https://en.wikipedia.org/wiki/PostgreSQL + + + Red Hat 3scale API Management makes it easy to manage APIs. Share, secure, distribute, control, and monetize APIs on an infrastructure platform built for performance, customer control, and future growth. Place 3scale components on-premise, in the cloud, or on any combination of the two. https://www.redhat.com/en/technologies/jboss-middleware/3scale + + + Swagger allows you to describe the structure of your APIs so that machines can read them. By reading your API’s structure, Swagger can automatically build interactive API documentation, automatically generate client libraries for API in many languages and explore other possibilities like automated testing. Swagger does this by asking your API to return a YAML or JSON that contains a detailed description of your entire API. This file is essentially a resource listing of your API which adheres to OpenAPI Specification. https://swagger.io/docs/specification/2-0/what-is-swagger/ + + + Apigee is an API gateway management tool offered by Google to exchange data across cloud services and applications. Apigee is one tool that can manage the API gateway and make it easier to produce and deploy modern, developer-friendly apps. https://cloud.google.com/apigee + + + The purpose of Linux Mint is to produce a modern, elegant and comfortable operating system which is both powerful and easy to use. Based on Debian and Ubuntu, it provides about 30,000 packages and one of the best software managers. https://www.linuxmint.com/about.php + + + Not part of CNFC landscape. Fabio is an HTTP and TCP reverse proxy that configures itself with data from Consul. (https://fabiolb.net/) + + + Envoy is a high performance C++ distributed proxy designed for single services and applications, as well as a communication bus and “universal data plane” designed for large microservice “service mesh” architectures. +(https://www.envoyproxy.io/) + + + CoreDNS is a DNS server.It is written in Go.It can be used in a multitude of environments because of its flexibility. CoreDNS integrates with Kubernetes via the Kubernetes plugin. (https://coredns.io/) + + + Traefik is the leading open source reverse proxy and load balancer for HTTP and TCP-based applications. I put it here because Oracle API Gateway is here. (https://traefik.io/) + + + "Consul is a service networking solution to connect and secure services across any runtime platform and public or private cloud. +Features (Consul lingo): +* Mesh Gateway (https://www.consul.io/mesh.html). Connect between different cloud regions, VPCs and between overlay and underlay networks without complex network tunnels and NAT. +* Layer 7 Traffic Management (https://www.consul.io/docs/connect/l7-traffic-management.html) +* Consul includes its own built-in L4 proxy (https://www.consul.io/docs/connect/proxies.html)" + + + Nginx is a web server which can also be used as a reverse proxy, load balancer, mail proxy and HTTP cache. https://en.wikipedia.org/wiki/Nginx + + + Istio lets you connect, secure, control, and observe services. At a high level, Istio helps reduce the complexity of these deployments, and eases the strain on your development teams. It is a completely open source service mesh that layers transparently onto existing distributed applications. https://istio.io/docs/concepts/what-is-istio/ + + + Microsoft Azure is an ever-expanding set of cloud services to help your organisation meet your business challenges. It’s the freedom to build, manage and deploy applications on a massive, global network using your favourite tools and frameworks. https://azure.microsoft.com/en-ca/overview/what-is-azure/ + + + Amazon Web Services (AWS) is the world’s most comprehensive and broadly adopted cloud platform, offering over 175 fully featured services from data centers globally. Customers are using AWS to lower costs, become more agile, and innovate faster. https://aws.amazon.com/what-is-aws/ + + + Kafka is used for building real-time data pipelines and streaming apps. It is horizontally scalable, fault-tolerant, wicked fast, and runs in production in thousands of companies. https://kafka.apache.org/ + + + Apache Camel is an open source Java framework that focuses on making integration easier and more accessible to developers. It does this by providing concrete implementations of all the widely used Enterprise Integration Patterns (EIPs); connectivity to a great variety of transports and APIs; easy to use Domain Specific Languages (DSLs) to wire EIPs and transports together https://camel.apache.org/manual/latest/faq/what-is-camel.html + + + Kafka Connect, an open source component of Apache Kafka, is a framework for connecting Kafka with external systems such as databases, key-value stores, search indexes, and file systems. Using Kafka Connect, you can deploy connector implementations for common data sources and sinks to move data into and out of Kafka. https://docs.confluent.io/current/connect/index.html +Kafka Streams is a client library for building applications and microservices, where the input and output data are stored in an Apache Kafka cluster. It combines the simplicity of writing and deploying standard Java and Scala applications on the client side with the benefits of Kafka’s server-side cluster technology. https://docs.confluent.io/current/streams/index.html + + + Enterprise Grade File Transfer Server https://www.crushftp.com/index.html + + + PubSub+ Event Broker: Software - Easily deploy powerful messaging in clouds and container platforms in IaaS/PaaS environments. https://solace.com/products/event-broker/software/ + + + Fluentd is an open source data collector, which lets you unify the data collection and consumption for a better use and understanding of data. Fluentd tries to structure data as JSON as much as possible: this allows Fluentd to unify all facets of processing log data: collecting, filtering, buffering, and outputting logs across multiple sources and destinations (Unified Logging Layer). https://www.fluentd.org/architecture + + + The Elastic Stack (sometimes known as the ELK Stack) is a popular open source logging platform. https://www.elastic.co/log-monitoring + + + Logstash is an open source, server-side data processing pipeline that ingests data from a multitude of sources simultaneously, transforms it, and then sends it to your favorite "stash." https://www.elastic.co/logstash + + + Kibana is an open source data visualization dashboard for Elasticsearch. It provides visualization capabilities on top of the content indexed on an Elasticsearch cluster. Users can create bar, line and scatter plots, or pie charts and maps on top of large volumes of data. https://en.wikipedia.org/wiki/Kibana + + + Jaeger is a distributed tracing platform created by Uber Technologies and donated to Cloud Native Computing Foundation. It can be used for monitoring microservices-based distributed systems. https://github.com/jaegertracing/jaeger + + + Prometheus is a free software application used for event monitoring and alerting. It records real-time metrics in a time series database built using a HTTP pull model, with flexible queries and real-time alerting. The project is written in Go and licensed under the Apache 2 License, with source code available on GitHub, and is a graduated project of the Cloud Native Computing Foundation, along with Kubernetes and Envoy. https://en.wikipedia.org/wiki/Prometheus_(software) + + + Grafana is an open source visualization and alerting tool for time series data. It was designed with a plugin architecture that allows you to capture data across many different sources and visualize it on a single dashboard. https://blogs.oracle.com/cloudnative/data-source-grafana + + + Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ + + + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + osTicket seamlessly routes inquiries created via email, web-forms and API. Simple and easy-to-use web-based customer support platform. osTicket comes packed with more features and tools than most of the expensive (and complex) support ticket systems on the market. https://osticket.com/ + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ + + + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Odoo Helpdesk is optimized for team's productivity: Create SLA rules and let Odoo take action automatically. Automate emails or actions at different stages of ticket resolution. Define dynamic email templates to automate the most common responses. https://www.odoo.com/page/helpdesk + + + Slack is a collaboration hub that can replace email to help you and your team work together seamlessly. It’s designed to support the way people naturally work together, so you can collaborate with people online as efficiently as you do face-to-face. https://slack.com/intl/en-ca/help/articles/115004071768-What-is-Slack- + + + Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence + + + Zoom is a cloud-based video conferencing, group messaging, and online meetings solution for the educational, financial, health care, and government sectors. It is compatible with both PC and mobile devices. Users can incorporate HD videos and audio to meetings and make them interactive. https://zoom.us/ + + + Trello is a collaboration tool that organizes your projects into boards. In one glance, Trello tells you what's being worked on, who's working on what, and where something is in a process. https://help.trello.com/article/708-what-is-trello + + + Microsoft Teams is a unified communication and collaboration platform that combines persistent workplace chat, video meetings, file storage (including collaboration on files), and application integration. The service integrates with the Office 365 subscription office productivity suite and features extensions that can integrate with non-Microsoft products. https://en.wikipedia.org/wiki/Microsoft_Teams + + + A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/) + + + GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + Jenkins X is an open source system that offers software developers continuous integration, automated testing, and continuous delivery, known as CI/CD, in Kubernetes. Jenkins X-managed projects get a complete CI/CD process with a Jenkins pipeline that builds and packages project code for deployment to Kubernetes and access to pipelines for promoting projects to staging and production environments. https://opensource.com/article/18/11/getting-started-jenkins-x + + + OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm + + + Skaffold is a command line tool that facilitates continuous development for Kubernetes applications. You can iterate on your application source code locally then deploy to local or remote Kubernetes clusters. Skaffold handles the workflow for building, pushing and deploying your application. It also provides building blocks and describe customizations for a CI/CD pipeline. +(https://github.com/GoogleContainerTools/skaffold) + + + A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/) + + + Spring is a framework that helps you to "wire" different components together. It is most useful in cases where you have a lot of components and you might decide to combine them in different ways, or wish to make it easy to swap out one component for another depending on different settings or environments. +(https://softwareengineering.stackexchange.com/questions/92393/what-does-the-spring-framework-do-should-i-use-it-why-or-why-not) + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + API Gateway Cloud Agent – Cloud Install : Installation of all components relating to the API Gateway are installed in the Cloud​ + + + + Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/ Kubernetes is acontainer-orchestration system for automating application deployment, scaling, and management. It was originally designed by Google, and is now maintained by the Cloud Native Computing Foundation​ + + + + + + + https://www.rabbitmq.com/ + +RabbitMQ is an open-source message-broker software (sometimes called message-oriented middleware) that originally implemented the Advanced Message Queuing Protocol (AMQP) and has since been extended with a plug-in architecture to support Streaming Text Oriented Messaging Protocol (STOMP), MQ Telemetry Transport (MQTT), and other protocols. The RabbitMQ server program is written in the Erlang programming language and is built on the Open Telecom Platform framework for clustering and failover. Client libraries to interface with the broker are available for all major programming languages. + + + + + + + + + + Collect, analyze, and act on telemetry data from your Azure and on-premises environments. Azure Monitor helps you maximize performance and availability of your applications and proactively identify problems in seconds. () + + + Microsoft Azure Sentinel is a scalable, cloud-native, security information event management (SIEM) and security orchestration automated response (SOAR) solution. Azure Sentinel delivers intelligent security analytics and threat intelligence across the enterprise, providing a single solution for alert detection, threat visibility, proactive hunting, and threat response. (https://docs.microsoft.com/en-gb/azure/sentinel/overview) + + + + + Definition: A security control that is primarily implemented by the use of technology. (adapted from ITSG-33/HTRA) + + + Definition: A security control that is primarily implemented and executed by people and is typically supported by the use of technology, such as supporting software. (ITSG-33/HTRA) + + + Definition: A security control that is primarily implemented by the use of technology. (adapted from ITSG-33/HTRA) + + + Definition: A security control that is primarily implemented and executed by people and is typically supported by the use of technology, such as supporting software. (ITSG-33/HTRA) + + + + + + + + + + + + + + + + + Secure Access Virtual Environment - Desktop +https://dialogue/proj/ITCD-RMTI/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=947 +Description (Purpose of business) + SAVE-D is a cloud-based environment of domain-connected virtual machines for desktop use. It provides a connectivity option for users who may not have access an ESDC physical platform (laptop/desktop/VPN) + + + QualiWare Lifecycle Manager + + + The code hub is a repository of common code tables and mappings used for joining information sources to create information views + + + A server supporting the staging areas that are used to move information around the data reservoir. + + + repository optimized for high-speed analytics. This data is structured and contains a correlated and consolidated collection of information. + + + A repository providing a historical record of the data from an operational application. This data is stored in the same format and with the same level of quality as is found in the application itself. This approach makes it possible to use this data to investigate activity around a specific application. + + + A repository used to keep a record of the activity in the data reservoir. It is used for auditing the use of data and who is accessing it, when, and for what purpose + + + A repository holding a copy of most of the data in the data reservoir. It provides a place where raw data can be located for analysis. The data may be annotated, linked, and consolidated in deep data. Data may be mapped to data structures after it is stored, so effort is spend as needed rather than at the time of storing. This repository is designed for flexibility, supporting both high volumes and variety of data + + + To improve performance and availability to applications, some views of data can be made available through a cache. The object cache is particularly suited for systems of engagement applications because it is document-oriented, typically using the JSON format. + + + A sandbox is an area of personal storage where a copy of requested data is placed for the requester to use. These sandboxes are the same as the sandboxes in raw data interaction. They are populated from the simplified information collections designed for business users. + + + Self-service provisioning helps to get information to business users with minimal delay, known characteristics, and without any additional IT involvement. To support this and improve the usefulness of the reservoir, users are able to request access to additional data and feedback on the data within the reservoir through comments, tagging, rating, and other collaboration. This can be done through interfaces such as the catalog as they search for data, or through other collaboration tools and social media. Information views provide simplified subsets of the data reservoir repositories that are labeled with business friendly terms. + + + A sandbox is used to provide a user with a copy of data from selected repositories that allows for a greater level of isolation from changes to the underlying data and to limit the workload impact on the rest of the reservoir + + + + A repository of documents, media files, and other content that has been managed under a content management repository and is classified with relevant metadata to understand its content and status. + + + A repository for slowly changing operational master data (information assets) such as, customer profiles, product definitions, and contracts. This repository provides authoritative operational master data for the real-time interfaces, real-time analytics and for data validation in data ingestion. If it is a reference repository of the operational master data management (MDM) systems it might also be extended with new attributes that are maintained by the reservoir. When this hub is taking data from more than one operational system, there may also be additional quality and de-duplication processes running that improve the data. These changes are published from the asset hub for distribution both inside and outside the reservoir. + + + A repository for storing recent activity related to a master entity. This repository is needed to support the real-time interfaces and real-time analytics. It may be loaded through the data ingestion process and through the real-time interfaces. However, many of its values were derived from analytics running inside the data reservoir. + + + A repository of common code tables and mappings that are available through the data reservoir's application programming interfaces (APIs). + + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + + + + + + Data Fabric +A data fabric enables frictionless access and sharing of data in a distributed data environment. It enables a single and consistent data management framework, which allows seamless data access and processing by design across otherwise siloed storage. It may use analytics to constantly monitor data pipelines and support the design, deployment, and utilization of diverse data. Gartner® Data and Analysis Trends, 2021 (see References) claim that this can reduce time for integration by 30%, deployment by 30%, and maintenance by 70%. +A data fabric has an application interface, and often also a user interface. It gives the ability to write data, as well as to read it. The sources may be on-premise or in the cloud. Data fabrics deliver a unified, intelligent, and integrated end-to-end platform to support data use-cases. They provide the ability to deliver use-cases quickly by leveraging innovation in dynamic integration, distributed, and multi-cloud architectures, graph engines, and distributed in-memory and persistent memory platforms. Data fabric focuses on automating the process integration, transformation, preparation, curation, security, governance, and orchestration to enable analytics and insights quickly for business success. It minimizes complexity by automating processes, workflows, and pipelines, generating code, and streamlining data to accelerate various use-cases. +An application can read data from or update data in multiple sources, describing the data in terms of a common data model. The read and update requests are converted by data platforms to requests that describe the data in terms of the source data models. The data is then obtained from the sources and integrated, or updated in the sources, by continual synchronization or dynamic query. + + + Data Mesh +The concept of data mesh is related but slightly different to that of data fabric. A data mesh consists of data products, each of which meets a set of user needs and has assured levels of quality and security. A data product is a computing unit that includes data, code, and metadata, and uses a data platform. (A data platform can be shared by multiple data products.) +A data mesh has domain-oriented, decentralized data ownership and management. It does not necessarily provide uniform access to the data, but the data products of a mesh can be exposed by data platforms as sources in a data fabric. + + + Data Platforms +Data platforms are architecture components that connect to multiple sources and provide access to their data. They are key components of data fabrics and data meshes. They may import data from the sources but more usually, and more effectively, they use data virtualization. In either case, they transform the source data to fit a target schema, or expose the source schema to applications. +Figure 3 shows how data platforms enable applications to access data. They may communicate with each other or use common metadata to make the access uniform. +Figure 3: Data Platforms + + + + + + Name: UNIX® File Store +Source/URL: Refer to: http://www.unix.org/. + + + Name: Apache™ Hadoop® Distributed File System (HDFS™) +Source/URL: Refer to: https://hadoop.apache.org/docs/r1.2.1/hdfs_design.html. + + + Name: A Blockchain System +Source/URL: For more information, refer to: https://en.wikipedia.org/wiki/Blockchain. + + + + + A sandbox is used to provide a user with a copy of data from selected repositories that allows for a greater level of isolation from changes to the underlying data and to limit the workload impact on the rest of the reservoir + + + A sandbox is an area of personal storage where a copy of requested data is placed for the requester to use. These sandboxes are the same as the sandboxes in raw data interaction. They are populated from the simplified information collections designed for business users. + + + Self-service provisioning helps to get information to business users with minimal delay, known characteristics, and without any additional IT involvement. To support this and improve the usefulness of the reservoir, users are able to request access to additional data and feedback on the data within the reservoir through comments, tagging, rating, and other collaboration. This can be done through interfaces such as the catalog as they search for data, or through other collaboration tools and social media. Information views provide simplified subsets of the data reservoir repositories that are labeled with business friendly terms. + + + To improve performance and availability to applications, some views of data can be made available through a cache. The object cache is particularly suited for systems of engagement applications because it is document-oriented, typically using the JSON format. + + + + + + + + + + + New MAIN site for SAS-SAS, which will need to be owned & managed wholly by SAS. + + + + + + + + - General (Default Channel in EACH Team, cannot be changed in name, must exist) + + + - DA CoP (<Enterprise> Data Architecture Community of Practice) + + + Other Channels: + - ESA CoP (Enterprise Security Architecture Community of Practice) + - LITE PROJECT + - SA PEER REVIEW + - SA MEETINGS + - TRAINING & LEARNING + - ADO + - HR & Finance + - HR Management & Staffing (Possibly Private Channel) + + + + + + + + + This is actually SharePoint, with a different interface. + + + + + + + + + + + + + + + + + + + v2.9.4 October 6, 2021 +https://desktop.github.com/release-notes/ + + + + https://www.archimatetool.com/download/ + +Archi 4.9.1: October 26 2021 + + + + + + + + + + + + + + + + + The Principles catalog captures principles of the Business and Architecture Principles that describe what a "good" solution or architecture should look like. Principles are used to evaluate and agree an outcome for architecture decision points. Principles are also used as a tool to assist in architectural governance of change initiatives https://pubs.opengroup.org/architecture/togaf9-doc/arch/chap31.html + + + + + + Providing a secure platform that ensures safety and protection of systems and data hosted (physical and virtual) within the converged Government of Canada’s (GC) network environment. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This is to ensure build tool appropriately access repository in addition to MFA request and push notification. + + + + Mutual authentication should be implemented for applications to secure service communication by passing end user context, to share user context between micro services in different trust domains. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The first foundation of the Government’s approach is protecting Canadians from COVID-19. +This is priority number one. +It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort. +Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals. +Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. +The Government will continue to have people’s backs just like Canadians have each other’s backs. +Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. +The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. +At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. +Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. +The Government will also continue to work on what communities need more broadly. +The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. +To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. +These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. +At the same time, the Government will continue to support Canadians as they take action to keep each other safe. +Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. +The Government will also continue to work on getting Canadians the PPE they need. +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. +Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise. + +VACCINE EFFORTS +In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. +From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way. + + + The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family. +So the second foundation of the Government’s approach is supporting Canadians through this crisis. +The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived. +This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. +Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder. + +CREATING JOBS +People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced. +The CERB helped people stay healthy at home while being able to keep food on the table. +The CEWS helped people keep their jobs, or be rehired if they had been laid off. +But there is still more to be done. +Unemployment is in the double digits, and underemployment is high. +Women, racialized Canadians, and young people have borne the brunt of job losses. +Canadians need good jobs they can rely on. +To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers. +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. +Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians. +Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work. + +SUPPORTING WORKERS AND THEIR FAMILIES +With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. +Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy. + +WOMEN IN THE ECONOMY +Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession. +Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home. +We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure. +The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach. +It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system. +The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour leaders, that the time is now. +The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever. +The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses. + +SUPPORTING BUSINESSES +As the Government invests in people, it will continue to support job-creating businesses. +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. +COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments. +The Government will help businesses adapt for the future and thrive. +This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by: +• Expanding the Canada Emergency Business Account to help businesseswith fixed costs; +• Improving the Business Credit Availability Program; +• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts. + +FISCAL SUSTAINABILITY +This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less. +With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence. +There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy. +The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly. +In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants. +Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing. +This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech. +This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success. + + + + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. +The Government will create a resiliency agenda for the middle class and people working hard to join it. +This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society. + +ADDRESSING GAPS IN OUR SOCIAL SYSTEMS +Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity. +Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories. +The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger. +The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; +• And take additional action to help people stay in their homes longer. +The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. +The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society. +COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have: +• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors; +• A robust employment strategy for Canadians with disabilities; +• And a better process to determine eligibility for Government disability programs and benefits. +Over the last six months, it has become clearer than ever why Canadians need a resilient health care system. +The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care. +The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it. +The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that. +The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. +In addition to good health infrastructure, Canadians also need strong, safe communities to call home. +The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. +Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence. +To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities. +In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet. +The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet. +And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this. +Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter. +This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. +At the same time, the Government will also make substantial investments in housing for Canadians. +The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home. +Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities. +Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table. +The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada. +The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow. + +A STRONGER WORKFORCE +This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce. +We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. +From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability. +The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need. +Government must remain agile, and ready for what lies ahead. + +TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE +Climate action will be a cornerstone of our plan to support and create a millionjobs across the country. +This is where the world is going. Global consumers and investors are demanding and rewarding climate action. +Canadians have the determination and ingenuity to rise to this challenge and global market opportunity. +We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond. +Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050. +As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses; +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; +• Help deliver more transit and active transit options; +• And make zero-emissions vehicles more affordable while investing in more charging stations across the country. +A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge. +The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies. +Additionally, the Government will: +• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal; +• And support investments in renewable energy and next-generation clean energy and technology solutions. +Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs; +• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience. +The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute. +This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees. +The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act. +When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure. +At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper. + + + + This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone. +Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries. +Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism. + +RECONCILIATION +Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019. +However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by: +• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy; +• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action; +• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment. +The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; +• And support additional capacity-building for First Nations, Inuit, and the Métis Nation. +The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year. + +ADDRESSING SYSTEMIC RACISM +For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard. +Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change. +They are telling us we must do more. The Government agrees. +The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples. +The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape. +The Government will redouble its efforts by: +• Taking action on online hate; +• Going further on economic empowerment for specific communities, and increasing diversity on procurement; +• Building a whole-of-federal-government approach around better collection of disaggregated data; +• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service; +• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. +Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are +overrepresented in the criminal justice system. That has to change. +The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive. +The Government will: +• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records; +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; +• Modernize training for police and law enforcement, including addressing standards around the use of force; +• Move forward on RCMP reforms, with a shift toward community-led policing; +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + +PROTECTING TWO OFFICIAL LANGUAGES +Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. +In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French. + +A WELCOMING CANADA +Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian. +Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities. +The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together. +As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage. + +CANADA IN THE WORLD +We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity. +The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. +The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united. +The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. +Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well. + + + The medical and scientific fight against this virus is crucial. And so are the +livelihoods of every single Canadian, worker, and family. + + + The economic impact of COVID-19 on Canadians has already been worse +than the 2008 financial crisis. These consequences will not be short-lived. + + + Unemployment is in the double digits, and underemployment is high. + + + Unemployment is in the double digits, and underemployment is high. + + + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. + +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. + + + + The first foundation of the Government’s approach is protecting Canadians from COVID-19. +This is priority number one. +It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort. +Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals. +Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. +The Government will continue to have people’s backs just like Canadians have each other’s backs. +Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. +The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. +At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. +Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. +The Government will also continue to work on what communities need more broadly. +The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. +To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. +These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. +At the same time, the Government will continue to support Canadians as they take action to keep each other safe. +Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. +The Government will also continue to work on getting Canadians the PPE they need. +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. +Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise. + +VACCINE EFFORTS +In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. +From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way. + + + The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family. +So the second foundation of the Government’s approach is supporting Canadians through this crisis. +The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived. +This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. +Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder. + +CREATING JOBS +People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced. +The CERB helped people stay healthy at home while being able to keep food on the table. +The CEWS helped people keep their jobs, or be rehired if they had been laid off. +But there is still more to be done. +Unemployment is in the double digits, and underemployment is high. +Women, racialized Canadians, and young people have borne the brunt of job losses. +Canadians need good jobs they can rely on. +To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers. +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. +Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians. +Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work. + +SUPPORTING WORKERS AND THEIR FAMILIES +With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. +Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy. + +WOMEN IN THE ECONOMY +Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession. +Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home. +We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure. +The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach. +It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system. +The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour leaders, that the time is now. +The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever. +The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses. + +SUPPORTING BUSINESSES +As the Government invests in people, it will continue to support job-creating businesses. +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. +COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments. +The Government will help businesses adapt for the future and thrive. +This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by: +• Expanding the Canada Emergency Business Account to help businesseswith fixed costs; +• Improving the Business Credit Availability Program; +• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts. + +FISCAL SUSTAINABILITY +This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less. +With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence. +There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy. +The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly. +In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants. +Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing. +This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech. +This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success. + + + + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. +The Government will create a resiliency agenda for the middle class and people working hard to join it. +This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society. + +ADDRESSING GAPS IN OUR SOCIAL SYSTEMS +Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity. +Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories. +The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger. +The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; +• And take additional action to help people stay in their homes longer. +The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. +The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society. +COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have: +• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors; +• A robust employment strategy for Canadians with disabilities; +• And a better process to determine eligibility for Government disability programs and benefits. +Over the last six months, it has become clearer than ever why Canadians need a resilient health care system. +The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care. +The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it. +The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that. +The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. +In addition to good health infrastructure, Canadians also need strong, safe communities to call home. +The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. +Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence. +To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities. +In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet. +The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet. +And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this. +Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter. +This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. +At the same time, the Government will also make substantial investments in housing for Canadians. +The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home. +Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities. +Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table. +The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada. +The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow. + +A STRONGER WORKFORCE +This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce. +We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. +From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability. +The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need. +Government must remain agile, and ready for what lies ahead. + +TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE +Climate action will be a cornerstone of our plan to support and create a millionjobs across the country. +This is where the world is going. Global consumers and investors are demanding and rewarding climate action. +Canadians have the determination and ingenuity to rise to this challenge and global market opportunity. +We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond. +Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050. +As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses; +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; +• Help deliver more transit and active transit options; +• And make zero-emissions vehicles more affordable while investing in more charging stations across the country. +A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge. +The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies. +Additionally, the Government will: +• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal; +• And support investments in renewable energy and next-generation clean energy and technology solutions. +Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs; +• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience. +The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute. +This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees. +The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act. +When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure. +At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper. + + + + This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone. +Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries. +Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism. + +RECONCILIATION +Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019. +However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by: +• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy; +• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action; +• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment. +The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; +• And support additional capacity-building for First Nations, Inuit, and the Métis Nation. +The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year. + +ADDRESSING SYSTEMIC RACISM +For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard. +Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change. +They are telling us we must do more. The Government agrees. +The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples. +The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape. +The Government will redouble its efforts by: +• Taking action on online hate; +• Going further on economic empowerment for specific communities, and increasing diversity on procurement; +• Building a whole-of-federal-government approach around better collection of disaggregated data; +• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service; +• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. +Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are +overrepresented in the criminal justice system. That has to change. +The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive. +The Government will: +• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records; +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; +• Modernize training for police and law enforcement, including addressing standards around the use of force; +• Move forward on RCMP reforms, with a shift toward community-led policing; +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + +PROTECTING TWO OFFICIAL LANGUAGES +Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. +In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French. + +A WELCOMING CANADA +Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian. +Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities. +The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together. +As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage. + +CANADA IN THE WORLD +We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity. +The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. +The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united. +The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. +Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well. + + + The medical and scientific fight against this virus is crucial. And so are the +livelihoods of every single Canadian, worker, and family. + + + The economic impact of COVID-19 on Canadians has already been worse +than the 2008 financial crisis. These consequences will not be short-lived. + + + Unemployment is in the double digits, and underemployment is high. + + + Unemployment is in the double digits, and underemployment is high. + + + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. + +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. + + + + Legislative guidance on the conduct of enforcement investigations by federal organizations has been provided by the Supreme Court of Canada: +Jarvis and Ling (2002): Supreme court rulings requiring the separation of administrative powers and criminal investigations, thus creating a segregated function to avoid Charter breaches. +To address this guidance and other best practice recommendations, ISB sought and was awarded funding from Treasury Board Secretariat (TBS) Canada to refine its enforcement investigation processes and tools. The TBS mandate required that the processes and tools (specifically a case management system) be deployed no later than March 2022. + + + Currently, the enforcement case management function at ISB is presided over cases using Microsoft Excel and various SharePoint sites (all sites are not uniform in their design) to track and manage these cases regionally and nationally. For ISB to be effective in its obligation to conduct proper enforcement activities, a tool set more suited to the unique needs of enforcement investigations is necessary. + +The electronic solution is required to collect and track evidence, control system access, and protect data together with providing support for multi-jurisdictional collaboration while operating within the given legal and Charter constraints. +A uniform national enforcement case management solution is required and must: +1. Be available within time and budget constraints provided by TBS. +2. Ensure that information collected in an investigation is stored and tracked in such a way as to be suitable for use in any case brought to court. +3. Ensure that information collected in an investigation is controlled such that only authorized individuals may have access (Jarvis and Ling (2002)). +4. Ensure that the manner in which information is collected, stored, and reported on is consistent nationally and reports are readily available. + +The estimated project completion date for the recommended option is December 2022 with the solution being available to support the Beta testing starting in June 2021 and full production availability by March 2022 at a total cost estimate of 2.8 million dollars. + +ISB is seeking the approval from Director General Project Oversight Committee (DGPOC) to proceed to stage 2/3 – Initiation and Planning with the recommended solution of selecting a third-party vendor product that is specialized in the Enforcement workspace. + +ISB needs a solution to address the following key challenges: +• National consistency of information contained in the system +• Control over the information maintained in the system, keeping an audit trail on evidence contained such that its utility in court proceedings is assured +• Elevated risk of securing data across diverse case systems +• Compatibility with external agencies +• National standards for reporting and quality monitoring + +The Enforcement function is in need of an effective case management system capable of supporting effective workload management, unified case management, the release of quality court documents, tracking of evidence and reporting. The Office of the Auditor General (OAG), in its 2017 spring report “Managing the Risk of Fraud”, noted the following “fraud in a federal government organization can cause the loss of public money or property, hurt employee morale, and undermine Canadians’ confidence in public services. Therefore, federal organizations must manage their fraud risks.”1 The lack of an effective case management system within ISB is limiting the ability of ISB to support robust investigations and achieve ESDC strategic objectives. +In 2016, ISB completed an audit of the enforcement function that was executed by former Canada Revenu Agency (CRA) executive Dennis Meunier. This audit resulted in what has been termed the Meunier Report. The Meunier report provides 44 recommendations to ISB on how to improve the enforcement function and a related project – Enforcement as a Practice (EaaP) has been started to implement these improvements. The EaaP project has scheduled a Beta trial starting on June 7, 2021 and has requested that the electronic solution be in place so the software and new processes can be validated together. +Finally, an internal audit conducted by ISB in 2014 highlighted that the results of investigations could be better leveraged to strengthen program integrity and prevention measures. In addition, mechanisms are required to support the alignment of regional investigative practices to national standards for the consistent treatment of all Canadians. The legacy case management systems in use today were not designed to enable statistical or data analysis of the case data, including results of investigations, thus severely limiting the ability of ISB to detect fraud trends and other anomalies that could have otherwise been used to strengthen fraud prevention. +1 Office of the Auditor General of Canada (OAG), Managing the Risk of Fraud, Report 1 in Reports of the Auditor General of Canada – Spring 2017, para. 1.1. +The lack of a case management system for the Enforcement function under ISB, inconsistent case management, and the outdated legacy and manual systems used by the branch for EI, CPP, and OAS, provide an opportunity to improve the way that ISB manages its investigations. A new, modern case management system will improve workload and quality management, allow for the tracking of evidence, support real-time reporting and give ESDC the ability to better leverage its investigation data in support of enforcement activities. + + + The desired end state includes a series of standardized business processes within the Enforcement environment, mapped to an electronic solution that supports these new processes. + +Finally, an internal audit conducted by ISB in 2014 highlighted that the results of investigations could be better leveraged to strengthen program integrity and prevention measures. In addition, mechanisms are required to support the alignment of regional investigative practices to national standards for the consistent treatment of all Canadians. The legacy case management systems in use today were not designed to enable statistical or data analysis of the case data, including results of investigations, thus severely limiting the ability of ISB to detect fraud trends and other anomalies that could have otherwise been used to strengthen fraud prevention. +1 Office of the Auditor General of Canada (OAG), Managing the Risk of Fraud, Report 1 in Reports of the Auditor General of Canada – Spring 2017, para. 1.1. +The lack of a case management system for the Enforcement function under ISB, inconsistent case management, and the outdated legacy and manual systems used by the branch for EI, CPP, and OAS, provide an opportunity to improve the way that ISB manages its investigations. A new, modern case management system will improve workload and quality management, allow for the tracking of evidence, support real-time reporting and give ESDC the ability to better leverage its investigation data in support of enforcement activities. + + + + + + + + + + + + Name ESDC Clients +Type External +Quantity up to 500 cases during a fiscal year, from 36 million Canadians +Description All Canadians will benefit from increased trust or confidence on the collection, use, and retention of data by the Canadian Government as well as ensuring that their ESDC programs are safeguarded through effective means to address fraud. All Canadians will benefit by the improvements made in the standardization of the treatment of cases. + +o Reduction of taxpayer dollars lost due to fraud +o Standardization of treatment of all Canadians leading to national fairness + + + o Demonstrated privacy compliance when collaborating with PMD; and +o Use cases, processes, and controls involving data security built into the planning and designs of the case management system. + + + Name External Law Enforcement (LE) Agencies and PPSC +Type External +Quantity 500 +Description Recipient of reports generated from the new CMS + + +o Fewer cases returned to ISB due to a reduction of errors (i.e., terms and conditions non-compliance); +o Secure repository of case data; and +o Confirmation of compliance with legal conditions mandated in R. V Stinchcomb case law. + + + Name External Law Enforcement (LE) Agencies and PPSC +Type External +Quantity 500 +Description Recipient of reports generated from the new CMS + +o Fewer cases returned to ISB due to a reduction of errors (i.e., terms and conditions non-compliance); +o Secure repository of case data; and +o Confirmation of compliance with legal conditions mandated in R. V Stinchcomb case law. + + + Name ESDC Personnel – National Enforcement and Intelligence Division (NEID) +Type Internal +Quantity 20 +Description The branch which is ultimately responsible for the program and rendering decisions on reviews and inspections performed by Integrity investigators to protect the integrity of the program, will benefit from capacity to receive information in real-time, reduced follow-ups, reduced wait times, and quicker decisions. + +Objective Statement +ISB requires a national solution that will support the execution of Enforcement activities within the legal and process boundaries that constrain its National Enforcement and Intelligence Division (NEID). + +o Easier reporting and validation of regional data; +o Support costs to maintain Software over time; +o Increase trend analysis capabilities; +o Enforcement Management enhance personal information safeguarding practices; +o Improved alignment of regional investigation practices to national standards; +o Improved tracking and reporting on prosecution cases; +o Better compliance with court case terms and conditions; and +o Compliance with legal conditions mandated in R. V Stinchcomb case law. + + + Name ESDC Personnel – Regional Enforcement Investigators +Type Internal +Quantity 65 +Description The individuals who perform the Enforcement investigations and will be using the system to track and support their efforts. + +o Structured and nationally consistent tool for the capture of investigative information; +o Standardization of workflow/process steps in the conduct of an enforcement investigation; +o Secure repository of case data; +o Ability to attach images, video files, audio files, scanned documents and photos; +o Customizable hardcopy printouts; +o Elimination of duplicate reporting – Increasing efficiencies; and +o Timely access to reference material, training and support. + + + With the introduction of the case management system, ESDC will be able to deliver Integrity Services in a standardized manner using a modern solution and standard operations manuals. + +Benefit Assumptions: +• Implementation of structured and nationally consistent tool for the capture of investigative information; +• Continue support for the ongoing work of Enforcement as a Practice (EaaP) by the standardization of workflow/process steps in the conduct of an enforcement investigation +• A series of documented steps for handling the various types of cases will be created, each type of case will be mapped in the new solution; +• Integrity manuals will be created for each business line; +• The implementation of the case management application will provide assistance in effective and efficient oversight of case handling and business work flows; +• The system will keep an audit trail on evidence contained in the system, including auditing of activities or actions taken on a case such that its utility in court proceedings is assured; +• The case management solution will provide case selection tools for the Quality Management Team, management of the quality control process and maintenance of corporate records for quality control process; +• Reporting capabilities will be increased and enable increased trend analysis capabilities; +• Law enforcement agencies and PPSC will receive outputs that are nationally consistent; + + + + + Metric Name: Increase in the rate of cases meeting the ISB conformity standard +Metric Type: Qualitative +Description: ISB will perform a year-over-year comparison of the number of cases that meet the conformity standards + +Metric Formula +Combine the conformity rates for each month, then divide by 12 to get a yearly rate and then subtracting the rate from the previous year to get the annual increase + +Assumptions +All regions will use the new system +All regions will be rated on the cases they deliver against the standards +The conformity rate will be established after one year of systems/process usage. +Quality Control sample of cases per region per month will be defined + +Baseline +The baseline will be established after the first year of using the new system and processes + +Target +The compliance group has a target of 85% conformity rate and the Enforcement group will use the same measurements. + +Strategic objectives link +Support the workforce to meet the demands of the future + + + + The new case management solution will provide a positive economic impact to fraud enforcement at ISB through reduced case errors and improved compliance to legal documentation requirements as indicated by fewer returned cases. + +Benefit Assumptions: +• Implementation of the new system will enable national consistency of information contained in the system; +• Integration of mapped workflows, based on a standard operating procedure, used to process the Enforcement case; +• The new solution will allow better compliance with documentation requirements for use by law enforcement. +• The new solution will improve compliance with legal conditions required by having quality evidence without hiding evidence that was weak as mandated in case law +• One solution will eliminate the elevated risk of securing data across diverse case systems and eliminate the uncertainty as to the admissibility of evidence due to a failure in the chain of custody +• The system will keep an audit trail on evidence contained in the system such that its utility in court proceedings is assured; +• The case management solution will provide case selection tools for Quality Monitoring Team, management of the QC process and maintenance of corporate records for QC process; +• Reporting capabilities will be increased and enable increased trend analysis capabilities; +• The Commercial Of The Shelve (COTS) products are designed to be used for LE processes and should be isolated for such purposes to maintain the integrity of the evidence being presented to Court; + + + Outcome Description +With the introduction of the Enforcement case management system, ESDC will be able to improve security and control over the data in support of Enforcement cases. + + + Metric Name: Consistency of data +Metric Type: Qualitative +Description: ISB will perform a year-over-year comparison of the number of cases that pass the validation checks + +Metric Formula: A random selection of cases will be extracted for validation against the new processes and data security procedures. +Baseline: The baseline of process/data security compliance in extracted cases will be established after one year of system usage. + +Target +The target will be set at 90% compliance during the first review. + +Assumptions +All regions will use the new system +All regions will be rated on the cases they deliver against the standards +Quality Control sample of cases closed per region per year will be defined + +Strategic objectives link +Engage our employees and various stakeholders in the work that we do + + + Benefit Assumptions: +• Implementation of the new system will enable national consistency of information contained in the system; +• Integration of mapped workflows, based on a standard operating procedure, used to process the Enforcement case; +• The new solution will allow better compliance with documentation requirements for use by law enforcement. +• The new solution will improve compliance with legal conditions required by having quality evidence without hiding evidence that was weak as mandated in case law +• One solution will eliminate the elevated risk of securing data across diverse case systems and eliminate the uncertainty as to the admissibility of evidence due to a failure in the chain of custody +• The system will keep an audit trail on evidence contained in the system such that its utility in court proceedings is assured; +• The case management solution will provide case selection tools for Quality Monitoring Team, management of the QC process and maintenance of corporate records for QC process; +• Reporting capabilities will be increased and enable increased trend analysis capabilities; +• The Commercial Of The Shelve (COTS) products are designed to be used for LE processes and should be isolated for such purposes to maintain the integrity of the evidence being presented to Court; + + + Outcome Name +Reducing the overall cost of enforcement + +Outcome Description +The new case management solution will provide a positive economic impact to fraud enforcement at ISB through reduced case errors and improved compliance to legal documentation requirements as indicated by fewer returned cases. + + + Metric Name +Quality assessment of cases provided to external agencies for processing + + + + 2.2.1 Primary Strategic Priority +ESDC/SC – Strategic Framework +The framework, Priorities for Transformation 2019-2020, represented the Department’s change agenda. +Under the Quality Section of the Priorities for Transformation 2019-2020 the following is documented: +Accurate and consistent service +• Pursue service improvements (e.g., BDM and OAS Stabilization initiatives) in support of modernizing benefits delivery systems for ESDC’s statutory programs (EI, Pensions); and +• Implement Integrity Case Management System. + + + 2.2.2 Senior Level Commitment +ISB senior management, in addition to approving the creation of this project and undertaking the work required to complete the Enforcement Maturity Model (EMM) changes, as outlined in the Meunier report, have established the necessary internal governance committees and will be using existing project review committees. ISB is using the existing Integrity Services National Committee (InSNC) to provide guidance to the EMM team as they revise the enforcement processes and will be using the DGPOC committee to ensure the project follows EPMO project guidelines as a new Case Management System (CMS) is selected and implemented. + + + 2.2.3 Investment Category +Business Improvement + + + 2.2.4 Program Alignment Architecture +This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools. + + + 2.2.4 Program Alignment Architecture +This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools. + +This investment aligns with the ESDC mission, which is to build a stronger, more competitive Canada. Under the Department’s Program Alignment Architecture (PAA), there is alignment with Strategic Outcome #5; Internal Services. + + + 2.3 Business Context +2.3.1 Business Environment +ISB maintains trust by ensuring that ESDC protects the integrity of programs, services, people and assets, and that costly errors, abuse and fraud are prevented, detected and managed. +To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + + + + + + + + + + + as part of a "security by design" philosophy for all API development. Outside of this baseline set of security controls, additional controls (e.g., message-level encryption, mutual authentication, and digital signatures) may be required based on the sensitivity of the data + + + Consistent metadata and encoding ensures that APIs are interoperable across organizations and helps to maintain data consistency. + + + ESDC APIs must be published to the Government of Canada API store to be discoverable. The documentation MVP for ESDC APIs includes everything the API does, including resources, endpoints and methods, parameters, error codes, and example requests and responses + + + The best way to validate your API design is to consume it with a production application within your organization. Ideally, once the data layer is built, the next step is to build the application on top of an API + + + APIs will change over time as corresponding source systems evolve. To provide a robust and durable interface to applications, API lifecycle management must include a standard versioning scheme such that any changes to an API do not break the contract with existing consumers + + + API performance should be benchmarked periodically to ensure the performance and capacity meets the expectations of the SLO. + + + + + + + strive to make the API the best way for clients to consume your data + + + design API's with a common look and feel using a consistent style and syntax + + + adopt a philosophy where security is inherent in API development + + + actively improve and maintain API's over time by incorporating consumer feedback + + + avoid short-term optimizations at the expense of unnecessary client-side obligations + + + adopt a simple, consistent and durable API specification and endpoint naming standard that includes API meta informatio + + + adopt a simple, consistent and durable API specification and endpoint naming standard that includes API meta information + + + stay compliant with the standard HTTP methods including status and error codes + + + always send data over a secure and encrypted network connection, regardless of data classification; enable TLS 1.2 or higher + + + durable API design will include protection against common API attacks such as buffer overflows, SQL injection and cross site scripting. Treat all submitted data as untrusted and validate before processing. Data validation (for both input parameters and inbound data) should be considered in the service tier but should also extend into the data model itself, with such considerations as data staging, mandatory values and referential integrity constraints as appropriate +See here for the OWASP REST Security Cheat Sheet Project: https://github.com/OWASP/CheatSheetSeries/blob/master/cheatsheets/REST_Security_Cheat_Sheet.md + + + + use the JSON payload to submit queries for sensitive data rather than putting it in the URI string + + + ensure only privileged or authorized users can invoke your API once they are properly authenticated using either an API key or OAUTH token +o Ensure that the API key/secret is adequately secured +o Use API keys with all data API's to track and meter usage +o For each API key, rate limits are applied across all API requests +o For system-to-system integrations consider key/secret revocation and reissue capabilities +o See here for TBS directives on identity management: https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=16577 +o See here for TBS directives on general IT security: https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=16578 + + + + avoid using custom or proprietary tokens in favor of open industry standards such as JSON Web Token (JWT). All access tokens must expire within a reasonable amount of time (less than 24 hours) and refresh intervals should reflect the security characteristics of the data being accessed. Use fine grained access and the principle of least permission when defining tokens + + + the ability to inject consumer defined query strings or objects into an API must be limited to open data, reporting, and statistical APIs only, and strictly prohibited on master data, transactional or business APIs. Dynamic and open queries create dangerous attack surfaces for APIs. It's better to invest more effort in identifying all the valid query use cases and design the API to specifically meet them + + + wildcard queries in APIs can be dangerous from a data performance perspective. If wildcard characters are allowed, ensure there are restrictions on which and how many parameters can have wildcard input to prevent large data query sizes + + + When exposing APIs to the internet, use a secure gateway layer to provide a security control point instead of simply whitelisting inbound Internet Protocol addresses (IPs). When consuming external APIs, route flows through a forward (egress) proxy instead of using IP address whitelisting on the outbound firewall + + + automate security testing to validate any new changes to API source code and to ensure robustness of requested changes. Assess the change impact and conduct testing accordingly + + + all API based access to non-public data must be logged and retained for audit purposes. Logging attributes must include the source system, client identifier and associated timestamp from the target system + + + track API usage and activity to identify performance bottlenecks, peak usage periods and abnormal access patterns. Use open standards-based logging frameworks such as CEF (Common Event Format) and collect logs in a central repository +o When usage limits are exceeded, by default, a 1-hour timeout (block) will be used +o X-RATELIMIT-LIMIT and X-RATELIMIT-REMAINING can be inspected in the HTTP response to view current usage + + + + run performance tests against the API using a simulated workload to determine the response time and throughput. Performance tests should be integrated into the development lifecycle, preferably through an automated CI/CD pipeline +• Publish Performance Data – performance summaries (e.g., average response time) should be included in the metadata record for the API as well as the SLO + + + performance summaries (e.g., average response time) should be included in the metadata record for the API as well as the SLO + + + performance should be monitored and reported on routinely, particularly as part of major releases + + + throttling mechanisms should be implemented to control throughput against the stated SLO (e.g. number of requests per second). This is typically handled by an API Gateway. + + + + each iteration of an API that changes the response type, data format, API functionality or breaks the contract with consumers must be versioned. Follow the v<Major>.<Minor>.<Patch> versioning structure whereby: + o Major = Significant release that introduces incompatible API changes + o Minor = Addition of optional attributes or new functionality that is backwards compatible, but should be tested + o Patch = Internal fix which should not impact the schema and/or contract of the API + For example: + o moving from v1.1.0 to v1.1.1 would allow a simple deploy-in-place upgrade +moving from v1.1.0 to v2.0.0 would be a major release and would require the legacy version to be kept while consumers test and migrate to the new version + + + both URI and Accept Header versioning are acceptable and the following guidelines are recommended: + o Using a resource specific header approach can be used to maintain a single and consistent URI for an API. This method also allows for other parameters such as caching, compression and content negotiation + o The base URI for the API should always correspond to the latest version + § e.g. https://api.example.com + o Previous versions of an API can use a versioned style URI + o e.g. https://api.example.com/v1 +Accept header versioning is recommended for API's designed exclusively for machine to machine interfaces as well as non breaking changes (minor/patch) + + + support at least one previous major version (N-1) to ensure consuming systems have time to migrate to the latest version of the API + o Set and publish a version deprecation policy and timeline so consumers can plan their dependencies accordingly + o Ensure adequate testing on all minor and major releases + o Backport high value changes to the previous (N-1) version where version integrity can be maintained +Provide a way to gather feedback from consumers to inform future development + + + publish and maintain a designated point of contact to the API Registry as part of the metadata record; including name, organization, email and phone (for high critically API's) + + + each API should have a clearly defined Service Level Objective (SLO), which should include: + o Support contact and availability + o Service uptime objective (e.g., 99%) + o Support response time (e.g., within the hour, 24 hours, best effort) + o Scheduled outages (e.g., nightly, weekly, every 2nd Sunday evening) + o Throughput limit (e.g., 100 requests per second per consumer) + o Message size limit (e.g., <1Mb per request) +all APIs should be published to the API Registry for the purposes of discovery and lifecycle management. APIs must be tagged with the appropriate metadata to indicate their desired audience (security classification) and appropriate usage patterns + o Publishing a metadata record to the Government of Canada API store helps people discover your API and promote its use https://api.canada.ca/en/homepage + o If the API is an Open Data API, publish a terms of use, such as the example found here https://clmi-explore-icmt.ca/viz?page=nac-terms&lang=en + + + + each API should have a clearly defined Service Level Objective (SLO), which should include: + o Support contact and availability + o Service uptime objective (e.g., 99%) + o Support response time (e.g., within the hour, 24 hours, best effort) + o Scheduled outages (e.g., nightly, weekly, every 2nd Sunday evening) + o Throughput limit (e.g., 100 requests per second per consumer) + o Message size limit (e.g., <1Mb per request) + + + + APIs should be designed in such a way that they can be consumed by systems internal to ESDC, external agencies and the broader public. Design should accommodate for all levels of access to encourage reuse + + + build your application on top of an API layer that connects to the data layer rather than creating hard dependencies. This ensures the API is production ready for consumers outside of the line of business + + + Consistent metadata and encoding ensures that APIs are interoperable across organizations and helps to maintain data consistency. + + + Unicode Transformation Format-8 (UTF-8) is the standard encoding type for all text and textual representations of data through APIs. + + + +use the ISO 8601 Standard for datetime representation in all ESDC APIs. The standard date format is YYYY-MM-DD while timestamp format YYYY—MM-DD HH24:MI:SS. If other formats are required due to source system limitations, convert it to the standard format within the API + + + + + ensure the API can return responses in both English and French. External facing APIs must reply with content in the requested language if the backend data support it. APIs must interpret the ACCEPT-LANGUAGE HTTP header and return the appropriate content. If the header is not set, then content in both languages should be returned + + + + + + + + + + + + + + + + + + + + The documentation MVP for ESDC APIs includes everything the API does, including resources, endpoints and methods, parameters, error codes, and example requests and responses + + + OpenAPI is a machine-readable interface specification for RESTful APIs. There are open source tools (e.g., Swagger) which can then generate human-readable documentation from this specification which avoids the need to create and maintain separate documentation + + + the most effective way to document the scope and functionality of an API is to publish the code and data examples used to validate it alongside the API contract +- Be sure to include standard and custom error response codes and interpret their specific meaning + + + + + if there is a need to extend the API documentation beyond the OpenAPI specification, this is an indication that the API is too large and/or too complex +- Be sure to document differences between versions of the API +- Include documentation on any consumption constraints such as availability, authorization and rate limiting + + + + + provide a clear mechanism to allow consumers to provide feedback, issue identification and enhancement requests +- + + + + + + + GC Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations. + + + Assessed value of an IT asset + + + GC Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. + + + + + Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations. (ITSG-33/HTRA) + + + Definition: Assessed value of an IT asset (concept from ITSG-33/HTRA) + + + Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. (ITSG-33/HTRA) + + + Definiton: The potential that a given threat will compromise IT assets and cause injury.(ITSG-33/HTRA) + + + Definition: A driver represents an external or internal condition that motivates an organization to define its goals and implement the changes necessary to achieve them. + + + Definition: Any protection or compliance requirement associated with a business activity that can be satisfied by security controls. Business needs for security are derived from laws (e.g., Employment Insurance Act, Financial Administration Act), policies (e.g., Policy on Financial Management, Information and Reporting), and any other regulatory instruments such as directives and standards governing GC business activities. Business needs for security can also be derived from departmental missions, objectives, priorities, the need to preserve the organization’s image and reputation, and various obligations that may have been contracted. (ITSG-33) + + + A constraint represents a factor that limits the realization of goals. + + + Goal is an end state that a stakeholder intends to achieve. + + + + Definition: Any need, stated in a standardized language, that an information system must satisfy through IT Security that contributes to achieving a business need for security. (ITSG-33/HTRA) +Note: This is part of SA&A process. (ITSG-33) + + + + + + + Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations. (ITSG-33/HTRA) + + + Definition: Assessed value of an IT asset (concept from ITSG-33/HTRA) + + + Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. (ITSG-33/HTRA) + + + Definiton: The potential that a given threat will compromise IT assets and cause injury.(ITSG-33/HTRA) + + + + + + + v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + +Enterprise Architecture Framework +The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital. + +The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital. + +4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture. + +4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment. + +4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures. + +The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework. + + + + BDM Architecture Principles + +Proposed to BDM-ARC for endorsement (1-5 out of 10) +1) BDM will implement a new Target Operating Model designed for the future. Transition will be gradual and iterative ensuring service continuity. +2) BDM will consume a GC or ESDC enterprise solution/service where it exists and meets all BDM mandatory and majority of non-mandatory functional and non-functional requirements, as well as, when there is a commitment and plan for long-term investment in sustainment and support. +3) BDM will favour investment in strategic solutions and technologies over investment in interim and tactical ones. +4) Data is at the center of BDM. BDM embraces Data Management-by-design by building services and processes that support and enable appropriate data access, standards and quality for ESDC clients, partners and staff. BDM advocates leveraging data from an authoritative source. +5) Digital First. BDM will design and implement digital interfaces to enable and encourage submission of information in a digital format through the digital channel and third-party systems and end-user applications. +6) Open solutions by default, proprietary by exception. SaaS and COTS that support open standards are considered open solutions. Open source will be considered where appropriate. +7) Balance Service and Security. Balance proactive and personalized Service Experience and Privacy. +8) BDM will embed integrity and quality controls up-front and throughout processes and services. +9) Cloud First. BDM will leverage cloud where appropriate and available. +10) Minimize changes and write-back to legacy. + + + + + + + + v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + +Enterprise Architecture Framework +The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital. + +The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital. + +4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture. + +4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment. + +4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures. + +The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework. + + + Build security into the system life cycle across all architectural layers + - identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability + - implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary + - apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit + - design systems to be resilient and available in order to support service continuity + + + Ensure secure access to systems and services + - identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework + - constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection + - implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security + - establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services + + + Maintain secure operations + - establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance + - enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks + - establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security + + + Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs + - clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service + - include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service + - perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making + - Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels + + + Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada + - identify which departmental/GC business services, outcomes and strategies will be addressed + - establish metrics for identified business outcomes throughout the life cycle of an investment + - translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation + + + Promote horizontal enablement of the enterprise + - identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders + - reuse common business capabilities, processes and enterprise solutions from across government and private sector + - publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services + + + Collect data to address the needs of the users and other stakeholders + - assess data requirements‑based program objectives, as well users, business and stakeholder needs + - collect only the minimum set of data needed to support a policy, program, or service + - reuse existing data assets where permissible and only acquire new data if required + - ensure data collected, including from third-party sources, are of high quality + + + Manage and reuse data strategically and responsibly + - define and establish clear roles, responsibilities, and accountabilities for data management + - identify and document the lineage of data assets + - define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + - ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + - contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data + + + Use and share data openly in an ethical and secure manner + - share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + - ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + - ensure that combined data does not risk identification or re‑identification of sensitive or personal information + + + Design with privacy in mind for the collection, use and management of personal Information + - ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments + - assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed + - only collect personal information if it directly relates to the operation of the programs or activities + - notify individuals of the purpose for collection at the point of collection by including a privacy notice + - personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act + - personal information must be available to facilitate Canadians’ right of access to and correction of government records + - design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information + - design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required + - de‑identification techniques should be considered prior to sharing personal information + - in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals + - establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office + + + Use cloud first + - adopt the use of the GC Accelerators to ensure proper security and access controls + - enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) + - fulfill cloud services through SSC Cloud‑Brokering Services + - enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions + - design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + + + Design for performance, availability and scalability + - ensure response times meet user needs, and critical services are highly available + - support zero‑downtime deployments for planned and unplanned maintenance + - use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively + - establish architectures that supports new technology insertion with minimal disruption to existing programs and services + - control technical diversity; design systems based on modern technologies and platforms already in use + + + Follow DevSecOps principles + - use continuous integration and continuous deployments + - ensure automated testing occurs for security and functionality + - include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + + + Use open source solutions hosted in public cloud + - select existing solutions that can be reused over custom built + - contribute all improvements back to the communities + - register open source software to the Open Resource Exchange + + + Use software as a service (SaaS) hosted in public cloud + - choose SaaS that best fit for purpose based on alignment with SaaS capabilities + - choose a SaaS solution that is extendable + - configure SaaS and if customization is necessary extend as open source modules + + + Design for Interoperability + - design systems as highly modular and loosely coupled services + - expose services, including existing ones, through APIs + - make the APIs discoverable to the appropriate stakeholders + + + Enable Interoperability, Proposed amendment March 23, 2021 + - expose data and functionality through service interfaces + - applications must communicate with each other via those interfaces + - services interfaces must be published and discoverable + + + ESDC EA Principles V0.18.1- Final.docx +https://dialogue/grp/BU5946064/EA%20Reference%20Material/02%20-%20ESDC%20EA%20Principles/ESDC%20EA%20Principles%20V0.18.1-%20Final.docx +2019-12-12 + + + + + Architect selects principles affecting EA work throughout the ADM cycle. + +The TOGAF® Standard, Version 9.2, The Open Group Standard (C182), published by The Open Group, April 2018; refer to: www.opengroup.org/library/c182 + + + <European-Specific> + + + + Context: a rapidly changing digital landscape +Today’s digital landscape is marked by change of unprecedented pace and scope. Rapid technological, digital and data transformation are now part of Canadians’ daily lives, revolutionizing the way they access information and services and the way they live, socialize and work. + +Canadians expect to be able to access any government service, at any time and on any device. Most citizens agree that personal information should be shared between GC departments to enable faster, more accurate service.Footnote2 However, while they recognize the potential of technological, digital and data transformation, citizens are concerned about how the GC uses and manages their personal information and about what it does to ensure their privacy and security.Footnote3 + +In the 2020 Speech from the Throne, the government committed to ensuring that all Canadians, no matter where they live, have access to high-speed Internet. It also committed to making generational investments to update outdated IT systems to modernize the way government serves Canadians, from the elderly to the young, and from people looking for work to those living with a disability. + +Canada plays a leadership role on digital government internationally, through forums such as the Digital Nations, the International Council for Information Technology in Government Administration (ICA), the Organisation for Economic Co‑operation and Development (OECD), and the United Nations. + +In recent years, Canada has also emerged as a leading voice in the global open government community. Since 2012, it has been a member of the Open Government Partnership (OGP). This multilateral initiative by 75 member nations and a number of sub‑national government members aims to secure concrete commitments to promote transparency, empower citizens, fight corruption, and harness new technologies to strengthen governance, in partnership with civil society and the private sector. So far, Canada has released three OGP action plans outlining how it will make government more open. A fourth action plan is under development. + +The world is moving toward using cleaner technologies. The 2021–2024 DOSP goes hand in hand with the Greening Government Strategy, which seeks to make GC operations low-carbon through green procurement and clean technologies. + + + The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + + + The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + + + https://www.canada.ca/en/government/system/digital-government/government-canada-digital-standards.html +Government of Canada Digital Standards: Playbook +From Treasury Board of Canada Secretariat + +Improving government services in the Digital Age +Our goal is to provide public services to Canadians which are simple to use and trustworthy. The Government of Canada’s Digital Standards form the foundation of the government’s shift to becoming more agile, open, and user-focused. They will guide teams in designing digital services in a way that best serves Canadians. + +These digital standards were co-created with the public and key stakeholder groups. They are living standards and they will continue to evolve over time as we better understand the complexities involved in putting them into practice. + + + Design with users +Research with users to understand their needs and the problems we want to solve. Conduct ongoing testing with users to guide design and development. + +Guidance: Design with users +Services should not be built based on internal constraints or complexities of government, they should be built to address the needs of users. In order to deliver value to users, one must understand and prioritize their needs. Everything is a hypothesis until tested with the users of services. + +To validate one's hypotheses, one must validate their assumptions through direct and frequent interactions with those who will be using the services. Users may be members of the public, or government employees or a combination thereof. Keeping in mind that users will come from diverse backgrounds, varying in location, experience, knowledge, and abilities, requirements for services are built first and foremost with the needs of all users. When designing services, one must take a holistic approach to service delivery -- from each member's individual contributions to the end goal, as defined by user requirements. + +Aligned Behaviours +1. End-user feedback is used to establish the requirements of our service(s). +2. Our team has processes or tools in place for user feedback, including anonymous user feedback, to be incorporated into the design of the service. +3. Our team conducts user research prior to deciding upon a given implementation. +4. Our team has tested our primary systems in the users’ context with a wide range of users including users with varying needs and representing diverse backgrounds. +5. Our team considers user needs and feedback in defining key service metrics. +6. Our team uses automation to anticipate and detect operational or quality-of-service issues before our users tell us. +7. Our team has within it, or direct access to, the expertise required to conduct user research and usability testing. + +Misaligned Behaviours +1. Our team receives requirements through extensive documentation and builds against them. +2. Our team does not involve internal or external users to collaborate on the design of the service. +3. The technical development resources or IT senior management are prioritizing features. +4. Our team's prioritization of tasks is driven by senior management. +5. Senior executives and teams rely exclusively on desk-based research, or other proxy sources of information to inform policy, program and/or service design. + + + Iterate and improve frequently +Develop services using agile, iterative and user-centred methods. Continuously improve in response to user needs. Try new things, start small and scale up. + +Guidance: Iterate and improve frequently +In contrast to high risk and long lead time ‘big bang’ deployments, working services must be put in the hands of users as early as possible to get rapid feedback. Said feedback is then used to iterate upon to improve the service. + +One sets a north star to define a clear direction, then begins iterating towards this north star, keeping in mind that the path is not clear, and unexpected circumstances will require adjustments to be made along the way. By leveraging modern technologies and modern approaches to working, risk can be reduced by limiting the size of changes and increasing their frequency. Processes should empower teams to deliver value to services as often as possible, rather than increase risk by creating prolonged processes that use documentation in place of demonstrably functioning software. Focus on working software over comprehensive documentation and remember that perfect is the enemy of good. + +Aligned Behaviours +1. There are processes in place to prioritize and implement feedback from peers, stakeholders and end-users. +2. When a new or updated service or feature is being created our team understands the minimum requirements for the system to be of value to users. +3. Our team experiments with new approaches based on team reflections, lessons learned, and user feedback. +4. Our team collects metrics to improve upon which are used throughout the development and lifecycle of the service. +5. When resolving problems our team dedicates time to identify the root cause of the issue and address it. +6. Our team is relentlessly inspecting, adapting, and automating their processes to increase the speed at which our team can deliver value to users. +7. Our team has access to environments and resources to allow for rapid prototyping while initial requirements are being sought. +8. Our team embraces learning about and using new digital skills, approaches, and tools to incorporate into our daily work. + +Misaligned Behaviours +1. Our team only shares their work once it has been finalized and approved. +2. Decisions regarding the direction of our team are made without reference to any collected performance metrics. +3. Our team identifies solutions before it is clear what outcomes our team is working towards and how to measure them. +4. Processes are rarely, if ever, reviewed to find and implement efficiencies. +5. Our team must wait for the project to be approved and funded prior to environments being made available to teams to begin experimenting with solutions. +6. Our team fully architects the end to the service delivery solution prior to starting to build. + + + Work in the open by default +Share evidence, research and decision making openly. Make all non-sensitive data, information, and new code developed in delivery of services open to the outside world for sharing and reuse under an open licence. + +Guidance: Work in the open by default +Working in the open increases the transparency of services, increases trust in government, creates an ecosystem that promotes innovation, prevents needing to reinvent the wheel by increasing collaboration within, and external to, government. Working in the open promotes understanding of government processes and services and creates an environment whereby innovation can take place throughout the Government of Canada and through non-governmental organizations leveraging the government data and information to improve service delivery for Canadians. + +This way of working aligns Canada with the Digital Nations Charter, of which it is a signatory and promotes “transparency and citizen participation and uses open licences to produce and consume open data”, and the Open Data Charter. Further, by working in the open the Government of Canada can increase its reuse of existing public solutions and allow others to reuse work conducted by the Government of Canada. + +Aligned Behaviours +1. Teams continually makes all non-sensitive and non-personal data, information, and new code publicly available, or at a minimum accessible across the GC, for sharing and reuse. +2. Our team contributes back to the public projects from which they borrow content. +3. Our team tracks and makes public the metrics upon which our team measures its success. +4. Our team tracks, and makes publicly available, or at a minimum accessible across the GC, information regarding how often a change to our services fails (e.g., the deployment or rollout of a service or feature experiences issues or complications). +5. Our team makes visual displays which show what they’re working on and the status of their work available publicly, or at least throughout the Government of Canada. +6. Our team publicly documents, including examples of reuse, how others can use their service’s APIs, open data, or information. + +Misaligned Behaviours +1. All of the team's work is done on systems behind the corporate firewall. +2. The work of our team has permissions set so that only members of our team can access the team's work. +3. Our team does not contribute to, or collaborate on, work being done by our colleagues. +4. Team applies blanket security classification for the digital system to all data stored by the application. +5. Our team has no process by which to declassify and release records when they are no longer protected or classified. +6. The documentation for our APIs is only available to internal approved consumers. + + + Use open standards and solutions +Leverage open standards and embrace leading practices, including the use of open source software where appropriate. Design for services and platforms that are seamless for Canadians to use no matter what device or channel they are using. + +Guidance: Use open standards and solutions +To maintain the trust of Canadians, the government must continually learn and improve by embracing leading practices to simplify access to government services to match the rising expectations of Canadians. + +In alignment with the Digital Nations Charter, which calls for both the use of Open Standards and Open Source, this Digital Standard aligns with the ultimate Digital Vision which reads, “The Government of Canada is an open and service-oriented organization that operates and delivers programs and services to people and businesses in simple, modern and effective ways that are optimized for digital and available anytime, anywhere and from any device.” By leveraging open source software, and leveraging open standards and solutions, the Government of Canada can mitigate vendor lock-in and expand its vendor pool from which to acquire digital services. + +Aligned Behaviours +1. Our team prioritizes solutions using open standards over solutions that do not. +2. Team members give back to the open source community as active contributors. +3. Our team designs their services to be interoperable with other services. +4. When searching for a new product, service or solution, our team considers open source solutions. +5. Our team supports clients using any device, from anywhere and at any time. + +Misaligned Behaviours +1. Our team renews existing contracts with vendors without first investigating open source tooling. +2. Our team does not have the competencies within it to deliver its services without the help of consultants or closed source vendor software. + + + Address security and privacy risks +Take a balanced approach to managing risk by implementing appropriate privacy and security measures. Make security measures frictionless so that they do not place a burden on users. + +Guidance: Address security and privacy risks +Digital services are core to service delivery, and they must securely store and manage the information of Canadians to maintain trust in government services. + +Security and privacy should be taken as a consideration from the onset of work for a given service, in alignment with Iterate and Improve. The implementation of security and privacy controls should be considered part of daily work. Similarly, processes should promote and monitor the continuous implementation of security and privacy controls throughout the lifecycle of a service. This will demonstrably increase the security and privacy posture of digital services by leveraging automated testing and real time reporting and monitoring over anecdotal document-heavy manual processes. Said processes, and the security and privacy controls themselves, should be frictionless, ensuring that services are designed first and foremost for users, not to satisfy existing legacy government procedures, tooling, or processes. Furthermore, by creating frictionless processes and permitting services to be iterated and improved upon quickly, the government is better situated to respond quickly to security or privacy risk. By responding to these operational needs within hours or minutes rather than months, the government can improve its security and privacy posture. + +Aligned Behaviours +1. Our team considers security and privacy throughout the service design process. +2. When implementing or enforcing security or privacy controls, our team takes into consideration how they would impact the quality or efficiency of the service and how it will impact the end users of the service. +3. Security measures are frictionless so that they do not place a burden on users. +4. Our team has privacy and security knowledge and understanding as a competency within the team. +5. The service has implemented automated security checks and privacy protections include role-based access and audit functions against the service. +6. There are procedures and processes in place to quickly respond to security or privacy breaches or incidents. + +Misaligned Behaviours +1. Team has no internal privacy or security knowledge, relying on other teams to identify nearly all security or privacy controls and best practices. +2. The core services upon which our team works have no automated security checks or privacy protections. +3. Our team relies on security through obscurity, hiding services or information rather than improving the security posture of the service. +4. Our team implements or enforces security or privacy controls without considering the impact on service usability. + + + Build in accessibility from the start +Services should meet or exceed accessibility standards. Users with distinct needs should be engaged from the outset to ensure what is delivered will work for everyone. + +Guidance: Build in accessibility from the start +Quality should be built in from the start, preventing the need to revisit previously implemented components due to issues, such as accessibility. The faster and earlier issues are found the less costly they are to fix. + +Accessibility in Canada is about creating communities, workplaces and services that enable everyone to participate fully in society without barriers. The Government of Canada is committed to taking a proactive and systemic approach for identifying, removing and preventing barriers to accessibility without delay complementing the rights of persons with disabilities under the Canadian Human Rights Act. To meet these commitments, accessibility should be a consideration throughout the service development lifecycle. This requires that accessibility be monitored and built into our processes to continually promote alignment with accessibility standards. While iterating and improving frequently and designing with users, accessibility should be a key consideration, and become a source of work items throughout the service design lifecycle. When designing with users, efforts should be made to identify a wide variety of users with a wide variety of needs, to ensure accessibility standards are met or exceeded. + +Aligned Behaviours +1. Starting at the outset, our team's service and platform design continually considers the lowest levels of digital skill, confidence and access. +2. Our team understands how to make their services or products accessible. +3. Our team considers accessibility throughout the service design process. +4. Research and testing are conducted to ensure our service is accessible to people of all abilities no matter how, where, or when they access the service. +5. Our team conducts ongoing user research with users with low level digital literacy, people with disability, and people from different cultural and linguistic backgrounds. +6. Our team implements automated accessibility checks for our services. + +Misaligned Behaviours +1. Our team has no competency with accessibility and relies on another team to identify accessibility shortcomings. +2. Accessibility compliance is added at the end of the development cycle in order to pass compliance checks or audits. + + + Empower staff to deliver better services +Make sure that staff have access to the tools, training and technologies they need. Empower the team to make decisions throughout the design, build and operation of the service. + +Guidance: Empower staff to deliver better services +To promote innovation and create agility within our organizations the teams that makeup our organizations must be empowered. Innovation increasingly flows from the bottom up rather than from the top down, and to benefit from this trend teams must be empowered. + +Don’t hire good people to tell them what to do, hire good people to have them tell you what to do. The government manages large, highly complex and crucially important services for their users. A top-down command and control approach to service delivery and designs enforces a structure that aligns to the structure itself, rather than to the needs of the users, or based on the expertise of those building the services. Rather than bringing information to authority, bring authority to the information. Those best suited to solve a given problem, are those closest to the problem. By removing decision-making authority from the teams into complex governance structures, the innovative potential of teams is mitigated by legacy governance procedures and processes. To create organizations that can iterate and improve frequently, teams must be empowered to make decisions for themselves. Complex architectures that are responsive to the needs of users, including users within the organization, are emergent and are not derived through the compilation of hypotheses lacking the expertise of those closest to the complex problems needing to be solved. + +Aligned Behaviours +1. Team members self-organize and self-manage through self-assigning tasks. +2. Team members meet with liberty to openly discuss challenges without fear of blame or reproach. +3. Team members feel safe to challenge the status quo. +4. Our team values learning as part of daily work. +5. Team members can articulate how their work contributes to business outcomes. +6. Our team can choose the tools they use to deliver their service. +7. Our team's management actively removes impediments that prevent the team from focusing on delivering value. +8. Our team has access to environments to experiment with new approaches, tooling, or solutions. +9. Our team feels their feedback is valued. +10. Failures are treated in our team as opportunities to improve and learn. + +Misaligned Behaviours +1. Work is assigned directly to members of our team from management. +2. Our team is required to get a series of approvals prior to being able to make routine changes to their service. +3. Learning in our team is largely done through week or day long courses periodically throughout the year. +4. Our team is unable, or finds it difficult, to acquire productivity tooling. +5. Our team does not have access to Software as a Service (SaaS) productivity tools as they are blocked by the department. +6. On our team, learning through reading books, blogs, or watching videos, talks, or tutorials is not viewed as work. +7. Our team has restricted access to tools, training and software based on job classification. + + + Be good data stewards +Collect data from users only once and reuse wherever possible. Ensure that data is collected and held in a secure way so that it can easily be reused by others to provide services. + +Guidance: Be good data stewards +Good data stewardship is required to ensure data is clean, reusable, and managed responsibly to be leveraged for data driven decision making and promote reuse of information rather than duplication of efforts. + +This involves managing data and information responsibly and securely, which supports the sharing and reuse of data throughout the Government of Canada and through promoting its use through innovative new solutions within the private sector. In alignment with working in the open by default, data and information should be published to be readable, by humans or by machines by publishing well organized data in machine readable formats. In alignment with iterating and improving frequently, efforts should be made to continually improve the quality of the data, and the quality of the processes used to manage and publish said data. Further, by working in the open by default and properly managing data and information sources, issues such as duplication of data and information and rework can be mitigated, while promoting the creation of innovative solutions which are able to leverage information collected and published by the government. + +Aligned Behaviours +1. Our team strives to leverage data to continuously improve decision-making, operations, or service delivery. +2. Our team identifies what data is needed to support decision-making, operations, or service delivery and reuses existing data as appropriate before acquiring new data. +3. Our team strives to identify and remove barriers to data sharing and release. +4. Our team ensures that users of our services can make corrections to their personal information. +5. Our team publishes data and information on the open government portal. +6. Our team publishes data in plain language and machine-readable formats. +7. Our team has clearly defined roles, responsibilities, and accountabilities for data and information management and use. +8. Our team captures appropriate metadata to provide context for the information and data we create and capture, thereby enabling its discovery and reuse by others. +9. Our team has processes in place to regularly assess, maintain, and improve data quality. +10. Our service has in place processes for ensuring proper management of information and data prior to being collected, used, disclosed, retained, disposed of, or declassified. +11. Our team ensures that information and data of business value are saved in systems where it can be properly managed. +12. Our team has processes in place for determining the classification of data and information. +13. Our team is aware of which information and data has business value and prioritizes its management. + +Misaligned Behaviours +1. Our team, or the service our team manages, asks users for the same information more than once. +2. The service, or services, our team is responsible for collects all the data or information required without reusing existing data or information. +3. The documentation for our APIs is only available to internal approved consumers. +4. Our team does not have the data it needs to make informed policy, program, or service decisions. + + + Design ethical services +Make sure that everyone receives fair treatment. Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence). + +Guidance: Design ethical services +Designing ethical systems means that systems created by the government ensures that everyone receives equitable treatment. + +Services should address client needs and provide public benefits. In the digital age, the underlying systems that run Canada’s services come to conclusions that can be opaque to both the external users, and those managing the systems. Efforts are required to increase the transparency and address potential biases of computational decisions, and to ensure that decisions made or supported using these systems are legal, consistent, accurate and align with the expectations and intents of those managing them. The responsible use of automated-decision systems includes being open about their use and being able to explain how decisions are made. Through iterative service design where results are continuously monitored against expected and desired outcomes, the organization positions itself to ensure it is designing ethical services. Furthermore, with extensive monitoring solutions, one must ensure their services are not enforcing biases, whether conscious or unconscious. + +Aligned Behaviours +1. Our team continually seeks out indicators of bias and ensures their services are not reinforcing unintended biases. +2. Our team continually seeks out evidence of unintended consequences to the user in service design and delivery and works to mitigate these consequences for the user. +3. When automated decision-making is being leveraged by our team, possible biases in the data and algorithms are acknowledged, accounted for, and mitigated. +4. Our team designs services which address cultural, linguistic, geographical, disability, technological, socioeconomic, or other access barriers to uptake. +5. Our team has considered the impacts of decisions on the users and negative outcomes are reduced, when encountered. +6. Our team uses data in a manner consistent with the purpose of its collection. + +Misaligned Behaviours +1. No training is provided to our team regarding the potential impacts of the service they are designing or delivering. +2. Our team conducts little to no monitoring of outcomes of the service to identify implicit bias. +3. Our team delegates ethical analysis to a vendor or external service, without direct accountability to management. +4. Our team designs and deliver services without fully considering relevant legislation +5. Our team delivers services without assessing the impacts of negative outcomes. + + + Collaborate widely +Create multidisciplinary teams with the range of skills needed to deliver a common goal. Share and collaborate in the open. Identify and create partnerships which help deliver value to users. + +Guidance: Collaborate widely +Collaborating widely allows us to learn from others to minimize mistakes already experienced and reduces work through identifying and sharing existing solutions. The problems that government solves are often unique, though they are not unique amongst governments. + +Many of the same solutions by the same, or similar vendors, are used throughout the world, or at varying levels of government within different jurisdictions. When designing a service, or implementing a service using tools or systems, identify which other departments, jurisdictions, or organizations, have leveraged similar technologies to solve similar use cases in order to collaborate widely, reduce work, share solutions, and benefit from lessons already learned by others. Furthermore, using multidisciplinary teams, especially when coupled with the empowerment of staff, the government improves its posture to deliver modern and innovative services. Through wide collaboration, organizations begin to break down the silos developed over time through the overreliance on functionally based teams. Going forward, working across skill sets, and leveraging work from others, while learning from their lessons, promotes the development of modern services better able to meet the changing needs of citizens in the digital age. + +Aligned Behaviours +1. Our team is multidisciplinary, having all the skills and capabilities required to fully deliver our service to users. +2. Our team is active in communities of practice, events, or groups that pertain to the areas of expertise of team members. +3. Our team has identified, and collaborates with, other teams, in or outside of our organisation, including other levels of government, other governments, the public, or private sector organizations, who have done, or are doing, similar work. +4. Our team documents any APIs for our service using modern and common protocols and standards and provides examples to others regarding their use. +5. Our team uses data from performance monitoring tools to inform business decisions. + +Misaligned Behaviours +1. Our team develops most of the service on our own, without leveraging existing solutions and services to reduce duplication of effort. +2. Our team overwhelmingly relies on tickets to manage collaboration between internal stakeholders or teams. +3. The team does not consider the impacts on teams working across the value stream, or on the outcome of the service. + + + + Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca. + + + Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic. + + + Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic. + + + Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic. + + + + 2.1. Enterprise First + +Name: Enterprise First +Statement: Provide maximum long-term benefits to the enterprise as a whole, while optimizing total costs of ownership and risks. +Rationale: +• Enterprise needs over business unit or project needs +• Enterprise priorities are above priorities of a business unit or a project +• Decisions based on the whole government have a greater long-term value than decisions with a certain perspective of a group with a specific interest + +Implications: +• Client needs must be addressed and opportunities leveraged for creating value by considering and selecting the appropriate approach and solutions in the following order: + o Pan-Canadian ; then; + o Government of Canada whole-of-government; then + o Government of Canada Cluster; then + o Department-wide, holistic and horizontal; then + o Program or project specific. +• The reach of an architecture should allow for Act as one +• Solutions must aim to maximize the cumulative business benefits over their entire lifecycle. +• Investment proposals must link to business/IT strategy and goals. +• Business value realization must be tracked and demonstrated on all major investments. +• Common solutions and shared services that benefit the enterprise over one-off solutions for one sector or region are preferred. +• Organizational readiness for adopting new solutions are analyzed and taken into account. + +References: +• TOGAF 9 Principle 2 +• DFO PRN_ARC_01: Enterprise value focus + + + 2.2. Client Centric + +Name: Client-Centric +Statement: Deliver high-quality, timely and accurate services that are responsive to current and emerging client needs and to continue to innovate and meet new standards of excellence. +Rationale: +• Clients expect seamless access to a suite of integrated programs and services based on their individual needs and abilities. +Implications: +• Services must be built around client needs +• Clients must be provided with a “one-stop service” that is simple and intuitive. +• Client and employee feedback data must be collected and analyzed to improve services and inform implementation. +• Clients are able to determine their level of engagement with the government and/or department as permitted by legislation, public policy and program policy +• Services must be delivered across multiple channels using modern architectures. +• Where appropriate, clients are directed into lower cost channels. +• Service levels must be defined for client services provided. +• Services must be measured to improve performance. +• A cross-government strategy must be built for common citizen and business data sets (e.g. name, address) and common client applications (e.g. authentication, payments, notifications). +• Services should be accessible by the client at anytime, anywhere and on any device. + +References: +• ESDC Service Strategy +• The OASIS Transformational Government Framework, Guiding Principles +• Digital Services Playbook - from the U.S. Digital Service +• DFO PRN_ARC_02: Citizen centered service + + + 2.3. Digital First + +Name: Digital First +Statement: +Create and optimize the design of services and communications for delivery via responsive digital channels (i.e., web, mobile, social media, etc.) over the traditional channels, such as mail, fax, or in-person. +Rationale: +• Clients expect secure and easy-to-use online options to access services from the information and application stage up to a decision on their file. +• ESDC is committed to providing Canadians with access to high-quality online services, while ensuring that those who require additional assistance to access services online receive it. +• Clients can complete services using digital self-service.( Goal 1 of the ESDC Service Strategy ) + +Implications: Digital First means: +• We must optimize to digital channel +• We must embrace decisions enabling its fullest control +• We must design the channel to support +• We must ensure the full spectrum of services covers the non-digital +• We must enable business transformation to grow take up + +GC Digital Architectural Standards +o Align to the GC Business Capability model +  Define program services as business capabilities to establish a common vocabulary between business, development, and operation +  Identify capabilities that are common to the GC enterprise and can be shared and reused +  Model business processes using Business Process Modelling Notation (BPMN) to identify common enterprise processes +o Design for Users First & Deliver with Multidisciplinary Teams +  Focus on the needs of users, using agile, iterative, and user-centred methods +  Conform to both accessibility and official languages requirements +  Include all skillsets required for delivery, including for requirements, design, development, and operations +  Work across the entire application lifecycle, from development and testing to deployment and operations +  Ensure quality is considered throughout the Software Development Lifecycle +  Ensure accountability for privacy is clear +  Encourage and adopt Test Driven Development (TDD) to improve the trust between Business and IT +o Design Systems to be Measurable and Accountable +  Publish performance expectations for each IT service +  Make an audit trail available for all transactions to ensure accountability and non-repudiation +  Establish business and IT metrics to enable business outcomes +  Apply oversight and lifecycle management to digital investments through governance +o Data Collection +  Ensure data is collected in a manner that maximizes use and availability of data +  Ensure data collected aligns to existing enterprise and international standards +  Where enterprise or international standards don’t exist, develop Standards in the open with key subject matter experts +  Ensure collection of data yields high quality data as per data quality guidelines +  Ensure data is collected through ethical practices allowing for use that supports appropriate citizen and business-centric +  Data should only be purchased once and should align with international standards +  Where necessary, ensure collaboration with department/ agency data stewards/ custodians, other levels of government, & Indigenous people +o Data Management +  Demonstrate alignment with departmental data governance and strategies. +  Ensure accountability for data roles and responsibilities +  Design to maximize data use and availability. +o Data Storage +  Ensure data is stored in a secure manner in accordance with the National Cyber Security Strategy, and the Privacy Act. +  Follow existing retention and disposition schedules. +  Ensure data is stored in a way to facilitate easy data discoverability and accessibility. +o Data Sharing +  Data should be shared openly by default as per the Directive on Open Government. +  Ensure government-held data can be combined with data from other sources enabling interoperability and interpretability through for internal and external use +  Reduce the collection of redundant data +  Reuse existing data where possible +  Encourage data sharing and collaboration +o Use open standards and solutions by default +  Use open standards and open source software. Avoid lock-in and seek independence and substitutability where open source software or open standards are available. +  Enforce this order of preference: open source first, then platform-agnostic COTS, then proprietary COTS, and lastly custom-built +  Make source code open and reusable under an appropriate open source software license +  Expose public data to implement Open Data and Open Information initiatives +o Maximize Reuse +  Leverage and reuse existing solutions, components, and processes +  Select enterprise and cluster solutions over department-specific solutions +  Achieve simplification by minimizing duplication of components and adhering to relevant standards +  Inform the GC EARB about departmental investments and innovations +  Share code publicly when appropriate, and when not, share within the Government of Canada +o Enable Interoperability +  Expose all functionality as services +  Use micro services built around business capabilities. Scope each service to a single purpose +  Run each IT service in its own process and have it communicate with other IT services through a well-defined interface, such as an HTTPS-based application programming interface (API) as per Appendix D: Mandatory Procedures for Application Programming Interfaces +  Run applications in containers +  Leverage the GC Digital Exchange Platform for components such as the API Store, Messaging, and the GC Service Bus +o Use Cloud first +  Enforce this order of preference: Software as a Service (SaaS) first, then Platform as a Service (PaaS), and lastly Infrastructure as a Service (IaaS) +  Enforce this order of preference: Public cloud first, then Hybrid cloud, then Private cloud, and lastly non-cloud (on-premises) solutions +  Design for cloud mobility and develop an exit strategy to avoid vendor lock-in +o Design for Performance, Availability, and Scalability +  Design for resiliency +  Ensure response times meet user needs for availability +  Support zero-downtime deployments for planned and unplanned maintenance +  Use distributed architectures, assume failure will happen, handle errors gracefully, and monitor actively +o Design for Security and Privacy +  Implement security across all architectural layers +  Categorize data properly to determine appropriate safeguards +  Perform a privacy impact assessment (PIA) and mitigate all privacy risks when personal information is involved +  Balance user and business needs with proportionate security measures and adequate privacy protections. + +• Digital Principles (Canada.ca) +o Design Ethical Services +  Make sure that everyone receives fair treatment. +  Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence). +o Collaborate Widely +  Create multidisciplinary teams with the range of skills needed to deliver a common goal. +  Share and collaborate in the open. +  Identify and create partnerships which help deliver value to users. +References: +• ESDC Service Strategy +• GC Digital Standards +• GC Digital Architectural Standards +• Digital Princples (https://open.canada.ca/en/blog/digital-principles?page=1%2C0) + + + 2.4. Mission-driven + +Name: Mission-Driven +Statement: Achieving the mandate and strategic goals of ESDC +Rationale: +• A business led and focused architecture is more successful in: + o Supporting the department’s mandate + o Achieving the strategic goals + o Responding to changes in client and stakeholder needs and expectations +• For optimal Return on Investment (ROI) requires decisions to be aligned with the department’s mandate and strategic goals +• Architectures reflect the current and target state of the department so informed decisions can be made regarding achieving the department’s mandate and strategic goals +Implications: +• Architectures will demonstrate how business servers the organizational values and strategic goals +• Architecture must implement a complete vision that is focused on the business +• As new needs arise, priorities must be adjusted proportionally +• Priorities must be established by and for the entire company +• Ability to analysis the impact of change in laws, regulations, standards and directives has on the department carrying out its mission/mandate +• Ability to identify gaps between the current state and target sate +• Ability to identify barriers that impact the department’s transformation and recommendations to overcome the barriers +References: + + + 2.5. Interoperability + +Name: Interoperability +Statement: Interoperability allows the enterprise to interact, connect and operate with other parties within its business and IT ecosystem in an effective and efficient manner. +Rationale: +• Changes in the business and IT ecosystem may impact ESDC ability to meet its mandate and achieve its strategic goals. +• ESDC collaborates with other parties to meet its mandate and achieve its strategic goals. +• ESDC uses the services of 3rd Party Service Providers to meet its mandate and achieve its strategic goals. +Implications: +Service +• Interoperability requirements are defined and considered from the onset of an initiative +• Interoperability standards and industry standards must be followed unless there is a compelling business reason to implement a non-standard. +• Need to understand all the parties, including their role and responsibilities, that are part of the ESDC business and IT ecosystem. +• A party’s role and responsibilities within the ESDC ecosystem is formalized and underpinned by the appropriate vehicle (e.g. legislation, regulation, agreement, etc.). +• Need to understand how a party contributes to ESDC meeting its mandate and achieving its strategic goals. + +References: + + + 3.1. Business Continuity + +Name: Business Continuity +Statement: Operations are maintained in case of events that may or are known to cause service or system interruptions. +Rationale: +• Business activities continue regardless of external events. +• Hardware failure, natural disasters, and data corruption do not disrupt or stop enterprise activities. +• The enterprise business functions are capable of operating leveraging redundant information delivery mechanisms. + +Implications: +• The risks of business interruption must be established in advance and managed. (Management includes but is not limited to planning, testing and monitoring business continuity and IT service recovery, periodic reviews, testing for vulnerabilities and exposure, or designing mission-critical services in a way that ensures business function continuity through redundant or alternative capabilities.) +• Services and applications must be assessed for criticality and impact on the ESDC’s mission to determine which continuity level is required and which corresponding recovery plan must be implemented. +• Recoverability, redundancy, and maintainability of enabling services and systems must be considered throughout their design and use. +• Technology lifecycle must be actively managed. +• Technology must be regularly and proactively upgraded. +References: +• TOGAF 9 Principle 4 + + + 3.2. Accessibility + +Name: Accessibility +Statement: ESDC services are accessible on an equitable basis to clients +Rationale: +• Government services needs to be accessible to the widest set of consumers. Channel independence ensures that clients have a choice of access options. While information and services need to be accessed in a variety of ways, the information and services must be delivered in an integrated, consistent fashion. +Implications: +• Services should be designed to operate consistently across multiple delivery channels. +• Programs will need to resource significant additional effort in human interface design. +• In designing services, programs will need to consider accessibility by, and interoperability with, automated services. +References: +• Australian Government Enterprise Architecture Principles (PR-6) + + + 3.3. Value + +Name: Value +Statement: Government business initiatives and investments must represent value for money and return a business benefit. +Rationale: +• The value and cost of investments need to be measurable in objective terms. A government service that does not have an understood return on investment (ROI) is unlikely to receive the on-going support and commitment that will make it sustainable. +• Service delivery can create complicated cost/benefit models, particularly where there are cross-jurisdictional boundaries. The benefits realized through a service may not be recorded by the program and/or programs that are required to invest. A thorough understanding of the costs and benefits is required to establish an appropriate investment model to support the creation and on-going management of the service. +• It is mandatory for programs to meet the GC procurement rules for: + o value for money, + o encouraging competition, + o efficient, effective and ethical use of resources, and + o accountability and transparency. +Implications: +• Business initiatives will need to be fit for purpose and deliver value and benefit. +• Business initiatives will need to be prioritized in terms of their relation to the GC and department vision, policies, strategies and plans. +• The department will need to assess the ROI for each business initiative. +• Public ROI should be based on the department taking a rewards-based approach to ROI measurement and encompass the following three areas: + o Financial ROI: Traditional or “classic” measurement of financial gains with quantifiable results. These ROI is direct, measureable benefits and costs e.g., reduced transaction costs (such as in procurement by reducing the cost creating a purchase order from $28 to $21) or fewer steps in the workflow of approving a budget request + o Social ROI: Impact of government services on a societal level This ROI is indirect and difficult to measure public good benefits and costs e.g., are citizens safer? Are children in a particular jurisdiction receiving adequate social services? Are the vulnerable receiving sufficient support? + o Political ROI: Impacts the system of governing and policy decision making. This ROI is motivational feasibility of the project, or the benefits of interested parties (champions, opponents, decision makers) e.g., are we delivering government programs that match policies, legislation and mandates? Are we delivering on the promises of our politicians? +• In addition to assessing the public ROI for each business initiative, a total cost of ownership (TCO) approach will be required. The TCO will need to assess the investment against other priorities, as well as balancing the costs of development, support, security, risk mitigation, disaster recovery and retirement against the costs of government’s requirements for flexibility, scalability, ease of use and reduction of integration complexity. +• There will need to be improved whole-of-government usage of business benefit management and benchmarking, +References: +• Australian Government Enterprise Architecture Principles (PR-4) + + + 3.4. Reliable + +Name: Reliable +Statement: Departmental services are reliable, accurate, relevant and timely. +Rationale: +• The take-up and use of lower cost channels will depend on users of government services trusting the ability of the government to provide reliable, accurate, relevant and timely information to consumers. +• Reliable services that provide consistent outcomes will help to reduce complaints, reviews and appeals from consumers. +Implications: +• The department will need to deliver services and information which clients can rely upon. +• The department, and programs will need to devote effort towards service design and service performance management to ensure reliable services +• Good processes create good services and data. Processes will need to be the focus of ongoing continuous improvement (which in turn will improve reliability, accuracy, relevancy and timeliness of the service). +• The department will need to provide trusted services and information to individuals, and organizations. The outcomes of these services and information will strengthened the trust in the department and Government of Canada. +• The department and programs will need to collaboration with other departments and programs to deliver, manage and measure services to ensure the services are achieving the desired outcomes + +References: +• Australian Government Enterprise Architecture Principles (PR-3) + + + 3.5. Cohesiveness + +Name: Cohesiveness +Statement: Departments shall present a consistent and unified face of government through a common and integrated approach to service delivery. +Rationale: +• Government services are presented to clients in a consistent and cohesive manner. This means that clients of government services should only need to present a piece of information to government once. Similarly, clients will be presented with a common look, feel and experience regardless of what department service or channel they are accessing at the time. This presentation of a consistent government face will reduce the impact of internal government change (for example, department/program amalgamations and restructures) on clients, and potentially reduce the flow on costs of such changes. Adoption and continued use of a service by clients will depend, to an extent, on ease of use enhanced by consistency of service delivery. +• With the introduction of common services and the reduction of duplicate services, the Government/Department has the opportunity to reduce costs. +Implications: +• Departments and Programs will need to collaborate in the development of services. This will require open sharing of information, cross-department/program planning, and understanding of whole-of-government service channels, segments and lines of business. +• To achieve consistent and interoperable service across the whole-of-government, the government, department and its programs will need to agree and use common technologies, open industry standards and open architectures. +• The department and programs will need to align service delivery with whole-of-government policies, strategies and frameworks. +• Departments and programs will need to reduce integration complexity. +• Departments and programs will need to incorporate the seamless use of interoperable applications, data and information across various sourcing models and operating environments. + +References: +• Australian Government Enterprise Architecture Principles (PR-2) + + + 3.6. Optimize Services + +Name: Optimize Services +Statement: Across the business domain, we will enable simple, flexible, efficient and reusable services. +Rationale: +• By focusing on increasing the efficiency, effectiveness, value and quality of our processes we will increase the maturity and stability of what we do (our business capabilities). We won’t be dragged down by non-optimized solutions and designs and reduce risk. + +Implications: +• Test and iterate our models and plans more often. +• Favour small incremental pieces that integrate seamlessly and can be reused across the organization. +• Think enterprise first (instead of one-off solutions). +References: +• Business Architecture Team + + + 4.1. Accessible-by-Default + +Name: Accessible-by-Default + +Statement: Information and data is open, accessible and easy to use by default, however protected within closed environments when it includes personally identify and/or sensitive data +Rationale: +• The Government of Canada strives to provide Canadians with access to the data that is produced, collected, and used by departments and agencies across the federal government through a single and searchable window. +• Information and Data are easily findable and consumable, in the appropriate format for a variety of users and scenarios. +• Benefits of open data include: + o Support for innovation + o Advancing the government's accountability and democratic reform + o Leveraging public sector information to develop consumer and commercial products + o Better use of existing investment in broadband and community information infrastructure + o Support for research + o Support informed decisions for clients + o Proactive Disclosure +• Information and Data are ubiquitous, but to be of business value the constraints challenging its access and use must be mitigated as much as is appropriate to do so. + +Implications: +• Unless sensitive or containing personally identifiable data, the data is accessible to all employees of ESDC. +• When designing services and systems, opportunities for publishing open data must be explored. Data can be published in different formats, or made accessible through Application Programming Interfaces (APIs). +• Application Programming Interfaces (APIs) provide on-demand access to large, timely or complex data. +• Information and Data holdings must be aligned to business needs and functions. +• Information and Data are clearly catalogued, easily discoverable and easily accessible. +• Access must be closely tied to understanding of the data, otherwise inappropriate use may occur. +• Information and Data consumers’ awareness and education of data sources must be sustained. +• Information and Data are in the appropriate tool and format for use and users know how to access it. +• Efficient / timely access to information / data and its protection are not mutually exclusive concepts. +• Information and Data repositories need to be managed to reduce redundancies and duplication. +• Information and Data presentation must match generally accepted internal or external standards. +• Levels of aggregation or disaggregation are appropriate for consumption purposes. +• Timeliness of access permits the right data to be available when it is needed. +• Mashup of Information and Data will push the boundaries of user understanding and will need training and support. +• Knowledge repositories should capture enterprise information in ways to be useful as a basis for designing programs and services to improve future outcomes. +• Business and Information Professionals must partner to ensure user/consumer perspective is enabled. +• Information and data is now found in many forms and under many constraints. +• Boundaries or constraints can include legal, geographic, ownership, sovereignty, language, format, application, technology, security, privacy, etc.; the goal is to architect by considering these boundaries, not to circumvent them. +• Data architecture or lineage and flow must be such that we can utilize, process, and share data regardless of constraints. +• Data if possible should reside where it is and not re-created or moved. +• Intellectual property must be respected and maintained regardless of constraints. +• A federated management / stewardship approach may be applied in certain circumstances. +• Availability must not suffer due to insufficiently designed and implemented solutions. +• Third party processing (supply chain security) policies and architectures should be designed and monitored (i.e., our data must be under our rules at all times and locations). + +References: +• Canada's Open Data Principles +• CDO + + + 4.2. Common Understanding and Trusted + +Name: Common Understanding and Trusted +Statement: Business and program terminology and data are defined consistently throughout the Department, and the definitions and values are understandable, trusted and available to all users. +Rationale: +• A common vocabulary facilitates communications and enables effective dialogue. +• The data that will be used in the development of services must have a common definition throughout the Department to enable sharing of data. +• Information and Data are meaningfully defined from an enterprise perspective by the appropriate authorities, and are obtained from reliable, authoritative and understood data flows and sources. + +Implications: +• The Department must establish the initial common vocabulary for the business based on open standards where available. The definitions will be used uniformly throughout the Department. +• Multiple concurrent definitions must be replaced by a definition that is accepted and understood by the entire Department. +• Whenever a new definition is required, the definition effort will be co-coordinated and reconciled with the corporate "glossary". +• Clarity and integrity of information / data is crucial to supporting business processes +• Building trust in data requires a multi-faceted approach. +• Metadata capture and utilisation must be mandatory in all processes and systems +• Data and its associated metadata must be an integral part of any business process design +• Information and data lineage (flow) and applied business rules must be documented and available +• Stewards must clearly define business terms and data elements, aligned to business programs to provide a common enterprise vocabulary, thus allowing for enterprise-wide use and interoperability +• Stewards need a simple and repeatable process to define, have approved and publish definitions and other metadata for information and data elements +• Stewards and all consumers need a repository, tied to important systems to capture / consume metadata +• Stewards will direct custodians in their activities as relates data aspects +• Properly identified data custodians are solely responsible for data capture to ensure integrity and quality and reduce redundant efforts and storage/processing +• Data governance and stewardship provide the means to ensure that enterprise data can be trusted +• Enterprise Information and Data should be located in authoritative sources +• Without trust in data consumers may develop their own siloed and redundant solutions/repositories. + +References: +• TOGAF 9 Principle 14 +• CDO + + + 4.3. Shared Assets + +Name: Shared Assets +Statement: Information and Data are Shared Assets. +Rationale: +• Information and Data are valuable enterprise assets, with clear accountability, and treated as ‘our’ data not ‘my’ data to fully deliver on its benefits. + +Implications: +• Information / Data are enterprise assets, much like capital, human or intellectual property assets. +• Most enterprise assets require careful management, and Information / Data are no exception. +• Information / Data assets exist to respond to business needs, support decision-making, enhance operational efficiencies and provide effective service delivery. +• Ownership resides at the enterprise level or higher, not at the individual or business line level. +• Clearly assigned stewardship is key to managing day-to-day data activities and data quality but requires the authority and the means to do so to ensure authoritative decisions are taken by the right parties. +• Discussion and decision forums and approaches must be inclusive, transparent, holistic and at the enterprise level and no longer strictly by business line or limited scope. +• Value is derived from sharing by reducing the number of authoritative sources, obliging data quality, permitting horizontal use / re-use and aggregation / dissemination to tap into unknown potential, and by allowing faster yet secured access. +• Managing and sharing requires policies, procedures, standards, roles & responsibilities, to govern data management capabilities and a significant cultural change at all enterprise levels. +• Various artefacts and tools such as an enterprise data model and a business glossary will assist with management, communication and sharing in support of the enterprise mandate. + +References: • CDO + + + 4.4. Fit-for-Purpose + +Name: Fit-for-Purpose +Statement: +• Information and Data are Fit-for-Purpose + +Rationale: +• Information and Data are suitable and of the appropriate quality for the intended purpose, as defined by the business programs and tested as close to the source as possible. + +Implications: +• Often assumed to be a 100% data quality requirement and not the pragmatic reality. +• Approach should be to get the data ‘right’ for the need, as defined by the responsible party. +• Management and architecture of the information / data must support not only operational needs but also and analytical / research and marketing requirements, otherwise the data has no value in bettering program outcomes. +• Information and Data quality must be tested and remediated as close to the source as possible. +• Information and Data quality will degrade over time, even if nothing ‘happens’ to the actual data, therefore validation of its quality must be performed as an ongoing function, not one-time efforts and monitoring and reporting on quality metrics must be part of everyday operations. +• Data quality functional expertise (i.e., center of excellence) can establish a standardised framework and support to business programs in their quality validation processes. +• Dimensions of quality utilised to validate the appropriateness and usefulness of the data will vary by necessity (i.e., uniqueness, validity, completeness, accuracy, etc.). +• Business purpose of data must consider upstream and downstream uses, and not just the immediate use. +• Information and data repositories may need differing levels of quality if utilised for research versus operational needs. + +References: +• CDO + + + 4.5. Managed Strategically + +Name: Managed Strategically +Statement: Information and Data are Managed Strategically. +Rationale: +• Information and Data are managed across all data management capabilities and throughout its lifecycle, according to industry standards and best practices, for the purpose of answering current and future business needs. + +Implications: +• Data Management Functional leadership must exist to ensure all aspects of managing information and data are included to cover all facets of business data needs. +• Functional leadership must create and ensure their standards are applied and monitored for conformity. +• Interoperability is the target, and integration is the interim solution, to avoid data silos, replication and unnecessary processing and movement. +• Managing Information and data is often a collaborative effort between data professionals and business professionals. +• Measuring the maturity of information and data management practices is of value to ensure improvements and alignment to business needs. +• Full functional and lifecycle management is necessary to manage risks, compliance and should be auditable. + +References: +• CDO + + + 5.1. Buy what we can and build what we must + +Name: Buy what we can and build what we must. +Statement: +Implement cloud services/COTS by default, open source where practical, and reserve custom development for unique requirements; adopt shared services and common government solutions where available. + +Rationale: +• Procuring commercial solutions (Cloud Services, COTS or open source) for common applications allows ESDC to focus its resources on application with Unique Requirements related specific configurations, customizations, and as a last resort custom development. + +Implications: +• When deploying new workloads, Departments must consider cloud service models in the following order: + o Cloud Services (SaaS) + o Open source + o COTS +This means that the preference will be given to subscribing to SaaS solutions rather than buying or developing new solutions that can be hosted on a PaaS or IaaS infrastructure. +• When SaaS is not available, ESDC will explore availability of packaged solutions, both commercially available (COTS) and open source. Only if no appropriate solution is available on the market (commercial or open sauce), development of a custom solution would be considered. +• Proprietary solutions restrict reuse, reduce asset management flexibility and can prevent government organizations from switching suppliers. +• Open source will be fairly assessed against proprietary solutions alternatives. Exit, rebid and rebuild costs will be taken into consideration during procurement decisions for best value for money comparisons between open source and proprietary solutions. + +References: +• Government of Canada Information Technology Strategic Plan 2016-2020 +• GC Cloud Adoption Strategy (2016) +• Accenture Paper on Technical Debt +• Correctional Service Canada (CSC) Enterprise Architecture Principles + + + 5.2. Technology Independence + +Name: Technology Independence +Statement: Applications are independent of specific technology choices and therefore can operate on a variety of technology platforms. + +Rationale: +• Independence of applications from the underlying technology allows applications to be developed, upgraded, and operated in the most cost- effective and timely way. +• Ensure that an application is not dependent on specific hardware and operating systems software realizing that IT related decisions makes the organization dependent on that technology + +Implications: +• For SaaS and PaaS there may be limited choices given these services are technology and platform-dependent +• Interfaces will need to be developed to enable interoperability with services deployed under the enterprise architecture +• Middleware will be used to decouple services from specific software implementation. + + + 5.3. Service Orientation + +Name: Service Orientation +Statement: The architecture is based on a design of services which mirror real-world business activities comprising the enterprise (or inter-enterprise) business processes. +Rationale: +• Service orientation supports enterprise agility and boundaryless information flow + +Implications: +• Need to think in terms of APIs, application services, and service-based integration that fulfills a business need +• Service representation utilizes business description to provide context (i.e. business process, goal, rule, policy service interface and service component) and implements services using service orchestration +• Service orientation places unique requirements on the infrastructure; implementations should use open standards to realise interoperability and location transparency. +• Implementations are environment specific; they are constrained by context and must be described within that context. +• Service orientation requires strong governance of service representation and implementation. +• ESDC needs to transform its acquisition of IT solutions from siloed systems to modern, modular service-based contracts exploiting common services. + +References: +• TOGAF 9.2 Principle 6 + + + 6.1. Control Technical Diversity + +Name: Control Technical Diversity +Statement: ‘Right-size’ the variety of technology platforms to use in alignment with our partners’ strategic choices (i.e. SSC, TBS). +Rationale: +• Limiting the number of different supported technologies: + o Improves maintainability and reduces total cost of ownership. + o Enhances staff focus on standardized technologies and reduces staff competency requirements. + o Improves solution interoperability + o Improves synergy. + +Implications: +• Consider benefits of introducing a new technology versus the required additional maintenance effort, additional staff competency requirements, increased complexity, and the potential lack of interoperability with existing technologies. +• Balance controlling technical diversity and IT-enabled business innovation. +• Prefer vendor-independent technologies to enable solution interoperability and avoid vendor lock-in. +• Reduce integration complexity by utilizing standardized integration approaches. +• Policies, standards, and procedures that govern acquisition of technology must be tied directly to this principle. +• Technology options will be constrained by the choices available within the supported standards. +• Technology options and preferred choices are published as “Technology Bricks” and governed through architecture governance. The “Bricks” are refreshed regularly to reflect appearance of new technologies and sunset of legacy technologies. +• Need to define and implement a lifecycle management process for all technology products + +References: +• TOGAF 9 Principle 20 + + + 6.2. Responsive Change Management + +Name: Responsive Change Management +Statement: Changes to the enterprise information/data and technology environment are implemented in a timely manner +Rationale: +• If people are to be expected to work within the enterprise information /data and technology environment, this environment must be responsive to their needs + +Implications: +• Processes for managing and implementing change must be developed that do not create delays +• A user who feels a need for change will need to connect with a “business expert” to facilitate explanation and implementation of that need +• If changes are going to be made, the architecture must be kept updated + +References: +• TOGAF 9.2 Principle 19 + + + 6.3. Quality Level Metrics (QLM) Approach + +Name: QLM Approach +Statement: Technology implementations require quality level metrics (QLM) negotiations and tradeoff discussions to occur as early as possible in the architecture and design process between business stakeholders and systems stakeholders including application architects, technology architects, service providers and operations and maintenance staff. + +Rationale: +• Facilitates non-functional requirements gathering +• Avoids narrow discussions of requirements - business stakeholders will have a clearer idea of the system they are asking for / getting +• Better acceptance from the business on the system that is ultimately delivered – fewer surprises for both the business and I&IT +• Better fit of applications into the infrastructure +• Better security + +Implications: +• Need to ensure that processes, such as product selections, vendor of record, planning, requirements gathering, have quality level metrics as part of the requirements. The standard QLMs are: + o Scalability - The ability of the solution to scale up or down to meet the increase/ decrease in volume through increasing/decreasing the number of nodes/servers supporting the solution (horizontal scaling) or increasing/decreasing the resources of a single node/server (vertical scaling) + o Performance - The ability of the solution to meet the load and response time requires + o Availability - The ability of the solution to meet recovery time objectives, recovery point objectives and system up time + o Recoverability - The ability of the solution to transaction recovery\rollback, guarantee atomicity, transactional checkpoint logging and backup + o Integrity - The accuracy, completeness and timeliness of data at rest or in transit within a solution + o Interoperability - The degree with which the system can connect to, exchange and process data from other systems. + o Usability - The ability and extent the solution can be used by specific users to achieve specified goals effectively and efficiently + o Source-ability - The degree to which equivalent solutions/services/components can be obtained from multiple sources + o Affordability - The characteristics of a product or service that provides the government value for money and falls within their budget through the expected life span of the product or service + o Supportability - The ease with which the solution can be operated, configured and maintained by the operational staff during the useful life of the solution + o Adaptiveness / Modifiability-The degree to which a module, component or other work product ban be used in more than one solution. + o Upgradeability - The ease in which the solution in whole or components of the solutions can be modified to take advantage of new service, solution, software or hardware technologies + o Security -The ability in which the solution meets the security objectives and standards +• Need to document, publish and enforce the requirement for quality level metrics when developing solutions, services and infrastructure + + + 7.1. Security-by-Design + +Name: Security-by-Design +Statement: Enable and protect activities and assets of both people and enterprises are built-in to any business practice and corresponding IT solution +Rationale: +• ESDC’s IM/IT assets are protected against theft, loss, damage, or unauthorized modification, destruction or disclosure to assure public confidence in the Department. +• When security protection for confidentiality, availability and integrity are considered up front., it is more cost effective and results are more robust and resilient. + +Implications: +• Controls for the protection of confidentiality, integrity and availability must be designed into all aspects of solutions from initiation, not as an afterthought. +• Security must be designed in the business processes within which an IT system will be used. +• ESDC’s business solutions must be compliant with the Privacy Act; MITS; ATIP policies; FAA, etc. +• Security requirements must be determined with all stakeholders. +• Business driven security requirements based on legislation, policies, and business needs must be supported. +• A consistent, trusted and effective security model must be developed for use across all applications, data, systems, and infrastructure. +• Security Assessment and Audit (SA&A) , and Statement of Sensitivity (SoS) processes shall be used to identify threats and risks and select cost effective controls which meet control objectives. +• A Vulnerability Assessment (VA) process shall be used to identifying and quantifying vulnerabilities in a system. +• Program managers need to have business impact analysis and business continuity planning processes developed and implemented. +• Program managers need to be part of the process to conduct the business impact analysis and to select contingency and business continuity plans. +• Business impact analysis should be coordinated with value/risk analysis to identify potential countermeasures to exposures to the ESDC during the design of new business processes. +• A controlled variance process must be adhered to. +• Accountable parties are responsible for establishing or aligning to authorised purposes for their assets +• Risk tolerances, breach mitigation and breach outcomes must be clearly defined beforehand. +• Ethically and legally, ESDC is obligated to protect Information / Data under its care to retain the right to manage and use it. +• Information / Data are sheltered from unauthorised access, modification, use, disclosure or destruction. +• Intellectual property and confidentiality is safeguarded. +• Sharing must be balanced against classification, proprietariness or sensitivity of Information / Data. +• Aggregation of Information / Data, such as for residual data must also be reviewed for sensitivity. +• Security must be applied at the appropriate level, i.e., data level versus application level. +• Systems and Information / Data must be safeguarded from malevolent intentions and disaster. +• Emerging technologies such as cloud and data lakes, must be accounted for in modernised policies, standards and practices, and user awareness and training. +• Anonymization or masking techniques may be necessary and utilised before permitting certain access. +• Security controls must not hinder appropriate and timely access and sharing of assets s (e.g. Information / data). + +GC Security Architecture +• Information categorization – As the originator of a record, each department is responsible for a plan, the implementation of information categorization systems and the review of data and information prior to release on the Open Government Portal (the “Portal”) +• Should it be third-party information (government to government, government to industry, other), additional release mechanisms are up to department review +• Training and awareness on the requirements of the Portal is needed (to reduce additional work for other departmental stakeholders such as ATIP officer or Privacy analysts) +• Departments are also responsible to review the metadata and telemetry of datasets, to reduce the risk that combining smaller pieces of the data can enable a malicious user to action one of the risk scenarios +• Legal and policy framework – Departments must continue to observe all domestic and international laws as they relate to handling resources, and should be respectful when considering which resources are being shared and released on the Portal +• Respect for privacy and persons – Departments must protect personal information by not releasing it on the Portal +• Departments must ensure that all data and information released on the Portal contains no personal information or is properly de-identified/anonymized +• Departments should be transparent about how data and information will be collected, used and shared on the Portal +• Within an “Open by Default” environment, departments must identify situations and datasets which cannot be released or be made open by design +• Forward planning – Departments should consider privacy and security when releasing records on the Portal. Considerations should include: +• Consulting internally with business line and data / information owners / stewards to identify risks associated to the public, the organizations and the government as a whole +• Assessing privacy and security on an ongoing basis, as due diligence does not end with uploading a record but rather an ongoing responsibility to maintain the accuracy and completeness of all records +• Making plans prior to the release of records for their maintenance and periodic reviews of the privacy and security implications of the universe of relevant records available on the Portal +• Assigning clear accountabilities within departments and agencies for considering privacy and security implications of open government records +• Security and Privacy Incidents and Remediation – Departments and agencies will take steps to ensure their ability to respond effectively in the case of a privacy or security incident +• In the event of any real or suspected security incidents, departments and agencies will respond in accordance with the Directive on Departmental Security Management (DDSM), departmental and agency processes and procedures, and when applicable the Cyber Security Event Management Plan (GC CSEMP) +• In the event of any real or suspected privacy breach, departments and agencies will respond in accordance with the Directive on Privacy Practices. Departments and agencies should apprise themselves of TBS Guidelines for Privacy Breaches and the Privacy Breach Management Toolkit. These privacy instruments identify causes of privacy breaches, provide guidance on how to respond, contain and manage privacy breaches, delineate roles and responsibilities, and include links to relevant supporting documentation +• Considerations for maximizing release – When considering de-identifying information and data, the following should be noted: +• De-identification needs to be done by trained officials +• Software for de-identification is not always available and may need to be developed +• Effective de-identification may reduce the granularity of records and, as a result, data and information quality may decrease +• De-identification can be costly and require significant investments of resources, time, and data processing +• Extrapolation or aggregation risks may persist in spite of de-identification efforts + +References: +• Canada Border Services Agency (CBSA) defined Architecture Principles +• CDO +• See decomposition in Open Web Application Security Project (OWASP) +• GC Security and Privacy Guidelines- https://gcconnex.gc.ca/file/download/29788569 + + + 7.2. Privacy-by-Design + +Name: Privacy-by-Design +Statement: Respect and protect personal information are built-in to any business practice and corresponding IT solution. + +Rationale: +• ESDC’s IM/IT assets are protected against theft, loss, damage, or unauthorized modification, destruction or disclosure in order to assure public confidence in the Department. +• When security is considered up front the result is more cost effective, and the outcome is more robust and resilient security protections for privacy. +• Information / Data capture, access and usage processes ensure the protection of privacy without impeding or delaying access to it for justified needs. + +Implications: +• All of the Departments’ business solutions must be compliant with the Privacy Act; MITS; ATIP policies; FAA, etc. +• Privacy requirements must be determined with all stakeholders. +• Effective privacy administration processes and tools for assurance and accountability shall be required. +• A controlled variance process must be adhered to. +• Must align to necessary frameworks, both internal and external as pertains privacy protection (i.e., GDPR, Canadian laws and regulations). +• Automatic processing, trans-border and cross-entity flows of personal data create new forms of relationships among countries/entities and require compatible rules and practices be in place. +• Personal data shall not be transferred to any entity unless that entity ensures an adequate level of protection and authorisation from individuals. +• Current legislation and competing values might be a hurdle to sharing and free flow of private data. +• Data Stewards must aid in removing or avoid creating unjustified barriers to private data. +• We must prepare for breaches to permit a timely and appropriate response and course of action. +• Personal data collection needs and uses must be clearly defined up front. +• Personal data shall be adequate, relevant and not excessive in relation to the purpose. +• Private individuals must have the right and ability to view, edit their information, and the right to be forgotten in certain cases (i.e., data is disposed of at the end of the effective lifecycle of the data or process). +• Automated means of processing private data must be transparent to data subjects. +• Data classification will be necessary in all situations. +References: +• Canada Border Services Agency (CBSA) defined Architecture Principles +• CDO +• Government of Ontario. OPS Enterprise Architecture: Principles and Artefacts + + + 7.3. Integrity-by-Design + +Name: Integrity-by-Design +Statement: Provide clients with a high degree of trust that the system and its attendant data and information are correct (i.e., precise, accurate and meaningful), valid (created, modified and deleted only by authorized users) and invariant (i.e., consistent an unmodified). + +Rationale: +• Integrity is one of the three central pillars of securing corporate information assets along with confidentiality and availability. Integrity keeps data pure and trustworthy by protecting system and data from intentional or accidental changes. +• With data being the primary information asset, integrity provides the assurance that the data is accurate and reliable. Without integrity, the cost of collecting and maintaining the data cannot be justified. Therefore, policies and procedures should support ensuring that data can be trusted. +• Mechanisms put in place to ensure the integrity of the system, its data and information should prevent attacks on the storage of that data (contamination) and on its transmission (interference). Data that is altered on the network between the storage and the user's workstation can be as untrustworthy as the attacker altering or deleting the data on the storage media. Protecting data involves both storage and network mechanisms. +Implications: • Unauthorized users must be prevented from making modifications to data or programs. +• Unauthorized users must be prevented from making improper or unauthorized modifications. +• Internal and external consistency of data and programs must be maintained. +• Applying encryption to information that will be sent over the Internet or stored on digital media. +• Software must be built defensively. +• Users should be prevented from inadvertently storing inaccurate or invalid data by incorrect data entry, an incorrect decision made in running programs, or not following procedures. +• Users should be prevented from affecting integrity through system configuration errors at their workstations or even by using the wrong programs to access the data. +• Users should be taught about devicde and data integrity during their information security awareness training. +• The installation of any new software or devices must be prevented except when done by a limited set of authorized people. +• Check system integrity against a set of predefined validation policies or standards. + +References: +• Security Architecture Team + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Current systems and technology: The set of information resources deployed within the enterprise, including systems documentation, equipment inventories, network configuration diagrams, policies, and procedures. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Emerging industry trends: Predictions about economic, political, technical, and market factors that influence the enterprise environment. + + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization. + + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations. + + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived. + + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations. + + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified. + + + + + 1.2. What are Principles? +Architecture principles are a set of statements that inform architecture decisions (e.g. “Doing the Right Thing”) and work (e.g. “Doing EA Right”). + +Bizbok and TOGAF, define principles as: +• An agreed upon truth that can guide one’s reasoning. (Bizbok 7.5 glossary) +• EA principles are general rules and guidelines, intended to be enduring and seldom amended, that inform and support the way in which an organization sets about fulfilling its mission (TOGAF 9.2 Chapter 20.1). +To that end the essence of ESDC EA Principles are: +• EA Assement Principles: “Doing the Right Thing” inform architecture decisions to ensure the department is doing the right thing to acheive its strategic goals and act on its mandate. +• EA Program Principles: “Doing EA Right”, inform architure work to ensure architectures are being developed and implemented the correct way. (e.g TOGAF EA Principles, GC Architectural Standards) + +In general, the EA Principles are high-level statements of the fundamental values that guide business and IM/IT decision-making. EA Principles the foundation for architectures, policies, standards and processes. Because the EA Principles define a value system, once they are defined and agreed upon, they are not likely to change frequently; however they will be reviewed on an annual basis. + +To be effective, EA Principles must be considered as a set, not individually. It is common to have sets of principles form a hierarchy in those more detailed principles are informed by and elaborate on the principles at a higher level. + +• Enterprise Architecture Principles are comprised of: + o Domain Architecture Principles (Business, Information and Data, Application, Technology, Security & Privacy) + o Reference Architecture Principles + o Security Architecture Principles + o Solution Architecture Principles +  Design Principles + +ESDC Enterprise Architecture Principles are informed and constrained by the Government of Canada and the ESDC Service Strategy principles. Employment and Social Development Canada’s Service Strategy Overview + +1.5. Value of EA Principles +The EA Principles are intended to simplify, not complicate business decisions. They are most valuable in evaluating complex situations with multiple competing goals and where no clear rules or directives have been established. Conformance to the EA Principles as outlined in this document will: +• Optimize business value and departmental benefits realization; +• Provide a framework for assessing and prioritizing changes; +• Allow for change to be accommodated in a less disruptive manner; +• Facilitate the fulfilment of the business requirements; +• Lower the overall life cycle cost of applications; +• Improve the manageability of the architectural components; +• Support an active vs. reactive approach to planning service delivery projects. + + + BDM Architecture Principle 1: +Principle: New Target Operating Model and service continuity during the transition +Statement: BDM will implement a new Target Operating Model designed for the future. Transition will be gradual and iterative ensuring service continuity. +Rationale: BDM service modernization and service ambitions cannot be realized with technology modernization only – a new Operating Model is required. BDM will modernize services that deliver over $122B annually to Canadians, many of which are mission critical as they support most vulnerable clients in the time of need. Disruption to the delivery of these services is unacceptable. +Implications: • Architectures and solutions proposed as strategic and target state will be evaluated against the new Target Operating Model. +• To ensure service continuity, co-existence model where new solutions and legacy operate in parallel will be required. +• Co-existence model inherently leads to a greater complexity than the current or target state. Among different viable architectures that are fit to support the new Target Operating Model and co-existence, less complex ones will be favoured over more complex options. +• Evaluation of architectures and proposed solutions in regards to their ability to integrate and operate in a co-existence model will be presented to BDM-ARC. + + + BDM Architecture Principle 2: +Principle: BDM will consume GC and ESDC Enterprise Solutions/Services where appropriate and available. +Statement: BDM will consume a GC or ESDC enterprise solution/service where it exists and meets all BDM mandatory and majority of non-mandatory functional and non-functional requirements, as well as, when there is a commitment and plan for long-term investment in sustainment and support. +Rationale: With each decision to leverage an existing solution or service, BDM will inherit risks associated with the architecture, deployment, availability and operations of the solution/service. Solutions and services which may have not been designed for the scale required by BDM or lack appropriate investment commitments, product roadmaps and operational and support models, present a risk to the BDM Programme. +Implications: • GC and ESDC Enterprise Solutions/Services will be evaluated against BDM requirements. If gaps are identified, it is expected that an investment and a project plan are put in place to close the gaps. +• The architecture of the GC and ESDC Enterprise Solutions/Services will be evaluated for alignment and compatibility with the BDM solution architecture. +• BDM may present opportunities to enhance or modernize certain enterprise solutions and services. Such opportunities will be identified as architecture options and presented to BDM-ARC. + + + + BDM Architecture Principle 3: +Principle: Favour strategic over interim and tactical solutions. +Statement: BDM will favour investment in strategic solutions and technologies over investment in interim and tactical ones. +Rationale: Strategic solutions and technologies are those that are selected and deployed with a plan to support service delivery over a long term (10+ years). Tactical and interim solutions are both expected to be replaced by Strategic solutions, either in a relatively short time period (tactical) or over longer term (interim). +Implications: • Investments in interim and tactical solutions, unless required for legislative, significant business value/savings or service continuity reasons, will be presented as architecture options with generally lower score for EA alignment than strategic solutions. +• BDM will support investments in interim and tactical solutions that are expected to deliver immediate business outcomes when they do not constitute an obstacle to the BDM implementation or significantly increase BDM technical debt. We advise to establish and monitor metrics for identified business outcomes throughout the lifecycle of the investment. +• Architecture of the interim or tactical solution may be reviewed if the solution needs to integrate with the BDM solution or support BDM implementation, for instance, by generating data and insights that would inform BDM service design and/or architecture. + + + BDM Architecture Principle 6: +Principle: Open Solutions and standards. +Statement: Open solutions by default, proprietary by exception. SaaS and COTS that support open standards are considered open solutions. Open source will be considered where appropriate. +Rationale: In an ideal scenario, solutions (or their components) are interoperable and substitutable: each one can be substituted easily and independently. This can be achieved only when solutions support open standards. +Implications: • Open standards and industry best practices are and will continue to be embedded in BDM architecture and functional and non-functional requirements. +• Proprietary solutions that do not support open standards or are not substitutable for any reason must be identified and granted an exception by BDM-ARC and EARB. + + +Note on open standards and open source software (Reference: Open Standards Whitepaper on GitHub): +The following criteria define open standards: +process for the standard's development is open and transparent to all interested parties and cannot be controlled by any single person or entity with any vested interests; +platform independent, vendor neutral and usable for multiple implementations; +specifications and supporting material are freely available with limited restrictions; +supported by the community and demonstrate independence or approved through due process by rough consensus among participants. +Open source software (OSS) is a way of developing and distributing software. The code is often written collaboratively, and it can be downloaded, used and changed by anyone. +Open source software (OSS) and open standards are separate concepts, however there are strong ties between them. OSS tends to use and help define open standards and publicly available specifications. OSS are, by their nature, publicly available specifications, and the availability of their source code promotes open, democratic debate around their specifications, making them both more robust and interoperable. + + + BDM Architecture Principle 7: +Principle: Security and Privacy-by-Design. +Statement: Balance Service and Security. +Balance Service and proactive and personalized Service Experience and Privacy. +Rationale: Security measure can present constraints for data collection and client interaction. Similarly, proactive and personalized service requires collecting and analyzing client data and proactively initiating interactions with the client which can be viewed as at odds with respecting client’s privacy. +Implications: • BDM will seek to balance client and business needs with appropriate security measures. +• Evaluation of architectures and proposed solutions in regards to applicable and supported security measures will be presented to BDM-ARC. +• BDM will seek to reduce constraints related to data collection and data access and sharing, while maintaining a focus on privacy (e.g. leveraging a client consent-based model). +• Privacy considerations are key to legislation, operational policy, service and business rules design. Through architecture and solution design, BDM will ensure that their intent in regards to privacy is maintained in implementation. + + + BDM Architecture Principle 8: + +Principle: Integrity & Quality-by-Design. +Statement: BDM will embed integrity and quality controls up-front and throughout processes and services. +Rationale: Embedded approach to integrity and quality management is required to move away from “pay-and-chase” model and enable continuous service improvement. +Implications: • BDM will ease burden of proof on clients, based on risk and complexity profile, while maintaining compliance and integrity checks. +• Client risk, priority and complexity profile will result from integrity and quality controls embedded in processes and services. +• Quality and continuous improvement will be embedded in all processes. + + + + + BDM Architecture Principle 9: +Principle: Cloud First. +Statement: Cloud First. BDM will leverage cloud where appropriate and available. +Rationale: Cloud computing means providing infrastructure services and application services on demand. This is made possible through a high level of virtualization of hardware components by way of infrastructure service software. The result is highly scalable, elastic, available and programmable infrastructure. All these characteristics are of great importance to BDM. +Implications: • BDM will leverage cloud where applicable, available and where it meets BDM security requirements. +• All cloud deployment options (including SaaS) will be explored and evaluated as part of the solution design. +• BDM will ensure that requirements for performance, availability, and scalability (including peak traffic periods) are met by all BDM solutions and components (new and legacy) and the hosting infrastructure. + + + + BDM Architecture Principle 4: +Principle: Data is at the center of BDM. +Statement: Data is at the center of BDM. BDM embraces Data Management-by-design by building services and processes that support and enable appropriate data access, standards and quality for ESDC clients, partners and staff. BDM advocates leveraging data from an authoritative source. +Rationale: Data has a great potential to support and inform better decisions both in service design and continuous improvement and in adjudicating and processing client applications and requests. To realize such potential, data needs to be relevant, reliable and available. +Implications: • BDM will strive to enable data driven approach to decision making in service design and continuous improvement . +• BDM will enable data-as-a-service approach by enabling access to authoritative sources of data whenever possible. +• Data gathered once. +• Collecting the same data from the client multiple times for the use in different programs will be avoided. +• Transferring and replicating data will be done judiciously and only when necessary for functional or performance reasons. +• Proposed data architectures, models and data flows will be presented to BDM-ARC for review. + + + + BDM Architecture Principle 5: +Principle: Digital First. +Statement: Digital First. BDM will design and implement digital interfaces to enable and encourage submission of information in a digital format through the digital channel and third-party systems and end-user applications. +Rationale: BDM target state characteristics include digitally enabled services and responsive, proactive and inclusive service experience. BDM goals, among others, include: +• empowering clients to self-serve by providing an attractive, seamless and end-to-end service delivery option through the digital channel; +• leveraging the support of NGOs, public and private sector partners to optimize and deliver a better, more impactful client outcomes. +Implications: • BDM will design and implement new digital channel solutions that will enable seamless and accessible client self-service. +• Functionality will be exposed as services via APIs where applicable and of business value. +• BDM will encourage and work with service delivery partners to change their existing systems or develop new end-user applications for their staff and clients to submit data to ESDC in a digital format. +• Proposed external APIs will be presented to BDM-ARC for review. + + + + BDM Architecture Principle 10: +Principle: Minimize changes to legacy. +Statement: Minimize changes and write-back to legacy. +Rationale: Co-existence model inherently leads to significant complexity. BDM needs to design deployment strategy, transition architecture, services, processes and integration between new solutions and legacy to control complexity and risk. One of the approaches to control complexity is to minimize changes to legacy. +Implications: Architecture objectives and planning assumptions (to be validated through prototyping): +• There will be one system of record for each transaction. +• Transactions will be process either in the new or legacy system, not in both. +• Data will be accessed in the other system as needed. +• Certain amount of data will be migrated to the new system. + + + + BDM Architecture Principle 11: +Principle: Architecting for Agility +Statement: BDM solutions will be architected for agility, creating modular and flexible architecture and reducing risks of vendor lock-in. +Rationale: Architecting for agility is a fundamental shift in delivering IT services, moving away from operational inefficiencies to flexible, decoupled solutions. It will position ESDC to adapt to technology changes and ever-changing client and business needs and expectations. +Our objective is to create a flexible and resilient BDM architecture that enables agility to continuously innovate. An architecture that has greater agility will enable ESDC to have a more fluid and flexible technology landscape, setting us up to be more responsive and adaptable to future changes. +Implications: • Platforms and products that consist of individually deployable modules will be preferred over monolithic solutions. +• Solutions and modules will be decoupled whenever possible without causing performance or latency issues. +• Architecture decisions will be made just in time to enable procurement and implementation. Making them too early may create undesirable constraints on the scope and technology options. +• BDM will consider alternatives and keep them "open" as long as they remain viable. It should be recognized that not all technical decisions can be made at the same time: there is benefit to making some decisions later when they can be better informed by business decisions and through additional analysis and prototyping. +• BDM will be prepared to refactor (change) architecture. Architecture work products will evolve and be further developed throughout the BDM Programme lifecycle. We will iterate and improve architecture periodically and as needed. +• BDM will identify and analyze architectural dependencies and incorporate them into a responsive model: we will strive to integrate dependencies through loose coupling and have contingency plan when they are yet to be implemented. +• Caveat: This principle will compete with Principle #3: Favour strategic over interim and tactical solutions. Tactical solutions may be necessary to help us achieve desired level of agility. + + +BDM EA WG: The principle is well received and supported by the architecture community. It communicates that architecture practice is adapting and orienting to help enable business agility. +Recommendation: Accept + + + BDM Architecture Principle 12: +Principle: Maximize Use of Core Technology +Statement: Consider leveraging capabilities and functionality of the Core Technology (Cùram Social Program Management) before considering other solutions and applications for common benefit processing and service delivery. +Rationale: Leveraging investment in the platform and making use of OOTB business logic and processes will greatly improve ESDC agility and ability to implement new benefits and implement changes to existing benefits and processes. +Additionally, this will reduce complexity of implementation and cost of ownership minimizing the need for integration with other dependant applications. +Implications: • Business may have to accept that not all requirements will be fully met by the Core Technology solution. +• Design of some future state business processes may need to be adjusted to leverage OOTB business logic and processes. +• Evolving business needs may require moving away from specific capabilities of the Core Technology solution in the future. This situation would trigger changes in architecture, transition to either specialized best of breed or enterprise solutions and possibly procurement. Principle #11: Architecting for Agility mitigates this implication. +• Core Technology solution architecture becomes the architecture for the Common Benefit Delivery Platform. +• Enables alignment of the BDM solution evolution and improvements with the Cùram Social Program Management product roadmap and plans for future improvements. +• Supports an MVP approach. +• Caveat: Increased risk of vendor lock-in. + + +BDM EA WG: The remaining principles would lead to the same conclusions and outcomes. The principle is redundant. +Curam Capabilities Prototype did surface and supports the principle. +Recommendation: Consult BDM ARC + + + BDM Architecture Principle 13: +Principle: Adoption of Event-Driven Architecture +Statement: Preference will be given to event-driven architecture to help build decoupled, responsive, adaptive and resilient solutions. +Rationale: Modernization of digital channels and services, as well as planned advances in service delivery and common benefit processing, require ability to access data and process events and transactions in (near) real time. Solutions and services need to be designed to “react to events” and process them in (near) real time where desirable and to the extent possible. +This type of architecture adds a layer that further decouples architecture components, making the overall architecture more adaptive and resilient. +Implications: • Key objective is to move from batch to predominantly (near) real-time services and transactions. +• Every integration should be considered for event driven approach. BDM will implement the most appropriate pattern for each integration with a view to move to event-driven integrations whenever this approach is aligned with the business processes the integration enables. +• We will assess supporting solutions and dependencies for their ability of being event driven and can participate without added complexity. +• Best practices and lessons learned from previous successful implementations of these technologies will be consulted prior to making the decision. +• We do not recommend “Everything is an Event” approach. Complementary integration patterns exist and will be considered for integrations that are not natively event-driven. Data integration technologies are available too! +• Selection and implementation of an Event Broker and Messaging Platform becomes high priority for Tranche 1. +• Caveat: Cùram SPM includes OOTB batch processes that need to be implemented as defined by the platform. No previous implementations of Cùram were based on event driven architecture. +• Caveat: This type of architecture requires highly-available and resilient network and infrastructure. Cost may increase. +• Caveat: Will require high transaction rate through SCED which raises performance and bandwidth concerns. + + +BDM EA WG: The principle is well received and supported by the architecture community. Despite caveats, this is a good principle to have to communicate desire to move from batch to predominantly real-time client services and transaction processing. +Recommendation: Accept + + + BDM Architecture Principle 14: +Principle: Outcome-driven (proposed by business architecture) +Statement: Architectural decisions will seek to maximize value to clients, partners, staff, ESDC, and the GoC driven by the overall Programme strategy. +Rationale: BDM will seek to realize benefits for clients, partners, staff, ESDC, and the GoC. Decisions regarding the architecture of BDM should be primarily focused on delivering on the outcomes outlined in the strategy. +Implications: • Decisions regarding the technical and solution architecture should be weighed against their ability to achieve strategic outcomes and impact on the targeted stakeholders +• Capabilities delivered as part of the BDM programme, enabled by the technology, will be linked to the outcomes that they support, value they deliver, and benefits realized + + +BDM EA WG: The principle is covered by the new GC Architecture Standards, therefore redundant. Also, the remaining principles would lead to the same conclusions and outcomes. +Recommendation: Reject + + + + + Mature the EA Program +Address the gaps in the pillars of a mature EA program. +• Implemented the ESDC EA Meta model in QualiWare; +• Put in place Version 1 of the Enterprise Architecture Content Management Framework; +• Identified trusted stakeholders for all EA services; +• Received approval to procure and implement an enterprise data catalogue; +• Put in place a mechanism to identify business process models that are approved; +• Integrated Business Process Management (BPM) within EA; +• Added Client Journey Maps to the EA tool set; +• Developed a process to address the management of cloud and DevOps tools in the technology standards for proper and agile oversight and approvals; and +• Streamlined the process for providing a product and functionality assessment of every new product/service brought to the Operations andChange Management Committee (OCMC) for approval. + + + Department is Doing the Right Thing and Doing it Right +Provide architectural investment insights and decisions by assessing if projectsare “Doing the Right Thing” (e.g. delivering value and achieving businessoutcomes) and “Doing it Right” (e.g. aligning to standards and complyingwith guardrails). +• Received approval of ESDC Cloud Reference Architecture; +• Linked Benefits Delivery Modernization (BDM) tranche outcomes to the programme benefits; +• Received approval of the revised terms of references for the Architecture +• Review Committee (ARC); +• Onboarded System Integrators supporting the BDM pilot phase ontoQualiWare; +• Developed the foundation of the data architecture for BDM that reconciles enterprise data with program data; +• Assessed all technology standards and identified gaps in baseline technologies; +• Started putting in place the Enterprise Requirements Management framework; +• Shaped project proposals to align with and achieve departmental strategic goals; +• Ensured project benefits were identified and aligned to the project’s scope,business needs and drivers; and +• Received approval of the Open Source Software (OSS) framework and the associated OSS tool for compliancy of OSS code/solutions. + + + Client-Centric and Client Self-Service +Deliver EA value that meets the needs of clientsin a timely manner. Clients in all levels of the organization can access architectural services, information, material, deliverables and insights through client self-service channels anytime, anywhere and with any device. +• Implemented and experimented with quick wins for streamlining the Enterprise Architecture Review Board processes; and +• Put in place a self-serve dashboard for tracking the progress of option-analysis requests. + + + Capitalizing on Opportunities +Identify: when business solutions can be reused; outcome achievement gaps and associated risks; as well as opportunity exploitation. Research products, services, business and IT trends that would deliver value to the organization. +• Participated in the BDM working group; +• Implemented a plan that revises quarterly all technology standards in retirement against what exists on the network for gaps assessment and removal; +• Identified alternative technologies for contained or retired technologies; +• Used Business Reference Architectures for horizontal analysis; +• Started defining the EA Staff Development Framework; and +• Started developing the architect onboarding process. + + + COVID-19 impact extending past September 2020, the date initially assumed fornormal business to resume + + + • Reduction in staffing capacity, resulting in work reallocation to remaining employees; + + + • Staffing changes across EA, with new people transitioning into key positions.This directly affected the pace of maturing EA; + + + • EA demand is greater than the supply, resulting in an increase in the numberof projects needing EA involvement and a reduction in timelines to completeCOVID-related projects. + + + + + + • pulse of Canadians + + + • business agility + + + • innovative organization that capitalizes on opportunities + + + • EA is the fabric of the organization + + + Year 1 (2020-2021 fiscal year) +• BDM System Integrators (SIs) Onboard onto QualiWare: SIs are using the QualiWare tool to create architecture information/data, models/diagrams, and deliverables for defining the BDM architecture. + + + Year 1 (2020-2021 fiscal year) +• BDM Data Architecture: Foundational concepts of the information/data architecture are leveraged to develop the BDM data architecture. + + + Year 1 (2020-2021 fiscal year) +• BDM Outcomes Integration: The program’s benefits and dependencies between projects are linked to BDM tranche outcomes. + + + Year 2 (2021-2022 fiscal year) +• Emerging Technologies for Ancillary Components for BDM: Research of suitable technologies for BDM ancillary components continues. + + + Year 3 (2022-2023 fiscal year) +• Digital Government Platforms: Develop the Digital Government Platform architecture and the associated roadmap for the department while leveraging the BDM target-state architecture. + + + Connecting to Benefits Delivery Modernization Milestones +Benefits Delivery Modernization (BDM) is a large-scale transformation of the Employment Insurance (EI), Canada Pension Plan (CPP), and Old Age Security (OAS) programs and services, designed to deliver an improved client service delivery experience. Did you know that one of Enterprise Architecture’s main priorities for the next three years is the alignment and realization of the BDM programme? As Enterprise Architecture (EA) practitioners, we will be able to claim success when architectural investments: +• contribute to or accelerate the realization of the target state of BDM outcomes; and +• align to the BDM target state. +It can be daunting for an architect to have more questions than answers on the meaning of “BDM alignment and realization.” To help you wrap your head around this, here’s a look at how EA connects to BDM milestones: + + + The speed of change in today’s world requires Enterprise Architecture (EA) team members to become trusted advisors in helping ESDC become an integral part of a digital government. + + + “Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• focus on the delivery of client value and business outcomes; + + + Acceptance of the Status Quo obstructs EA in moving forward in its maturity andevolution by not addressing currentchallenges and pain points. Statements like“Why fix it? It is not broken” or “The processworks fine as is” ignore the fact that EA isnot being effective, efficient or valued. + + + Analysis Paralysis Mindset means concentrating on research and/or analysis somuch that it prevents making an architectural decision and/or recommendation quickly enough. This mindset also manifests itself in being paralyzed due to unfinished work, waiting for formal sign-off, or following a rigid process. This analysis paralysis mindset is rooted in the fear and the associated consequences of being wrong, failing, or not having the answer to every possible scenario. +Overcoming this mindset requires fostering a culture that allows: +1. saying “I do not know, but I will find out;” +2. learning through experimenting and failing; +3. taking initiative and using advantages and resources; and +4. making decisions based on evidence and calculated intuition. + + + Expect and Require Perfection is the ESDC culture in which detail and quality prevail over the review of ideas, concepts and insights. To defeat this barrier, we need to promote a culture of delivering just enough architecture (e.g. Minimum Viable Architecture) that achieves value and business outcomes, as well as embracing the benefit, experience and learning that comes from experimentation. Another possible approach is the adoption of the 80/20 rule, where 80 percent of value is achieved with 20 percent of the total allocated time. The hardest 20 percent of value takes 80 percent of the time. + + + Perception and Misconceptions of EA affect and influence the perceived value of EA as well as what architecture does, says and thinks. Demonstrating EA’s true value to inform, decide and transform by providing architectural insight instead of architectural information is a strategy to conquer this barrier. + + + + Principle 1 - Increase Return on Investment by Focusing on Making Continuous Flow of Value +Anybody associated with a change initiative (e.g. project, program) should focus the change initiative’s return on investment to the organization. The organization receives something of value. + + + Principle 2 - Engage Clients in Frequent Interactions and Shared Ownership +It’s critical that a digital enterprise moves the client to the centre ofattention for feedback that can be acted upon. The problem with many projects is defining a client. The client in this case is the set of individuals or groups who will actually end up involved in using the software or adopting the changed business process. + + + Principle 3 - Expect Uncertainty, and Manage for It Through Iterations, Anticipation and Adaptation +People like linearity: They generally like knowing what is expected of them atwork, and they like mastery of the work they do. They also like not having to think all the time because thinking is exhausting work. This has led to a trend in technology based on the belief that projects can be delivered consistently. To combat these people challenges, because change initiatives are inherently complex and uncertain, change initiatives in a business-Agile mindset need to be: +• iterative: helps to ease the cognitive load that uncertainty entails. An iteration is defined as a unit of valuable work; +• anticipable: based on intuition and “gut feeling,” a project team has theability to identify early warning signs that the iteration/project will not deliver value, and course-correct; and +• adaptive: relates to doing something different based on a change in circumstances. An organization with a business-Agile mindset takes advantage of a change in circumstances to do things better, more quickly or with potentially greater business value and better business outcomes. + + + Principle 4 - Unleash Creativity and Innovation by Recognizing That Individuals Are the Ultimate Source of Value, and Create an Environment Where They Can Make a Difference +The essence of this principle is to, at all times, commit to the concept of “doing with” rather than “doing to.” A relentless focus on the “source of the problem” keeps organizations locked in “us versus them” thinking, and through blame trivializes the contribution of the people who currently work in the organization. + + + Principle 5 - Boost Performance Through Group Accountability for Results and Shared Responsibility for Team Effectiveness +Group accountability requires that individuals bring all of who they are and all of their respective backgrounds, skills and capabilities to the service of the group. + + + Principle 6 - Improve Effectiveness and Reliability Through Situation-Specific Strategies, Processes and Practices +While change and uncertainty are continuous, organizations still must have some level of reliable operational performance. + + + “Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• business and IT moving towards a “we” culture; + + + “Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• efficient and effective response to changes in business and IT ecosystems, and environmental conditions (e.g. social-economic, risk events, etc. ); + + + “Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• improved business outcomes. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. + + + By listing relevant standards, this document provides a useful body of reference. It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. It also provides a basis for future work from The Open Group to identify and describe data integration best practices. + + + By listing relevant standards, this document provides a useful body of reference. + + + Understanding the Data +The first challenge of data integration is to understand the data. This is a problem at two levels. +At a higher level, there is the need to understand the business context and the value of the data: to know which parts of it are important, and which combinations of it can contribute to business deliverables. +At the most basic level, the problem is a lack of data models and documentation. The data is often described only by cryptic entity, attribute, and domain field names that meant something to the business subject matter expert, programmer, or database administrator who hurriedly created them to satisfy system constraints or a production deadline, but are incomprehensible to those conducting the data integration or data migration effort. +As discussed in An Information Architecture Vision: Moving from Data Rich to Information Smart (see References), possibly 10% of data holdings are documented, and the cryptic definition of entities, attributes, and domain values is often incomprehensible. In addition, without overarching data models there tends to be major redundancy, leading to poor data quality. + +There are four main issues that are encountered: +• Enterprise-structured data holdings are embedded within individual applications using incoherent tables in separate database files +• In some legacy systems, data may be embedded in the system code or retained using flat or indexed file paradigms that are inaccessible by current standard structured query languages +• When Commercial Off-The-Shelf (COTS) applications or cloud services are used, often the data structures are not provided and there is only limited data download access +• There is often no or limited metadata + +Metadata provides a context for the data, addressing items such as who created the data and when, the security classification, the data quality, and so on. Metadata is key to effective data integration, especially when redundant data must be consolidated, and new metadata generated. + + + Mapping Between Different Data Models + +Typically, independently created data sources are based on different data models. This reflects the fact that they have different scopes, though often with some common elements, and represent different views of the world. For the sources to be integrated, there must be mappings between their data models and a third, common data model. +When the number of sources to be integrated is large, the problem of mapping them is extremely complex and difficult. There are, however, technologies that can help the data engineer to perform this task. + + + Synchronizing Data +Often, different systems, or different applications on the same system, use the same data and maintain their own copies. These may be exact copies, or they may include only part of the data, or the data they include may be transformed from the original. +For example, a company may maintain core data as a “single source of truth” and different divisions and departments may transform it in different business-specific ways so that it has relevance and purpose for them. +Keeping these versions synchronized as the data changes can be a major challenge. + + + Organizational and Cultural Issues +Even with the support of technology, data integration requires skill, and its results may impact different parts of the enterprise. Ensuring that the right people are in place, with the right training, and that the affected departments are prepared for the change, is a major challenge. +There may well be a need to review the enterprise’s data governance regimen. For major data integration projects in areas fundamental to the enterprise, there may be a need to review its culture, especially executive willingness to maintain and share data. + + + Data Quality +Poor quality data will sabotage any data integration effort and subsequently harm the business. This is an issue for data integration projects that combine data from sources of variable quality. The quality of the result is crucial to its success. This means keeping track of the lineage of the integrated data, and always paying attention to its quality. + + + Data Defense +Maintaining data quality is just one of the aspects of good data defense – minimizing the risks to a company that arise from its data. This also includes ensuring compliance with regulations, using analytics to detect and limit fraud, and building systems to ensure the security and integrity of the data. Data integration systems must be robust and secure, and contribute to the overall defense of the data. +Legislative compliance is a particular issue. Integrated data may contravene privacy or other legislation. Consequently, it may need to be further processed (e.g., anonymized) before it can be used, or perhaps even restructured to accommodate potentially costly legal requirements such as data subject access requests. + + + Data Fabric +A data fabric enables frictionless access and sharing of data in a distributed data environment. It enables a single and consistent data management framework, which allows seamless data access and processing by design across otherwise siloed storage. It may use analytics to constantly monitor data pipelines and support the design, deployment, and utilization of diverse data. Gartner® Data and Analysis Trends, 2021 (see References) claim that this can reduce time for integration by 30%, deployment by 30%, and maintenance by 70%. +A data fabric has an application interface, and often also a user interface. It gives the ability to write data, as well as to read it. The sources may be on-premise or in the cloud. Data fabrics deliver a unified, intelligent, and integrated end-to-end platform to support data use-cases. They provide the ability to deliver use-cases quickly by leveraging innovation in dynamic integration, distributed, and multi-cloud architectures, graph engines, and distributed in-memory and persistent memory platforms. Data fabric focuses on automating the process integration, transformation, preparation, curation, security, governance, and orchestration to enable analytics and insights quickly for business success. It minimizes complexity by automating processes, workflows, and pipelines, generating code, and streamlining data to accelerate various use-cases. +An application can read data from or update data in multiple sources, describing the data in terms of a common data model. The read and update requests are converted by data platforms to requests that describe the data in terms of the source data models. The data is then obtained from the sources and integrated, or updated in the sources, by continual synchronization or dynamic query. + + + + + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/MigrationReports/dialogue_proj_ITCD-RMTI_SAS-SAS.aspx + +Site Report / Rapport de site + +General Info / Informations générales +Site URL / Lien du site : https://dialogue/proj/ITCD-RMTI/SAS-SAS +New planned URL / Nouveau ien planifié : https://014gc.sharepoint.com/sites/ITCD-RMTI/SAS-SAS +Site Title / Titre du site : SAS-SAS +Description : +Created on / Créé le : 2016-12-22 9:01:46 PM +Last Content Modified / Dernière de modification du contenu : 2021-06-25 5:05:07 PM +Litigation Status / Statut du litige : +Department / Ministère : Employment and Social Development Canada_Prior to 2021 +Branch/Region / Direction générale/région : Innovation, Information and Technology Branch +Directorate / Direction : Business Solutions Innovation +Division: +Site Collection Administrator / Administrateurs de collection de sites : +Site Content Owner / Propriétaire du site : +Template / Modèle : STS#0 +Indended Use / Utilisation du site : Community +Client Scope / Utilisateurs du site : +All Regions +Content Database / Contenu de la base de données : SP_Dialogue2-2010 +Is top level site / Site de premier niveau : False +Parent Site / Site de parent : https://dialogue/proj/ITCD-RMTI +Number Of Subsites / Nombre des sous sites : 0 +Site Collection Size / Taille de la collection du site : 15945.632033 MB / Mo +Storage Quota Used / Limite de stockage utilisé : 63.36% +Number Of Document Libraries / Nombre de bibliothèques de documents : 4 +Number of Documents / Nombre de documents : 4196 +Master Page / Page maître : None, /proj/itcd-rmti/SAS-SAS/_catalogs/masterpage/gcBranding2010v4.master +SP Designer Enabled / SharePoint Designer activé : True + +Active Directory Groups / Groupes Active Directory: +Group Name: domain users - Owner: - Permission: Limited Access, ContributeWithoutDelete +Group Name: na-iitb-dgiit-spam-spag-ta-at - Owner: Lipskie, Robert - Permission: Limited Access +na-iitb-dgiit-spam-spag-ta-at-dsr-rbl - does not exist + +Checked Out Files / Fichiers extraits: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.4-Checked-out-files.aspx?csf=1&web=1&e=Pqv9DL + +Alerts / Alertes: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.2-Alerts.aspx?csf=1&web=1&e=dqpXIT + +Customized Pages / Pages personnalisées: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.8-Customized-Pages.aspx?csf=1&web=1&e=Xlcg4B + +File Versions / Versions des fichiers: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.11-File-Versions.aspx?csf=1&web=1&e=PFsUeY + +In addition to the items above, some remediation items cannot be discovered via the scan tool. Please review the information below to determine if any apply to your site. / En plus des éléments ci-dessus, certains éléments de correction ne peuvent pas être découverts via l'outil d'analyse. Veuillez consulter les informations ci-dessous pour déterminer si certaines s'appliquent à votre site. + +Absolute URLs / URL absolues: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.1-Absolute-URL%E2%80%99s.aspx?csf=1&web=1&e=AIMu5v + +Client Dependencies / Dépendances des clients: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.5-Client-Dependencies.aspx?csf=1&web=1&e=erRnoS + +Custom Navigation / Navigation personnalisée: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.6-Custom-Navigation.aspx?csf=1&web=1&e=VkBlVi + +Data Connection Libraries / Bibliothèques de connexion de données: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.9-Data-Connection-Libraries.aspx?csf=1&web=1&e=LSAc0w + +Site Collection Settings / Paramètres de la collection du site: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.24-Site-Collection-Settings.aspx?csf=1&web=1&e=7GSela + +Web Part Maintenance / Maintenance du composant web part: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.29-Web-Part-Maintenance.aspx?csf=1&web=1&e=M9GM5r + + + • Evolving Business Models: +— Driven by changing business, regulatory, and technical environments +— Evolution of Digital as the single most disruptive element for organizations and the biggest driver for Zero Trust +— Outside-in business strategy emphasizing providing value to customers + + + • Emerging Partnerships: +— Emerging partnerships, relationships, customers, supply chains, and organizational ecosystems; e.g., evolving integration of data and applications with partners + + + • Rapidly Changing Technology: +— Cloud computing, often hybrid-cloud, and the adoption of Software as a Service (SaaS), serverless computing, edge computing, and microservices +— Complex communication patterns; e.g., REST, file, streaming, message-oriented, event-driven +— Artificial Intelligence (AI) and its variants; e.g., Robotic Process Automation (RPA), Machine Learning (ML), Natural Language Processing (NLP), Internet of Things (IoT), Industry 4.0 + + + • Regulatory, Geopolitical, and Cultural Forces: +— Evolving and often lagging regulatory requirements driven by geopolitical forces, cultural forces, and maturation of the Internet +— Privacy policies, such as California Consumer Privacy Act (CCPA) and General Data Protection Regulation (GDPR), Chinese privacy laws +— Impacts to organizations selling in multiple environments or operating across multiple jurisdictions + + + • Disruptive Events: +— Events such as 9/11, 2008 Great Recession, or the COVID-19 pandemic + + + • Paradigm Shift to Remote Work: +— Shifting to remote work, driven by organizational intent and laws +— Enabling mobility so that individuals can work or collaborate wherever they are +— Support for families and improved employee productivity +— Savings in real estate and maintenance +— Reduced impact on climate change + + + • Exponentially Increasing Need for Agility: +— Business models are rapidly evolving and must include strategic and tactical planning +— People organizations must plan for training and working with employees to adapt to continuous change and new capabilities +— Both business and technology processes must be agile and measurable +— Technology decisions must consider the rapid rate of change and disruption from ever-evolving technologies +— Risk models must be able to adapt to the continuous, rapid rate of change + + + • Mounting Complexity Requiring Increasing Need to Simplify: +— New business models +— Organizational ecosystems +— Diverse communication patterns +— Multiple and diverse data sources, with data becoming more critical for new technologies, such as AI + + + • Support for Remote Work: +— Bring Your Own X (BYOX); e.g., device, application +— Unpredictable networks + + + • Regulatory Requirements: +— New business and technology models driving new regulations, but often with delays between the new models and the new regulations +— Rapid and unpredictable geopolitical changes +— Local cultural or political changes expressed in jurisprudence (e.g., CCPA, GDPR) + + + • Support for Unpredictability: +— Unpredictability driven by disruptive events; e.g., 9/11, 2008 Great Recession, Dodd-Frank Act, Basel III, the COVID-19 pandemic + + + • Real-Time/Near Real-Time Response: +— Real-time/near real-time response to new and evolving threats + + + • Measurable Controls and Automated Audit + + + + Advantages of a Zero Trust-Driven Future +Zero Trust enables mobility and user choice because people can work anywhere on any (secure) device they choose, using the applications and data they need. This leads to improved organizational productivity, agility, and the ability to proactively support new and evolving capabilities. +Zero Trust improves confidence in the security mechanisms used to protect data and applications, further enabling the business. +Zero Trust provides support for quickly evolving organizational ecosystems, by enabling rapid creation and dissolution of business-to-business relationships. +As Figure 5 shows, in this digitized world, remote work is part of the norm. The digitization of organizations introduces complexity and the need for agility driven by, for example: +• Migration to the cloud +• The need to leverage SaaS providers +• Continued leveraging of legacy assets + + + Organizational Value and Risk Alignment +1. Modern Work Enablement – Users in organizational ecosystems must be able to work on any network in any location with the same security assurances, increasing productivity. +* Users include enterprise users, partners, and any other consumers including intelligent agents, humans, and IoT devices. + + + Organizational Value and Risk Alignment +2. Goal Alignment – Security must align with and enable organization goals within risk tolerance and threshold. + + + Guardrails and Governance +4. People Guidance and Inspiration – Organizational governance frameworks must guide people, process, and technology decisions with clear ownership of decisions, policy, and aspirational visions. + + + Organizational Value and Risk Alignment +3. Risk Alignment – Security risk must be managed and measured consistently using the organization’s risk framework and considering organizational risk tolerance and thresholds. + + + Guardrails and Governance +5. Risk and Complexity Reduction – Governance must both reduce complexity (i.e., simplify) and reduce threat surface area. + + + Guardrails and Governance +6. Alignment and Automation – Policies and security success metrics must map directly to organizational mission and risk requirements and should favor automated execution and reporting. + + + Guardrails and Governance +7. Security for the Full Lifecycle – Risk analysis and confidentiality, integrity, and availability assurances must be sustained for the lifetime of the data, transaction, or relationship. Asset sensitivity must be reduced where possible (removing sensitive/regulated data, privileges, etc.), and assurances should be provided for the risk of data in use, in-flight, and at rest. + + + Technology +9. Least Privilege – Access to systems and data must be granted only as required and removed when no longer required. + + + Security Controls +11. Explicit Trust Validation – Assumptions of integrity and trust level must be explicitly validated against organization risk threshold and tolerance. Assets and/or data systems must be validated before being allowed to interact with anyone/anything else. + + + Security Controls +10. Simple and Pervasive – Security mechanisms must be simple, scalable, and easy to implement and manage throughout the organizational ecosystem (whether internal or external). + + + Technology +8. Asset-Centric Security – Security must be as close to the assets as possible (i.e., data-centric and application-centric approaches instead of network-centric strategies) to provide a tailored approach that minimizes productivity disruption. + + + This is for System Administration, only. +Any non-SysAdmin's previously granted this permission will have their permission downgraded. + + + + Scope of this Document +This document is about technical standards. Its main scope is standards and practices that apply to IT systems and their components. +In terms of the problems listed above, the clarity arising from having components that conform to the standards listed in this document can help people understand the data, map between different data models, provide synchronization, and preserve data characteristics and relationships in the face of change. They cannot create higher-level understanding, ensure data quality, provide data defense, or cope completely with change. The final section of the document discusses some of the considerations for standards in these areas. + + + Structure of this Document +The remaining sections of this document identify and briefly describe the relevant standards and discuss some wider considerations. They are: +• Representation Standards – dealing with how information is represented as data at a fundamental level in data sets and APIs +These standards can apply to source data, integrated data, and contextual metadata. +• Structure Standards – dealing with how data is structured in data sets and APIs +These standards also can apply to source data, integrated data, and contextual metadata. +• API Standards – dealing with additional considerations where data is obtained from or posted to APIs, rather than being read from or written to data sets +• Metadata Standards – applying mainly to contextual metadata but in some cases also to metadata included in source data or integrated data +• Data Analysis and Transformation Standards – applying to software components that perform analysis or transformation +• Wider Considerations for Data Integration Standards – discussing some existing standards and best practices that might be relevant, and new standards work that might be useful in relation to non-technical aspects of data integration + + + Acronyms and Abbreviations +ABB Architecture Building Block +ADM Architecture Development Method +AI Artificial Intelligence +AIDM Airline Industry Data Model +API Application Program Interface +BI Business Intelligence +BNF Backus-Naur Form +BoK Body of Knowledge +COBIT Control Objectives for Information and Related Technologies +CGI Command Gateway Interface +CLI Call-Level Interface +COTS Commercial Off-The-Shelf +CSV Comma-Separated Values +CWM Common Warehouse Metamodel +DAMA Data Management Association +DCMI Dublin Core Metadata Initiative +DII Data Integration and Interoperability +DM Data Management +DMBOK Data Management Body of Knowledge +DTD Document Type Definition +EIF European Interoperability Framework +EOTD ECCMA Open Technical Dictionary +ERA Entity-Relationship-Attribute +FAIR Factor Analysis of Information Risk +FHIR Fast Healthcare Interoperability Resources +FOAF Friend Of A Friend +GDPR General Data Protection Regulation +GTIN Global Trade Item Number +HDFS Hadoop Distributed File System +HL7 Health Level Seven +HTML Hypertext Markup Language +HS Harmonized System +HTTP HyperText Transfer Protocol +HTTPS HyperText Transfer Protocol Secure +IANA Internet Assigned Numbers Authority +IATA International Air Transport Association +IEC International Electrotechnical Commission +IETF Internet Engineering Task Force +IRI Internationalized Resource Identifier +ISDM Industry Standard Data Model +ISO International Organization for Standardization +JSON JavaScript Object Notation +JSON-LD JavaScript Object Notation for Linked Data +LDAP Lightweight Directory Access Protocol +MDR Metadata Registry +MIME Multipurpose Internet Mail Extensions +ML Machine Learning +NIEM National Information Exchange Model +NIST National Institute of Standards and Technology +NLP Natural Language Processing +OAS OpenAPI Specification +OData Open Data Protocol +ODBC Open Database Connectivity +O-DEF Open Data Element Framework +ODF Open Document Format +OFX Open Financial Exchange +OMG Object Management Group +O-RA The Open Group Risk Analysis Standard +O-RT The Open Group Risk Taxonomy Standard +OWL Web Ontology Language +RAML RESTful API Modeling Language +RDF Resource Description Framework +RDFS RDF Schema +REST Representational State Transfer +SAML Security Assertion Markup Language +SBB Solution Building Block +SGML Standard Generalized Markup Language +SIC Standard Industrial Classification +SOX Sarbanes-Oxley +SPARQL SPARQL Protocol and RDF Query Language +SPDI Sensitive Personal Data or Information +SQL Structured Query Language +TDQM Total Data Quality Management +Turtle Terse RDF Triple Language +TXL Turing eXtender Language +UCS Universal Coded Character Set +UNDP United Nations Development Programme +UN/EDIFACT United Nations/Electronic Data Interchange for Administration, Commerce and Transport +UNSPSC United Nations Standard Products and Services Code +URI Uniform Resource Identifier +URL Uniform Resource Locator +W3C World-Wide Web Consortium +XDM XPath Data Model +XHTML Extensible HyperText Markup Language +XML Extensible Markup Language +XPath XML Path Language +XQuery XML Query +XSD XML + + + This assessment will identify the appropriate disposition of each application as per the GC guidelines (i.e. Tolerate (maintain), Invest, Move, or Eliminate) and based on ESDC medium and longer term business requirements. + + + 2.1.2 Consequence of Inaction + - Continued use of the legacy Data Centres would increase risks to security and service delivery. The aging datacentres are expensive to maintain and present an increasing risk to its data protection, disaster recovery capacity, and service delivery + + + Develop and implement modern IT infrastructure and platforms that enables the effective and timely availability of information across ESDC. +The workload migration to the new EDC and to cloud, going through an evaluation and adaptation of the solutions, is in line with the IT Infrastructure +Refresh project to provide a modernized and secured environment to the department. + + + In Budget 2018, $110 million was earmarked over six years to support SSC’s Workload Migration program, with the objective to modernize and enhance the government’s digital services. These funds are to be accessed by SSC’s partner departments to help them to modernize and to migrate their applications from older data centres to cloud solutions or to more modern data centres. +Through the Benefits Delivery Modernization (BDM) program and the Technical Debt Remediation (TDR) initiatives, ESDC will be addressing many of the legacy systems and applications currently residing in legacy data centre. However, it will not address all of it; some applications will remain in the legacy data centres and will continue to present risks related to infrastructure, architecture as well as technology used. The WLM program plans on dealing with these remaining applications. +The preliminary assessment shows that out of 333 applications in the Montréal and Moncton Data Centres, 22 require immediate attention due to aging IT, and 162 require a high level of attention in the coming years. The application life cycle indicates that 272 of them will need to be replatformed/replaced/rebuilt/revised/retired in a near future in order to adapt to the ongoing and growing demands in IT. +Applications need to be hosted in a secured and stable environment, which they will not have if we leave them in the legacy data centres. + + + 2.3 Business Context +Applications need to be hosted in a secured and stable environment, which they will not have if we leave them in the legacy data centres. + + + + + Reduction of Technical Debt +The ESDC technical debt of the applications in scope will be reduced by updating the technological architecture and infrastructure of the solutions moved to cloud or EDC. + + + WLM-and-CE's Ecosystem +Due to the scale of operations tha will be carired out within WLM, WLM is working closely with its partners to align on scope and interdependencies. + + + Once the WLM project is complete it will help ESDC align with the Treasury Board Secretariat Cloud Adoption Policy and the Government of Canada Modernization Plan. + + + WLM-and-CE Project 202000009 +IITB is co-leading the project initiative with SSC. This project will focus on modernization of the solutions and infrastructure to support ESDC's business into the future (i.e. cloud, data strategy, AI, channel convergence, mobile service offerings, etc.). In addition to the IITB WLM project team, services from other parts of IITB including, Architecture, IT Security, Development teams, Cloud Center of Expertise (CCOE), Application Portfolio Management (APM), Enterprise Operations, Strategic Partnership Management, Data and Analytics Services, Business Relationship Management, Branch PMO, and Testing Services. + + + WLM-and-CE Project 202000009 +A key initial step is consultation with Business leaders in ESDC to ensure the project aligns and supports their future policy and strategic directions as well as the Service Delivery Vision. Ensures all impacts from ESDC are captured and will be considered. + + + WLM-and-CE Project 202000009 +Central agencies as well as departmental enabling services and oversight services (such as project management COE, EPMO, FMAs, MPIB) are all critical to the successful delivery of this +project. PSDC, CFOB Contracting, CFOB Procurement, Legal and HR will also be consulted (if/when required). + + + WLM-and-CE Project 202000009 +SSC is the GC infrastructure provider. They are a leading partner on this project. The Data Centres (VM/Servers) will be upgraded by SSC. It will require the support of their Network Development and Architecture, Security, Project Management, Application Management, Cloud Center of Expertise, and Data Centres teams. + + + WLM-and-CE Project 202000009 +The Treasury Board of Canada Secretariat will be a key stakeholder ensuring the broader government perspective alignment and assisting with insights and learning in exercising +their oversight role. + + + + WLM-and-CE Project 202000009 +Alignment to Cloud First GC priority +Not all applications can be moved to the cloud. Tools, mechanism and resources are in place to support the decision process for each application. + + + Description +Number of applications moved out of the legacy data centres (Decommissioned, Cloud, EDC) +Assumptions +Technology and architecture in the destination centre is more up to date than the one in in the current legacy data centres. +All applications in scope will go through an update of its architecture to properly function in the destination. +The current WLM scope is 125 applications + + + Description +Number of application moved to cloud +Assumptions +GoC will continue to promote the cloud first priority +Procurement vehicle in place for cloud service provider will align with the requirements of the selected applications. +55 applications (or more) will be moved to a cloud environment through the WLM project. +Metric Name: Cloud Usage +Metric Formula: Cloud app count +Baseline: 0 +Target: 55 +Metric Type: Non-Monetary +Benefit: Alignment with digital transformation + + + WLM-and-CE Project 202000009 +Improve IT Security Posture and Compliance +All clouds and EDC applications will require a revision of their authorization to operate (ATO) +The cloud and EDC environments support the new ITSG33 standard +The network and firewalls configuration will support the ITSG33 for up to PBMM. + + + Description +Reduction of the number of IT security mitigations in the application's authorization to operate (ATO). +Assumptions +Each applications moved to EDC or Cloud will require a refresh of their ATO +The destination architecture will support a more compliant architecture + +Metric Name: Increase security compliance +Metric Formula: level of compliance in the ATO +Baseline: No ATO or multiple mitigations +Target: To be better defined *** + + + + Improved agile development capability +Outcome Description +IITB will have control over its Virtual Machines and Environments in the cloud +Cloud environments will support a faster turnaround time when requirements ask for a change in configuration or infrastructure (memory, hard drive space, environments). + + + Time to provision environments +Description +Time required to complete the release of an application, from its release request to its full implementation. +Assumptions +SSC will not require to be involved in each Cloud releases +The cloud release process, approved by Release Management Services (RMS), will be the one used by WLM +Cloud environments can be generated by IITB with no delay required. + + + Risk Description: +Due to the collaborative nature of the work that is to be done within the scope of the WLM project, there is a risk that the partner processes outside of IITB may impact the progress of the work being done. These partners currently include SSC. A delay in the process of any of these partners could potentially affect the WLM Project timelines and cause delays and unexpected financial costs. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. The scope might also need to be revised if partners cannot proceed with the required activities. + + + Risk Description: +Due to the nature of the current environment and how it has some differences with the new environments, there is a risk that there will be a lack of interoperability between the old and new systems. +Impact Description: +The solution might require significant adaptation in order to perform in the new environment. There is a risk that the timeline is affected, also impacting the project costs. The level of change might affect the project benefits realisation + + + Risk Description: +Due to the high volume of applications that are very complex, the change in architecture for both EDC and cloud destination, there is a risk that the schedule will not be maintained as some applications may require more time than others or that ESDC might not have the required expertise. This would lead to delays in the project timelines and unexpected financial costs, in addition to delays to the benefits realization. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. Additional modification to the architecture at the application and infrastructure level might be required. + + + Risk Description: +Due to the long-term nature of the project and the possibility of changing priorities, there is a risk that the project funding might need to be adjusted throughout the project lifecycle or not sufficient for the full completion of the project and benefit realisation. +Impact Description: +If funding is not sufficient, the scope will need to be adjusted, affecting the level of benefits and project timelines + + + Risk Description: +Due to the many factors that could cause delays to the project, there is a risk that the project schedule will need to be changed and adjusted throughout the project lifecycle. +Impact Description: +There is a risk that the timeline is increased, also impacting the project costs. + + + Risk Description: +Due to the collaborative nature of the work that is to be done within the scope of the WLM project, there is a risk that the partner processes within IITB may impact the progress of the work being done. These partners currently include the following teams: Application Portfolio Management, IT Security, IT Accessibility, Enterprise Architecture, BRM, CCOE, and Testing Services. A delay in the process of any of these partners could potentially affect the WLM Project timelines and cause delays and unexpected financial costs. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. + + + Risk Description: +Due to the dependency of the project on the support of teams such as Application Portfolio Management and the Cloud Centre of Expertise, there is a risk that a disturbance in their environments may result in delays to the operation and progression of the WLM Project. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. + + + Risk Description: +Due to current problems related to the ESDC network performance and complexity, there is a risk that the level of difficulty may increase with workload migration activities and/or limit the ability of EDC to migrate the applications away from legacy datacentres and to EDCs or Cloud. +Impact Description: +There is a risk that the timeline is affected, either caused by delays on delivery or added work required, also impacting the project costs. + + + Risk Description: +Due to the migration to cloud and to new environments, there is a risk that IT Security policies and procedures may need to be taken into consideration, thus potentially altering the project operations and timelines. Additional work might be required to respect security standards. The timeline and project costs might be affected. +Impact Description: +Additional work might be required to respect security standards. The timeline and project costs might be affected. The security implications might affect the level of benefits realised. + + + Risk Description: +Due to the scale of operations that will be carried out within the WLM project scope, there is a risk that Tech Debt & BDM may overlap the WLM scope when working on their respective mandates. This could result in the same application being picked up by multiple groups if there is a lack of clear communication and planning. +Impact Description: +There is a risk that the scope and timeline are affected, also impacting the project costs. + + + Risk Description: +Due to the large amount of applications that are included in the WLM scope, there is a risk that the knowledge & expertise required to effectively execute the work required may not be readily available. This could affect the project timeline, costing, and level of benefits realization. +Impact Description: +Lack of knowledge might affect the timeline, also impacting the project costs. + + + Risk Description: +There is a risk that the decommissioning of application do not respect the established processes regarding information management or that the server remains active due to improper respect of procedures. +Impact Description: +Unused, yet active servers, will result in a reduction of benefit realisation. Added/delayed work will have an impact on schedule and project costs. + + + 6.2.2. - Implementation and Capacity Considerations +Stakeholder Impacts: +1. IITB is currently working to modernize its service delivery and addressing its technical debt. This option would enable IITB to support the technical debt efforts by moving out of the legacy datacenters. +2. There is no planned changes to any interfaces or data manipulation. Clients should not perceive any changes, other than potential increase in network efficiency or application response time. +3. SSC has initiated the WLM program and requested ESDC to participate. SSC has provided a benefit map, reflecting the multiple possible gains from leaving the legacy datacentres. Due to the difference in infrastructure and architecture, this option would enable only part of the SSC benefits. + +Project Management Capacity +1. IITB has appointed a project management to supervise and manage the project. +2. IITB solution managers will act as subject matter expert for their respective solutions, providing plan, costs, risks and regular updates to the management team. +3. IITB project management is working in collaboration with SSC to plan and coordinate the project. + +Based on the Implementation and Capacity listed considerations above, the ability to implement this option is rated as: HIGH + + + 1. Migration of data up to and including Protected B. +2. Connectivity to remain same or better +3. The discovery and analysis of the application configuration, interdependencies and data centre infrastructure environment as well as application readiness for migration. +4. Assessment of Cloud and enterprise data centre environments to develop a migration strategy +5. Decommission of application services +6. The design and build of the end state environment +7. The final operational transition and cutover of workloads including system monitoring, incident management, change management, and help desk processes and procedures that are affected by the migration in order to preserve equivalent service levels +8. Completion of the Authority to Operate and Security Assessment as required +9. Provision of all infrastructure by SSC to meet the existing service levels as a minimum + + + 1. Any application projects included in plans for Technical Debt, BDM, or included in business and/or IT operational plans +2. Upgrade and enhancements to business application functionality, upgrade to application products or versions of technologies from current “N” levels +3. Upgrade of infrastructure outside of end state environment standards required for WLM +4. Interactions with external third party services associated with business functionality +5. Migration of secret level data and workloads + + + https://www.scaledagileframework.com/portfolio-backlog/ + + + https://www.scaledagileframework.com/program-and-solution-backlogs/ + + + https://www.scaledagileframework.com/team-backlog/ + + + [12:12 p.m.] Tupitsyn, Oleg O [NC] ATTENTION - Non-Work Items in ADO +Team, please do not capture your non-work items (vacations/stat holidays and the like in ADO). We have SP Team Calendar and PeopleSoft+CATS to do this. Rabih, if you disagree, please voice your concerns. I am trying to minimize ADO Work Items down to ... well... Work Items. + + + + + + Design with users +Research with users to understand their needs and the problems we want to solve. Conduct ongoing testing with users to guide design and development. + +Guidance: Design with users +Services should not be built based on internal constraints or complexities of government, they should be built to address the needs of users. In order to deliver value to users, one must understand and prioritize their needs. Everything is a hypothesis until tested with the users of services. + +To validate one's hypotheses, one must validate their assumptions through direct and frequent interactions with those who will be using the services. Users may be members of the public, or government employees or a combination thereof. Keeping in mind that users will come from diverse backgrounds, varying in location, experience, knowledge, and abilities, requirements for services are built first and foremost with the needs of all users. When designing services, one must take a holistic approach to service delivery -- from each member's individual contributions to the end goal, as defined by user requirements. + +Aligned Behaviours +1. End-user feedback is used to establish the requirements of our service(s). +2. Our team has processes or tools in place for user feedback, including anonymous user feedback, to be incorporated into the design of the service. +3. Our team conducts user research prior to deciding upon a given implementation. +4. Our team has tested our primary systems in the users’ context with a wide range of users including users with varying needs and representing diverse backgrounds. +5. Our team considers user needs and feedback in defining key service metrics. +6. Our team uses automation to anticipate and detect operational or quality-of-service issues before our users tell us. +7. Our team has within it, or direct access to, the expertise required to conduct user research and usability testing. + +Misaligned Behaviours +1. Our team receives requirements through extensive documentation and builds against them. +2. Our team does not involve internal or external users to collaborate on the design of the service. +3. The technical development resources or IT senior management are prioritizing features. +4. Our team's prioritization of tasks is driven by senior management. +5. Senior executives and teams rely exclusively on desk-based research, or other proxy sources of information to inform policy, program and/or service design. + + + Iterate and improve frequently +Develop services using agile, iterative and user-centred methods. Continuously improve in response to user needs. Try new things, start small and scale up. + +Guidance: Iterate and improve frequently +In contrast to high risk and long lead time ‘big bang’ deployments, working services must be put in the hands of users as early as possible to get rapid feedback. Said feedback is then used to iterate upon to improve the service. + +One sets a north star to define a clear direction, then begins iterating towards this north star, keeping in mind that the path is not clear, and unexpected circumstances will require adjustments to be made along the way. By leveraging modern technologies and modern approaches to working, risk can be reduced by limiting the size of changes and increasing their frequency. Processes should empower teams to deliver value to services as often as possible, rather than increase risk by creating prolonged processes that use documentation in place of demonstrably functioning software. Focus on working software over comprehensive documentation and remember that perfect is the enemy of good. + +Aligned Behaviours +1. There are processes in place to prioritize and implement feedback from peers, stakeholders and end-users. +2. When a new or updated service or feature is being created our team understands the minimum requirements for the system to be of value to users. +3. Our team experiments with new approaches based on team reflections, lessons learned, and user feedback. +4. Our team collects metrics to improve upon which are used throughout the development and lifecycle of the service. +5. When resolving problems our team dedicates time to identify the root cause of the issue and address it. +6. Our team is relentlessly inspecting, adapting, and automating their processes to increase the speed at which our team can deliver value to users. +7. Our team has access to environments and resources to allow for rapid prototyping while initial requirements are being sought. +8. Our team embraces learning about and using new digital skills, approaches, and tools to incorporate into our daily work. + +Misaligned Behaviours +1. Our team only shares their work once it has been finalized and approved. +2. Decisions regarding the direction of our team are made without reference to any collected performance metrics. +3. Our team identifies solutions before it is clear what outcomes our team is working towards and how to measure them. +4. Processes are rarely, if ever, reviewed to find and implement efficiencies. +5. Our team must wait for the project to be approved and funded prior to environments being made available to teams to begin experimenting with solutions. +6. Our team fully architects the end to the service delivery solution prior to starting to build. + + + Work in the open by default +Share evidence, research and decision making openly. Make all non-sensitive data, information, and new code developed in delivery of services open to the outside world for sharing and reuse under an open licence. + +Guidance: Work in the open by default +Working in the open increases the transparency of services, increases trust in government, creates an ecosystem that promotes innovation, prevents needing to reinvent the wheel by increasing collaboration within, and external to, government. Working in the open promotes understanding of government processes and services and creates an environment whereby innovation can take place throughout the Government of Canada and through non-governmental organizations leveraging the government data and information to improve service delivery for Canadians. + +This way of working aligns Canada with the Digital Nations Charter, of which it is a signatory and promotes “transparency and citizen participation and uses open licences to produce and consume open data”, and the Open Data Charter. Further, by working in the open the Government of Canada can increase its reuse of existing public solutions and allow others to reuse work conducted by the Government of Canada. + +Aligned Behaviours +1. Teams continually makes all non-sensitive and non-personal data, information, and new code publicly available, or at a minimum accessible across the GC, for sharing and reuse. +2. Our team contributes back to the public projects from which they borrow content. +3. Our team tracks and makes public the metrics upon which our team measures its success. +4. Our team tracks, and makes publicly available, or at a minimum accessible across the GC, information regarding how often a change to our services fails (e.g., the deployment or rollout of a service or feature experiences issues or complications). +5. Our team makes visual displays which show what they’re working on and the status of their work available publicly, or at least throughout the Government of Canada. +6. Our team publicly documents, including examples of reuse, how others can use their service’s APIs, open data, or information. + +Misaligned Behaviours +1. All of the team's work is done on systems behind the corporate firewall. +2. The work of our team has permissions set so that only members of our team can access the team's work. +3. Our team does not contribute to, or collaborate on, work being done by our colleagues. +4. Team applies blanket security classification for the digital system to all data stored by the application. +5. Our team has no process by which to declassify and release records when they are no longer protected or classified. +6. The documentation for our APIs is only available to internal approved consumers. + + + Use open standards and solutions +Leverage open standards and embrace leading practices, including the use of open source software where appropriate. Design for services and platforms that are seamless for Canadians to use no matter what device or channel they are using. + +Guidance: Use open standards and solutions +To maintain the trust of Canadians, the government must continually learn and improve by embracing leading practices to simplify access to government services to match the rising expectations of Canadians. + +In alignment with the Digital Nations Charter, which calls for both the use of Open Standards and Open Source, this Digital Standard aligns with the ultimate Digital Vision which reads, “The Government of Canada is an open and service-oriented organization that operates and delivers programs and services to people and businesses in simple, modern and effective ways that are optimized for digital and available anytime, anywhere and from any device.” By leveraging open source software, and leveraging open standards and solutions, the Government of Canada can mitigate vendor lock-in and expand its vendor pool from which to acquire digital services. + +Aligned Behaviours +1. Our team prioritizes solutions using open standards over solutions that do not. +2. Team members give back to the open source community as active contributors. +3. Our team designs their services to be interoperable with other services. +4. When searching for a new product, service or solution, our team considers open source solutions. +5. Our team supports clients using any device, from anywhere and at any time. + +Misaligned Behaviours +1. Our team renews existing contracts with vendors without first investigating open source tooling. +2. Our team does not have the competencies within it to deliver its services without the help of consultants or closed source vendor software. + + + Address security and privacy risks +Take a balanced approach to managing risk by implementing appropriate privacy and security measures. Make security measures frictionless so that they do not place a burden on users. + +Guidance: Address security and privacy risks +Digital services are core to service delivery, and they must securely store and manage the information of Canadians to maintain trust in government services. + +Security and privacy should be taken as a consideration from the onset of work for a given service, in alignment with Iterate and Improve. The implementation of security and privacy controls should be considered part of daily work. Similarly, processes should promote and monitor the continuous implementation of security and privacy controls throughout the lifecycle of a service. This will demonstrably increase the security and privacy posture of digital services by leveraging automated testing and real time reporting and monitoring over anecdotal document-heavy manual processes. Said processes, and the security and privacy controls themselves, should be frictionless, ensuring that services are designed first and foremost for users, not to satisfy existing legacy government procedures, tooling, or processes. Furthermore, by creating frictionless processes and permitting services to be iterated and improved upon quickly, the government is better situated to respond quickly to security or privacy risk. By responding to these operational needs within hours or minutes rather than months, the government can improve its security and privacy posture. + +Aligned Behaviours +1. Our team considers security and privacy throughout the service design process. +2. When implementing or enforcing security or privacy controls, our team takes into consideration how they would impact the quality or efficiency of the service and how it will impact the end users of the service. +3. Security measures are frictionless so that they do not place a burden on users. +4. Our team has privacy and security knowledge and understanding as a competency within the team. +5. The service has implemented automated security checks and privacy protections include role-based access and audit functions against the service. +6. There are procedures and processes in place to quickly respond to security or privacy breaches or incidents. + +Misaligned Behaviours +1. Team has no internal privacy or security knowledge, relying on other teams to identify nearly all security or privacy controls and best practices. +2. The core services upon which our team works have no automated security checks or privacy protections. +3. Our team relies on security through obscurity, hiding services or information rather than improving the security posture of the service. +4. Our team implements or enforces security or privacy controls without considering the impact on service usability. + + + Build in accessibility from the start +Services should meet or exceed accessibility standards. Users with distinct needs should be engaged from the outset to ensure what is delivered will work for everyone. + +Guidance: Build in accessibility from the start +Quality should be built in from the start, preventing the need to revisit previously implemented components due to issues, such as accessibility. The faster and earlier issues are found the less costly they are to fix. + +Accessibility in Canada is about creating communities, workplaces and services that enable everyone to participate fully in society without barriers. The Government of Canada is committed to taking a proactive and systemic approach for identifying, removing and preventing barriers to accessibility without delay complementing the rights of persons with disabilities under the Canadian Human Rights Act. To meet these commitments, accessibility should be a consideration throughout the service development lifecycle. This requires that accessibility be monitored and built into our processes to continually promote alignment with accessibility standards. While iterating and improving frequently and designing with users, accessibility should be a key consideration, and become a source of work items throughout the service design lifecycle. When designing with users, efforts should be made to identify a wide variety of users with a wide variety of needs, to ensure accessibility standards are met or exceeded. + +Aligned Behaviours +1. Starting at the outset, our team's service and platform design continually considers the lowest levels of digital skill, confidence and access. +2. Our team understands how to make their services or products accessible. +3. Our team considers accessibility throughout the service design process. +4. Research and testing are conducted to ensure our service is accessible to people of all abilities no matter how, where, or when they access the service. +5. Our team conducts ongoing user research with users with low level digital literacy, people with disability, and people from different cultural and linguistic backgrounds. +6. Our team implements automated accessibility checks for our services. + +Misaligned Behaviours +1. Our team has no competency with accessibility and relies on another team to identify accessibility shortcomings. +2. Accessibility compliance is added at the end of the development cycle in order to pass compliance checks or audits. + + + Empower staff to deliver better services +Make sure that staff have access to the tools, training and technologies they need. Empower the team to make decisions throughout the design, build and operation of the service. + +Guidance: Empower staff to deliver better services +To promote innovation and create agility within our organizations the teams that makeup our organizations must be empowered. Innovation increasingly flows from the bottom up rather than from the top down, and to benefit from this trend teams must be empowered. + +Don’t hire good people to tell them what to do, hire good people to have them tell you what to do. The government manages large, highly complex and crucially important services for their users. A top-down command and control approach to service delivery and designs enforces a structure that aligns to the structure itself, rather than to the needs of the users, or based on the expertise of those building the services. Rather than bringing information to authority, bring authority to the information. Those best suited to solve a given problem, are those closest to the problem. By removing decision-making authority from the teams into complex governance structures, the innovative potential of teams is mitigated by legacy governance procedures and processes. To create organizations that can iterate and improve frequently, teams must be empowered to make decisions for themselves. Complex architectures that are responsive to the needs of users, including users within the organization, are emergent and are not derived through the compilation of hypotheses lacking the expertise of those closest to the complex problems needing to be solved. + +Aligned Behaviours +1. Team members self-organize and self-manage through self-assigning tasks. +2. Team members meet with liberty to openly discuss challenges without fear of blame or reproach. +3. Team members feel safe to challenge the status quo. +4. Our team values learning as part of daily work. +5. Team members can articulate how their work contributes to business outcomes. +6. Our team can choose the tools they use to deliver their service. +7. Our team's management actively removes impediments that prevent the team from focusing on delivering value. +8. Our team has access to environments to experiment with new approaches, tooling, or solutions. +9. Our team feels their feedback is valued. +10. Failures are treated in our team as opportunities to improve and learn. + +Misaligned Behaviours +1. Work is assigned directly to members of our team from management. +2. Our team is required to get a series of approvals prior to being able to make routine changes to their service. +3. Learning in our team is largely done through week or day long courses periodically throughout the year. +4. Our team is unable, or finds it difficult, to acquire productivity tooling. +5. Our team does not have access to Software as a Service (SaaS) productivity tools as they are blocked by the department. +6. On our team, learning through reading books, blogs, or watching videos, talks, or tutorials is not viewed as work. +7. Our team has restricted access to tools, training and software based on job classification. + + + Be good data stewards +Collect data from users only once and reuse wherever possible. Ensure that data is collected and held in a secure way so that it can easily be reused by others to provide services. + +Guidance: Be good data stewards +Good data stewardship is required to ensure data is clean, reusable, and managed responsibly to be leveraged for data driven decision making and promote reuse of information rather than duplication of efforts. + +This involves managing data and information responsibly and securely, which supports the sharing and reuse of data throughout the Government of Canada and through promoting its use through innovative new solutions within the private sector. In alignment with working in the open by default, data and information should be published to be readable, by humans or by machines by publishing well organized data in machine readable formats. In alignment with iterating and improving frequently, efforts should be made to continually improve the quality of the data, and the quality of the processes used to manage and publish said data. Further, by working in the open by default and properly managing data and information sources, issues such as duplication of data and information and rework can be mitigated, while promoting the creation of innovative solutions which are able to leverage information collected and published by the government. + +Aligned Behaviours +1. Our team strives to leverage data to continuously improve decision-making, operations, or service delivery. +2. Our team identifies what data is needed to support decision-making, operations, or service delivery and reuses existing data as appropriate before acquiring new data. +3. Our team strives to identify and remove barriers to data sharing and release. +4. Our team ensures that users of our services can make corrections to their personal information. +5. Our team publishes data and information on the open government portal. +6. Our team publishes data in plain language and machine-readable formats. +7. Our team has clearly defined roles, responsibilities, and accountabilities for data and information management and use. +8. Our team captures appropriate metadata to provide context for the information and data we create and capture, thereby enabling its discovery and reuse by others. +9. Our team has processes in place to regularly assess, maintain, and improve data quality. +10. Our service has in place processes for ensuring proper management of information and data prior to being collected, used, disclosed, retained, disposed of, or declassified. +11. Our team ensures that information and data of business value are saved in systems where it can be properly managed. +12. Our team has processes in place for determining the classification of data and information. +13. Our team is aware of which information and data has business value and prioritizes its management. + +Misaligned Behaviours +1. Our team, or the service our team manages, asks users for the same information more than once. +2. The service, or services, our team is responsible for collects all the data or information required without reusing existing data or information. +3. The documentation for our APIs is only available to internal approved consumers. +4. Our team does not have the data it needs to make informed policy, program, or service decisions. + + + Design ethical services +Make sure that everyone receives fair treatment. Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence). + +Guidance: Design ethical services +Designing ethical systems means that systems created by the government ensures that everyone receives equitable treatment. + +Services should address client needs and provide public benefits. In the digital age, the underlying systems that run Canada’s services come to conclusions that can be opaque to both the external users, and those managing the systems. Efforts are required to increase the transparency and address potential biases of computational decisions, and to ensure that decisions made or supported using these systems are legal, consistent, accurate and align with the expectations and intents of those managing them. The responsible use of automated-decision systems includes being open about their use and being able to explain how decisions are made. Through iterative service design where results are continuously monitored against expected and desired outcomes, the organization positions itself to ensure it is designing ethical services. Furthermore, with extensive monitoring solutions, one must ensure their services are not enforcing biases, whether conscious or unconscious. + +Aligned Behaviours +1. Our team continually seeks out indicators of bias and ensures their services are not reinforcing unintended biases. +2. Our team continually seeks out evidence of unintended consequences to the user in service design and delivery and works to mitigate these consequences for the user. +3. When automated decision-making is being leveraged by our team, possible biases in the data and algorithms are acknowledged, accounted for, and mitigated. +4. Our team designs services which address cultural, linguistic, geographical, disability, technological, socioeconomic, or other access barriers to uptake. +5. Our team has considered the impacts of decisions on the users and negative outcomes are reduced, when encountered. +6. Our team uses data in a manner consistent with the purpose of its collection. + +Misaligned Behaviours +1. No training is provided to our team regarding the potential impacts of the service they are designing or delivering. +2. Our team conducts little to no monitoring of outcomes of the service to identify implicit bias. +3. Our team delegates ethical analysis to a vendor or external service, without direct accountability to management. +4. Our team designs and deliver services without fully considering relevant legislation +5. Our team delivers services without assessing the impacts of negative outcomes. + + + Collaborate widely +Create multidisciplinary teams with the range of skills needed to deliver a common goal. Share and collaborate in the open. Identify and create partnerships which help deliver value to users. + +Guidance: Collaborate widely +Collaborating widely allows us to learn from others to minimize mistakes already experienced and reduces work through identifying and sharing existing solutions. The problems that government solves are often unique, though they are not unique amongst governments. + +Many of the same solutions by the same, or similar vendors, are used throughout the world, or at varying levels of government within different jurisdictions. When designing a service, or implementing a service using tools or systems, identify which other departments, jurisdictions, or organizations, have leveraged similar technologies to solve similar use cases in order to collaborate widely, reduce work, share solutions, and benefit from lessons already learned by others. Furthermore, using multidisciplinary teams, especially when coupled with the empowerment of staff, the government improves its posture to deliver modern and innovative services. Through wide collaboration, organizations begin to break down the silos developed over time through the overreliance on functionally based teams. Going forward, working across skill sets, and leveraging work from others, while learning from their lessons, promotes the development of modern services better able to meet the changing needs of citizens in the digital age. + +Aligned Behaviours +1. Our team is multidisciplinary, having all the skills and capabilities required to fully deliver our service to users. +2. Our team is active in communities of practice, events, or groups that pertain to the areas of expertise of team members. +3. Our team has identified, and collaborates with, other teams, in or outside of our organisation, including other levels of government, other governments, the public, or private sector organizations, who have done, or are doing, similar work. +4. Our team documents any APIs for our service using modern and common protocols and standards and provides examples to others regarding their use. +5. Our team uses data from performance monitoring tools to inform business decisions. + +Misaligned Behaviours +1. Our team develops most of the service on our own, without leveraging existing solutions and services to reduce duplication of effort. +2. Our team overwhelmingly relies on tickets to manage collaboration between internal stakeholders or teams. +3. The team does not consider the impacts on teams working across the value stream, or on the outcome of the service. + + + + E.g.: Team Velocity + + + + + + + Avoid items of less than 1 hour, especially ones of low value / criticality. + + + + + Guideline A.1.1: (For the authoring tool user interface) Ensure that web-based functionality is accessible. +[Implementing A.1.1] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a11 +Rationale: When authoring tools (or parts of authoring tools) are web-based, conforming to WCAG 2.0 (https://www.w3.org/TR/ATAG20/#conf-rel-wcag) will facilitate access by all authors, including those using assistive technologies. + +A.1.1.1 Web-Based Accessible (WCAG): If the authoring tool contains web-based user interfaces, then those web-based user interfaces meet the WCAG 2.0 success criteria. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing A.1.1.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a111 + + + Guideline A.1.2: (For the authoring tool user interface) Ensure that non-web-based functionality is accessible. +[Implementing A.1.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a12 +Rationale: When authoring tools (or parts of authoring tools) are non-web-based, following existing platform accessibility guidelines and implementing communication with platform accessibility services facilitates access by all authors, including those using assistive technologies. + +A.1.2.1 Accessibility Guidelines: If the authoring tool contains non-web-based user interfaces, then those non-web-based user interfaces follow user interface accessibility guidelines for the platform. (Level A) +Note: The (optional) explanation of conformance claim results (https://www.w3.org/TR/ATAG20/#conf-explanation-results) should record the user interface accessibility guidelines that were followed. +Implementing A.1.2.1 +A.1.2.2 Platform Accessibility Services: If the authoring tool contains non-web-based user interfaces, then those non-web-based user interfaces expose accessibility information through platform accessibility services. (Level A) +Note: The (optional) explanation of conformance claim results (https://www.w3.org/TR/ATAG20/#conf-explanation-results) should record the platform accessibility service(s) that were implemented. +Implementing A.1.2.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a122 + + + + Guideline A.2.1: (For the authoring tool user interface) Make alternative content available to authors. +[Implementing A.2.1] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a21 +Rationale: Some authors require access to alternative content in order to interact with the web content that they are editing. + +A.2.1.1 Text Alternatives for Rendered Non-Text Content: If an editing-view renders non-text content, then any programmatically associated text alternatives for the non-text content can be programmatically determined. (Level A) +Implementing A.2.1.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a211 +A.2.1.2 Alternatives for Rendered Time-Based Media: If an editing-view renders time-based media, then at least one of the following is true: (Level A) +(a) Option to Render: The authoring tool provides the option to render alternatives for the time-based media; or +(b) User Agent Option: Authors have the option to preview the time-based media in a user agent that is able to render the alternatives. +Implementing A.2.1.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a212 + + + Guideline A.2.2: (For the authoring tool user interface) Ensure that editing-view presentation can be programmatically determined. +[Implementing A.2.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a22 +Rationale: Some authors need access to details about the editing-view presentation, via their assistive technology, when that presentation is used to convey status messages (e.g. underlining misspelled words) or provide information about how the end user will experience the web content being edited. + +A.2.2.1 Editing-View Status Indicators: If an editing-view adds status indicators to the content being edited, then the information being conveyed by the status indicators can be programmatically determined. (Level A) +Note: Status indicators may indicate errors (e.g. spelling errors), tracked changes, hidden elements, or other information. +Implementing A.2.2.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a221 +A.2.2.2 Access to Rendered Text Properties: If an editing-view renders any text formatting properties that authors can also edit using the editing-view, then the properties can be programmatically determined. (Level AA) +Implementing A.2.2.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a222 + + + + Guideline A.3.1: (For the authoring tool user interface) Provide keyboard access to authoring features. [Implementing A.3.1] +Rationale: Some authors with limited mobility or visual disabilities do not use a mouse and instead require keyboard interface access to all of the functionality of the authoring tool. + +A.3.1.1 Keyboard Access (Minimum): All functionality of the authoring tool is operable through a keyboard interface without requiring specific timings for individual keystrokes, except where the underlying function requires input that depends on the path of the user's movement and not just the endpoints. (Level A) +Note 1: Keyboard interfaces are programmatic services provided by many platforms that allow operation in a device independent manner. This success criterion does not imply the presence of a hardware keyboard. +Note 2: The path exception relates to the underlying function, not the input technique. For example, if using handwriting to enter text, the input technique (handwriting) requires path-dependent input, but the underlying function (text input) does not. The path exception encompasses other input variables that are continuously sampled from pointing devices, including pressure, speed, and angle. +Note 3: This success criterion does not forbid and should not discourage other input methods (e.g. mouse, touch) in addition to keyboard operation. +Implementing A.3.1.1 +A.3.1.2 No Keyboard Traps: If keyboard focus can be moved to a component using a keyboard interface, then focus can be moved away from that component using only a keyboard interface. If it requires more than unmodified arrow or tab keys or other standard exit methods, authors are advised of the method for moving focus away. (Level A) +Implementing A.3.1.2 +A.3.1.3 Efficient Keyboard Access: The authoring tool user interface includes mechanisms to make keyboard access more efficient than sequential keyboard access. (Level AA) +Implementing A.3.1.3 +A.3.1.4 Keyboard Access (Enhanced): All functionality of the authoring tool is operable through a keyboard interface without requiring specific timings for individual keystrokes. (Level AAA) +Implementing A.3.1.4 +A.3.1.5 Customize Keyboard Access: If the authoring tool includes keyboard commands, then those keyboard commands can be customized. (Level AAA) +Implementing A.3.1.5 +A.3.1.6 Present Keyboard Commands: If the authoring tool includes keyboard commands, then the authoring tool provides a way for authors to determine the keyboard commands associated with authoring tool user interface components. (Level AAA) +Implementing A.3.1.6 + + + Guideline A.3.2: (For the authoring tool user interface) Provide authors with enough time. +[Implementing A.3.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a32 +Rationale: Some authors who have difficulty typing, operating the mouse, or processing information can be prevented from using systems with short time limits or that require fast reaction speeds, such as clicking on a moving target. + +A.3.2.1 Auto-Save (Minimum): The authoring tool does not include session time limits or the authoring tool can automatically save edits made before the session time limits are reached. (Level A) +Implementing A.3.2.1 +A.3.2.2 Timing Adjustable: The authoring tool does not include time limits or at least one of the following is true: (Level A) +(a) Turn Off: Authors are allowed to turn off the time limit before encountering it; or +(b) Adjust: Authors are allowed to adjust the time limit before encountering it over a wide range that is at least ten times the length of the default setting; or +(c) Extend: Authors are warned before time expires and given at least 20 seconds to extend the time limit with a simple action (e.g. "press the space bar"), and authors are allowed to extend the time limit at least ten times; or +(d) Real-time Exception: The time limit is a required part of a real-time event (e.g. a collaborative authoring system), and no alternative to the time limit is possible; or +(e) Essential Exception: The time limit is essential and extending it would invalidate the activity; or +(f) 20 Hour Exception: The time limit is longer than 20 hours. +Implementing A.3.2.2 +A.3.2.3 Static Input Components: The authoring tool does not include moving user interface components that accept input where the movement of these components cannot be paused by authors. (Level A) +Implementing A.3.2.3 +A.3.2.4 Content Edits Saved (Extended): The authoring tool can be set to automatically save web content edits made using the authoring tool. (Level AAA) +Implementing A.3.2.4 + + + Guideline A.3.3: (For the authoring tool user interface) Help authors avoid flashing that could cause seizures. [Implementing A.3.3] +Rationale: Flashing can cause seizures in authors with photosensitive seizure disorder. + +A.3.3.1 Static View Option: If an editing-view can play visual time-based content, then playing is not necessarily automatic upon loading the content and playing can be paused. (Level A) +Implementing A.3.3.1 + + + Guideline A.3.4: (For the authoring tool user interface) Enhance navigation and editing via content structure. [Implementing A.3.4] +Rationale: Some authors who have difficulty typing or operating the mouse benefit when authoring tools make use of the structure present in web content to simplify navigating and editing the content. + +A.3.4.1 Navigate By Structure: If editing-views expose the markup elements in the web content being edited, then the markup elements (e.g. source code, content renderings) are selectable and navigation mechanisms are provided to move the selection focus between elements. (Level AA) +Implementing A.3.4.1 +A.3.4.2 Navigate by Programmatic Relationships: If editing-views allow editing of programmatic relationships within web content, then mechanisms are provided that support navigation between the related content. (Level AAA) +Note: Depending on the web content technology and the nature of the authoring tool, relationships may include, but are not limited to, element nesting, headings, labeling, programmatic definitions, and ID relationships. +Implementing A.3.4.2 + + + Guideline A.3.7: (For the authoring tool user interface) Ensure that previews are at least as accessible as in-market user agents. [Implementing A.3.7] +Rationale: Preview features are provided by many authoring tools because the workflow of authors often includes periodically checking how user agents will display the web content to end users. Authors with disabilities need the same opportunity to check their work. + +A.3.7.1 Preview (Minimum): If a preview is provided, then at least one of the following is true: (Level A) +(a) In-Market User Agent: The preview renders content using a user agent that is in-market; or +(b) UAAG (Level A): The preview conforms to the User Agent Accessibility Guidelines 1.0 Level A [UAAG10]. +Implementing A.3.7.1 +A.3.7.2 Preview (Enhanced): If a preview is provided, then authors can specify which user agent performs the preview. (Level AAA) +Implementing A.3.7.2 + + + + Part A Conformance Applicability Notes: +Scope of "authoring tool user interface": The Part A success criteria apply to all aspects of the authoring tool user interface that are concerned with producing the "included" web content technologies. This includes views of the web content being edited and features that are independent of the content being edited (e.g. menus, button bars, status bars, user preferences, documentation). +Reflected content accessibility problems: The authoring tool is responsible for ensuring that editing-views display the web content being edited in a way that is more accessible to authors with disabilities (e.g. ensuring that text alternatives in the content can be programmatically determined). However, where an authoring tool user interface accessibility problem is caused directly by the content being edited (e.g. if an image in the content lacks a text alternative), then this would not be considered a deficiency in the accessibility of the authoring tool user interface. +Developer control: The Part A success criteria only apply to the authoring tool user interface as it is provided by the developer. They do not apply to any subsequent modifications by parties other than the authoring tool developer (e.g. user modifications of default settings, third-party plug-ins). +User agent features: Web-based authoring tools may rely on user agent features (e.g. keyboard navigation, find functions, display preferences, undo features) to satisfy success criteria. Conformance claims are optional, but any claim that is made must record the user agent(s). +Accessibility of features provided to meet Part A: The Part A success criteria apply to the entire authoring tool user interface, including any features added to meet the success criteria in Part A (e.g. documentation, search functions). The only exemption is for preview features, as long as they meet the relevant success criteria in Guideline A.3.7. Previews are treated differently than editing-views because all authors, including those with disabilities, benefit when preview features accurately reflect the functionality of user agents that are actually in use by end users. +Unrecognizable content: When success criteria require authoring tools to treat web content according to semantic criteria, the success criteria only apply when these semantics are encoded programmatically (e.g. text describing an image can only be considered a text alternatives for non-text content when this role is encoded within markup). + + + Guideline A.3.5: (For the authoring tool user interface) Provide text search of the content. [Implementing A.3.5] +Rationale: Some authors who have difficulty typing or operating the mouse benefit from the ability to use text search to navigate to arbitrary points within the web content being edited. + +A.3.5.1 Text Search: If the authoring tool provides an editing-view of text-based content, then the editing-view enables text search, such that all of the following are true: (Level AA) +(a) All Editable Text: Any text content that is editable by the editing-view is searchable (including alternative content); and +(b) Match: Matching results can be presented to authors and given focus; and +(c) No Match: Authors are informed when no results are found; and +(d) Two-way: The search can be made forwards or backwards. +Implementing A.3.5.1 + + + Guideline A.3.6: (For the authoring tool user interface) Manage preference settings. [Implementing A.3.6] +Rationale: Some authors need to set their own display settings in a way that differs from the presentation that they want to define for the published web content. Providing the ability to save and reload sets of keyboard and display preference settings benefits authors who have needs that differ over time (e.g. due to fatigue). + +A.3.6.1 Independence of Display: If the authoring tool includes display settings for editing-views, then the authoring tool allows authors to adjust these settings without modifying the web content being edited. (Level A) +Implementing A.3.6.1 +A.3.6.2 Save Settings: If the authoring tool includes display and/or control settings, then these settings can be saved between authoring sessions. (Level AA) +Implementing A.3.6.2 +A.3.6.3 Apply Platform Settings: The authoring tool respects changes in platform display and control settings, unless authors select more specific display and control settings using the authoring tool. (Level AA) +Implementing A.3.6.3 + + + Guideline A.4.1: (For the authoring tool user interface) Help authors avoid and correct mistakes. [Implementing A.4.1] +Rationale: Some authors with disabilities may be more susceptible to input errors due to factors such as difficulty making fine movements and speech recognition system errors. + +A.4.1.1 Content Changes Reversible (Minimum): All authoring actions are either reversible or the authoring tool requires author confirmation to proceed. (Level A) +Implementing A.4.1.1 +A.4.1.2 Settings Change Confirmation: If the authoring tool provides mechanisms for changing authoring tool user interface settings, then those mechanisms can reverse the setting changes, or the authoring tool requires author confirmation to proceed. (Level A) +Implementing A.4.1.2 +A.4.1.3 Content Changes Reversible (Enhanced): Authors can sequentially reverse a series of reversible authoring actions. (Level AAA) +Note: It is acceptable to clear the authoring action history at the end of authoring sessions. +Implementing A.4.1.3 + + + Guideline A.4.2: (For the authoring tool user interface) Document the user interface, including all accessibility features. [Implementing A.4.2] +Rationale: Some authors may not be able to understand or operate the authoring tool user interface without documentation. + +A.4.2.1 Describe Accessibility Features: For each authoring tool feature that is used to meet Part A of ATAG 2.0, at least one of the following is true: (Level A) +(a) Described in the Documentation: Use of the feature is explained in the authoring tool's documentation; or +(b) Described in the Interface: Use of the feature is explained in the authoring tool user interface; or +(c) Platform Service: The feature is a service provided by an underlying platform; or +(d) Not Used by Authors: The feature is not used directly by authors (e.g. passing information to a platform accessibility service). +Note: The accessibility of the documentation is covered by Guideline A.1.1 and Guideline A.1.2. +Implementing A.4.2.1 +A.4.2.2 Document All Features: For each authoring tool feature, at least one of the following is true: (Level AA) +(a) Described in the Documentation: Use of the feature is explained in the authoring tool's documentation; or +(b) Described in the Interface: Use of the feature is explained in the authoring tool user interface; or +(c) Platform Service: The feature is a service provided by an underlying platform; or +(d) Not Used by Authors: The feature is not used directly by authors (e.g. passing information to a platform accessibility service). +Note: The accessibility of the documentation is covered by Guideline A.1.1 and Guideline A.1.2. +Implementing A.4.2.2 + + + Part B: Support the production of accessible content +Part B Conformance Applicability Notes: +Author availability: Any Part B success criteria that refer to authors only apply during authoring sessions. +Developer control: The Part B success criteria only apply to the authoring tool as it is provided by the developer. This does not include subsequent modifications by parties other than the authoring tool developer (e.g. third-party plug-ins, user-defined templates, user modifications of default settings). +Applicability after the end of an authoring session: Authoring tools are responsible for the web content accessibility (WCAG) of web content that they automatically generate after the end of an author's authoring session (see Success Criterion B.1.1.1). For example, if the developer changes the site-wide templates of a content management system, these would be required to meet the accessibility requirements for automatically-generated content. Authoring tools are not responsible for changes to the accessibility of content that the author causes, whether it is author-generated or automatically-generated by another system that the author has specified (e.g. a third-party feed). +Authoring systems: As per the ATAG 2.0 definition of authoring tool, several software tools (identified in any conformance claim) can be used in conjunction to meet the requirements of Part B (e.g. an authoring tool could make use of a third-party software accessibility checking tool). +Accessibility of features provided to meet Part B: The Part A success criteria apply to the entire authoring tool user interface, including any features that must be present to meet the success criteria in Part B (e.g. checking tools, repair tools, tutorials, documentation). +Multiple authoring roles: Some authoring tools include multiple author roles, each with different views and content editing permissions (e.g. a content management system may separate the roles of designers, content authors, and quality assurers). In these cases, the Part B success criteria apply to the authoring tool as a whole, not to the view provided to any particular authoring role. Accessible content support features should be made available to any authoring role where it would be useful. +Unrecognizable content: When success criteria require authoring tools to treat web content according to semantic criteria, the success criteria only apply when these semantics are encoded programmatically (e.g. text describing an image can only be considered a text alternatives for non-text content when this role is encoded within markup). + + + Guideline B.1.1: Ensure that automatically-specified content is accessible. [Implementing B.1.1] +Rationale: If authoring tools automatically produce web content that includes accessibility problems (WCAG), then this will impose additional repair tasks on authors. + +B.1.1.1 Content Auto-Generation After Authoring Sessions (WCAG): The authoring tool does not automatically generate web content after the end of an authoring session, or, authors can specify that the content be accessible web content (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: This success criterion applies only to automatic processes specified by the authoring tool developer. It does not apply when author actions prevent generation of accessible web content (WCAG). +Implementing B.1.1.1 +B.1.1.2 Content Auto-Generation During Authoring Sessions (WCAG): If the authoring tool provides the functionality for automatically generating web content during an authoring session, then at least one of the following is true: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +(a) Accessible: The content is accessible web content (WCAG) without author input; or +(b) Prompting: During the automatic generation process, authors are prompted for any required accessibility information (WCAG); or +(c) Automatic Checking: After the automatic generation process, accessibility checking is automatically performed; or +(d) Checking Suggested: After the automatic generation process, the authoring tool prompts authors to perform accessibility checking. +Note 1: Automatic generation includes automatically selecting templates for authors. +Note 2: This success criterion applies only to automatic processes specified by the authoring tool developer. It does not apply when author actions prevent generation of accessible web content (WCAG). +Implementing B.1.1.2 + + + Guideline B.1.2: Ensure that accessibility information is preserved. [Implementing B.1.2] +Rationale: Accessibility information (WCAG) is critical to maintaining comparable levels of web content accessibility (WCAG) between the input and output of web content transformations. + +B.1.2.1 Restructuring and Recoding Transformations (WCAG): If the authoring tool provides restructuring transformations or re-coding transformations, and if equivalent mechanisms exist in the web content technology of the output, then at least one of the following is true: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +(a) Preserve: Accessibility information (WCAG) is preserved in the output; or +(b) Warning: Authors have the default option to be warned that accessibility information (WCAG) may be lost (e.g. when saving a vector graphic into a raster image format); or +(c) Automatic Checking: After the transformation, accessibility checking is automatically performed; or +(d) Checking Suggested: After the transformation, the authoring tool prompts authors to perform accessibility checking. +Note 1: For text alternatives for non-text content, see Success Criterion B.1.2.4. +Note 2: This success criteria only applies when the output technology is "included" for conformance. +Implementing B.1.2.1 +B.1.2.2 Copy-Paste Inside Authoring Tool (WCAG): If the authoring tool supports copy and paste of structured content, then any accessibility information (WCAG) in the copied content is preserved when the authoring tool is both the source and destination of the copy-paste and the source and destination use the same web content technology. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.1.2.2 +B.1.2.3 Optimizations Preserve Accessibility: If the authoring tool provides optimizing web content transformations, then any accessibility information (WCAG) in the input is preserved in the output. (Level A). +Implementing B.1.2.3 +B.1.2.4 Text Alternatives for Non-Text Content are Preserved: If the authoring tool provides web content transformations that preserve non-text content in the output, then any text alternatives for that non-text content are also preserved, if equivalent mechanisms exist in the web content technology of the output. (Level A). +Note: This success criterion only applies when the output technology is "included" for conformance. +Implementing B.1.2.4 + + + Guideline B.2.1: Ensure that accessible content production is possible. [Implementing B.2.1] +Rationale: To support accessible web content (WCAG) production, at minimum, it is possible to produce web content that conforms with WCAG 2.0 using the authoring tool. + +B.2.1.1 Accessible Content Possible (WCAG): The authoring tool does not place restrictions on the web content that authors can specify or those restrictions do not prevent WCAG 2.0 success criteria from being met. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.2.1.1 + + + Principle B.1: Fully automatic processes produce accessible content + + + Principle B.2: Authors are supported in producing accessible content + + + + Guideline B.2.3: Assist authors with managing alternative content for non-text content. [Implementing B.2.3] +Rationale: Improperly generated alternative content can create web content accessibility problems (WCAG) and interfere with accessibility checking. +Note: This guideline only applies when non-text content is specified by authors (e.g. inserting an image). When non-text content is automatically added by the authoring tool, see Guideline B.1.1. + +B.2.3.1 Alternative Content is Editable (WCAG): If the authoring tool provides functionality for adding non-text content, then authors are able to modify programmatically associated text alternatives for non-text content. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: An exception can be made when the non-text content is known to be decoration, formatting, invisible or a CAPTCHA. +Implementing B.2.3.1 +B.2.3.2 Automating Repair of Text Alternatives: The authoring tool does not attempt to repair text alternatives for non-text content or the following are all true: (Level A) +(a) No Generic or Irrelevant Strings: Generic strings (e.g. "image") and irrelevant strings (e.g. the file name, file format) are not used as text alternatives; and +(b) In-Session Repairs: If the repair attempt occurs during an authoring session, authors have the opportunity to accept, modify, or reject the repair attempt prior to insertion of the text alternative into the content; and +(c) Out-of-Session Repairs: If the repair attempt occurs after an authoring session has ended, the repaired text alternatives are indicated during subsequent authoring sessions (if any) and authors have the opportunity to accept, modify, or reject the repair strings prior to insertion in the content. +Implementing B.2.3.2 +B.2.3.3 Save for Reuse: If the authoring tool provides the functionality for adding non-text content, when authors enter programmatically associated text alternatives for non-text content, then both of the following are true: (Level AAA) +(a) Save and Suggest: The text alternatives are automatically saved and suggested by the authoring tool, if the same non-text content is reused; and +(b) Edit Option: The author has the option to edit or delete the saved text alternatives. +Implementing B.2.3.3 + + + Guideline B.2.4: Assist authors with accessible templates. [Implementing B.2.4] +Rationale: Providing accessible templates (WCAG) can have several benefits, including: immediately improving the accessibility of the web content (WCAG) of being edited, reducing the effort required of authors, and demonstrating the importance of accessible web content (WCAG). + +B.2.4.1 Accessible Template Options (WCAG): If the authoring tool provides templates, then there are accessible template (WCAG) options for a range of template uses. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.2.4.1 +B.2.4.2 Identify Template Accessibility: If the authoring tool includes a template selection mechanism and provides any non-accessible template (WCAG) options, then the template selection mechanism can display distinctions between the accessible and non-accessible options. (Level AA) +Note: The distinction can involve providing information for the accessible templates, the non-accessible templates or both. +Implementing B.2.4.2 +B.2.4.3 Author-Created Templates: If the authoring tool includes a template selection mechanism and allows authors to create new non-accessible templates (WCAG), then authors can enable the template selection mechanism to display distinctions between accessible and non-accessible templates that they create. (Level AA) +Note: The distinction can involve providing information for the accessible templates (WCAG), the non-accessible templates or both. +Implementing B.2.4.3 +B.2.4.4 Accessible Template Options (Enhanced): If the authoring tool provides templates, then all of the templates are accessible template (to WCAG Level AA). (Level AAA) +Implementing B.2.4.4 + + + Guideline B.2.5: Assist authors with accessible pre-authored content. [Implementing B.2.5] +Rationale: Providing accessible pre-authored content (WCAG) (e.g. clip art, synchronized media, widgets) can have several benefits, including: immediately improving the accessibility of web content (WCAG) being edited, reducing the effort required of authors, and demonstrating the importance of accessibility. + +B.2.5.1 Accessible Pre-Authored Content Options: If the authoring tool provides pre-authored content, then a range of accessible pre-authored content (to WCAG Level AA) options are provided. (Level AA) +Implementing B.2.5.1 +B.2.5.2 Identify Pre-Authored Content Accessibility: If the authoring tool includes a pre-authored content selection mechanism and provides any non-accessible pre-authored content (WCAG Level AA) options, then the selection mechanism can display distinctions between the accessible and non-accessible options. (Level AA) +Note: The distinction can involve providing information for the accessible pre-authored content, the non-accessible pre-authored content or both. +Implementing B.2.5.2 + + + Guideline B.2.2: Guide authors to produce accessible content. [Implementing B.2.2] +Rationale: By guiding authors from the outset toward the creation and maintenance of accessible web content (WCAG), web content accessibility problems (WCAG) are mitigated and less repair effort is required. + +B.2.2.1 Accessible Option Prominence (WCAG): If authors are provided with a choice of authoring actions for achieving the same authoring outcome (e.g. styling text), then options that will result in accessible web content (WCAG) are at least as prominent as options that will not. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.2.2.1 +B.2.2.2 Setting Accessibility Properties (WCAG): If the authoring tool provides mechanisms to set web content properties (e.g. attribute values), then mechanisms are also provided to set web content properties related to accessibility information (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: For the prominence of the mechanisms, see Success Criterion B.4.1.4. +Implementing B.2.2.2 + + + Guideline B.3.1: Assist authors in checking for accessibility problems. [Implementing B.3.1] +Rationale: When accessibility checking is an integrated function of the authoring tool, it helps make authors aware of web content accessibility problems (WCAG) during the authoring process, so they can be immediately addressed. + +B.3.1.1 Checking Assistance (WCAG): If the authoring tool provides authors with the ability to add or modify web content in such a way that a WCAG 2.0 success criterion can be violated, then accessibility checking for that success criterion is provided (e.g. an HTML authoring tool that inserts images should check for alternative text; a video authoring tool with the ability to edit text tracks should check for captions). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: Automated and semi-automated checking is possible (and encouraged) for many types of web content accessibility problems (WCAG). However, manual checking is the minimum requirement to meet this success criterion. In manual checking, the authoring tool provides authors with instructions for detecting problems, which authors carry out by themselves. For more information on checking, see Implementing ATAG 2.0 - Appendix B: Levels of Checking Automation. +Implementing B.3.1.1 +B.3.1.2 Help Authors Decide: If the authoring tool provides accessibility checking that relies on authors to decide whether potential web content accessibility problems (WCAG) are correctly identified (i.e. manual checking and semi-automated checking), then the accessibility checking process provides instructions that describe how to decide. (Level A) +Implementing B.3.1.2 +B.3.1.3 Help Authors Locate: If the authoring tool provides checks that require authors to decide whether a potential web content accessibility problem (WCAG) is correctly identified (i.e. manual checking and semi-automated checking), then the relevant content is identified to the authors. (Level A) +Note: Depending on the nature of the editing-view and the scope of the potential web content accessibility problem (WCAG), identification might involve highlighting elements or renderings of elements, displaying line numbers, or providing instructions. +Implementing B.3.1.3 +B.3.1.4 Status Report: If the authoring tool provides checks, then authors can receive an accessibility status report based on the results of the accessibility checks. (Level AA) +Note: The format of the accessibility status report is not specified and they might include a listing of problems detected or a WCAG 2.0 conformance level, etc. +Implementing B.3.1.4 +B.3.1.5 Programmatic Association of Results: If the authoring tool provides checks, then the authoring tool can programmatically associate accessibility checking results with the web content that was checked. (Level AA) +Implementing B.3.1.5 + + + Guideline B.3.2: Assist authors in repairing accessibility problems. [Implementing B.2.3] +Rationale: When repair is an integral part of the authoring process, it greatly enhances the utility of checking and increases the likelihood that web content accessibility problems (WCAG) will be properly addressed. + +B.3.2.1 Repair Assistance (WCAG): If checking (see Success Criterion B.3.1.1) can detect that a WCAG 2.0 success criterion is not met, then repair suggestion(s) are provided: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: Automated and semi-automated repair is possible (and encouraged) for many types of web content accessibility problems (WCAG). However, manual repair is the minimum requirement to meet this success criterion. In manual repair, the authoring tool provides authors with instructions for repairing problems, which authors carry out by themselves. For more information on repair, see Implementing ATAG 2.0 - Appendix C: Levels of Repair Automation. +Implementing B.3.2.1 + + + Principle B.4: Authoring tools promote and integrate their accessibility features + + + Guideline B.4.1: Ensure the availability of features that support the production of accessible content. [Implementing B.4.1] +Rationale: The accessible content support features will be more likely to be used, if they are turned on and are afforded reasonable prominence within the authoring tool user interface. + +B.4.1.1 Features Active by Default: All accessible content support features are turned on by default. (Level A) +Implementing B.4.1.1 +B.4.1.2 Option to Reactivate Features: The authoring tool does not include the option to turn off its accessible content support features or features which have been turned off can be turned back on. (Level A) +Implementing B.4.1.2 +B.4.1.3 Feature Deactivation Warning: The authoring tool does not include the option to turn off its accessible content support features or, if these features can be turned off, authors are informed that this may increase the risk of content accessibility problems (WCAG). (Level AA) +Implementing B.4.1.3 +B.4.1.4 Feature Prominence: All accessible content support features are at least as prominent as features related to either invalid markup, syntax errors, spelling errors or grammar errors. (Level AA) +Implementing B.4.1.4 + + + Guideline B.4.2: Ensure that documentation promotes the production of accessible content. [Implementing B.4.2] +Rationale: Some authors need support in determining how to use accessible content production features (e.g. how to respond to prompts for text alternatives, how to use accessibility checking tools). Demonstrating accessible authoring as routine practice, or at least not demonstrating inaccessible practices, will help to encourage acceptance of accessibility by some authors. + +B.4.2.1 Model Practice (WCAG): A range of examples in the documentation (e.g. markup, screen shots of WYSIWYG editing-views) demonstrate accessible authoring practices (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.4.2.1 +B.4.2.2 Feature Instructions: Instructions for using any accessible content support features appear in the documentation. (Level A) +Implementing B.4.2.2 +B.4.2.3 Tutorial: The authoring tool provides a tutorial for an accessible authoring process that is specific to that authoring tool. (Level AAA) +Implementing B.4.2.3 +B.4.2.4 Instruction Index: The authoring tool documentation contains an index to the instructions for using any accessible content support features. (Level AAA) +Implementing B.4.2.4 + + + In implementing the Standard on Web Accessibility, have you: +- Added the World Wide Web Consortium's draft Authoring Tool Accessibility Guidelines (ATAG) 2.0 into selection criteria when purchasing new Web authoring tools? + + + "Simple Sites" in SharePoint 2010 that contain only Lists and/or Libraries. Owners of Simple Sites will be notified at least four weeks before their migration date and, in most cases, will have a handful of items to address in their site before and after migration to SharePoint Online. + + + BusinessArchitecture IAG Assessment +Project Number: 202100024 +Project Name: Learning Management System Renewal +BizArch Lead IAG: Dan R + +Alignment to Strategy +This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries. + +BizArch Recommendations: +This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions. This will create a more enterpriseable solution to be reuse by many other solutions and supported for many years to come. + +BizArch Category: Life Cycle Management +BizArch Category Reasoning: Business Architecture consider this project as a Life Cycle Management type of initiatives. It is replacing technology at end of vendor support (SABA) with newer technology supporting GC and ESDC priorities in accessibility and security to name a few. + +BizArch Criticality: Medium +BizArch Criticality Reasoning: Business Architecture consider Criticality to Medium in view of the current solution that support most of the requirements and will still do so while this organization are addressing new concerns and priorities to be supported and implemented in the new solution. + +BizArch Alignment: Medium +BizArch Alignment Reasoning: Accessible, Cloud based and Secure solution are priorities of both GC and ESDC. Please keep in mind that opportunities to interoperate with other HR related solutions should be considered as much as possible to be relevant in the future of this organization. + +BizArch Urgency: Medium +BizArch Urgency Reasoning: August 2023 is the end of support of SABA. At this time, with a 24 months time frame to accomplish the transition to another solution is acceptable and doable. + +Business Impact Assessment +Value Stream: Develop Employee Career +Value Stage: Develop Employee +Value Item: Skills & experience improved to match career opportunity +Capability: 10.4.3 Training and Development Management +Impact Type: Improving PPIT + - People: 1 - Low + - Process: 2 - Medium + - Information: 2 - Medium + - Technology: 2 - Medium + + + This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions. + + + This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions. + + + Accessible Canada Act (S.C. 2019, c. 10) +https://laws-lois.justice.gc.ca/eng/acts/A-0.6/ + +This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries. + + + This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries. + + + Skills & experience improved to match career opportunity + + + Protected Cloud B +To provide a secure and protected learning management system for data storage, transfer, retrieval and identity and access management + +Protected B +Third Party Assurance +CSP IT Security Assessment +Data Protection +Data Isolation +Data Location +Data Transfer and Retrieval +Data Disposition and Returning to Records to Canada +Cryptographic Protection +Key Management +Endpoint Protection +Secure Development +Identity and Access Management +Privileged Access Management +Network and Communications Security +Security Incident Management and Response +Personnel Security Screening +Physical Data Security + + + System Configuration +To implement a consolidated learning management system that can meet privacy and digital standards for compliance and auditing + +API +Auditing +Content Standards +Digital Signature +Integration +Log In +Organizations +Privacy Statement +Profile +SKU Barcodes +System +System Roles +Target Audience + + + Competency Development +To implement a learning management system that improves competency development with enhanced assessment, planning and reporting capabilities + +Assessments +Expert Tagging +Job Paths +Planning and Reporting +Skills and Competencies + + + Reporting +To provide a customized, adaptable learning reporting system for managers and administrators + +Dashboards +Data +Report Types +Target Audiences + + + Learning Administration +To provide a seamless, integrated learning management system in various learning administration areas for administrators and course registrants i.e. evaluation, grading, testing and learning plans, course offerings, financial coding and course completion and progress tracking + +Authoring Tool +Certificates +Content Management +Course Catalogue +Financial Coding +Learning Plans +Notifications +Resource Management +Tests and Evaluations +Training and Administration +Transcript +UI + + + Learning Delivery +To provide a comprehensive, adaptable learning management system customized to a range of learning delivery types, grading, review and registration needs for course registrants, trainers, administrators and managers + +Assignment Review and Grading +Class Delivery +Delivery Modes +Registrations +Social Learning + + + Accessibility +To provide an accessible and inclusive learning management system for all learners and users in compliance with Departmental Accessibility Standards and Policies + + + Content Standards +Ability to support the xAPI standard, including Learning Record Stores within the LMS +Ability to support the CMI5 standard for interoperability of learning content within the LMS +Ability to support the LTI standard for interoperability of learning content with the LMS + + + Digital Signature + + + + Data Location +"The Contractor must store and protect Canada’s Data, at rest, including data in backups or maintained for redundancy purposes. This includes the ability to isolate data in Canada in approved data centers. An approved Data Centre is defined as the following: +(a) A data centre that meets all security requirements and certifications identified in Section 30 for Physical (Data Centre / Facilities) Security; +(b) Ensures the infeasibility of finding a specific customer’s data on physical media; and +(c) Employs encryption to ensure that no data is written to disk in an unencrypted form, in accordance with Section 13 - Cryptographic +Protection." +Data Location "The Contractor must certify that the delivery and provisioning of Cloud Services under this contract is from countries within the North Atlantic Treaty Organization (NATO) (https://www.nato.int/cps/en/natohq/nato_countries.htm) or the European Union (EU) (https://europa.eu/european-union/about-eu/countries_en), or from countries with which Canada has an international bilateral industrial security instrument. The Contract Security Program (CSP) has international bilateral industrial security instruments +with the countries listed on the following PSPC website: http://www.tpsgcpwgsc.gc.ca/esc-src/international-eng.html " +Data Location "The Contractor must have the ability for Canada to isolate Canada’s Data hosted in Cloud Services in data centers that are geographically located in Canada, and must: +(a) Provide the GC with an up-to-date list of the physical locations, including city, which may store Canada’s Data at rest; and +(b) Identify which portions of the Cloud Services are delivered from outside of Canada, including all locations where data is stored and processed and where the Contractor manages the service from." + + + + Third party assurance +The Contractor must ensure that Canada’s Data, Contractor Infrastructure and Service Locations are secured with appropriate security measures by providing third party assesment reports or certifications and audit reports for each layer (computers, computing environment, physical data centers) within the cloud service offering, including: + +(a) ISO/IEC 27001:2013 Information technology -- Security techniques -- Information security management systems – Certification achieved by an accredited certification body; AND +(b) ISO/IEC 27017:2015 Information technology -- Security techniques -- Code of practice for information security controls based on ISO/IEC 27002 for Cloud Services achieved by an accredited certification body; AND +(c) AICPA Service Organization Control (SOC) 2 Type II Audit Report 2 Type II for the trust principles of security, availability, processing integrity, and confidentiality - issued by an independent Certified Public Accountant + + + CSP IT Security assessment +The Contractor must demonstrate compliance with the security requirements selected in the GC Security Control Profile for Cloud-Based GC IT Services for Protected B, Medium Integrity and Medium Availability (PBMM) (https://www.canada.ca/en/government/system/digital-government/modernemergingtechnologies/cloud-computing/government-canada-security-controlprofile-cloud-based-itservices.html). Contractor compliance must be demonstrated through the mapping of +security controls to the applicable industry certifications identified below: +(a) Compliance will be assessed and validated through the Canadian Centre for Cyber Security (CCCS) Cloud Service Provider (CSP) Information Technology (IT) Security Assessment Process (ITSM.50.100) (https://cyber.gc.ca/en/guidance/cloud-service-provider-information-technologysecurity-assessment-process-itsm50100). The Contractor must demonstrate that they participated in the process by successfully on-boarded, participated in, and completed the program. This includes providing the following documentation: +(i) A copy of the confirmation letter that confirms that they have on-boarded into the program; +(ii) A copy of the most recent completed assessment report provided by CCCS; and +(iii) A copy of the most recent summary report provided by CCCS. + + + <MANDATORY> +Security Incident Management + + + Ability to provide physical access security policies recognized by the Communication Security Establishment +Ability to provide Protected B status at the Canadian Federal Department level +Is your system installed on standard server hosting, private cloud or a public cloud? (Comments section) +If you selected Cloud-based, are all of your data-cloud servers located in Canada? (Comments section) +Ability to provide encryption for data in motion +Ability to support encryption at rest +Ability to support encryption for the authentication process (2-factor) +If yes to #20, what encryption protocol do you use (list of industry protocols)? (Comments section) +Ability to provide integrated APIs in your system +If yes to #22, have they been validated by the Communication Security Establishment via the Supply Chain Integrity Assessment? (Comment section) +The system shall provide security provisions to meet the storage of data for the following classifications: Protect B, Protected A + + + Data Protection +The contractor must Transmit Canada’s Data in a secure manner including ability for the GC to implement encryption for data in transit for all transmissions of Canada’s Data, in accordance with Section 13 - Cryptographic Protection and Section 21- Network and Communications Security +The contractor must Implement security controls that restricts administrative access to Canada’s Data and Systems by the Contractor and provides the ability to require the approval of Canada before the Contractor can access Canada’s Data to perform support, maintenance or operational activities. +The contractor must take reasonable measures to ensure that Contractor Personnel do not have standing or ongoing access rights to Canada’s Data, and access is restricted to Contractor Personnel with a need-to-know, including resources that provide technical or customer support, based on approval from Canada. + + + + Data Isolation +The Contractor must provide a description of the approach for implementing controls to ensure appropriate isolation of resources such that Canada’s Data are not co-mingled with other tenant data, while in use, storage or transit, and throughout all aspects of the Cloud Services and Contractor Infrastructure’s functionality and system administration. This includes implementing access controls and enforcing appropriate logical or physical +segregation to support: +(a) The separation between Contractor’s internal administration from resources used by its customers; +(b) The separation of customer resources in multi-tenant environments in order to prevent one malicious or compromised consumer from affecting the service or data of another; and +(c) Ability for the GC to support isolation within GC-managed tenant environment + + + Organizations +Ability to have multiple organizations in the systems (multi-tenancy) +Ability to have sub organizations within an organization in the system +Ability to assign organizations and alternate organizations to a learner profile +Ability to manage the movement (permanent and temporary) of learners across organizations + + + Privacy Statement + + + + Log In + + + + System + + + + System Roles + + + + SKU Barcodes + + + + Profile + + + + Integration +Ability to integrate various Virtual Learning applications such as Webex or Zoom +Ability to integrate connectors for learning content vendors or applictions such as: Harvard Business, Linkdin Learning, Lynda.com, OpenSesame, Skillsoft, SLACK etc + + + + <MANDATORY> +Security Incident Response + + + <MANDATORY> +Peronnel security Screening + + + <MANDATORY> +Physical Data Security + + + API + + + + Auditing + + + <MANDATORY> +Identity and access management + + + Key Management + + + Data transfer and retrieval +"The Contractor must provide the capability including tools and services that allow Canada to: +(a) Extract all online, nearline, and offline Canada’s Data, including, but not limited to, databases, object and file storage, system configurations, cloud activity logs, source code hosted in a Canada code repository, and network configurations such that any Canada End User can use these instructions to migrate from one environment to another environment; and +(b) Securely transfer all Canada’s Data, including content data and associated metadata, in a machine-readable and usable format, including CSV format, and in accordance with the Library and Archives Canada Guidelines on File Formats for Transferring Information Resources of Enduring Value (https://www.baclac.gc.ca/eng/services/governmentinformationresources/guidelines/Pages/guidelines-file-formats-transferringinformationresources-enduring-value.aspx)." + + + + <MANDATORY> +Secure Development + + + Cryptographic Protection +"The Contractor must: +(a) Configure any cryptography used to implement confidentiality or integrity safeguards, or used as part of an authentication mechanism (e.g., VPN solutions, TLS, software modules, PKI, and authentication tokens where applicable), in accordance with Communications Security Establishment (CSE)-approved cryptographic algorithms and cryptographic key sizes and crypto periods; +(b) Use cryptographic algorithms and cryptographic key sizes and crypto periods that have been validated by the Cryptographic Algorithm Validation Program (http://csrc.nist.gov/groups/STM/cavp/), and are specified in ITSP.40.111 Cryptographic Algorithms for Unclassified, Protected A, and Protected B Information, or subsequent versions (https://cyber.gc.ca/en/guidance/cryptographic-algorithms-unclassifiedprotectedand-protected-b-information-itsp40111); +(c) Ensure that FIPS 140 validated cryptography is employed when encryption is required, and is implemented, configured, and operated in a Cryptographic Module, validated by the Cryptographic Module Validation Program (https://www.cse-cst.gc.ca/en/groupgroupe/crypto-module-validation-program), in an either approved or an allowed mode to provide a high degree of certainty that the FIPS 140-2 validated cryptographic module is providing the expected security services in the expected manner; and +(d) Ensure that any FIPS 140-2 modules in use have an active, current, and valid certification. FIPS 140 compliant/validated products will have certificate numbers. " + + + <MANDATORY> +Privileged access management + + + <MANDATORY> +Endpoint Protection + + + <MANDATORY> +Network and Communications security + + + Data Disposition and Returning Records to Canada +The Contractor must provide confirmation that demonstrates how they will successful erase, purge or destroy all resources, and an ability to prevent re-instantiation of any removed or destroyed system, capability (software or process), data, or information instances once Canada discontinues its use of the Cloud Services. + + + Target Audience + + + Description: Proposal reduces key department Technical Debt and/or other technology related risks + +Scoring Guide: + 0 = Adds to Department Technical Debt + 1 = No impact + 2 = Reduces Technical Debt for one system + 3 = Reduces Technical Debt for multiple systems + 4 = Reduces Technical Debt department-wide + +WHY +2020-23 Departmental IT Plan - English +http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf +Section 1.2 IT Risk Analysis +Risk :Technical Debt There is a risk that ESDC does not have the ability to continuously operate, transform, and innovate to adequately deliver on the digital government priorities that support ESDC programs and services and ensure IT Service Continuity. +Response :. Mature and improve ESDC’s EA, supported by the creation of the departmental EA function and the launch of the Department’s EA Review Board, where EA will facilitate tracking the amount of technical debt against a set of portfolio level standards and/or targets and favour advancing EA-based projects that avoid increasing technical debt. + +Digital Operations Strategic Plan: 2021-2024 +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +Priority 1.1. Strengthen the overall health of the government’s application portfolio +Several issues can weaken this health and lead to “technical debt.” Technical debt occurs when the vendor hasn’t upgraded and no longer supports an application, or when an application is so old that it’s hard to find people who have the skills to maintain it. In some cases, technical debt makes applications costly to maintain and at risk of performance and security failures. In other cases, it means that applications are too outdated to deliver fully digital services. + + + Description: Proposal operates in a standardized technical environment within department guardrails and standards + +Scoring Guide: + 0 = Creates an exception to established standards + 1 = Adds to complexity but supports standards + 2 = Supports standards. No impact on complexity + 3 = Reduces complexity using a CI/CD pipeline supporting standards + 4 = Reduces complexity of IT environment using a shared CI/CD pipeline impacting multiple systems/components while supporting standards + +WHY +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Design for performance, availability and scalability +ensure response times meet user needs, and critical services are highly available +support zero‑downtime deployments for planned and unplanned maintenance +use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively +establish architectures that supports new technology insertion with minimal disruption to existing programs and services +control technical diversity; design systems based on modern technologies and platforms already in use +Follow DevSecOps principles +use continuous integration and continuous deployments +ensure automated testing occurs for security and functionality +include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Design for Interoperability +design systems as highly modular and loosely coupled services +expose services, including existing ones, through APIs +make the APIs discoverable to the appropriate stakeholders +Enable Interoperability +expose data and functionality through service interfaces +applications must communicate with each other via those interfaces +services interfaces must be published and discoverable + + + Description: Proposal consolidates business solutions by reducing the total number of solutions in the department application portfolio + +Scoring Guide: + 0 = Proposal adds to portfolio + 1 = No portfolio impact + 2 = 1 for 1 consolidation / retirement of system + 3 = Consolidation/retirement of 2+ minor systems producing net reduction + 4 = Consolidation / retirement of 2+ major systems producing net reduction + +WHY +2020-23 Departmental IT Plan - English - for iService.pdf (esdc.prv) +http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf +Section 1.2 +Risk Service Delivery +There is a risk that ESDC will not be able to maintain the delivery of high-quality services while changing how it is delivering them. + +Utilize the APM methodology to analyze, standardize and modernize IT applications, including: +develop multi-year plans to decommission and replace redundant application; +prioritize future IT investments based on risk mitigation, cost efficiency and reusability; and, +analyze and provide standardized direction for all IT enabled projects through ESDC’s EARB. + +Utilize a holistic, multidimensional business view of capabilities and associated Business Architecture tools to better position the Department for effective service delivery to Canadians, such that: +investments and proposed investments are favourably aligned with identified priorities and strategies; +objectives are measurable and requirements traceable; and, +enterprise solutions are leveraged where possible to avoid duplication of effort. + + + Description: Proposes standard business processes + +Scoring Guide: + 0 = No process standardization + 1 = Limited process standardization / single LoB + 2 = Significant process standardization / single LoB + 3 = Limited process standardization / multi LoBs + 4 = Significant process standardization / multi LoBs + +WHY +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Promote horizontal enablement of the enterprise +identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders +reuse common business capabilities, processes and enterprise solutions from across government and private sector +publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services + + + Proposal leverages Cloud services to reduce IT run costs +Description: SaaS, PaaS, IaaS + +Scoring Guide: + 0 = No cloud + 1 = IaaS, PaaS + 2 = IaaS in public cloud using open source solutions + 3 = PaaS in public cloud using open source solutions + 4 = SaaS + +WHY +Use cloud first +adopt the use of the GC Accelerators to ensure proper security and access controls +enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) +Fulfil cloud services through SSC Cloud‑Brokering Services +enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions +design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + +Use open source solutions hosted in public cloud +select existing solutions that can be reused over custom built +contribute all improvements back to the communities +register open source software to the Open Resource Exchange + +Use software as a service (SaaS) hosted in public cloud +choose SaaS that best fit for purpose based on alignment with SaaS capabilities +choose a SaaS solution that is extendable +configure SaaS and if customization is necessary extend as open source modules + + + Description: Proposal implements or leverages an enterprise solution for a key capability that could be leveraged by more than one business line + +Scoring Guide: + 0 = No reuse + 1 = Limited reuse (e.g., single web service) + 2 = Moderate reuse + 3 = Reuses enterprise solution or creates significant reuse opportunity + 4 = Establishes reusable enterprise solution + +WHY +Digital Operations Strategic Plan: 2021-2024 +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +Strategic Pillar 3: Implement Enterprise +Priority 3.2. Plan and govern for the sustainable and integrated management of service, information, data, IT and cybersecurity + +Integrated planning using the right data, processes and technology, will help provide data‑driven insights across the GC portfolio of investments, assets and services + + + Description: Proposal is aligned with the 2020-23 Departmental IT Plan and Digital Operations Strategic Plan: 2021–2024 + +Scoring Guide: + 0 = break from direction + 1 = No impact or alignment demonstrated. + 2 =limited alignment with a few components New ABBs and SBBs + 3 = some alignment for multiple components Shared ABBs and SBBS + 4 = well aligned , all components. Reusable ABBs and SBBs + +WHY +ESDC IT Plan: +Departmental IT Plan: 2020-2023 +http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf +GC IT Plan: +Digital Operations Strategic Plan: 2021-2024 +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +GC Digital Standards website +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-standards.html +GC Enterprise Architecture Framework; +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + + + TBS defined APM assessment scores for TIME (e.g. Architecture and Security): https://www.gcpedia.gc.ca/gcwiki/images/9/96/Application_Lifecycle_Management_-_English.docx + + + Description: Does the solution exist at ESDC today? + +Scoring Guide: + 0 = External solution (neither ESDC or SSC) + 1 = Existing COTS/SaaS + 2 = Existing Custom + 3 = New COTS/SaaS + 4 = New Custom + +WHY +New systems that require ESDC administration are more complex. Custom solutions are more complex than Out of the Box or SaaS solutions. + + + Description: How is the solution deployed and how widely distributed? + +Scoring Guide: + 0 = Cloud-based/external + 1 = Desktop or browser/Single location OR server-only (no UI) + 2 = Browser-based/any distribution + 3 = Desktop component/multiple offices or devices + 4 = Desktop component/enterprise wide + +WHY +If the solution requires a desktop client it will be more difficult and complex to manage. + + + Description: Interfaces with other Solution /partners + +Scoring Guide: + 0 = Completely standalone + 1 = 3 or less/internal only + 2 = > 3 internal only + 3 = Multiple interfaces/internal and GC + 4 = Multiple interfaces/multiple internal and/or external partners (non-GoC) + +WHY +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Design for Interoperability +design systems as highly modular and loosely coupled services +expose services, including existing ones, through APIs +make the APIs discoverable to the appropriate stakeholders + +Enable Interoperability +expose data and functionality through service interfaces +applications must communicate with each other via those interfaces +services interfaces must be published and discoverable + + + Description: How well are the requirements / business processes defined? + +Scoring Guide: + 0 = No requirements or processes are changing + 1 = Requirements are understood, documented, and stable + 2 = Requirements are understood, documented, but subject to change + 3 = Requirements are understood but not documented + 4 = Requirements are not understood + +WHY +Important to include both Business and Non-functional requirements in discussion. Need to be understood by business and developer / operator or complexity rises. + + + Description: How well supported is the underlying technology? + +Scoring Guide: + 0 = Well known and supported within ESDC/SSC and the broader industry + 1 = Known and supported + 2 = Known but limited support - training and/or additional resources required + 3 = New to ESDC/SSC or legacy. Limited support available - training required. + 4 = New to ESDC/SSC or legacy. No support available - training required + +WHY +<TO BE DRAFTED> + + + Description: How will this proposal use professional services / System Integrators? +Scoring Guide: + 0 = None required + 1 = Staff augmentation with minor role + 2 = Staff augmentation with major role + 3 = Partner with systems integrator + 4 = Project delivered by external partner + +WHY +<TO BE DRAFTED> + + + Description: How aggressive is the schedule and are sufficient resources available? + +Scoring Guide: + 0 = No scheduling or resource concerns + 1 = Reasonable schedule/resources available + 2 = Reasonable schedule/significant resource concerns + 3 =Aggressive schedule/resources available + 4 = Aggressive schedule/significant resource concerns + +WHY +<TO BE DRAFTED> + + + Description: + +Scoring Guide: + 0 = Custom IAM, no antibot, no MFA, not shared + 1 = Shared Custom, Antibot and MFA controls in place. + 2 = CSP provided, Antibot and MFA controls in place. + 3 = Enterprise ECAS enabled solution + 4 = iSAMS onboarding roadmap / or no external access + +WHY + + + + Description: + +Scoring Guide: + 0 = None + 4 = Enterprise Internal Access Controls (AD, IAAM, RBAC, Onboarding, Offboarding) + +WHY + + + + Description: + +Scoring Guide: + 0 = none + 4 = Enterprise Threat Intelligence (SIEM, UEBA, WAF, AI/ML) + +WHY + + + + Description: +Scoring Guide: + 0 = Custom exchange manged by point to point partners, no policy enforcement point. + 4 = API LM (API Store and Gateway used for exchange) + +WHY + + + + Description: +Scoring Guide: + 0 = no active monitoring or operations. + 4 = Enterprise Cyber Security Operations + +WHY + + + + Description: +Scoring Guide: + 0 = none + 4 = Enterprise Policy Enforcement and Management (Data Encryption, IAM, credentials, Tokens) + +WHY + + + + Description: +Scoring Guide: + 0 = none or limited. + 4 = Data Encryption, Endpoint protection, Integrated Risk Management, IT Service Management + +WHY + + + + This proposal seeks $XM in funding over the next two years to stabilize current data and analytics capacity in ESDC’s Chief Data Office, and to support an incremental increase in capacity designed to respond to gaps in ESDC data foundations that require immediate attention. + + + This proposal seeks $XM in funding over the next two years to stabilize current data and analytics capacity in ESDC’s Chief Data Office, and to support an incremental increase in capacity designed to respond to gaps in ESDC data foundations that require immediate attention. + + + The ability to trust and use data is at the core of generating value for Canadians + + + + Visualizations are dated and fail to leverage modern options. + + + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + + + In addition, there is a growing need to obtain and integrate data from beyond ESDC. Efforts to better understand our clients and support vulnerable, racialized and marginalized groups can only go so far without bringing in critical pieces of data from key players, including provinces and territories, municipalities and third-party organizations. Issues such as chronic homelessness need national support, but the data to understand such issues is scattered across stakeholders. + + + + Issues such as chronic homelessness need national support, but the data to understand such issues is scattered across stakeholders. + + + This investment will provide trusted, horizontally integrated data supporting better policy analysis, including Gender-Based Analysis+ and Strategic Environmental Assessments. + + + Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions. + + + Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions. + + + Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions. + + + More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly. + + + More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly. + + + More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly. + + + The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example: +• GC, and ESDC in particular, has experienced policy development at an unprecedented speed. The pandemic touches all aspects of our business (voluntary sector, housing and homelessness, employment, early learning and child care, horizons for seniors, student benefits, etc.) and the ability to respond quickly is expected. Pressure to support accelerated research, policy and decision-making cycles to address the immediate crisis and the move towards a “new normal” is very real and the effects will be lasting. + + + The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example: +• ESDC is addressing some of the most significant changes to Employment Insurance in its history and the push to build a system for the future is even more pronounced. + + + The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example: +• The need to ensure the application of a GBA+ lens has never been greater. ESDC must ensure that gaps in data collection and analysis are identified and addressed so that ESDC can ensure that we are serving the members of our society who are most vulnerable. + + + 1.2.3. Lessons learned in response to the Covid-19 response +The experience of reporting on the Canadian Emergency Response Benefit (CERB) has highlighted weaknesses in our data foundations. Data gaps and a lack of clear and effective processes and procedures for data sharing and management delayed or prevented analysis of the socioeconomic impact of the pandemic on marginalized and racialized groups. Reporting of summary data by province, age and gender was not achievable within timeframes required for rapid analysis and response. Data from different parts of the department were in conflict, and executives did not have confidence in the quality of the data. This proposal builds on the rapidly deployed assets CDO has created to address these urgent problems, and will help the department be prepared to quickly and accurately provide consistent and reliable answers to business questions by ensuring that data is ready, detailed and reliable to support reporting and analysis needs. + + + 1.2.4. Legislative / Regulatory Context +All enterprise data foundations as proposed in this business case, and all expected outcomes, are consistent with existing provisions of the Department of Employment and Social Development Act (DESDA), the Privacy Act and all relevant program legislation. The recommended option of using internal resources to stabilize funding for data foundations development will move forward with solutions that are possible within the existing legislative framework, will be highly responsive to legislative change, and will assure a permanent advance of capability. + + + 1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. +Data use and analytics undergo waves of public interest and scrutiny, often concentrated around privacy breach incidents in the private sector. As such, transparency and effective privacy controls are central to the vision and key messages on responsible, ethical data use and public trust are an important element in an overall communications plan. ESDC’s close working relationship also positions the department to apply best practices and lessons learned from Statistics Canada’s Trust Centre. + + + 1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. +Data use and analytics undergo waves of public interest and scrutiny, often concentrated around privacy breach incidents in the private sector. As such, transparency and effective privacy controls are central to the vision and key messages on responsible, ethical data use and public trust are an important element in an overall communications plan. ESDC’s close working relationship also positions the department to apply best practices and lessons learned from Statistics Canada’s Trust Centre. + + + 1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. + + + + 1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. + + + + Legislative Authority +Authorities support modern data needs +Policy is simplified where required to support the use of authoritative data in benefit processing + + + • The collection, storage and analysis of data is widely dispersed across multiple branches, program areas and regions within the department. This has many consequences: +o Employees face barriers to accessing information they need to perform analysis that will benefit Canadians and the department +o Privacy controls and transparency of use of data for citizens is inconsistent across data holding and business lines +o Data from different program areas cannot be linked to accurately and efficiently support necessary, authorized policy insights requested by government +o Performance reporting, forecasting and workload management are limited and inconsistent across programs. There are inadequate performance measures that focus on outcomes. + + + • Program and project authorities take a tactical “program/project first, enterprise second” view toward data priorities resulting in little or no advancement toward strategic enterprise outcomes. + + + • In some areas where data is accessible and usable, low data literacy is limiting data value. + + + • Executives, accustomed to managing human and financial resources, lack the understanding, tools and skills needed to manage data as a resource with comparable skill. + + + • Enterprise infrastructure to support advanced and emerging data analytics, for example modern data visualization practices, forecasting, machine learning and artificial intelligence does not exist at the enterprise level and cannot be consistently or effectively implemented in small program/project silos. + + + • ESDC has a very large investment portfolio with Statistics Canada that is scattered among many divisions and branches. Data collected from surveys, research and partners is difficult to integrate with program data to derive insights into how the program is responding to intended outcomes, or unintended consequences. + + + • To get work done, employees often extract data from secure systems into network assets such as Excel work sheets to manipulate data. Executives often do not have clear line of sight into who has access to what data, and for what purpose. + + + information management +A discipline that directs and supports effective and efficient management of information in an organization, from planning and systems development to disposal or long-term preservation. Source: Policy Framework for Information and Technology +http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12452 + + + information technology +Includes any equipment or system that is used in the automatic acquisition, storage, manipulation, management, movement, control, display, switching, interchange, transmission, or reception of data or information. It includes all matters concerned with the design, development, installation and implementation of information systems and applications to meet business requirements. Source: Policy Framework for Information and Technology +http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12452 + + + Principle 1: client and service-centred design +GC solutions and services are designed from a client-centred and end-to-end digital service delivery perspective to increase the value they bring to clients through: +• early user engagement +• convenient access and availability through multiple channels +• pre-population of information when possible and where appropriate +• simplified, streamlined and joined-up workflows +• reuse of information where appropriate +• rigorous user testing + + + Principle 2: open +GC information and data is open by default, ensuring that: +• information and data are made open to the public to the greatest extent possible +• new processes are designed to enable and facilitate proactive release of government data and information by default +• the public actively participates in policy, program and service design +• citizens are consulted and engaged in government decisions and operations +• GC employees work “in the open” + + + Principle 4: secure +GC information is safeguarded for security, privacy and confidentiality, is monitored to prevent leaks, and is protected for future generations. + + + Principle 5: cloud first approach +Departments will explore “… as a service” (XaaS) cloud services before developing solutions in-house. This includes private and public cloud offerings. + + + Principle 6: enable a modern workplace: anywhere, anytime with anyone +The GC strives to be an innovative organization that: +• provides its employees with modern technology that supports information retrieval, use, sharing and collaboration by making information and data accessible when and where needed +• provides customizable tools and resources with minimized learning requirements for users +• provides automated, digital processes in support of better services +• attracts, retains and encourages public servants to work smarter and be innovative, greener and healthier so that they better serve Canadians + + + Principle 3: enterprise first +Departments will follow common standards, approaches and direction, and use existing enterprise assets, such as processes, data, contracts and solutions, as accelerators where: +• information is created once, reused numerous times, and managed GC-wide as a single-aligned asset that is consistent, standardized and interoperable +• solutions support the use of open standards, are scalable and can be rapidly deployed +• cost-effective and efficient business solutions facilitate information and data integration, reuse, management, sharing and analytics +• common business needs are addressed through enterprise or shared solutions, and departments stop investing in departmental legacy systems and refocus efforts, resources and funds on becoming ready to adopt an enterprise or shared solution and on accelerating its implementation +• efforts across the GC are more coherent, integrated, secure and effective + + + Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy. + + + Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends. + + + Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives. + + + Strategic goal 1: service +A responsive, open and innovative IM-IT environment supports the delivery of integrated, accessible, client-centred programs and services to Canadians and: +• aligns architecture and plans to a “whole of government as one enterprise” vision +• simplifies IM processes and systems to ensure that they are effective, support objectives for openness and relieve burden on GC workers +• continues the enterprise-wide approach to delivering IM-IT services +• adopts emerging technology to improve program and service delivery such as artificial intelligence and blockchain + + + Strategic goal 2: value +Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and: +• encourage collective use of resources, tools, processes and systems +• develop enterprise-wide solutions to address common business needs +• ensure sustainability of IM-IT systems and infrastructure +• strengthen data governance and accountabilities +• adopt more agile procurement approaches, where possible + + + Strategic goal 3: security +A secure and resilient enterprise infrastructure protects information and data, enables the trusted delivery of programs and services, and: +• enhances security measures to minimize risk +• provides more consistent management of government networks +• protects personal and sensitive information +• broadens awareness of cybersecurity risks + + + Strategic goal 4: agility +An agile, connected and high-performing workforce with modern tools: +• attracts and retains highly skilled and diverse IM-IT talent +• provides a technologically advanced workplace that supports mobility +• promotes digital literacy and collaboration +• pilots new practices, processes and solutions that exploit information as a strategic asset +• rethinks how data and information professionals can help meet current and future business needs + + + Strategic goal 2: value +Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and: +• strengthen data governance and accountabilities + + + Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability. + + + + Employment and Social Development Canada (ESDC) +The mission of ESDC, including the Labour Program and Service Canada, is to build a stronger and more inclusive Canada, to support Canadians in helping them live productive and rewarding lives while improving Canadians’ quality of life. + + + It is the organization's strategic lever for achieving cultural change. The objective is to change attitudes, behaviors and mindsets and give our employees the tools and confidence to deliver service that goes beyond client expectations. + + + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + Flexibility across access points for learning, whether in formally structured face-to-face, hybrid and flipped, or fully online learning, and whether for certification-seeking learners, self-directed learners, community-based social learning, or open educational resources + + + Business Requirements +b) A cloud-based SaaS that is platform and device-agnostic, accessible by all users, including system administrators, without the need for any additional software installation. + + + Business Requirements +c) Cloud-based Solution that is certified in accordance with IT security requirements for the Government of Canada Security Control profile PBMM. + + + Business Requirements +d) The LMS complies with GoC Accessibility requirements, including full accessibility in agreement with the Accessible Canada Act and industry standards WCAG 2.1 on all technology platforms used by the solution. + + + Business Requirements +e) All upgrades, including regulatory updates, are provided at no additional cost. + + + Business Requirements +f) Create and select for use course material in both official languages, all users need to be able to toggle/switch between both official languages (English / French). + + + Business Requirements +g) The Solution must scale to at least 40,000 Authorized Users and allow for scalability over the lifespan of the Contract. + + + Business Requirements +h) Allow all users (both learners and those with special access rights) to login and use the LMS solution via web browsers on laptops/tablets/computers as well as either web browser or app on a variety of mobile devices (including Android and Apple). + + + Business Requirements +i) Compatibility with external 3rd party e-learning content suppliers via single sign-on. + + + Business Requirements +j) Multiple SaaS environments (Development, Testing and Production) hosted in a secure data center environment located in Canada + + + Business Requirements +k) Multi-tenancy configurations with granular access, individual branding and roles (reflecting a departmental structure of approximately 11 organizations, each with approximately 1 to 2 sub-organizations) to distinguish between functional areas, learning activities, content, and other differences identified by the Project Authority in Phase 1. + + + Business Requirements +l) Must allow ESDC to configure and maintain the solution as required + + + Business Requirements +m) Have the capacity to host over 200 different courses??, host XXXX number of Learning objects (SCORM, MP4, MP3 etc.) provide at least 1 TB of storage. + + + Business Requirements +n) Support a wide variety of delivery methods (e.g., classroom, virtual/online classroom, blended learning, self-paced, asynchronous online, blog, e-reference, forums, webinars, micro-learning, etc.). + + + Business Requirements +o) Support social learning through blogs, forums, groups sites, Communities of Practice, file sharing, etc. + + + Business Requirements +q) Product Roadmap and Releases - Based on previous product releases, the Contractor must demonstrate continuing product investment by having a minimum of two substantive product releases per year based on previous product releases. + + + Business Requirements +s) The Contractor must demonstrate a process that defines how the user community can propose enhancements and new features and how and when product features are decided, prioritized, developed and released. + + + Business Requirements +r) The Contractor must demonstrate the availability of a product roadmap. + + + Business Requirements +p) Ability to publish content from the integrated authoring tool directly to the LMS for testing and use in course. + + + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + + https://cyber.gc.ca/en/guidance/cloud-service-provider-information-technology-security-assessment-process-itsm50100 + + + + • Curriculum – A high level grouping of courses that constitute an area of specialization. The curriculum is designed to serve as a roadmap for the courses that lead to a completion status. +• Course – A block representing a particular learning element. In Saba this could equate to all the content that makes up a simple course, or it can become a learning element that is a component of a curriculum. +• Delivery type – The method for delivering the course. Example – Instructor led, Web Based Training, or Blended. +• Class – The actual learning product that the learner registers for, completes, and is tracked in the LMS. +• Path – A grouping of modules and courses which a learner needs to complete in order to complete a Curriculum/Certification. A Curriculum/Certification can have multiple paths, but a learner only needs to acquire one path for completion. +• Module - The main component in a path, a module is logical grouping of courses (learning elements). Paths can (and usually should) have multiple modules. + +ABBREVIATIONS +ARIA techniques The purpose of this technique is to provide a label for objects that can be read by assistive technology. +ATAG Authoring Tool Accessibility Guidelines +CSS Cascading Style Sheets +CSV Comma-separated values +ESDC Employment and Social Development Canada +HTML Hyper Text Markup Language +IE 11+ Internet Explorer 11 +LMS Learning Management System +RFI Request for Information +SCORM Sharable Content Object Reference Model +WCAG Web Content Accessibility Guidelines + + + + + + Responsible for overall project management, and national direction for specialized call centre and processing operations. + + + Responsible for partnerships, digital services, national direction for in-person and outreach operations + + + + Responsible for in-person, call centre, and processing operations + + + Responsible for training needs identification and training development/ delivery + + + + Lead on the technical development of solutions + + + Accountable department for the implementation of the CDCP benefit. + + + + Responsible for letter production and delivery + + + Enabling the transmission of data to confirm eligibility of client. + + + + Category: Scope Boundaries +Status: New Identified +Transferred to: +Risk Introduced to the Department: No +Risk Event: Without an approved final scope, there is a risk that the project will not be able to deliver for the December timeline. +Risk Cause: Scope document has not been signed off for approval. +Risk Context: Risk for December 2023 Release June 30: Have addressed comments from both CRA and HC, and have sent back to both departments for final approval. +Origin of Risk: Internal +Nature of Risk: +Owner: +Date Identified: 2023-06-19 +Risk Consequence: Scope, Schedule, Cost, Benefits Realization +Risk Consequence Description: Without an approved final scope, there is a risk that the project will not be able to deliver for the December timeline. +Risk Impact Perspective: +Existing Control / Mitigation: +Current Probability: High +Current Impact: High +Current Exposure: HIGH +Risk Trigger: +Risk Trigger Date: +Risk (Score): 9 + +Response +Risk Management Action: MITIGATE (Requires Future Control/Mitigation actions) +Escalation Level: +Mitigation Plan Complete: No + + + + + + + Ability for Canadians to apply for the CDCP + + + Digital solution for Service Canada call centre and inperson / outreach staff to Find/View Applications, Assist clients, enter information (on behalf of clients) + + + Digital solution for processing CDCP client applications, validating eligibility of applicants, and communicating decision to applicants + + + Ability to provide client support through a CDCP specialized call centre + + + Eligibility Appeals Portal and Services + +There will not be an accessible digital portal through which applicants may submit an appeal request to a denial or change of membership and the supporting team to adjudicate appeals. + + + Further Program Enhancements + +Any ongoing enhancements to the Program will be handled through continuous improvement and subsequent projects may be created if needed. + + + + + + https://www.scaledagileframework.com/epic/ + + + https://www.scaledagileframework.com/features-and-capabilities/ + + + + https://www.scaledagileframework.com/strategic-themes/ + + + Federal organizations are expected to manage the risk of fraud within their programs with appropriate controls to help reduce exposure to loss. ESDC established the Integrity Services Branch (ISB) to help address this expectation. ISB’s activities can be seen as taking positive steps along a continuum of integrity elements shown below. +Education +Prevention +Detection +Admininstrative Penalties and Sanctions +ENFORCEMENT + + + In 2016, ISB completed an audit of the enforcement function that was executed by former Canada Revenu Agency (CRA) executive Dennis Meunier. This audit resulted in what has been termed the Meunier Report. The Meunier report provides 44 recommendations to ISB on how to improve the enforcement function and a related project – Enforcement as a Practice (EaaP) has been started to implement these improvements. The EaaP project has scheduled a Beta trial starting on June 7, 2021 and has requested that the electronic solution be in place so the software and new processes can be validated together. + + + 6.2.1 Option 1 – Status Quo +The Status Quo option represents the continuation of Integrity Operations using the current suite of applications including SharePoint and the Compliance legacy application, the National Integrity Investigation System (NIIS) to provide basic tombstone and case data. Enforcement needs will continue to be addressed as follows: +• Enforcement functions will continue to be managed through a SharePoint site where case workload is assigned manually to regions; +• Minimal Business Intelligence (BI) and reporting capacity will be available as it is a manual process; +• Manual processes will need to be created to support work between Enforcement and Compliance; +• Manual processes will need to be created to satisfy the legal requirements for a successful prosecution when files are referred to PPSC or external police forces; Changes will be required to SharePoint and Excel to support the new manual processes. +   +Option Dependencies: +• Current business needs are treated on a case-by-case fashion and limited to a defined scope of schedule, assigned resource level (less than $500K) and limited complexity. This is to limit the disruption impact on the legacy system, regional resources and Innovation, Information and Technology Branch (IITB) resources; +• The current SharePoint site and Excel sheets continue to operate properly; +• IITB are able to assign staff to create new SharePoint capabilities; +• The SharePoint and Excel capabilities are approved by the legal group as sufficient to support Enforcement moving forward; any new requirements can be met with SharePoint and Excel. + +Option Assumptions: +• There are sufficient IITB staff available to perform the work efforts required to maintain and enhance the systems; +• Individuals with obsolete skill sets can be retained; +• Additional developmental requirements can be identified; and +• SharePoint and Excel can provide sufficient capabilities to match legal requirements. + +Option Constraints: +• The SharePoint site is not robust enough to handle all enforcement-related requirements including standardization, case automation objectives, and legal requirements necessary for referral to PPSC when prosecution is suitable; +• Without a modern toolset the National Enforcement and Intelligence Division (NEID) business process re-engineering might not fully achieve its expected level of outcome; +• There may not be sufficient IITB staff available to maintain or change the legacy systems; +• Although a very flexible tool, SharePoint and Excel may not be able to support the rigours required by the legal aspects of each case; and +• The Department’s plan does not include using SharePoint as a tool to support program level solutions. + +Feasibility: Not feasible +Reasoning: +Option 1 – Status Quo, does not meet the criteria for supporting the commitment to implementing a robust enforcement system for the programs under ISB Integrity control. The cost to implement would require increasing staff within IITB and there could be scale-ability and adaptability issues by adding new features. It is not aligned with the strategic commitments of ISB and ESDC, and is not a sustainable model. It is therefore not a viable option. The use of the current system requires investigators to report multiple times, in different places, the same information for tracking and reporting purposes. This is not an efficient use of valuable resources and a drain on efficiency and morale. +ISB needs to be agile and be able to keep abreast of technology evolution and adapt its internal functions accordingly. +Furthermore, as previously indicated, ISB’s investigations function continues to grow, particularly in the area of Enforcement. With the recent federal governments COVID-19 response plan, there will be increased opportunities for fraud and ISB will require robust systems and processes to discover and make referrals to LE for eventual prosecution of such individuals. The existing SharePoint and Excel implementation has not been sufficient to handle the workload and many resources have been borrowed from the regions to deal with capacity. This demostrates and urgent need for a new system as the manual interventions required by the current system far outweigh the resources to manage them. The status quo poses significant challenges to workload management of investigation, intelligence gathering and security of information. Use of different systems impedes regional standardization and the ability to have a consistent approach for Integrity Operations across Canada, both increase the risk to successful prosecutions, and were challenges identified in the 2014 OAG audit of ESDC’s investigations framework. +Option 1 rating against the evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – some basic capabilities would be available by the due date but the development of SharePoint based Enforcement capabilities will continue after this date, there is uncertainty about the time required to deliver the entire solution; +2. Cost to implement, operate and retire solution –the cost to develop a solution may be higher than estimated as we do not know the entire timeframe for implementation; +3. Degree and timeliness of benefits realization – the implementation of a basic enforcement solution by the TBS due date will support some, but, not all of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – developing new code to provide a solution on the SharePoint product will have the additional risk to the project timeframe of having to test all new code and reject code that does not pass testing leading to a longer development schedule; +5. Implementation considerations – the IITB team will have to ensure sufficient knowledgeable resources are available to fulfill the Enforcement requirements on SharePoint; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will have to support the new business process revisions; +7. Ability to deliver on the following requirements : audit trail, data security, evidence security and compatibility with external agencies – the status quo does not support these requirements; and +8. Scalability of the solution and the adaptability to add new features in the future – the SharePoint system would use the newest technologies that have scalability and adaptability built in. New features will be added during subsequent releases of the solution. + +Option Cost Identification +The following table defines the estimated costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure + Salary & Services $TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services $TBD +Training of user community Implementation Services $TBD +Total Costs $TBD + + +Option Cost Summary + +The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD From IITB Cost Work Book +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once the Financial Management Advisor (FMA) approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received. + +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB.  +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements The existing solution may not have the capabilities to meet all standard business requirements as the internal processes mature. +Internal – Data migration This option does not plan for any data migration. There is a risk that some migration may be required and has not been planned. +Internal – Loss of Data There is a risk that data may be lost if issues occur with the existing legacy systems before the replacement solution is available. +Internal – Impact on Business (change management) Implementing new system changes will modify existing operational processes, embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the Transformation Management Branch (TMB), Benefits and Integrated Services Branch (BISB) and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The existing solution does not have the capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will not receive any costs savings by modifiying the existing application; +2. Canadian Citizens will not experience increased fairness; +3. IITB Development staff will obtain no new skills; +4. ESDC Personnel – ISB-NHQ and regional staff will continue to spend more time processing each case and have minimal case management with supported automation, reporting, and business rules; +5. ESDC personnel – Regional Integrity Operations will have no consistency in the delivery of services and processes; +6. ESDC Personnel will be using an outdated application that does not provide the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability; +7. IITB Development staff will be impacted by the inability to retain programmers and systems analyst talent; +8. Benefit Delivery Service Branch will have minimal reliability on the data provided by the existing Application; and +9. External LE Agencies will see minimal improvement in the cases provided by ESDC. + +Project Management Capacity: +Over the last fiscal year, ISB has created a Project Delivery Office (PDO) to centralize the function and to help increase its overall maturity level in Project Management (PM). Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s Enterprise Project Management Office (EPMO). ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The solution development will be undertaken by IITB, who will be assigning a technical manager to coordinate the development efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives. +The solution will be developed using an Agile PM approach. The list of user requirements will be tracked and software development will occur during a series of “Sprints”. The timeframes for each sprint will be defined by IITB and new software will be provided at the end of each sprint. Using an Agile process allows the development team to provide a solution quicker to the user community and tailor their development efforts on the most critical or required changes. +Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. + +  +Organizational Readiness Analysis +The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High. + + +• Enforcement function +Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes. + + + 6.2.2 Option 2 – Developing required functionality in ISB’s existing case management system (NIIS) +Option Description +This option requires assigning resources to work on the NIIS system, contrary to current departmental priorities. Development would be performed in house using existing IT resources. Changes would include: +• Making changes to the automated workload distribution module to address EI, CPP and OAS enforcement work distribution requirements; +• Database changes to handle the new data imported into the system; +• Developing a screen that would display the EI, CPP/OAS and SIN data that would be imported to the system; +• Develop mechanisms for automated loading of data/cases being referred to ISB from Information Collection and Synthesis Team (ICST); +• Development of actions/forms/correspondence to address work related to Enforcement; +• Creating a fraud module to handle criminal investigations and enforcement; and +• Integration with the Information Technology Renewal Delivery System (ITRDS) – the CPP system of record. + +Option Dependencies: +• Current business needs are treated on a case-by-case fashion and limited to a defined scope of schedule, assigned resource level (less than $500K) and limited complexity. This is to limit the disruptive impact on the legacy system and IITB resources. + +Option Assumptions: +• There are sufficient IITB staff available to perform the work efforts required to maintain the systems; +• The department is committed to supporting these older applications for 10+ years; +• Individuals with the obsolete skill sets can be retained; and +• The mainframe will be decommissioned when BDM is available. + +Option Constraints: +• There may not be sufficient IITB staff available to perform the work effort; +• Knowledgeable and trained individuals to perform this work are not readily available and the cost to hire and train individuals is too high; +• The equipment used to execute the applications is near end-of-life and may not be operational in 10+ years; difficulty in sourcing replacement parts; +• Individuals with the obsolete skill sets may not be available; and +• The Department’s plan may not allow modifications to these older applications. + +Feasibility: Not Feasible +  +Reasoning: +Option 2 meets the immediate need for supporting the commitment of implementing a robust enforcement system to support the EI, CPP/OAS and SIN programs Enforcement needs. Yet, this option goes against the current transformation effort and IT renewal initiatives undertaken in the last 10 years at ESDC. The cost to implement the system modification within NIIS would require an increase in IITB resources, adding systems and staff risks. The existing NIIS system may not be able to deliver on all key requirements and may not meet the enforcement deadline of March 31, 2022. The existing system is therefore only a partially viable option. +Option 2 rating against the evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – minimal capabilities would be available by the due date but the development of Enforcement capabilities would not be completed and it is uncertain that the system can be modified to support the new Enforcement requirements; +2. Cost to implement, operate and retire solution – the cost to develop a solution may be higher than estimated as we do not know the entire timeframe for implementation; +3. Degree and timeliness of benefits realization – the implementation of some basic enforcement capabilities by the TBS due date will support some, but, not all, of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – as the development will be completed using older technology, there is a risk of delays to the timeline and capabilities provided; +5. Implementation considerations – the IITB team will have to ensure sufficient knowledgeable resources are available to fulfill the Enforcement requirements on the existing platform; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will not match the revision timeframes; +7. Ability to deliver on the following requirements: audit trail, data security, evidence security and compatibility with external agencies – the solution would be developed to deliver full audit trails, enhance data security and improve the data provided to external agencies, but, the timeframe will be extended as the project will require additional releases in addition to the original release; and +8. Scalability of the solution and the adaptability to add new features in the future – it is uncertain if the existing application can provide the scalability and adaptability required to support the new Enforcement capabilities. + +  +Option Cost Identification + +The following table defines the estimated costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure + Salary & Services $TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services $TBD +Training of user community Implementation Services $TBD +Total Costs $TBD + +Option Cost Summary +The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD From IITB Cost Work Book +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received. + +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB. + +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements The existing solution may not have the capabilities to meet all standard business requirements as the internal processes mature. +Internal – Data migration There is a risk that the fields created in SharePoint do not exist within the existing application and some data may be lost. +Internal – Loss of Data There is a risk that data may be lost if issues occur with the existing legacy systems as they continue to age. +Internal – Impact on Business (change management) Implementing new system changes will modify existing operational processes, embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the increased efficiency in the handling of enforcement cases within the affected programs; +2. Canadian Citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. IITB Development staff will be impacted by the retention of staff with the older skill set; +4. ESDC Personnel – ISB-NHQ and regional staff will continue to use the existing application and may require additional training due to re-engineered business processes; +5. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; +6. IITB Development staff will be impacted by the retention of programmer and systems analyst talent as a by-product of keeping the older systems and development languages; and +7. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management application and the improved service access. +  +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The solution development will be undertaken by IITB, who will be assigning a technical manager to coordinate the development efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives. +The solution will be developed using an Agile PM approach. The list of user requirements will be tracked and software development will occur during a series of “Sprints”. The length timeframes for each sprint will be defined by IITB and new software will be provided at the end of each sprint. Using an Agile process allows the development team to provide a solution quicker to the user community and tailor their development efforts on the most critical or required changes. +Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. +Organizational Readiness Analysis +The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. + +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High. + + + 6.2.3 Option 3 – Onboarding to the Integrity Case Management System (ICMS). +Option Description: +This option consists of configuring the required changes to support the commitment of implementing a robust enforcement system for the EI program and the Pensions program (CPP and OAS). This option consists of starting with an instance of the existing ICMS Microsoft (MS) Dynamics system and configuring workflows for each specific program and function. There would need to be a secure wall between enforcement and the TFW/IMP/Compliance work and ISB would need to assign special roles and access to Enforcement data has to be guaranteed to be locked down. This will allow ISB to have a common case management system across its functional delivery network and leverage existing knowledge, expertise, processes, and tools to create a synergy across programs. This option builds on the success of developing a robust case management system for the TFWP and the IMP. Quality monitoring and control will be incorporated within the solution. + +This option will allow ISB to leverage the enterprise system and acquired knowledge obtained during the first phase of the project. Undertaking the configuration in-house, therefore reduces the dependency on external suppliers, and continues to build the confidence and expertise achieved during the first phase of the Modernization of Integrity Case Management (MICM). This option will also allow building additional knowledge about case management within ESDC to ensure sustainability of the developed product, and therefore reduce maintenance cost in the long term. + +In addition, onboarding all ISB’s programs to the same system ensures a common transition plan for the long-term transformation objectives of ESDC. As ESDC moves forward with innovative service delivery methods, ISB would realize economies of scale by having a common system for the delivery of all its services. + +Finally, senior developers that configured the ICMS are the same that currently maintain NIIS. This in-house expertise has gained business knowledge and deep understanding in development of investigative-oriented tools and this expertise can be leveraged. + +Option Dependencies: +• IITB areas continue to have IT capacity to develop automated data and information transfers to ISB. + +Option Assumptions: +• Government supports the established direction and visions on technology transformations; and +• Government supports moving forward with enterprise solutions and standard applications. + +Option Constraints: +• A shortage of key subject experts (program or technical) dedicated to the project could impact the project schedule and timelines; +• The ICMS solution will be reviewed to understand if the application may/may not be able to support the required documentation and processing standards required by the Enforcement team; +• The ICMS solution will be reviewed to understand if the application may/may not be able to attach images, video files, audio files, scanned documents, photos, etc. with the required security and tracking. We need to keep in mind the full suite of requirements for prosecution which also includes change tracking, security of data and evidence recording and tracking; + + +Feasibility: Feasible but not recommended +Reasoning: +Option 3 rating against the following evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – the project would be unable to deliver the basic Enforcement capabilities by the due date; Enhanced capabilities could be delivered in future releases; +2. Cost to implement, operate and retire solution – MICM2 cost is defined below; the cost to develop a solution could be higher than purchasing software; +3. Degree and timeliness of benefits realization – the implementation of a basic enforcement solution by the TBS due date will support some, but, not all, of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – developing a solution on a COTS product will have additional risks than purchasing a purpose-built solution due to the development of new code; +5. Implementation considerations – a similar application was successfully implemented for TFWP and IMP from the MICM project. ISB is using the lessons learned from that project to improve our delivery capabilities with this new project; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will be closely tied to the revision timeframes; +7. Ability to deliver on the following requirements: audit trail, data security, compatibility with external agencies – the solution will be developed to deliver full audit trails, enhance data security and improve the data provided to external agencies, but, the project will require additional releases in addition to the original release; and +8. Scalability of the solution and the adaptability to add new features in the future – the ICMS system would use the newest technologies that have scalability and adaptability built in. + +  +Option Cost Identification + +The following table defines the estimated costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure + Salary & Services TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services TBD +Training of user community Implementation Services TBD +Total Costs TBD + +Option Cost Summary +The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD From IITB Cost Work Book +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received. + +  +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB. + +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the new system may be more complex than anticipated. +Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated. +Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is depending on evolving priorities. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of compliance and enforcement cases within the affected programs; +2. Canadian Citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. IITB Development staff will be positively impacted by the new skills they will learn and the ability to support current equipment and software solutions; +4. ESDC Personnel – ISB-NHQ and regional staff will have an application that will enable case management with supported automation, such as auto-distribution, reporting, and business rules; +5. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; +6. ESDC Personnel will be using an application that provides the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability; +7. IITB Development staff will be impacted by the retention of programmer and systems analyst talent as a by-product of using modern systems and development languages; +8. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management Application and the improved service access; and +9. External LE Agencies will be impacted by the consistent service and cases provided by ESDC. + +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The solution implementation will be monitored by IITB, who will be assigning a technical manager to coordinate the efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives. +Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. + +Organizational Readiness Analysis +The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High. + + + 6.2.4 Option 4 – Selecting a third-party vendor off-the-shelf product or Software as a Solution (SaaS) implementation that is specialized in the enforcement work space +Option Description: +This option consists of creating high-level requirements, developing and distributing a Request for Proposal (RFP) with associated evaluation criteria and rating analysis, accepting proposals from external vendors or system integrators, and selecting a third-party software solution. Once selected, the winning bidder’s solution is to be acquired and implemented to IT-enable the enforcement functions for the EI, CPP, OAS, SIN programs and associated Quality Control (QC) business functions. The implementation will also consist of developing the associated level of access, workload and case management functionality. IITB will be involved to determine the best approach establish physical IT gateways and interfaces between a COTS enforcement product and other systems within the departments (if required). +In an attempt to contain costs, ISB would use the out-of-box functionalities and map/modify internal business processes to match the selected solution and then develop the necessary interfaces to other systems as required. +Option Dependencies: +A third-party solution that meets the Enforcement requirements, which can be acquired within an acceptable timeframe and within a reasonable implementation schedule, priority could be given to a Software as a Service (SaaS) implementation as this will shorten the overall implementation schedule. However, there are privacy and security concerns that will have to be assessed to ensure ISB could proceed with a SaaS implementation. +• There will be heavy reliance on the vendor to provide configuration, build and deployment services including stabilization; and +• Public Services and Procurement Canada (PSPC) will be involved for contract award including the solution, implementation and 10 years of support. + +Option Assumptions: +• Third-party vendors have IT capacity to provide training on how to use, develop or configure the selected application, if required; ISB will also need to provide training on our own processes independent of the actual software; +• The processes for Enforcement are detailed and stable enough to facilitate the configuration of the selected solution; +• The selected solution will fit within an approved Government of Canada (GoC) or ESDC systems environment; +• IITB is not constrained by existing delivery commitments so as to be able to deliver interface capabilities that connect between the new solution and existing ISB systems, if required; +• The out-of-box functionality meets the minimum requirements for Enforcement; +• Development of new interfaces is supported by the solution, ISB will perform a technical assessment and make initial inquiries with potential vendors to determine if this is even possible; +• Option to validate the product features before program-wide deployment by using a Beta test period; and +• There is support to use other-than-government standard applications and no internal governance exceptions are required or triggered. +Option Constraints: +• The processing time and resource availability to complete the Request for Information (RFI), RFP and other procurement activities; +• The selected solution may not be customizable; +• ISB may need to negotiate support and design configuration with vendor; and +• ISB may have to modify business processes and procedures to fit the capabilities of the solution. + +Feasibility: Feasible and recommended. +Reasoning: +Option 4 rating against the following evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – the project would focus on delivering the full product suite by the due date; +2. Cost to implement, operate and retire solution – the cost to purchase a solution is expected to be lower than developing a solution; +3. Degree of and timeliness of benefits realization – the implementation of an enforcement solution by the TBS due date will support accomplishment of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – the purchasing on an off-the-shelf software solution will minimize the risks associated with tailoring or developing a proprietary solution; +5. Implementation considerations – purchasing a COTS application will allow ISB to purchase the appropriate servers and database to support the application with our original release, if required. If the selected software is available in a SaaS environment, we will be recommending this approach as it will minimize the purchasing of servers, etc.; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on the recommendations and the introduction of a new software solution will be closely tied to the revised timeframes; +7. Ability to deliver on the following requirements: audit trail, data security, compatibility with external agencies – these requirements will be used as the rating criteria during product selection and we will be selecting a product that meets most requirements; and +8. Scalability of the solution and the adaptability to add new features in the future – the CMS selected will use best practices and be most suitable for ISB case processing and integration needs that have scalability and adaptability built in. + + + +  +Option Cost Identification – Estimates will be finalized with FMA guidance + +The following table defines the estimates costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Third-Party Costs Third-party software and Services Services TBD New product procurement. +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training and closure Salary and Services TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services TBD +Training of user community Implementation Services $0 +Total Cost TBD + +Option Cost Summary +The option cost summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD + Assumptions based on taking the ongoing costs for Option3 and using the same figure for Annual Operating Cost +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Lifecycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing received. +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB. + +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the COTS application may be more complex than anticipated. +Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated, or not possible +Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is depending on evolving priorities. There will be certain legal standards and requirements as well regarding how the application is used and data is captured and shared. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of enforcement cases within the affected programs; +2. Canadian citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; +4. ESDC Personnel will be using an application that provides the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability; +5. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management Application and the improved service access; and +6. External LE Agencies and PPSC will be impacted by the consistent service and cases provided by ESDC. +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The third-party vendor will provide his own internal PM staff to ensure that the implementation is delivered when required by ESDC. ESDC PM will establish ongoing project update meetings with the third-party vendor that will allow for the sharing of status information and ongoing project discussions. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. + +Organizational Readiness Analysis +The following concerns have been identified regarding ISB’s readiness to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as high. + + + 6.2.5 Option 5 – Wait for the implementation of the Benefits Delivery Modernization Program. +Option Description: +This option consists of putting this project on hold while ESDC completes the BDM. ESDC is working on the BDM program and this program will support the EI, CPP, and OAS programs in the future. ISB could decide to wait for the implementation of BDM and then migrate the existing (legacy) systems to the new solution at that time. Based on information received at the time of this writing, although this approach is feasible, it would not meet the TBS requirement to have an Enforcement solution in place by March 31, 2022. + +Thus, waiting for the completion of the BDM program is not recommended due to timing constraints. + +Option Dependencies: +• Due to the limited knowledge of the BDM solution, we cannot add any dependencies. + +Option Assumptions: +• Due to the limited knowledge of the BDM solution, we cannot add an assumption. + +Option Constraints: +• Due to the limited knowledge of the BDM solution, we cannot add any constraints. + +Feasibility: Feasible but not recommended +Reasoning: +Option 5 rating against the following evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – this approach cannot deliver by the due date; +2. Cost to implement, operate and retire solution – the cost to develop the solution is unknown at this time as no service provider has been contracted; +3. Degree and timeliness of benefits realization – it is unknown at this time if BDM solution would realize the defined benefits; +4. Risk associated with solution implementation and benefits realization – waiting for the completion of BDM will add additional risks to the daily operations of the department and could result in the loss of data due to the age of the equipment and case processing delays; +5. Implementation considerations – it is unknown at this time what the implementation considerations are for the BDM solution; +6. Organizational readiness to adopt and take full advantage of solution – it is unknown at this time what the nature of the BDM solution and therefore we cannot comment on the organizational readiness; +7. Ability to deliver on the following requirements— audit trail, data security, compatibility with external agencies — due to our limited knowledge on the BDM solution we are unable to state if all key requirements will be delivered; and +8. Scalability of the solution and the adaptability to add new features in the future – due to our limited knowledge on the BDM solution we are unable to comment on the scalability of the solution. + + + +  +Option Cost Identification – Estimates cannot be provided as the project would be unable to meet the TBS commitment date and we are uncertain of the BDM product capabilities. + +The following table defines the estimates costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Third-party costs Third-party software and services Services TBD New product procurement. +Project costs for ISB staff and consulting to support business initiatives Planning, implementation, testing, training and closure Salary and Services TBD Timing is unknown. +Project costs for IITB staff and consulting for system configuration Planning, development, testing, implementation Salary and Services TBD +Training of user community Implementation Services TBD +Total Cost TBD + +Option Cost Summary +The option cost summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD +Annual Operating Cost (AOC) TBD +Decommissioning Cost (DC) TBD +Total Lifecycle Cost (TLC) TBD +Average Annual Lifecycle Costs (AALC) TBD + +  +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the BDM application may be more complex than anticipated. +Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated, or not possible. +Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff. +Internal – Loss of data As the deliverable timelines are unknown at this time, there is a risk that we could have problems with the existing systems and the possibility of data loss increases as equipment ages. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Non-Compliance While waiting on the BDM solution to be implemented, there is a risk that our Enforcement may be in non-compliance with legal requirements affecting our ability to properly process cases. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities. There will be certain legal standards and requirements as well regarding how the application is used and data is captured and shared. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of enforcement cases within the affected programs; +2. Canadian citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; and +4. External LE Agencies will be impacted by the consistent service and cases provided by ESDC. + + +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The BDM vendor will provide his or her own internal PM staff to ensure that the implementation is delivered when required by ESDC. ESDC PM will establish ongoing project update meetings with the third-party vendor that will allow for the sharing of status information and ongoing project discussions. +Based on the implementation and capacity listed above, the ability to implement the option is rated as high. + +Organizational Readiness Analysis +The following concerns have been identified regarding ISB’s readiness to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Definition: Security control already existed and implemented in the IT system. +Note: The existence and strength of security control in the IT system need to be clarified during the SA&A process. + + + Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca. + + + Appendix B: Development of EA Principles +The development of architecture principles is typically influenced by the following : +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). + + + + + + + + Horizon 1: Stones in EA Shoes +Overall Goals +• mature the EA program +• department is doing the right thing and doing it right +• client-centric service and client self-service +• capitalizing on opportunities +FY20/21 + +Over a year ago, the development and execution of the Enterprise Architecture (EA) Strategy and Roadmap began. Since we are now at the end of the Roadmap’s first phase, Horizon 1, it’s worth asking whether we have successfully addressed those irritants affecting EA's capability to deliver organizational value efficiently and effectively. Have we focused on putting the “EA house in order” so it can become a trusted advisor in assisting and advising the organization in strategic, tactical and operational directions and decisions? +Given the numerous COVID-19 challenges and setbacks experienced so far,EA has made great progress on the Horizon 1 Roadmap activities. <Its achievements include:> + +Unexpected challenges this year led Roadmap Leads to adjust course to capitalizefully on the Roadmap’s value. To that end, these leads will be holding review and adjustment sessions with the different Enterprise Architecture (EA) domains in the coming weeks. +During these unprecedented times, EA employees should know that the team responsible for the Strategy and Roadmap has heard you and understands that the following challenges directly affect the realization of your planned Horizon 1 activities: <Horizon 1 Constraints> + + + Horizon 2: Stones in the Department’s Shoes +Overall Goals +• strategic EA +• understanding and demonstrating EA value +• EA by design +FY21/22 - FY 22/23 + + + Horizon 3: Evolving the Organization +Overall Goals +• pulse of Canadians +• business agility +• innovative organization that capitalizes on opportunities +• EA is the fabric of the organization +FY23/24 & BEYOND + + + + + 2.1.2 Consequence of Inaction +Not proceeding with this project will further increase ESDC’s technical debt. + + + 2.1.2 Consequence of Inaction +Inaction will result in increasing ESDC’s inability to meet targets for digital transformation + - To keep up with the technical requirements of the future, in digital service delivery; + - To move to a cloud first model, and thus achieving the associated financial and operational advantages. + + + 2.1.2 Consequence of Inaction +Inaction by ESDC would prevent SSC to achieve its objective to modernise its infrastructures and close the legacy datacentres +We would not leverage the new end state datacentre technology, cloud nor migrate to the four newly created data centers + + + + Want: +- Avoid inputting Mandatory courses multiple times, for multiple people, as Tasks. + + + + Need more guidance around this: + - WHO decides / approves? + - Should we assume *automatic approval* for "Key Stakeholders?" + - What thresholds should exist for Fires (e.g. # hours, Level of Effort, Scope, etc.)? + + + + + + Migration performed as part of the IM Migration effort underway, from SharePoint 2010 to SharePoint Online (M365). +Wave 3 is due to happen on the weekend of September 2nd to September 6th, 2021. + +Countdown to Migration +The Project Team will migrate your site over a weekend – from Friday night to Sunday night. Before migration starts, your SharePoint 2010 site will be converted to Read Only. Plan for you site to be in Read Only mode for 4 days – from Wednesday night to Sunday night. +We will provide a message template you can use to alert your site contributors and visitors ahead of your site’s conversion to Read Only +You can still view all site contents while in Read Only +You will not be able to change or add content after it is converted to Read Only. If you need to work on a document, you will need to save it in a different location and then upload it to your site in SharePoint Online, after migration is complete. + + + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-the-Migration-Process.aspx + +Validate and GO! +Your Remediation Items checklist may include tasks to complete when your site is in SharePoint Online. In addition to any rebuilding of functionality after your site contents have been replicated in your new SharePoint Online environment, you should check that your contents and their metadata (e.g. Created, Created By, Modified By etc.) have moved successfully, by comparing them with the SharePoint 2010 source. This comparison should include actual content itself and the metadata associated with it. + + + +Your SharePoint Online site is live as soon as migration is complete. Before you advise your site contributors and visitors your site is ready for use, be sure to review it to make sure it is working the way you expected. + + + +Expect some final reminders from the Project Team to guide you through these last steps. + +Post-Migration Message from the Project Team Confirms your migration status with a reminder to validate your site . +Final Project Team Message A final message that includes a message template for owners to copy/paste and send to their site contributors/visitors . +Owner Experience Survey We need your insight and feedback! Help us enhance the experience for owners in future migration waves. + + + + + + + + + The runtime plane is a set of containerized runtime services that you set up and maintain in your own Kubernetes cluster running on a supported Kubernetes platform. All API traffic passes through and is processed within the runtime plane.​ + + + + Management Plane Management Plane : monitoring and configuration for all layers of stacks, centralized control area. These services include the UI, management API, and analytics.​ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way. + + + + + + As the Government invests in people, it will continue to support +job-creating businesses. + + + + + + + + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + + From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way. + + + + + + As the Government invests in people, it will continue to support +job-creating businesses. + + + + + + + + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + + + + + + + From BC Solution Context Diagram + + + From BC Solution Context Diagram + + + + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + + + + + + + + + + + + + + Definition: A management, operational, or technical high-level security requirement prescribed for an information system to protect the confidentiality, integrity, and availability of its IT assets. Security controls are implemented using various types of security solutions that include security products, security policies, security practices, and security procedures. (ITSG-33/HTRA) + + + Definition: A management, operational, or technical high-level security requirement prescribed for an information system to protect the confidentiality, integrity, and availability of its IT assets. Security controls are implemented using various types of security solutions that include security products, security policies, security practices, and security procedures. (ITSG-33/HTRA) + + + + + From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 11 – Digital Operations Strategic Plan – Strategic Actions + + + From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 12: Digital Operations Modernization Priorities (DOMP) + + + + + Security architecture +click here for Security Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/SecurityGuide +The GC Enterprise Security Architecture program is a government‑wide initiative to provide a standardized approach to developing IT security architecture, ensuring that basic security blocks are implemented across the enterprise as the infrastructure is being renewed. + + + Business architecture +click here for Business Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/BusinessGuide + +Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus. + + + Information architecture +click here for Information/Data Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/DataGuide + +Information architecture includes both structured and unstructured data. The best practices and principles aim to support the needs of a business service and business capability orientation. To facilitate effective sharing of data and information across government, information architectures should be designed to reflect a consistent approach to data, such as the adoption of federal and international standards. Information architecture should also reflect responsible data management, information management and governance practices, including the source, quality, interoperability, and associated legal and policy obligations related to the data assets. Information architectures should also distinguish between personal and non‑personal data and information as the collection, use, sharing (disclosure), and management of personal information must respect the requirements of the Privacy Act and its related policies. + + + Technology architecture +click here for Technology Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/TechnologyGuide +Technology architecture is an important enabler of highly available and adaptable solutions that must be aligned with the chosen application architecture. Cloud adoption provides many potential advantages by mitigating the logistical constraints that often negatively impacted legacy solutions hosted “on premises.” However, the application architecture must be able to enable these advantages. + + + Application architecture +click here for Application Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/ApplicationGuide +Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases. + + + 2. Enterprise Architecture Principles + + + 3. Business Architecture Principles + + + 4. Information Architecture Principles + + + 5. Application Architecture Principles + + + 6. Technology Architecture Principles + + + 7. Security and Privacy Architecture Principles + + + + + + + + + + + Year 1 (2020-2021 fiscal year) +• BDM System Integrators (SIs) Onboard onto QualiWare: SIs are using the QualiWare tool to create architecture information/data, models/diagrams, and deliverables for defining the BDM architecture. +• BDM Data Architecture: Foundational concepts of the information/dataarchitecture are leveraged to develop the BDM data architecture. +• BDM Outcomes Integration: The program’s benefits and dependencies between projects are linked to BDM tranche outcomes. + + + Year 2 (2021-2022 fiscal year) +• Emerging Technologies for Ancillary Components for BDM: Research of suitable technologies for BDM ancillary components continues. + + + Year 3 (2022-2023 fiscal year) +• Digital Government Platforms: Develop the Digital Government Platform architecture and the associated roadmap for the department while leveraging the BDM target-state architecture. + + + + + Lean or Agile? That is the question + - SAFe (Scaled Agile Framework). + - Lean-Agile transformation. + - Agile Manifesto. + - Lean thinking. + +These terms have been circulating since the inception of the EA Strategy and Roadmap. As Lean-Agile leaders, we need to drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential. + +Becoming a “Lean” enterprise is neither simple nor easy. Business agility requires anew approach to leadership. To inspire and motivate you to pursue a better way of working, below are the principles of the SAFe Lean-Agile Mindset. + +"The leaders of companies set the tone and direction for thepeople. Hypocrites, liars, and self-interested leaders createcultures filled with hypocrites, liars, and self-interested employees. The leaders of companies who tell the truth, in contrast, will create a culture of people who tell the truth. It is not rocket science. We follow the leader." +- Simon Sinek, Leaders Eat Last: Why Some Teams Pull Together and Others Don’t + + + Barriers can hinder the Enterprise Architecture (EA) discipline at ESDC. In theface of such adversity, we need to confront these hurdles to pave the way for the digital government transformation journey. + +“There is a need for a paradigm shift in the way we define and deliver change in the organization. We need to weigh our decisions based on their value to clients and key stakeholders, and be outcome-drivenin our design approach to ensure that our changes are properly scoped and laser-focused. Changes should be considered across the enterprise to ensure that there is always common value derived from investments. We must also ensure that we are not reinforcing silos and creating disparate architectures, essentially sacrificing long-term business agility for short-term project agility. Adopting an approach that takes all of this into consideration is key and needs to be ingrained in the way we do business to ensure future success.”- Kevin Herman (Manager, Business Architecture) + +As EA practitioners, we need to remember that we are master change agents, and innovative and out-of-box thinkers. Moving forward, architects will need strong business skills and a proficiency in human interactions to guide investments and decisions across business and IT. This will allow the organization to create value by exploiting new digital government/business opportunities and innovation. + + + + + + References +(Please note that the links below are good at the time of writing but cannot be guaranteed for the future.) +In addition to the references listed below, Table 1 through Table 17 provide comprehensive links to relevant information. + + + Data Integration Challenges +Data integration projects are often conceived at a high level; for example, “Following the merger with our major rival, we will have a large, combined customer base to which we will market our products”. Such simple high-level statements typically omit to mention some difficult problems that Technical Architects and Data Architects must solve. For example, the major rival may well identify its customers in a different way to the group that it is joining, and collect different information about them. +This section outlines some of the key data integration challenges. + + + + Further Readings +Working in the open is something we should all strive to get accustomed with. As public servants, this is a unique opportunity to change our mindset and get closer to the people we work for as well as to increase the chances of reusing existing ideas and solutions instead of starting from scratch. + +On the topic of reusability, which probably should be its own post, it’s important to realize that various jurisdictions have very similar needs and challenges, yet we work in isolation by default given our varied levels of responsibilities, mandates, and legislations. A few examples could be around signing in a government account (or many!), creating web forms, displaying web content in an accessible manner, etc. + +There are many articles and research exploring this topic so here are a few links if you are interested. Needless to say that public administrations in general are ripe for reusing solutions and ideas to increase the quality of their services to citizens! Working in the open is essential to enable the discoverability of such reusable solutions! + + + From: Domond, Christine C [NC] +Sent: July 20, 2021 11:40 AM +Subject: ticket 8013542 - FULL Access (Addition to SP2010 Group SAS_Owners) + +SharePoint Permission Levels +The first step to managing permissions in SharePoint is to understand what actions the various permission levels authorize a person to perform. As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. + + + + https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + Figure 2: Zero Trust Key Drivers + + + Zero Trust Requirements +Figure 3: Zero Trust Key Requirements +The drivers above help define the requirements to determine the capabilities that a Zero Trust must support. +As Figure 3 shows, these requirements tend to disrupt existing processes and models, defining capabilities that must be supported by a modern information security architecture for the Digital Age. + + + Zero Trust Capabilities +The Digital Age does not give us the luxury of time to meet the requirements using traditional network-based solutions, or individualized, interface, or per client, vendor, or supplier-level integrations; nor can we predict what changes it will bring. Zero Trust helps prevent lengthy audits in order to meet organizational needs. +Zero Trust provides organizations with a modern information security paradigm able to meet the capabilities that can support those requirements. Figure 4 describes the key capabilities. + + + Core Principles +When organizations undertake the journey towards a new, enterprise-wide change, a core set of principles7 provides a succinct, easily shared “North Star” to guide and coalesce the organization. +This set of Core Principles acts as a set of fundamental guidelines for organizations to adopt Zero Trust and implement ZTAs. They focus on factors specific to Zero Trust – linking people, processes, and technology – and should both be used for all new security initiatives and retroactively applied to old security activities. +The Core Principles are grouped into common themes that address different aspects of Zero Trust: +• Organizational Value and Risk Alignment principles address key goals for business, IT, and security stakeholders to address overall strategic drivers +• Guardrails and Governance principles address compliance, risk, and information security stakeholders to guide the adoption of Zero Trust and ensure sustainability of assurances, addressing: +— Rapidly evolving compliance and regulatory needs, requiring proactive integration of industry and organizational controls +— Lagging industry controls and compliance standards, resulting in an expectation to create supplemental organizational controls +— Increasing complexity and agility requirements that drive the need for rapid, near real-time or real-time audits, requiring automation of data collection, traceability, and processes +• Technology principles address the IT organization, information security, and risk and compliance stakeholders and determine technology decisions that underlie the development of a ZTA, including concerns associated with identity, access, and reduced threat surface area +• Security Controls principles address security and IT architects to ensure strong foundations of confidentiality, integrity, and availability assurances +All of the elements of the Core Principles must fit within the business strategy and organizational culture. Simple axioms are provided below to aid in communicating and remembering the principles. Guardrails and Governance help bind business goals and technical reality, and these principles are depicted to the side in Figure 7 as they should not impede direct connections between the organizational mission and the technology and security that support it. + +Figure 7: Summary of Zero Trust Core Principles +Organizational Value and Risk Alignment +1. Modern Work Enablement – Users8 in organizational ecosystems must be able to work on any network in any location with the same security assurances, increasing productivity. +2. Goal Alignment – Security must align with and enable organization goals within risk tolerance and threshold. +3. Risk Alignment – Security risk must be managed and measured consistently using the organization’s risk framework and considering organizational risk tolerance and thresholds. +Guardrails and Governance +4. People Guidance and Inspiration – Organizational governance frameworks must guide people, process, and technology decisions with clear ownership of decisions, policy, and aspirational visions. +5. Risk and Complexity Reduction – Governance must both reduce complexity (i.e., simplify) and reduce threat surface area. +6. Alignment and Automation – Policies and security success metrics must map directly to organizational mission and risk requirements and should favor automated execution and reporting. +7. Security for the Full Lifecycle – Risk analysis and confidentiality, integrity, and availability assurances must be sustained for the lifetime of the data, transaction, or relationship. Asset sensitivity must be reduced where possible (removing sensitive/regulated data, privileges, etc.), and assurances should be provided for the risk of data in use, in-flight, and at rest. +Technology +8. Asset-Centric Security – Security must be as close to the assets as possible (i.e., data-centric and application-centric approaches instead of network-centric strategies) to provide a tailored approach that minimizes productivity disruption. +9. Least Privilege – Access to systems and data must be granted only as required and removed when no longer required. +Security Controls +10. Simple and Pervasive – Security mechanisms must be simple, scalable, and easy to implement and manage throughout the organizational ecosystem (whether internal or external). +11. Explicit Trust Validation – Assumptions of integrity and trust level must be explicitly validated against organization risk threshold and tolerance. Assets and/or data systems must be validated before being allowed to interact with anyone/anything else. + + + Organizational Value and Risk Alignment +1. Modern Work Enablement – Users in organizational ecosystems must be able to work on any network in any location with the same security assurances, increasing productivity. +2. Goal Alignment – Security must align with and enable organization goals within risk tolerance and threshold. +3. Risk Alignment – Security risk must be managed and measured consistently using the organization’s risk framework and considering organizational risk tolerance and thresholds. + + + Guardrails and Governance +4. People Guidance and Inspiration – Organizational governance frameworks must guide people, process, and technology decisions with clear ownership of decisions, policy, and aspirational visions. +5. Risk and Complexity Reduction – Governance must both reduce complexity (i.e., simplify) and reduce threat surface area. +6. Alignment and Automation – Policies and security success metrics must map directly to organizational mission and risk requirements and should favor automated execution and reporting. +7. Security for the Full Lifecycle – Risk analysis and confidentiality, integrity, and availability assurances must be sustained for the lifetime of the data, transaction, or relationship. Asset sensitivity must be reduced where possible (removing sensitive/regulated data, privileges, etc.), and assurances should be provided for the risk of data in use, in-flight, and at rest. + + + Technology +8. Asset-Centric Security – Security must be as close to the assets as possible (i.e., data-centric and application-centric approaches instead of network-centric strategies) to provide a tailored approach that minimizes productivity disruption. +9. Least Privilege – Access to systems and data must be granted only as required and removed when no longer required. + + + Security Controls +10. Simple and Pervasive – Security mechanisms must be simple, scalable, and easy to implement and manage throughout the organizational ecosystem (whether internal or external). +11. Explicit Trust Validation – Assumptions of integrity and trust level must be explicitly validated against organization risk threshold and tolerance. Assets and/or data systems must be validated before being allowed to interact with anyone/anything else. + + + + + + Data Integration Context +A data integration may be architected as part of a Solution or Capability Architecture development or as part of an Enterprise Architecture development. The TOGAF® Standard (see References) defines an Architecture Development Method (ADM), and its Enterprise Continuum provides an overall context for architectures and solutions, and classifies assets that apply across the entire scope of the enterprise. +One of the key aspects of Enterprise Architecture implementation is data migration from the existing to the target environment. The target environment is generally rationalized and streamlined, entailing a major data integration effort to migrate the data. +Most data integration architectures are in the organization-specific part of that continuum, guiding and supporting organization-specific data integration solutions. Portals, integrated information environments (An Information Architecture Vision: Moving from Data Rich to Information Smart; see References), information sharing environments, and emerging data fabric/data mesh concepts are common systems architecture concepts, and they guide and support the use of vendor and open source data platforms that are common systems solutions. +A data integration is typically preceded by planning, discovery, and extraction, and followed by verification before the integrated data “goes live”. From that point, it is subject to lifecycle management, which determines its storage, use, and eventual disposal. These activities are all carried out in accordance with information governance, as illustrated in Figure 1: +• Plan: includes representing information holdings and identifying shortfalls, such as a lack of requisite quality +• Discover & Extract: includes analyzing the shortfalls, finding sources and information quality (often through metadata), assessing privacy and legality of extraction, cost-benefit analysis, and getting the information required directly or indirectly (e.g., through data as a service) +• Transform & Integrate: includes transforming data into a standard enterprise format, assessing information loss and resultant quality, information sub-integration (e.g., multi-sensor), creating metadata for integrated data, and integration with existing information holdings +• Verify: includes establishing the legal/privacy/policy framework, determining whether the integration is legal, determining whether the integration is in line with enterprise values and brand, and determining the need to transform (e.g., anonymize) integrated data +• Use: includes operations, decision support, and analytics; for example, Business Intelligence (BI) and Machine Learning (ML) + +<Figure 1: Data Integration Context> + +In a complex case – for example, following a merger – there may be many data integrations carried out in parallel, and the integration may not be a “one-off” event, but a continuous process operating on data that is continually changing. This process may be partly or entirely automated. Establishing such processes can be a significant part of a Solution or Enterprise Architecture. +The Technology Architecture phase of a TOGAF architecture development includes the identification of appropriate technical standards. The standards described in this document are candidates for inclusion in the Technology Architecture of an architecture development that covers data integration. + + + A typical data integration scenario is illustrated in Figure 2:. Source data is analyzed and transformed to produce integrated data. The nature of the analysis and transformation is determined by contextual metadata. +Figure 2: Data Integration + + + Data Fabric and Data Mesh +A data fabric is an architected system that provides uniform access to data held in multiple, disparate sources. To do this, it uses data integration as the underlying implementation. A data mesh is an architected system which, like a data fabric, uses data integration implicitly, but which need not provide uniform access, and is based on data products. Relatively few enterprises have data fabrics or data meshes today, but their use is growing. + + + + Structure Standards +According to the Encyclopedia of Computer Science (see References), a data structure is a collection of data values, the relationships among them, and the functions or operations that can be applied to the data. A data structure standard defines such a collection in general terms, so that it is possible to determine whether a particular collection of data values is an instance. +(There are differing definitions of structured data, semi-structured data, and unstructured data, and the industry has not yet reached consensus on them. Arguably, any collection of data values has some structure. How non-trivial that structure must be for the collection to qualify as structured or semi-structured is for debate.) +There are generic data structure standards that can apply to any application domain, and domain-specific data structure standards that define data structures appropriate to specific application domains. + + + API Standards +Web service APIs are interfaces for data transmission or exchange using the Web’s HyperText Transfer Protocol (HTTP).4 +An API client can obtain data from an API or post data to an API. Analysis and transformation software can obtain source data and contextual metadata from APIs, can post integrated data to APIs, or can serve APIs from which integrated data is obtained. +There were 22,000 APIs registered with the ProgrammableWeb™ API Directory5 in June 2019, with the number growing at 220 APIs per month. Many domain-specific data structure standards (including FHIR, OFX, and the Open Banking Standard) define data structures used in APIs. + + + + Metadata Standards +Metadata is data that describes and gives information about other data. It can describe structured data or human-readable content. +The Data Management Body of Knowledge (DMBOK®) (see References), defines metadata as “data used to manage and use data”, and says that it “describes what data an organization has, how it is classified, where it came from, how it moves within the organization, how it evolves through use, who can and cannot use it, and whether it is of high quality”. +Metadata is often used to describe the semantics of data. Semantics can be defined as the meaning or relationship of meanings of a sign or set of signs (Merriam-Webster Dictionary; see References). In the context of data, this is the meaning or relationship of meanings of a data value or collection of data values. Data semantics standards generally assume some kind of data structure. +Metadata can also be used to hold information that supports data management and integration processes, such as data synchronization, governance, quality control, defense, and security. For example, creation/modification time information can support data synchronization. +Metadata may be provided by a data storage system such as those shown in Table 9. +Table 9: Examples of Data Storage Systems + + + Data Analysis and Transformation Standards +Data analysis22 is a process of inspecting, cleansing, transforming, and modeling data with the goal of discovering useful information, informing conclusions, and supporting decision-making. +Data transformation23 is the process of converting data from one format or structure into another format or structure. Generally, it does so while preserving the semantics of the data. +“Datafication” is a technological trend turning many aspects of our life into data (Cukier; see References). This often includes the transformation of unstructured and semi-structured data into structured data. Examples include natural language processing, computer vision, and signal (e.g., satellite imagery) processing. +There are standards that apply to data analysis and transformation professionals and processes, and there are standards for software data analysis and transformation programs. + + + The business context diagram below represents the project drivers and scope. WLM will focus on the Montréal and Moncton Data Centres, and exclude the applications in scope of BDM and Tech Debt. Canadians and internal ESDC users will benefit from the workload migration. + + + + + + + + Content within this Grouping relates to work in preparation to present at the (GC) Enterprise Community of Practice, on 2021-09-09, as requested by the GC Chief Architect. +Includes: + - Guidance from TBS (email). + + + + + + + + + + + The IM/IT Alignment category is based on a weighted average score across 7 criteria: +1. Reducing Aging IT +2. Simplifying/Standardizing the Environment +3. Consolidating solutions +4. Standardizing business process(es) +5. Lowering overall IM/IT demand +6. Reusability across the Enterprise, and +7. Alignment to GC IM/IT strategic goals + + + A preliminary high-medium-low complexity rating based on workshop consultations and a weighted average score across 7 criteria. +http://architecture/ATS-SAT/ARPLite1516/Shared%20Documents/2015-16/Scoring/Alignment%20Scoring%20-%20Business,%20IT,%20Complexity%20SD%20scores.xlsx + + + + 1. Core – the proposed solution directly supports core departmental business or is otherwise critical to enabling the department (11-BDM) to deliver its mandate. ​ +2. Non-core – the proposed solution is not critical to fulfilling the departmental mandate or is a common, commoditized service not unique to ESDC (11-BDM). + + + 1. Enterprise/Strategic – the target state solution/architecture.​ +2. Tactical – a solution/architecture that is a step towards the target state.​ +3. Interim – a solution/architecture that is for a period of time that may or may not move towards the target state. + + + This is an indication of the preferred deployment model. The deployment models are defined in the GC Cloud Adoption Strategy.​ +1. Public Cloud – a commercially available offering procured and security-assessed for the use of all Canadian public sector organizations. Under this deployment model, the public sector will securely share tenancy with private companies, non-profits, and individuals.​ +2. Private Cloud – a non-commercially available cloud offering tailored to the GC. Under this deployment model, the GC will be the only tenant residing in the cloud.​ +3. Non-Cloud – a traditional IM/IT environment for hosting legacy applications that cannot be deployed to a cloud environment.​ + + + 1. Unclassified The data managed by the architecture has a data classification of unclassified.​ +2. Protected A The data managed by the architecture has a data classification of Protected A.​ +3. Protected B The data managed by the architecture has a data classification of Protected B.​ +4. Secret The data managed by the architecture has a data classification of Secret.​ + + + From the Government of Canada Application Portfolio Management Strategy, “GC will leverage IM/IT Plan Investment categories Run, Grow and Transform to determine the type of discretionary and non-discretionary investments being made to balance mandatory and discretionary investments to both sustain and renew existing applications and improve service delivery.”​ +1. Run – “Non-discretionary investment that is required to sustain regulatory compliance or ongoing operational and maintenance costs to support business outcomes and service delivery.”​ +2. Grow – “Discretionary investment that is required to enhance or change existing business outcomes and service delivery.”​ +3. Transform – “Discretionary investment that is required to transform business outcomes and service delivery through innovation.”​ + + + Indicates a GC-wide requirement that is not ​unique to ESDC. We should always “act as one” and seek all-of-government solutions wherever possible.​ + + + Alignment to BDM Target State Architecture (if applicable): +1. High – high degree of alignment to multiple IM/IT objectives or strong support of a major strategic objective. ​ +2. Medium – a good degree of alignment to multiple objectives.​ +3. Low – lower impact support for 1 or more objectives. ​ +4. Not aligned – vague or ambiguous relationship to objectives. + + + 1. Core – the proposed solution directly supports core departmental business or is otherwise critical to enabling the department (11-BDM) to deliver its mandate. ​ +2. Non-core – the proposed solution is not critical to fulfilling the departmental mandate or is a common, commoditized service not unique to ESDC (11-BDM). + + + This area contains Application Portfolio Management (APM) information related to affected applications (if applicable). It is used to highlight the current status of applications plus the short term and long term disposition as follows: ​ + +​1. Sustain​ - To leave as is and maintain.​ +2. Decommission ​- To retire (sunset) application.​ +3. Remediate ​- To improve code quality, developer productivity and overall reliability of application.​ +4. Re-Platform ​- To port an application from one technical platform to another by reusing (partially or fully) the code asset in the target platform.​ +5. Replace ​- Removing the existing application by decommissioning it and replacing it with another solution​ +6. Consolidate ​- Replace an application with another existing application capable of scaling.​ +7. Enhance/Expand ​- Reuse and extend functionality via development or additional software components/modules.​ + + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +In the APM context, an application is designated as Strategic, Core Delivery, or Supporting based on the top level capability within the Departmental Business Capability Model (DBCM) that it supports. It is deemed mission critical through the Business Impact Analysis (BIA) process according to TBS criteria. ​ + + + + + 1.2.7. Drivers for Change +In the first year after its creation, the CDO consulted broadly within ESDC and examined industry trends and challenges faced across Government of Canada (GC). Numerous challenges were identified by multiple stakeholders, and the following themes emerged: +• The collection, storage and analysis of data is widely dispersed across multiple branches, program areas and regions within the department. This has many consequences: +o Employees face barriers to accessing information they need to perform analysis that will benefit Canadians and the department +o Privacy controls and transparency of use of data for citizens is inconsistent across data holding and business lines +o Data from different program areas cannot be linked to accurately and efficiently support necessary, authorized policy insights requested by government +o Performance reporting, forecasting and workload management are limited and inconsistent across programs. There are inadequate performance measures that focus on outcomes. +• Program and project authorities take a tactical “program/project first, enterprise second” view toward data priorities resulting in little or no advancement toward strategic enterprise outcomes. +• Enterprise infrastructure to support advanced and emerging data analytics, for example modern data visualization practices, forecasting, machine learning and artificial intelligence does not exist at the enterprise level and cannot be consistently or effectively implemented in small program/project silos. +• ESDC has a very large investment portfolio with Statistics Canada that is scattered among many divisions and branches. Data collected from surveys, research and partners is difficult to integrate with program data to derive insights into how the program is responding to intended outcomes, or unintended consequences. +• In some areas where data is accessible and usable, low data literacy is limiting data value. +• Executives, accustomed to managing human and financial resources, lack the understanding, tools and skills needed to manage data as a resource with comparable skill. +• To get work done, employees often extract data from secure systems into network assets such as Excel work sheets to manipulate data. Executives often do not have clear line of sight into who has access to what data, and for what purpose. + +As a result of these and other challenges, ESDC is facing missed opportunities to generate strategic insights, to pursue opportunities, to reduce risks and to realize greater efficiencies. The department is also challenged to advance its commitment to open up more of its data holdings to the public and Canada’s research community. +Resources are limited and must be invested with probity and efficiency. ESDC must maximize opportunities and investments in data while reducing the burden on its own resources and on Canadian taxpayers. + + + 1.4.1. Research, Vision & Strategy +The first step in any business is “know thy customer”. For ESDC, this entails collecting information through partners, research and surveys to understand our clients: people and businesses. This information, describing client needs and the operating environment of the business, needs to be integrated with departmental data holdings. This will enable us to serve our clients, but also to meet the needs of our own executive and our partners. This critical first step, understanding both business challenges and challenges in domains such as data, policy, technology, etc., forms the first part of foundations: Research, Vision and Strategy comprising five activities: +• Demographic Data Intake Partnerships Establish the capability to obtain on a continuous basis partner available data that describes the ever-changing operational environment of the business, particularly the client base and their needs. +• Surveys and Research Identify gaps in available data that describes the operational environment of the business, and act proactively to fill those gaps. +• Data Strategy Define the path and provisions needed to progress the business management of data as an asset. +• Data Policy Support the strategy with overarching policy that provides guidance to ensure that organization acts in a manner that is consistent with successful implementation of the strategy. +• Data Governance Define the roles and procedures that assure the effective management of data, i.e. to ensure that as a critical resource, data is available as needed to support the business and safeguarded to ensure its availability, confidentiality and integrity. + + + + + Guiding principles (GC Strategic Plan For IM&IT 2017-21) + +Principle 1: client and service-centred design +GC solutions and services are designed from a client-centred and end-to-end digital service delivery perspective to increase the value they bring to clients through: +early user engagement +convenient access and availability through multiple channels +pre-population of information when possible and where appropriate +simplified, streamlined and joined-up workflows +reuse of information where appropriate +rigorous user testing + +Principle 2: open +GC information and data is open by default, ensuring that: +information and data are made open to the public to the greatest extent possible +new processes are designed to enable and facilitate proactive release of government data and information by default +the public actively participates in policy, program and service design +citizens are consulted and engaged in government decisions and operations +GC employees work “in the open” + +Principle 3: enterprise first +Departments will follow common standards, approaches and direction, and use existing enterprise assets, such as processes, data, contracts and solutions, as accelerators where: +information is created once, reused numerous times, and managed GC-wide as a single-aligned asset that is consistent, standardized and interoperable +solutions support the use of open standards, are scalable and can be rapidly deployed +cost-effective and efficient business solutions facilitate information and data integration, reuse, management, sharing and analytics +common business needs are addressed through enterprise or shared solutions, and departments stop investing in departmental legacy systems and refocus efforts, resources and funds on becoming ready to adopt an enterprise or shared solution and on accelerating its implementation +efforts across the GC are more coherent, integrated, secure and effective + +Principle 4: secure +GC information is safeguarded for security, privacy and confidentiality, is monitored to prevent leaks, and is protected for future generations. + +Principle 5: cloud first approach +Departments will explore “… as a service” (XaaS) cloud services before developing solutions in-house. This includes private and public cloud offerings. + +Principle 6: enable a modern workplace: anywhere, anytime with anyone +The GC strives to be an innovative organization that: +provides its employees with modern technology that supports information retrieval, use, sharing and collaboration by making information and data accessible when and where needed +provides customizable tools and resources with minimized learning requirements for users +provides automated, digital processes in support of better services +attracts, retains and encourages public servants to work smarter and be innovative, greener and healthier so that they better serve Canadians + +Early thinking on new digital principles is in progress in support of the shift to digital (see Appendix F). + + + Information and data sharing +Interoperable platforms are the backbone of data and information sharing, big data analytics and collaboration. By seizing on these opportunities, government can create a modern workplace in which employees have the enabling tools needed to keep pace with the expectations of the Canadians and businesses they serve. + +Determine the feasibility of developing a “tell us once” approach for government (planned actions) +TBS will investigate the “tell us once” approach for the GC from various perspectives to understand possible risks and challenges including: security, privacy, IM and IT. + +Build a platform for enterprise interoperability (actions underway) +TBS will continue to work with stakeholders to develop a unified service approach and to create a set of modern integration tools called the GC Interoperability Platform (GCIP). This platform acts as an information broker, enabling the exchange of data and information between enterprise systems, departments and governments. + +The GCIP project will implement a central data exchange where information can be shared securely and reliably between government applications. Three core solutions for financial management, human resource management and information management will be connected to seamlessly exchange information, regardless of the technologies underpinning them. These systems operate on a “tell us once” principle, where data is entered in one system and then reused by multiple other systems, as legislation and policy permit, thus reducing the need for duplicate data entry while improving data integrity and accuracy. + +This work will lay the foundation to link internal departmental information with solutions for delivering programs and services and enable greater GC-wide collaboration when designing digital services. + +TBS will continue to lead the adoption of a common GCIP to support information sharing inside and outside the GC domain. This approach will enable business process improvement within the government and across jurisdictions, leading to improved program and service delivery for citizens and businesses. + +Through the creation and use of a governance framework (policies, directives, guidelines and open standards) for the GCIP, TBS will: + +foster openness and collaboration +promote digital services +advance enterprise interoperability and information sharing across the government +Introduce a strategy for use of open source software and open standards (planned actions) +The use of open source software supports interoperability and information sharing and should be considered in the assessment of IM-IT solutions. Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications, making them more robust and interoperable. The use of open standards ensures interoperability between products and systems, and maintains flexibility within the IM-IT environment. TBS will lead the development of a strategy to set direction for the government on the use and release of open source software and open standards that will be ratified by GC EARB. + +Introduce a mobile application strategy and framework (planned actions) +Canadians and business want to use mobile applications to interact with government data and obtain government services. As part of the overall web strategy, TBS will lead the development of a strategy and framework for the development and management of mobile applications that are easy to use and trusted that will be validated through GC EARB. GC mobile applications will be identified on Canada.ca and available through application stores. + +Develop an application programming interface strategy (actions underway) +APIs are used to reveal GC digital capabilities and can be combined and reused to create digital services. APIs are increasingly becoming the way to facilitate sharing of government data and information and, as such, are foundational building blocks that support the GC’s commitment to digital services. TBS will develop an API strategy for the GC. + +Introduce a government API store (actions underway) +TBS will lead the creation of an API store to support information sharing with Canadians, business and other entities external to government. Departments have already made available a number of APIs. The GC API store will offer a consistent means to discovering APIs and subscribing to them. The store will provide API publishers and users with a central, multi-tenant API management platform that includes: + +a searchable catalogue +version control +automated access provisioning workflows +Operating under a self-service model, API publishers will be allowed to sign up and benefit from “active documentation” that allows them to drill into API definitions, try APIs and share their feedback in the store’s forum. + +Interoperability, mobile applications and APIs are key elements to supporting digital services for the GC. + +Enhance online infrastructure to enable departments to release their data and information (actions underway) +Having reliable infrastructure in place to ensure the maximum release of government data and information ultimately results in: + +a platform for Canadians that enables access to open government data and information +the opportunity to meaningfully engage on related issues +The long-term goals of these activities are to deliver value to Canadians through open information and data that: + +fosters greater citizen participation in government +promotes innovation +creates economic opportunities +Canada’s Open Data Exchange (ODX) is an organization that helps Canadian companies make use of open data. TBS will work with the ODX to deepen insight into the commercial open data landscape and to understand what challenges need to be overcome in order to make Canadian open data companies more competitive. + +Develop a master data management program (planned actions) +In an open and distributed operational environment such as the GC, there is a risk that business-critical data becomes redundant, inconsistent and scattered throughout the enterprise. + +Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability. + +TBS will work with key business owners (for example, the Office of the Comptroller General and the Office of the Chief Human Resources Officer) to establish a government-wide MDM program to formally identify standard data elements and single authoritative sources for key information domains, where appropriate. + +Advance analytics (planned actions) +Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy. Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends. Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives. + +TBS, working with departments, will lead the development of requirements for an enterprise analytics platform. + +TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing. + +Implement a platform for external collaboration (actions underway) +Technology makes it easier for citizens, academia, scientists, businesses and government to share ideas and information and to collaborate with one another. TBS will lead the establishment of an external collaboration service provider to host departments and provide them with a dedicated workspace and computing storage for unclassified and transitory data. Cloud pilot projects will test-drive requirements and determine the most suitable platform to meet government business, information and security needs. + +TBS, in collaboration with departments, including PSPC and SSC, provides departments with a secure platform called GCCollab to: + +share opinions, information and analyses +collaborate with external partners, academia, businesses, other governments and citizens +While meeting the government’s requirements for security classification, disposition and recordkeeping, the platform will support an array of functions such as document sharing, co-authoring, assigning tasks, organizing meetings and holding discussions. + +Implement GCDOCS (actions underway) +Time and productivity are frequently lost due to the lack of consistent tools and systems to help employees store, search and find the information and data they need to do their jobs. Enterprise IM solutions such as GCDOCS streamline and simplify these processes, but they need to be configured properly to make back-end IM processes as invisible as possible to users. + +Automation can provide opportunities to: + +simplify and streamline key IM processes and practices +deliver a seamless user experience that relieves burden on individual GC workers +Furthermore, implementing integrated and standardized solutions across departments can help make it easier for GC employees to find, use and share the information and data they need to do their job, while ensuring consistent, foundational management of GC information assets. Information and data can be leveraged to help departments achieve their business objectives and meet their mandated requirements. + +TBS and PSPC will enhance the government-wide GCDOCS service for departments, including: + +full deployment by 2022 +broadening its integration with back office systems +piloting its use as a tool for increasing the openness of government information +Migrate websites to Canada.ca and assess options for a single GC digital service platform (actions underway) +The GC’s Web Renewal Initiative will improve Canadians’ access to GC online services through a single online window (Canada.ca). This initiative will bring hundreds of existing sites into one, designed to better meet the needs of Canadians. TBS will develop a new strategy to set further direction on providing a single window to Canadians for all GC information and services and create the conditions required to transition to a single GC service platform. + + + Strategic goals +The overarching strategic goals of service, value, security and agility, along with the IM-IT mission statement, set the direction for the GC Strategic Plan for IM-IT. The GC is committed to: +• offering responsive and innovative IM-IT services that meet business needs, enhance the end-user experience and enable digital service delivery +• making smart investments that ensure high-value and cost-effectiveness +• ensuring a secure, accessible and resilient enterprise infrastructure that enables the trusted delivery of programs and services +• providing a connected and high-performing workforce that uses modern tools + +Strategic goal 1: service +A responsive, open and innovative IM-IT environment supports the delivery of integrated, accessible, client-centred programs and services to Canadians and: +• aligns architecture and plans to a “whole of government as one enterprise” vision +• simplifies IM processes and systems to ensure that they are effective, support objectives for openness and relieve burden on GC workers +• continues the enterprise-wide approach to delivering IM-IT services +• adopts emerging technology to improve program and service delivery such as artificial intelligence and blockchain + +Strategic goal 2: value +Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and: +• encourage collective use of resources, tools, processes and systems +• develop enterprise-wide solutions to address common business needs +• ensure sustainability of IM-IT systems and infrastructure +• strengthen data governance and accountabilities +• adopt more agile procurement approaches, where possible + +Strategic goal 3: security +A secure and resilient enterprise infrastructure protects information and data, enables the trusted delivery of programs and services, and: +• enhances security measures to minimize risk +• provides more consistent management of government networks +• protects personal and sensitive information +• broadens awareness of cybersecurity risks + +Strategic goal 4: agility +An agile, connected and high-performing workforce with modern tools: +• attracts and retains highly skilled and diverse IM-IT talent +• provides a technologically advanced workplace that supports mobility +• promotes digital literacy and collaboration +• pilots new practices, processes and solutions that exploit information as a strategic asset +• rethinks how data and information professionals can help meet current and future business needs + + + + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + Business Requirements +a) Flexibility across access points for learning, whether in formally structured face-to-face, hybrid and flipped, or fully online learning, and whether for certification-seeking learners, self-directed learners, community-based social learning, or open educational resources +b) A cloud-based SaaS that is platform and device-agnostic, accessible by all users, including system administrators, without the need for any additional software installation. +c) Cloud-based Solution that is certified in accordance with IT security requirements for the Government of Canada Security Control profile PBMM. +d) The LMS complies with GoC Accessibility requirements, including full accessibility in agreement with the Accessible Canada Act and industry standards WCAG 2.1 on all technology platforms used by the solution. +e) All upgrades, including regulatory updates, are provided at no additional cost. +f) Create and select for use course material in both official languages, all users need to be able to toggle/switch between both official languages (English / French). +g) The Solution must scale to at least 40,000 Authorized Users and allow for scalability over the lifespan of the Contract. +h) Allow all users (both learners and those with special access rights) to login and use the LMS solution via web browsers on laptops/tablets/computers as well as either web browser or app on a variety of mobile devices (including Android and Apple). +i) Compatibility with external 3rd party e-learning content suppliers via single sign-on. +j) Multiple SaaS environments (Development, Testing and Production) hosted in a secure data center environment located in Canada +k) Multi-tenancy configurations with granular access, individual branding and roles (reflecting a departmental structure of approximately 11 organizations, each with approximately 1 to 2 sub-organizations) to distinguish between functional areas, learning activities, content, and other differences identified by the Project Authority in Phase 1. +l) Must allow ESDC to configure and maintain the solution as required +m) Have the capacity to host over 200 different courses??, host XXXX number of Learning objects (SCORM, MP4, MP3 etc.) provide at least 1 TB of storage. +n) Support a wide variety of delivery methods (e.g., classroom, virtual/online classroom, blended learning, self-paced, asynchronous online, blog, e-reference, forums, webinars, micro-learning, etc.). +o) Support social learning through blogs, forums, groups sites, Communities of Practice, file sharing, etc. +p) Ability to publish content from the integrated authoring tool directly to the LMS for testing and use in course. +q) Product Roadmap and Releases - Based on previous product releases, the Contractor must demonstrate continuing product investment by having a minimum of two substantive product releases per year based on previous product releases. +r) The Contractor must demonstrate the availability of a product roadmap. +s) The Contractor must demonstrate a process that defines how the user community can propose enhancements and new features and how and when product features are decided, prioritized, developed and released. + + + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + mitigate + + + + Implement the recommended security controls and test the security capabilities + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Key individuals: + - 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An entity can perform one or more roles in the digital ecosystem. There are two types of entities: atomic entities and compound entities. An atomic entity is an entity that cannot be decomposed into smaller units. Persons are atomic entities. A compound entity is an entity that is comprised of one or more atomic entities. Organizations are compound entities. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Reference: https://canada-ca.github.io/PCTF-CCP/ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + CURRENT STATE +Common Process + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC EARB EA Assessment Process +(TARGET State) + + + + v0.1.20210924 + + + + DRAFT + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. HOW EARB should be lead by SA) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Lite Project EA Assessment Process + + + + v0.1.20230127 + + + + DRAFT + + + + Diagram Audience: EA Team (SAS, IA, AER) +Diagram Purpose: For discussion purposes only (e.g. HOW EARB should be lead by SA) + + + + + + + + + + Solution Architects playing role of all EA Domains. + + + + + ESDC EARB EA Weighted Scoring +(Recommended Solution) + + + + v0.1.20211020 + + + + DRAFT + + + + Diagram Audience: EA Domains (SAS, ESA, IA, CDO, APM, BAAO) +Diagram Purpose: For discussion purposes only (e.g. EARB's EA Assessment Slide's underlying scoring considerations) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This work is tied to the new EA Assessment slide for EARB, modeled off the one for GC EARB, with ESDC-specific icons and assessment methodologies / criteria. +Azure DevOps Links: +1. Feature 2079: EA Alignment Scoring Discussion and Working Group + https://dev.azure.com/ESDC-IITB-SA/DASHBOARDS/_workitems/edit/2079 + +TO DO: Produce a Glossary for this artifact (e.g. what is meant by "Technical Debt"?) +CONSIDER: List, and drill down. + +OVERALL RECOMMENDATION: +This is the overall architecture recommendation:​ +1. Proceed – proposal should proceed as proposed.​ +2. Significant Changes – proposal may proceed subject to recommendations / constraints.​ +3. Change Direction – proposal should be deferred, cancelled, or an alternative solution should be proposed.​ +4. Decision Required​ +The specific recommendations provide details.​ + + + + + ESDC EARB EA Weighted Scoring +(Recommended Solution) + + + + v0.1.20211108 + + + + DRAFT + + + + Diagram Audience: EA Domains (SAS, ESA, IA, CDO, APM, BAAO) +Diagram Purpose: For discussion purposes only (e.g. EARB's EA Assessment Slide's underlying scoring considerations) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + v1.34 [2021-02-24] + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GC Enterprise Architecture/Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Version: 1.34 +February 24, 2021 +Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Principles Catalog + + + + From v0.1.2021-10-27 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Enterprise Architecture Principles + + + + From v0.18 +2019-12-12 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC EA Principles V0.18.1- Final.docx +https://dialogue/grp/BU5946064/EA%20Reference%20Material/02%20-%20ESDC%20EA%20Principles/ESDC%20EA%20Principles%20V0.18.1-%20Final.docx +2019-12-12 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Principles Catalog + + + + v0.1.2021-10-27 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://www.canada.ca/en/government/system/digital-government/government-canada-digital-standards.html +Date modified: 2021-05-12 + + + + + W3C Authoring Tool Accessibility Guidelines (ATAG) 2.0 +https://www.w3.org/TR/ATAG20/ + + + + Mentioned under "Checklist for Chief Information Officers (CIOs)" in GC Guidance on Implementing the Standard on Web Accessibility +https://www.canada.ca/en/treasury-board-secretariat/services/government-communications/guidance-implementing-standard-web-accessibility.html + + + + Diagram Audience: +Diagram Purpose: + + + + v0.1.20211019 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://www.canada.ca/en/treasury-board-secretariat/services/government-communications/guidance-implementing-standard-web-accessibility.html + +Checklist for Chief Information Officers (CIOs) +In implementing the Standard on Web Accessibility, have you: +- Integrated Web accessibility considerations into the development of IM/IT plans? +- Ensured that the department's software and systems provide the functionality necessary to meet the requirements of the Standard on Web Accessibility? +- Incorporated Web accessibility into the business requirements when developing new or updating existing websites and Web applications? +- Incorporated the use of Web metrics and identified how they will be used during the implementation of the Standard on Web Accessibility? +- Ensured ongoing content review and management of redundant, outdated and trivial (ROT) content? +- Ensured that Web pages are archived, where possible, online or offline in accordance with the definition of "archived" in this document and with the Secretariat's policies on information management? +- Ensured that websites and Web applications under the responsibility of the CIO conform to the Standard on Web Accessibility? +- ***** Added the World Wide Web Consortium's draft Authoring Tool Accessibility Guidelines (ATAG) 2.0 into selection criteria when purchasing new Web authoring tools? +- Supported the SDO by ensuring that your staff have the knowledge and expertise necessary to comply with the Standard on Web Accessibility? + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GC From QualiWare CoP Meeting: +[2021-06-09 2:47 p.m.] Kevin O'Rourke (Guest) +CloseReach anticipates having a Protected B enclosure available in early September. Please fee free to reach out to me at kevin@closereach.ca for additional details. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Enterprise Architecture Strategy and Roadmap - A Year in Review +https://dialogue/grp/BU5946064/EA%20Reference%20Material/03%20-%20EA%20Roadmap%20and%20Strategy%20Newsletter/EA%20strategy%20and%20roadmap%20-%20FY202-21%20a%20year%20in%20review_EN.pdf + +From: Mohan, Dinesh DM [NC] +Sent: May 31, 2021 2:01 PM +Subject: Bulletin d’information sur l’architecture d’entreprise – Première édition! / Enterprise Architecture Newsletter – First Edition! + +Bienvenue à la première édition du bulletin d’information sur l’Architecture d’entreprise (AE)! + +Je suis très heureux de lancer ce bulletin, qui vise à fournir tous les domaines d’AE avec des informations en temps opportun sur la stratégie de l’Architecture d’entreprise. Cette édition se concentre sur la stratégie d’AE et le bilan annuel de la feuille de route pour l’exercice 2020-21. De prochains numéros suivront. + +Dans ce numéro, vous découvrirez les nombreux défis liés à l’évolution et à la maturation de l’AE. Vous découvrirez également les réalisations exceptionnelles de l’équipe – en particulier celles accomplies tout en répondant aux exigences opérationnelles dû à la COVID-19. +• Stratégie et feuille de route de l'architecture d’entreprise - bilan annuel 2020-2021 + +L’équipe a rédigé de nombreux articles intéressants que vous trouverez, je suis sûr, informatifs et perspicaces. Bonne lecture! +************************* +Welcome to the first edition of the Enterprise Architecture (EA) Newsletter! + +I am very excited to launch this newsletter, which is intended to provide all EA domains with timely information on the Enterprise Architecture Strategy. This edition is focused on the EA Strategy and Roadmap Year-In-Review for the 2020-21 fiscal year. Future issues will follow. + +In this issue, you will be introduced to the numerous challenges in evolving and maturing EA. You will also learn about the team’s outstanding achievements – particularly those accomplished while supporting COVID-19 operation requirements. +• EA strategy and roadmap - FY20-21 a year in review + +The team has put together many great articles, which I am sure you will find informative and insightful. Happy reading! + +Regards, +Dinesh Mohan + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + May 31, 2021 + + + + + Introduction: Where We Stand + +The Enterprise Architecture (EA) Strategy and accompanying Roadmap detail the multi-year plan to evolve EA within Employment and Social Development Canada (ESDC). This evolution will ensure that the EA program has the capabilities, capacities, and competencies needed to help ESDC towards its goal of becoming an integral part of a digital government. + +"We need to be cautious about our tactical approach: Success can kill innovation. We need to re-assess our level of maturity, and try to fill in any gaps that we might have forgotten about.” - Jean B. Lapierre (Enterprise Architect, Solution Architecture Services) + +The EA Strategy and Roadmap represent a collaborative effort among all the architecture domains, and consultation with key stakeholders, to mature, given the Government of Canada’s Directive on Service and Digital and ESDC’s Transformation Agenda. The evolution of EA and corresponding paradigm shift to Lean and Agile methodologies will happen across three horizons over the next seven years. + +The development and execution of the EA Strategy and Roadmap began at the end of the 2019-2020 fiscal year and continues to date, not withstanding the challenges of COVID-19. In fact, in the spring of 2020, coordinators of the Strategy and Roadmap adjusted them in response to the pandemic. This resulted in a new focus of the first phase of the Roadmap, being those activities central to either enhancing and expanding EA capacities, or innovating and driving EA’s Lean and Agile paradigm shift. + + + + + Enterprise Architecture Strategy and Roadmap - SAS-Specific Work +https://dialogue/grp/BU5946064/EA%20Reference%20Material/03%20-%20EA%20Roadmap%20and%20Strategy%20Newsletter/EA%20strategy%20and%20roadmap%20-%20FY202-21%20a%20year%20in%20review_EN.pdf + +From: Mohan, Dinesh DM [NC] +Sent: May 31, 2021 2:01 PM +Subject: Bulletin d’information sur l’architecture d’entreprise – Première édition! / Enterprise Architecture Newsletter – First Edition! + +Bienvenue à la première édition du bulletin d’information sur l’Architecture d’entreprise (AE)! + +Je suis très heureux de lancer ce bulletin, qui vise à fournir tous les domaines d’AE avec des informations en temps opportun sur la stratégie de l’Architecture d’entreprise. Cette édition se concentre sur la stratégie d’AE et le bilan annuel de la feuille de route pour l’exercice 2020-21. De prochains numéros suivront. + +Dans ce numéro, vous découvrirez les nombreux défis liés à l’évolution et à la maturation de l’AE. Vous découvrirez également les réalisations exceptionnelles de l’équipe – en particulier celles accomplies tout en répondant aux exigences opérationnelles dû à la COVID-19. +• Stratégie et feuille de route de l'architecture d’entreprise - bilan annuel 2020-2021 + +L’équipe a rédigé de nombreux articles intéressants que vous trouverez, je suis sûr, informatifs et perspicaces. Bonne lecture! +************************* +Welcome to the first edition of the Enterprise Architecture (EA) Newsletter! + +I am very excited to launch this newsletter, which is intended to provide all EA domains with timely information on the Enterprise Architecture Strategy. This edition is focused on the EA Strategy and Roadmap Year-In-Review for the 2020-21 fiscal year. Future issues will follow. + +In this issue, you will be introduced to the numerous challenges in evolving and maturing EA. You will also learn about the team’s outstanding achievements – particularly those accomplished while supporting COVID-19 operation requirements. +• EA strategy and roadmap - FY20-21 a year in review + +The team has put together many great articles, which I am sure you will find informative and insightful. Happy reading! + +Regards, +Dinesh Mohan + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Information Technology Strategy Team +Working in the Open: Part 2 + + + + + + + 2021-07-09 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://sara-sabr.github.io/ITStrategy/2021/07/09/working-in-the-open-part-2.html + +Information Technology Strategy Team +Working in the Open: Part 2 +2021-07-09 - Written by Guillaume Charest, in collaboration with the IT Strategy team + + + + + SharePoint Online / M365 Permission Levels + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + v0.1.20210916 + + + + NOTE: Users with DesignPlus permission are able to add others to the same permission group ("SAS_Design"). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 'Main' SharePoint Site + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. HOW we use M365 / SharePoint) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + SharePoint Permission Levels +The first step to managing permissions in SharePoint is to understand what actions the various permission levels authorize a person to perform. As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. + +SharePoint Permission Level - Description + - Read - Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. + - Contribute - Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents. + - Design - Designers can do everything that Contributors can do, plus they have the ability to create lists, libraries, views and metadata columns. + - DesignerPlus - A DesignerPlus can do everything a Designer can do, plus they have the ability to manage and customize permissions to control content access. + - Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. + - Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4). + - View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents. + +SHAREPOINT MIGRATION RESOURCE CENTRE +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/Your-Role.aspx + +Your Role +​​​​​​​Each of us has a role to play in ensuring your site's successful migration! + + + +With Microsoft ending support to SharePoint 2010, ESDC will manage and protect the content (including metadata) in our existing sites through their transition to the stable and supported environment offered in SharePoint Online. +Here's how we'll work together to make that happen.​​​​​​​​​​​​​​ +​​​​​​​SharePoint Migration Project Team +IM Lead +Site Owner +Site Designer +Business Analyst +Technical Consultant + +Are you ready to work in SharePoint Online? + +Visit the Learning Essentials page on iService, to learn the basics in managing your lists, libraries and permissions in SharePoint Online. +SharePoint Migration Project Team +Creates new URL for site in SharePoint Online +Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation +Consults with Branch/Regional IM Leads to schedule sites in migration waves +Migrates site to new SharePoint Online environment +Point of contact to Site Owners/Designers through the migration process +May assign additional resources to support Site Owners/Designers of more complex sites +IM Lead +Reviews sites and proposed migration dates with the Project Team +May update name(s) “Site Owner” role for migration, in the site metadata +Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) +Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers +Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +Point of contact to Site Owners/Designers through the migration process +Site Owner +Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities +Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed +Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +Confirms completion of final steps in SharePoint Online, with the Project Team +Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online​​​​​​​​​​​​​​ +The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site + + + + + + + + + + + + + + + + + + + + + + + + + Enterprise Architecture Team +SAS - Using ADO Boards + + + + v0.1.20210827 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GC Principles Relating to ADO Use + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Principles Relating to ADO Use + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + NOT ENDORSED + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. does the diagram depict HOW we are working / plan to work?) + + + + + + Enterprise Architecture Team +SAS - Migration From SharePoint 2010 (On Premises) To SharePoint Online (M365) + + + + v0.1.20210908 + + + + NOT ENDORSED + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. HOW migration will take place) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + New MAIN site for SAS-SAS, which will need to be owned & managed wholly by SAS. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Files managed in SP365, for ease of use in Teams, and to more easily collaborate with others, using the MS-Teams interface. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + SAME Folder structure as existed when the files were FROZEN by the migration team. + + + + + + + + + + + + + + + + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-the-Migration-Process.aspx + + + + + SharePoint Permission Levels + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + v0.1.20210908 + + + + NOTE: Users with DesignPlus permission are able to add others to the same permission group ("SAS_Design"). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + NOT ENDORSED + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. HOW we use M365 / SharePoint) + + + + + + SharePoint Permission Levels +The first step to managing permissions in SharePoint is to understand what actions the various permission levels authorize a person to perform. As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. + +SharePoint Permission Level - Description + - Read - Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. + - Contribute - Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents. + - Design - Designers can do everything that Contributors can do, plus they have the ability to create lists, libraries, views and metadata columns. + - DesignerPlus - A DesignerPlus can do everything a Designer can do, plus they have the ability to manage and customize permissions to control content access. + - Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. + - Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4). + - View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents. + +SHAREPOINT MIGRATION RESOURCE CENTRE +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/Your-Role.aspx + +Your Role +​​​​​​​Each of us has a role to play in ensuring your site's successful migration! + + + +With Microsoft ending support to SharePoint 2010, ESDC will manage and protect the content (including metadata) in our existing sites through their transition to the stable and supported environment offered in SharePoint Online. +Here's how we'll work together to make that happen.​​​​​​​​​​​​​​ +​​​​​​​SharePoint Migration Project Team +IM Lead +Site Owner +Site Designer +Business Analyst +Technical Consultant + +Are you ready to work in SharePoint Online? + +Visit the Learning Essentials page on iService, to learn the basics in managing your lists, libraries and permissions in SharePoint Online. +SharePoint Migration Project Team +Creates new URL for site in SharePoint Online +Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation +Consults with Branch/Regional IM Leads to schedule sites in migration waves +Migrates site to new SharePoint Online environment +Point of contact to Site Owners/Designers through the migration process +May assign additional resources to support Site Owners/Designers of more complex sites +IM Lead +Reviews sites and proposed migration dates with the Project Team +May update name(s) “Site Owner” role for migration, in the site metadata +Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) +Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers +Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +Point of contact to Site Owners/Designers through the migration process +Site Owner +Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities +Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed +Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +Confirms completion of final steps in SharePoint Online, with the Project Team +Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online​​​​​​​​​​​​​​ +The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site + + + + + + Enterprise Architecture Team +SAS M365 Playbook (SharePoint, Teams, ADO, etc.) - Topology + + + + v0.1.20210916 + + + + DRAFT + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. SAS' M365 Playbook) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + "Frozen" SharePoint 2010 Content will only temporarily be kept. + + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-the-Migration-Process.aspx + + + + + Enterprise Architecture Team +SAS Process: Exporting from Archi Diagrams, Importing Into QualiWare X + + + + v0.1.2021110 + + + + DRAFT + + + + Diagram Audience: EA Team (SAS) +Diagram Purpose: For discussion purposes only (e.g. SAS' EA Playbook) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Technical Standards for Data Integration (opengroup.org): +https://publications.opengroup.org/white-papers/architecture/w211 + + + + + w211 +v.2021-06-24 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + v0.1.2021-10-19 + + + + Diagram Audience: All. +Diagram Purpose: A visual depiction of The Open Group's document (w211). + + + + DRAFT + + Technical Standards for Data Integration (opengroup.org): https://publications.opengroup.org/white-papers/architecture/w211 +Copy available in SP2010: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Governance/Training/TOGAF%209.2/The%20Open%20Group%20Documents + +DETAILS +This document identifies and briefly describes the technical standards relevant to structured data integration, and discusses some wider non-technical considerations. It covers de facto best practice standards, standards from industry consortia, and standards from formal standards bodies. It is intended for Technical Architects and Data Architects. + +By listing relevant standards, this document provides a useful body of reference. It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. It also provides a basis for future work from The Open Group to identify and describe data integration best practices. + +Author(s) Chris Harding, Principal, Lacibus Ltd. and The Data Integration Work Group of the Architecture Forum +Published 24 Jun 2021 +Pages 45 +Type White Papers +Subject Enterprise Architecture + +Document No.: W211 +Published by The Open Group, June 2021. +Any comments relating to the material contained in this document may be submitted to: +The Open Group, Apex Plaza, Forbury Road, Reading, Berkshire, RG1 1AX, United Kingdom +or by email to: ogpubs@opengroup.org + + + + + + + Workload Migration and Cloud Enablement / WLM / +Migration des charges de travail et accessibilité à l'infonuagique +Project Number (Proposal ID) 202000009 + + + + BUSINESS CASE + + + + v0.8 (FINAL) +2021-07-16 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + NOT ENDORSED + + + + Diagram Audience: WLM & CE Team, EA Practitioners +Diagram Purpose: For discussion purposes only (e.g. does the diagram depict the Business Case document for the project? Has anything changed since the BC was finalized? + + + + v0.1.20210727 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Workload Migration (WLM) and Cloud Enablement project is seeking to address the migration of the majority of ESDCs applications that are currently hosted in legacy Shared Services Canada (SSC) data centres to Enterprise Data Centres or to Cloud, per the Government of Canada’s strategy to consolidate data centres across the Government of Canada (GC). +The existing legacy data centres no longer meet SSC standards that are now in place in Enterprise Data Centres, creating a risk to several aspects of these applications such as their infrastructure, operational risks, IT security, and network related risks. Applications hosted in legacy data centres may also be limited in implementing future business needs. +The applications currently hosted in legacy data centres will undergo thorough assessment while following the GC guidelines of Cloud First and TIME (tolerate, invest, move, eliminate) to determine their end-state hosting environments (Enterprise Data Centres or Cloud). The WLM project has several goals, the first of which is to serve as a risk response to the risks that have been identified should the movement of these applications not occur. Another goal of the WLM project is to improve the ESDC Security Posture and IT Service Delivery by moving applications to hosting environments that maintain a higher standard of security and compliance than in existing legacy data centres. +Lastly, the WLM project seeks to help in the reduction of technical debt and in the modernization of applications, consistent with the departmental transformation agenda. +This document seeks to recommend the adoption of the implementation of TIME assessment recommendations, at an approximate cost of $M over XX years. The realization of benefits that will occur as a result of this option include the improvement of IT security posture and compliance, the improvement of productivity, the reduction of risk exposure and versatility in application development. The options analysis described in this document has concluded that remaining with the status quo is not a feasible option, and that the option of a lift and shift will provide only part of the benefits, yet increase the departmental technical debt in coming years. +The WLM Project has many risks listed throughout this business case. The number of applications in scope, their complexity and interdependencies are key considerations. ESDC’s expertise in Cloud technology and the differences between the targeted architectures (Cloud and Enterprise Data Centres) and current legacy data centres, as well as the Network complexity, are other important considerations. +SSC and ESDC have identified mitigation measures that will be implemented. These measures, paired with a strong governance and continuous risk monitoring, will bring the risks described below to an acceptable level. + +2.1 Problem/Opportunity +The majority of ESDC systems are currently hosted in legacy Shared Services Canada (SSC) data centre facilities with aging infrastructure. These centres have not been designated as Enterprise Data Centres (thereby limiting further investment). The data centres are not designed to support 24/7 operations with 99.99% uptime and therefore are subject to outages and rely on older technologies to operate. This introduces infrastructure, operational, IT security, and network risks while greatly limiting the type of solutions that can be housed in these data centres to meet new business requirements. As part of the Government of Canada(GC) strategy to consolidate GC data centres and implement Cloud First, ESDC is initiating an assessment of 385 applications hosted within the Moncton and Montréal legacy data centres. This assessment will identify the appropriate disposition of each application as per the GC guidelines (i.e. Tolerate (maintain), Invest, Move, or Eliminate) and based on ESDC medium and longerterm business requirements. ESDC will develop a roadmap based on this assessment to address risks and known technical debt, in concert with the transformation agenda currently underway at ESDC. This involves migrating departmental applications from existing SSC legacy data centres into new hosting environments. ESDC will work with Treasury Board Secretariat (TBS) and SSC to identify target hosting environments, including Cloud based hosting services operated by the Government of Canada and private industry and at new, state-of-the-art data centres operated by SSC. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Human Resources Services Branch +202100024 Learning Management System Renewal +(Life Cycle Management) + + + + v0.1.20210910 + + + + DRAFT FOR DISCUSSION + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. Understanding Business info.) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Project Number: 202100024 +Project Name: Learning Management System Renewal + + +Research and Collaboration Opportunities -- Projects and Initiatives with the same Value Stream and Business Capabilities +• HRSB Modernization Programme: Talent Management Project (201700042), Case Management Project (201700028) and Onboarding Project (20170004) +• Learning Content Management System (LCMS) for ESDC (201700023) +• W-T Employee Wellness Passport (202100017) +• Project Management Competency Development (PMCD) Training Tracker (Learning Management System) +• Benefits Delivery Modernization (BDM) Programme + + + + + 202100024 Learning Management System Renewal +Request For Information Document + + + + v0.1.20220504 + + + + DRAFT FOR DISCUSSION + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. Understanding Business info.) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Based on original DRAFT document, prepared by LMS-R Team. + + + + + + + + CDO Data Foundations +High Level Enterprise Business Overview + + + + v0.1.20211123 + + + + DRAFT + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + TO 1.2.8. Problem / Opportunity Statement + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Information sourced from "ESDC Chief Data Office (CDO) Data Foundations Business Case" [v0.4 - DRAFT] + + + + + + + Government of Canada Strategic Plan for Information Management and Information Technology 2017 to 2021 +From Treasury Board of Canada Secretariat + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + DRAFT + + + + v0.1.20211201 + + + + + https://www.canada.ca/en/treasury-board-secretariat/services/information-technology/strategic-plan-2017-2021.htm +ISBN: 978-0-660-24007-7 + +TABLE OF CONTENTS: +About this document / what’s new +Message from the Government of Canada Chief Information Officer +Introduction +Citizens’ expectations +Workplace and workforce evolution +Privacy and security +The enterprise approach +IM-IT sustainability and aging IT +The vision +Digital services +Open and accessible +Security +Enterprise management +Community +Workplace +Mission statement +Guiding principles +Principle 1: client and service-centred design +Principle 2: open +Principle 3: enterprise first +Principle 4: secure +Principle 5: cloud first approach +Principle 6: enable a modern workplace: anywhere, anytime with anyone +Strategic goals +Strategic goal 1: service +Strategic goal 2: value +Strategic goal 3: security +Strategic goal 4: agility +Strategic actions +Service +Service management +Cloud first +Technology modernization +Information and data sharing +Manage +Governance +Enterprise architecture alignment and practices +Agility and innovation +Sustainability +Secure +Defence in depth +Trusted solutions and services +Awareness and understanding +Community +IM-IT workforce +Modern workplace +Digital collaboration +The way forward +Implementing the Strategic Plan +Risks and mitigation strategies +Measuring progress +Staying evergreen +Appendix A: Government of Canada IM/IT modernization priorities +Appendix B: implementation roadmap +Appendix C: key performance indicators +Appendix D: roles and responsibilities +Appendix E: definitions +Appendix F: draft digital principles + + + + + + + Project Name (En) Canadian Dental Care Plan +Proposal Name (FR) Le Régime canadien de soins dentaires +Project Name (En Short) CDCP / Project Name (Fr Short) RCSD +Project Number (Proposal ID) 202300004 +Investment Category Policy Agenda +Sponsoring Branch DGPSI_BISB + + + + BUSINESS CASE + + + + (FINAL) +2023-07-06 +v0.1.20230706 + + + + DIAGRAM NOT ENDORSED + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + MISSING FROM THE BUSINESS CASE: + - Benefits [4] + - Outcomes*** [4] + - Metrics [4] + - Required Capabilities [5] + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Executive Summary +Following the 2023 budget proposal to implement the new Canadian Dental Care Plan (CDCP) to provide dental coverage for uninsured Canadians, the CDCP will: +· provide Canadians the ability to apply and be considered access to the CDCP for their oral heath needs, +· seek help and guidance on eligibility, how to apply and information on the program, and +· maintain or renew their status throughout the year. +This business case details the CDCP business need, business context, background, options analysis, evaluation criteria, and solution scope to deliver the solution project. + +Business Context Diagram Description +Budget 2023 proposes providing $13 billion over five years, starting in 2023-24, and $4.4 billion ongoing, to Health Canada (HC) to implement the new Canadian Dental Care Plan (CDCP). The CDCP will provide dental coverage for uninsured Canadians with an annual family income of less than $90,000, with no co-pays for those with family incomes under $70,000. +It is estimated that approximately 9 million Canadians will be eligible for the CDCP. (Family income <$90k, resident of Canada, no access to a comparable dental insurance plan). The CDCP will be an insurance program delivered via a third-party benefits administrator (TPA). The CDCP will be launched in phases, starting with a targeted eligible population of seniors, people with disabilities, and people under 18 (totaling 4.7M) in 2024. Seniors and persons with disabilities should be prioritized for coverage as of April 1, 2024. In addition, children under 12* must be enrolled and be able to access dental coverage under the Canada Dental Care Plan as of July 1, 2024. (given that the existing interim dental benefit for children under 12 ends July 1, 2024). Full program eligibility for all families within an income less than $90,000 and who do not have access dental care through an employer, pension or private plan will start January 2025. + +ESDC/Service Canada (SC) is entering in a partnership agreement to deliver services on behalf of HC to Canadians as the plan starts up and on an ongoing basis. +HC is the lead for program implementation and works in collaboration with ESDC/Service Canada and partners on this implementation. This business case encompasses the CDCP service delivery implementation project that will deliver the required capabilities to intake CDCP applications, process applications and determine eligibility, communicate the decision to applicants and provide client support in the Service Canada network. The capabilities will support delivery of the following target client experience and flow: <May 4, 2023 Service Delivery Process Flow Diagram (A-to-H)> + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 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The corporate application can either be on premise or in the cloud. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + UC4 Application to Application Communication +Application to application access or inter server communication within the enterprise. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + UC8 On premise application to cloud application +An on premise application requires access to an application hosted within the cloud environment + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + UC9 -Layer 7 Attacks and Lateral Movement Protection +Prevent attacks and unauthorized lateral movement within the enterprise should a host asset or user be compromised. This use case applies to both internal and external threats. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + UC 3 Authorized user access through unmanaged devices +The authorized user requires secure access to a corporate application/resource via an unmanaged device. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + UC2 Administrator access through managed devices +An administrator requires access to an enterprise resource to perform administrative tasks such as application configuration, patching, infrastructure configuration changes, etc., via a managed device. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 2020 - Speech From The Throne + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ArchiMate One-Pager +(One Enterprise Architect's Interpretation) +2020-09-23 DRAFT (v0.1) + + + + + + + + + + + + + + + + + + + + HONOURABLE SENATORS, MEMBERS OF THE HOUSE OF COMMONS, LADIES AND GENTLEMEN, +Every day on our shared planet, millions face hardships that test the human spirit. Extreme weather, wildfires, poverty, conflicts, discrimination and inequalities. Rarely though, has all of humanity faced a single common insidious enemy. An invisible enemy that respects no borders, thrives anywhere, hits anyone. +To overcome a pandemic requires the work and resolve of every order of government, every community, and every one of us. +We don’t decide when hardship comes, but here in Canada, we have decided how we wanted to address it. We have adapted in remarkable ways. +We Canadians did our part. We changed our habits, postponed our plans, switched to teleworking or had to completely reinvent our work, all this, while caring for one another. +We owe an immense debt to those who served and still serve on the frontlines, to health care personnel and essential workers, women and men in uniform, volunteers and leaders, everywhere in the country. +There has been a lot of suffering and we all mourn those who have passed. +We trust science to lead the fight until a safe and effective vaccine becomes available. But until then, we must keep our guard up, using the tools that are available to us now – such as testing, treatments and physical distancing measures. +Like a reed in high winds, we might sway but we will not break. Because our roots are firmly in place, our goals clear, and because we have hope – the hope that lifts the soul on dark days and keeps us focused on the future. +Canadians have lived through uncertain times before and have always prevailed because determination, concern for others, courage, and common sense define our nation. +We must bring all those qualities to bear once again and continue to work for the common good, and for a better, safer and more just society. +This is who we are and what will see us through to brighter days. + +OPENING +For over 150 years, Parliamentarians have worked together to chart Canada’s path forward. +Your predecessors met when Confederation was only a few months old, setting the course for a young country. They stood united through Canada’s toughest days, leading the nation through wars and depression. And as they did, each Parliamentarian was called to meet their times. +Today, Canadians expect you to do the same. They expect you to work together on their behalf and meet this crucial moment. +Less than a year ago, we gathered here for a Throne Speech to open the 43rd Parliament. Since then, our realities have changed. And so must our approach. +This pandemic is the most serious public health crisis Canada has ever faced. +Over 9,000 Canadians have died in six months. For our neighbours in the United States, this figure is over 200,000. Globally, it’s nearly a million. +But these aren’t just numbers. These are friends and family. Neighbours and colleagues. +The pandemic is the story of parents who have died alone, without loved ones to hold their hand. +It is the story of kids who have gone months without seeing friends. +Of workers who have lost their jobs. +The last six months have laid bare fundamental gaps in our society, and in societies around the world. This pandemic has been hard for everyone. But for those who were already struggling, the burden has been even heavier. +For parents – and especially moms – who are facing impossible choices between kids and career. +For racialized Canadians and Indigenous Peoples who are confronted by systemic barriers. +For young people who are worried about what their future will hold. +For seniors who are isolated, frightened, and most at risk. +And for workers who, while earning the lowest wages in the most precarious sectors, have been on the frontlines of the pandemic. +We must address these challenges of today. But we also cannot forget about the tests of the future. +The world came into this pandemic facing the risks and consequences of climate change. A lesson that COVID-19 has taught us, is that we need to match challenges with decisiveness and determination. +On all of these fronts – health and the economy, equality and the environment – we must take bold action. +The Government will meet these challenges. +The Government’s approach will have four foundations. +The first foundation of this plan is to fight the pandemic and save lives. +The second foundation of the Government’s plan is supporting people and businesses through this crisis as long as it lasts, whatever it takes. Effectively dealing with the health crisis is the best thing we can do for the economy. Government action has already helped Canadians stay safe, and buffered the worst economic impacts. +The third foundation is to build back better to create a stronger, more resilient Canada. To do this, we must keep strengthening the middle class and helping people working hard to join it, and continue creating jobs and building long-term competitiveness with clean growth. We must also keep building safer communities for everyone. +The fourth and final foundation of this plan is to stand up for who we are as Canadians. We cannot forget what has made us a country that is welcoming. A country that celebrates two official languages. That achieves progress on gender equality, walks the road of reconciliation, and fights discrimination of every kind. +This is our generation’s crossroads. +Do we move Canada forward, or let people be left behind? Do we come out of this stronger, or paper over the cracks that the crisis has exposed? +This is the time to remember who we are as Canadians. +This is the opportunity to contain the global crisis and build back better, together. + +CONCLUSION +Taken together, this is an ambitious plan for an unprecedented reality. +The course of events will determine what needs to be done when. But throughout, protecting and supporting Canadians will stay the top priority. +And the core values that have driven the Government since day one remain the same. +In 2015, Canadians asked their government to deliver real change on everything from middle class jobs to climate change. In 2019, the people chose a Parliament that would keep moving forward on these shared goals. And in 2020, Canadians expect nothing less. +It is no small task to build a stronger, more resilient country. +It will take hard work. It will require a commitment to finding common ground. +Parliamentarians, Canadians have placed a trust in you to guide this country forward. They have placed their faith in you to work together to meet whatever challenges we face. +Remember that we are here today because of the generations of Canadians who came before us. We are here because of the women and men – our parents, grandparents, and great-grandparents – who had the courage to reach for a better future. +Today, it is our turn. Our moment to build a stronger and more resilient Canada for everyone. +Members of the House of Commons, you will be asked to appropriate the funds to carry out the services and expenditures authorized by Parliament. +Members of the Senate and Members of the House of Commons, may you be equal to the profound trust bestowed on you by Canadians, and may Divine Providence guide you in all your duties. + + + + + 2020 - Speech From The Throne + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ArchiMate One-Pager +(One Enterprise Architect's Interpretation) +2020-09-23 DRAFT (v0.1) + + + + + + + + + + + + + + + + + + + + + + ESDC Viewpoint + + HONOURABLE SENATORS, MEMBERS OF THE HOUSE OF COMMONS, LADIES AND GENTLEMEN, +Every day on our shared planet, millions face hardships that test the human spirit. Extreme weather, wildfires, poverty, conflicts, discrimination and inequalities. Rarely though, has all of humanity faced a single common insidious enemy. An invisible enemy that respects no borders, thrives anywhere, hits anyone. +To overcome a pandemic requires the work and resolve of every order of government, every community, and every one of us. +We don’t decide when hardship comes, but here in Canada, we have decided how we wanted to address it. We have adapted in remarkable ways. +We Canadians did our part. We changed our habits, postponed our plans, switched to teleworking or had to completely reinvent our work, all this, while caring for one another. +We owe an immense debt to those who served and still serve on the frontlines, to health care personnel and essential workers, women and men in uniform, volunteers and leaders, everywhere in the country. +There has been a lot of suffering and we all mourn those who have passed. +We trust science to lead the fight until a safe and effective vaccine becomes available. But until then, we must keep our guard up, using the tools that are available to us now – such as testing, treatments and physical distancing measures. +Like a reed in high winds, we might sway but we will not break. Because our roots are firmly in place, our goals clear, and because we have hope – the hope that lifts the soul on dark days and keeps us focused on the future. +Canadians have lived through uncertain times before and have always prevailed because determination, concern for others, courage, and common sense define our nation. +We must bring all those qualities to bear once again and continue to work for the common good, and for a better, safer and more just society. +This is who we are and what will see us through to brighter days. + +OPENING +For over 150 years, Parliamentarians have worked together to chart Canada’s path forward. +Your predecessors met when Confederation was only a few months old, setting the course for a young country. They stood united through Canada’s toughest days, leading the nation through wars and depression. And as they did, each Parliamentarian was called to meet their times. +Today, Canadians expect you to do the same. They expect you to work together on their behalf and meet this crucial moment. +Less than a year ago, we gathered here for a Throne Speech to open the 43rd Parliament. Since then, our realities have changed. And so must our approach. +This pandemic is the most serious public health crisis Canada has ever faced. +Over 9,000 Canadians have died in six months. For our neighbours in the United States, this figure is over 200,000. Globally, it’s nearly a million. +But these aren’t just numbers. These are friends and family. Neighbours and colleagues. +The pandemic is the story of parents who have died alone, without loved ones to hold their hand. +It is the story of kids who have gone months without seeing friends. +Of workers who have lost their jobs. +The last six months have laid bare fundamental gaps in our society, and in societies around the world. This pandemic has been hard for everyone. But for those who were already struggling, the burden has been even heavier. +For parents – and especially moms – who are facing impossible choices between kids and career. +For racialized Canadians and Indigenous Peoples who are confronted by systemic barriers. +For young people who are worried about what their future will hold. +For seniors who are isolated, frightened, and most at risk. +And for workers who, while earning the lowest wages in the most precarious sectors, have been on the frontlines of the pandemic. +We must address these challenges of today. But we also cannot forget about the tests of the future. +The world came into this pandemic facing the risks and consequences of climate change. A lesson that COVID-19 has taught us, is that we need to match challenges with decisiveness and determination. +On all of these fronts – health and the economy, equality and the environment – we must take bold action. +The Government will meet these challenges. +The Government’s approach will have four foundations. +The first foundation of this plan is to fight the pandemic and save lives. +The second foundation of the Government’s plan is supporting people and businesses through this crisis as long as it lasts, whatever it takes. Effectively dealing with the health crisis is the best thing we can do for the economy. Government action has already helped Canadians stay safe, and buffered the worst economic impacts. +The third foundation is to build back better to create a stronger, more resilient Canada. To do this, we must keep strengthening the middle class and helping people working hard to join it, and continue creating jobs and building long-term competitiveness with clean growth. We must also keep building safer communities for everyone. +The fourth and final foundation of this plan is to stand up for who we are as Canadians. We cannot forget what has made us a country that is welcoming. A country that celebrates two official languages. That achieves progress on gender equality, walks the road of reconciliation, and fights discrimination of every kind. +This is our generation’s crossroads. +Do we move Canada forward, or let people be left behind? Do we come out of this stronger, or paper over the cracks that the crisis has exposed? +This is the time to remember who we are as Canadians. +This is the opportunity to contain the global crisis and build back better, together. + +CONCLUSION +Taken together, this is an ambitious plan for an unprecedented reality. +The course of events will determine what needs to be done when. But throughout, protecting and supporting Canadians will stay the top priority. +And the core values that have driven the Government since day one remain the same. +In 2015, Canadians asked their government to deliver real change on everything from middle class jobs to climate change. In 2019, the people chose a Parliament that would keep moving forward on these shared goals. And in 2020, Canadians expect nothing less. +It is no small task to build a stronger, more resilient country. +It will take hard work. It will require a commitment to finding common ground. +Parliamentarians, Canadians have placed a trust in you to guide this country forward. They have placed their faith in you to work together to meet whatever challenges we face. +Remember that we are here today because of the generations of Canadians who came before us. We are here because of the women and men – our parents, grandparents, and great-grandparents – who had the courage to reach for a better future. +Today, it is our turn. Our moment to build a stronger and more resilient Canada for everyone. +Members of the House of Commons, you will be asked to appropriate the funds to carry out the services and expenditures authorized by Parliament. +Members of the Senate and Members of the House of Commons, may you be equal to the profound trust bestowed on you by Canadians, and may Divine Providence guide you in all your duties. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + MICM2 - Enforcement Business Case v12 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 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Integrity Services Branch +Executive Sponsor: Elise Boisjoly +Business Owner: Jeremy Sales +Author: Nadia Benoit +Version: 0.12 +Submission Date: 2020-September-26 + + +9.1 Glossary +Term/Acronym Definition +AALC Average Annual Lifecycle Cost +ACFE Association of Certified Fraud Examiners +ADM Assistant Deputy Minister +AOC Annual Operating Cost +BDM Benefit Delivery Modernization +BI Business Intelligence +BISB Benefits and Integrated Services Branch +CER Cost-Effectiveness Ratio +CFO Chief Financial Officer +CMS Case Management System +COTS Commercial of the Shelve +CPP Canada Pension Plan +CRA Canada Revenue Agency +CRM Client Relationship Management +DC Decommissioning Cost +DGPOC Director General Project Oversight Committee +EaaP Enforcement as a Practice +EI Employment Insurance +EMM Enforcement Maturity Model +EPMO Enterprise Project Management Office +ESDC Employment and Social Development Canada +eSIN Electronic Social Insurance Number +FMA Financial Management Advisor +FTE Full-Time Equivalent Enrollment +FY Fiscal Year +GoC Government of Canada +Gs&Cs Grants and Contributions +IBAD Integrity Business Analytics Division +IC Implementation Cost +ICMS Integrity Case Management Solution +ICST Information Collection and Synthesis Team +IITB Innovation, Information and Technology Branch +IMP International Mobility Program (foreign worker program belonging to IRCC) +InSNC Integrity Services National Committee +IO Integrity Operations +ISB Integrity Services Branch +IT Information Technology +ITRDS Information Technology Renewal Delivery System +LE Law Enforcement +MICM Modernization of Integrity Case Management. +MISCIS Major Investigation and Sensitive Case Information System +MS Microsoft +NEID National Enforcement and Intelligence Division +NHQ National Headquarters +NIIS National Integrity Investigation System +OAG Office of the Auditor General +OAS Old Age Security +PAA Program Alignment Architecture +PDO Project Delivery Office +PM Project Management +PMB Project Management Board +PMD Privacy Management Division +PMP Project Management Plan +POB Program Operations Branch +PPSB Processing and Payment Services Branch +PPSC Public Prosecution Services of Canada +PSPC Public Services and Procurement Canada +QC Quality Control +QM Quality Management +RCMP Royal Canadian Mountain Police +RFI Request for Information +RFP Request for Proposal +SaaS Software as a Service +SIN Social Insurance Number +SME Subject Matter Expert +TBS Treasury Board Secretariat +TFWP Temporary Foreign Worker Program +TLC Total Lifecycle Cost +TMB Transformation Management Branch +UAT User Acceptance Testing +UK United Kingdom +US United States + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Impersonation +Following the reception of the EI-AC (something the user has), the threat agent had two piece of information required to create an account and impersonating someone else with the social insurance number information obtained on the dark web (something the user knows). +The threat agent was potentially able to: +• Impersonate a user and change his personal information (banking information, address, security question and answers, etc.); +• Apply for Employment Insurance (when CERB wasn’t available); +• Apply for Canada Emergency Response Benefit through CRA Linkages; +• Change the banking information of pensioners; +• Apply for Grants; +• Submit Record of Employment for given social insurance numbers; +• Change employers contact information. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Pan-Canadian Trust Framework (PCTF) is a model that consists of a set of agreed-on concepts, definitions, processes, conformance criteria, and an assessment approach. It is not a “standard” as such, but is, instead, a framework that relates and applies existing standards, policies, guidelines, and practices, and where such standards and policies do not exist, specifies additional criteria. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Enterprise Security Model with Architecture & IT Security interfaces + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + IT Security Model +- Subject domain: IT Security +- Suggested Usage: SA&A, security assessments +- Conformed to: GC policy instruments particularly GC ITSG-33 and HTRA + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GC Digital Operations Strategic Plan: 2021–2024 +From Treasury Board of Canada Secretariat + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +Date modified: 2021-05-13 + +Table of Contents +• Document purpose and what’s new +• Message from the Chief Information Officer of Canada +• Context: a rapidly changing digital landscape +• Digital government +• Our strategy: transitioning to a more digital government to improve client service +• Our strategy in action: priorities for the next 3 years (2021–2024) + o Strategic pillar 1: modernize legacy IT systems +  Priority 1.1. Strengthen the overall health of the government’s application portfolio +  Priority 1.2. Provide modern, reliable and secure networks and infrastructure + o Strategic pillar 2: improve services +  Priority 2.1. Improve the service experience of all clients +  Priority 2.2. Maximize public value of data and information +  Priority 2.3. Build and use secure common solutions for digital service delivery + o Strategic pillar 3: implement enterprise +  Priority 3.1. Manage and use data and information as strategic assets +  Priority 3.2. Plan and govern for the sustainable and integrated management of service, information, data, IT and cybersecurity +  Priority 3.3. Deploy modern and accessible workplace tools and devices + o Strategic pillar 4: transform the institution +  Priority 4.1. Support fully digital delivery by managing a government-wide culture shift +  Priority 4.2. Build a workforce for digital first delivery +• Appendix A: Related policy instruments, guidance, plans and strategies +• Appendix B: Minister of Digital Government Mandate Letters +• Appendix C: Government of Canada service and digital target state enterprise architecture +• Appendix D: Progress report on 2018–2022 DOSP strategic actions + + +*Document Purpose And What's New* +The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + +Developed by the Treasury Board of Canada Secretariat (TBS), the 2021–2024 DOSP builds on the 2018–2022 one. In line with the GC Digital Standards, TBS designed the plan with users in mind. It incorporates feedback received on previous strategic plans and complements other key policies, guidelines, plans and strategies that set out the requirements for departments’ planning processes (see Appendix A). + +The latest DOSP consolidates the 6 strategic themes of the previous one into 4 strategic pillars that support the government’s digital transformation. + +This DOSP recognizes the progress achieved, sets government‑wide priorities and lists key activities for departments and agencies,Footnote1 including those that serve other government organizations by working to modernize service delivery, improve sustainability and promote digital stewardship. These priorities and activities will help departments move toward digital program and service delivery for Canadians. The updated DOSP was developed by the Digital Government team, with support from Public Services and Procurement Canada and the Canada School of Public Service. + +Departments will develop their own integrated plans that align with the DOSP and that support their departmental mandates and requirements. TBS will update the DOSP annually, to address any emerging priorities and actions, and will prepare an annual progress report. + +The 2021–2024 DOSP supports Canada’s Digital Government Strategy, led by the GC’s first Minister of Digital Government (see Appendix B for the Minister’s mandate letters). The strategy will help improve service delivery by accelerating the GC’s digital transformation and increasing collaboration with all levels of government. To align efforts across the GC and build a consistent digital experience, the Minister leads the Digital Government team, which includes, TBS (specifically, the Office of the Chief Information Officer, Digital Transformation Office and Canadian Digital Service) and Shared Services Canada. + +*Message from the Chief Information Officer of Canada* +I am pleased to release the Digital Operations Strategic Plan (DOSP) for 2021–2024 at this pivotal time for Canada and Canadians. + +The COVID‑19 pandemic significantly accelerated the global shift to online services and the trend toward remote work. From the onset of the pandemic, public servants rose to the occasion, working across traditional divides and innovating to rapidly deliver essential services digitally to millions of Canadians, including emergency benefits and the COVID Alert app. Shared Services Canada worked tirelessly with departments and agencies to maintain quick, efficient and secure delivery of critical front‑line services. + +As Canada’s economy recovers from the pandemic, the need for digital government is more pronounced than ever: a government that is more open and more collaborative and that provides improved digital‑first, user‑centred services and programs. + +To make digital government a reality in an unpredictable environment, we in the Government of Canada (GC) must modernize how we manage technology and technological change to keep government responsive and resilient so that it meets the changing needs and expectations of Canadians and Canadian businesses. + +Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca. + +Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic. + +The 2021–2024 DOSP provides the strategic direction for the GC’s integrated management of service, information, data, IT and cybersecurity. It sets out priorities and actions to accelerate our efforts. Given our shifting operating environment, we will review this document annually. + +Our priorities include: + +making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations +developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language +improving data-driven decision‑making +getting the most value for the public from the data and information the GC holds +modernizing funding and procurement approaches to support more agile execution practices +acting ethically and in environmentally sustainable ways +Our employees remain our most valuable resource. We need to attract and retain top‑notch talent. We will make sure that our multidisciplinary workforce has the right digital skills, that these skills are put to use in the right place, and that employees have modern tools and are supported by enabling leadership. We will also continue to strive to make our workforce inclusive and diverse. + +The journey to fully digital service delivery requires collaboration, experimentation and continual improvement across the GC. I am humbled and proud to be on this journey with you, working together to make digital service delivery better, faster, greener and more reliable. + +Marc Brouillard +Acting Chief Information Officer of Canada + + + + + Cyber Security Operation Centre (CSOC) Log Monitoring - Enterprise Security +Architecture Model & Strategy + + + + + + +Additional notes on Strategies: + +1. Adapt Soke and Hub Service Model +- centralized SIEM service (SIEM Hub): subscrib to SSC or do it all in-house +- Spokes are data sources feeding to the Hub +- SIEM is the central piece linking all SOC tools + +2. Data Masking (DM) Stragegy +Mask sensitive data in logs by: +- Use custom code to auto-check the presence of sensitive data every time a message gets logged +- leaverage vendor capabilities of masking sensitive data +- Leverage data filters in log agent configurations that anonymize sensitive data before the log data is transmittted to log server +- Explore investing an Enterprise DM tool. + +3. Standardize what to log per data source +- Leverage GC Event Log Strategy + +4. Unify and consolidate logs for monitoring + +5. Leverage advance technologies in AI, ML and automation + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + From Document: Zero Trust Core Principles (w210) +Published by The Open Group + + + + + April 2021 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Zero Trust Core Principles +Document No.: W210 +Published by The Open Group, April 2021 + + + diff --git a/dataset/processed-models/e8ecca68-8692-400d-9425-b00d60784a26/model.json b/dataset/processed-models/e8ecca68-8692-400d-9425-b00d60784a26/model.json new file mode 100644 index 00000000..89df7433 --- /dev/null +++ b/dataset/processed-models/e8ecca68-8692-400d-9425-b00d60784a26/model.json @@ -0,0 +1 @@ +{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/e8ecca68-8692-400d-9425-b00d60784a26","archimateId":"e8ecca68-8692-400d-9425-b00d60784a26","name":"CommonSandbox","description":"","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"sara-sabr/EA-models","license":"CC0-1.0","sourceFile":"raw-data/github/archimate/CommonSandbox.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:22:09","tags":[],"duplicates":[],"language":"en","elements":[{"id":"934baeea-f300-4c90-b562-d7813fbf5435","name":"T.B. 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Development Language + + + T.B. Application Framework + + + DACAM + + + DACM + + + DBCM + + + <<Asset at Risk>> Data + + + <<Asset at Risk>> Application + + + Asset at Risk + + + <<Asset at Risk>> Reputation + + + <<Asset at Risk>> Data (copy) + + + <<Asset at Risk>> Application (copy) + + + <<Asset at Risk>> Reputation (copy) + + + <<Asset at Risk>> Finacial + + + Personal Protective Equipment Supply Chain Security + Personal protective equipment has been shipped across the country. + +The Government will also continue to work on getting Canadians the PPE they need. + +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. + + + Ramp Up Contact Tracing & Testing + Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. + + + CERB & Wage Subsidy Support + Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. + + + Help Provinces Increase Testing Capacity + The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. + + + Pursue Faster Testing Technology + At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. + + + Canadian Forces Support in Long-Term Care Homes + Members of the Canadian Forces were there in long-term care homes. + + + Target Additional Financial Support to Affected Businesses + Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. + + + Support Health Care Systems Capacity + The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. + + + Safe Return To Class Fund Investment + To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. + + + Personal Support Worker Wage Top-Up + These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. + + + COVID Alert app + Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. + + + Secure Access To Vaccine Candidates + In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. + + + Invest In Domestic Vaccine Manufacture + + + Invest In Vaccine Distribution + And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. + + + Canada Emergency Response Benefit + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table. + + + Canada Emergency Wage Subsidy + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + Social Sector & Infrastructure Investment + To help make that happen, the Government will launch a campaign to create +over one million jobs, restoring employment to previous levels. This will be +done by using a range of tools, including direct investments in the social sector +and infrastructure, immediate training to quickly skill up workers, and +incentives for employers to hire and retain workers. + + + Employer Incentives + + + Youth Employment & Skills Strategy + Another example of how the Government will create jobs is by significantly +scaling up the Youth Employment and Skills Strategy, to provide more +paid work experiences next year for young Canadians. + + + Eliminate Provincial Trade Barriers + + + Canada Emergency Wage Subsidy + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + Worker Training + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + CERB-to-EI Canada Recovery Benefit + With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. + + + A Modernized EI System + + + Action Plan for Women in the Economy + The Government will create an Action Plan for Women in the Economy to help +more women get back into the workforce and to ensure a feminist, intersectional +response to this pandemic and recovery. This Plan will be guided by a task force +of experts whose diverse voices will power a whole of government approach. + + + National Early Learning & Childcare System + It has been nearly 50 years since the Royal Commission on the Status of Women +outlined the necessity of child care services for women’s social and economic +equality. We have long understood that Canada cannot succeed if half of the +population is held back. Canadians need more accessible, affordable, inclusive, +and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a +significant, long-term, sustained investment to create a Canada-wide early +learning and childcare system. +The Government will build on previous investments, learn from the model that +already exists in Quebec, and work with all provinces and territories to ensure +that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour +leaders, that the time is now. + + + Before-and-After School Program Subsidy + The Government also remains committed to subsidizing before- and after-school +program costs. With the way that this pandemic has affected parents and families, +flexible care options for primary school children are more important than ever. + + + Women’s Entrepreneurship Strategy + The Government will also accelerate the Women’s Entrepreneurship Strategy, +which has already helped women across Canada grow their businesses. + + + Canada Emergency Wage Subsidy + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + Canada Emergency Business Account Expansion + + + Business Credit Availability Program Improvement + + + Support For Hardest-Hit Industries + And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts. + + + Address Extreme Wealth Inequality + In the longer term, the Government will focus on targeted investments to +strengthen the middle class, build resiliency, and generate growth. The Government +will also identify additional ways to tax extreme wealth inequality, including by +concluding work to limit the stock option deduction for wealthy individuals at large, +established corporations, and addressing corporate tax avoidance by digital giants. + + + Ensure High Revenue Entity Wealth Sharing + Web giants are taking Canadians’ money while imposing their own priorities. +Things must change, and will change. The Government will act to ensure their +revenue is shared more fairly with our creators and media, and will also require +them to contribute to the creation, production, and distribution of our stories, +on screen, in lyrics, in music, and in writing. + + + Update Canada's COVID-19 Economic Response Plan + This fall, the Government will release an update to Canada’s COVID-19 +Economic Response Plan. This will outline the Government’s economic and +fiscal position, provide fiscal projections, and set out new measures to +implement this Throne Speech. + +This update will make clear that the strength of the middle class, and the +wellbeing of all Canadians, remain Canada’s key measures of success. + + + Support Seniors with Provinces & Territories + Central to this is recognizing that one of the greatest tragedies of this pandemic +is the lives lost in long-term care homes. Elders deserve to be safe, respected, +and live in dignity. + +Although long-term care falls under provincial and territorial jurisdiction, +the federal government will take any action it can to support seniors while +working alongside the provinces and territories. + + + Criminal Code Amendments + The Government will work with Parliament on Criminal Code amendments +to explicitly penalize those who neglect seniors under their care, putting +them in danger. + + + Standardize National Long-Term Care + The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; + + + Help People Remain In Their Homes Longer + The Government will also: +• ...take additional action to help people stay in their homes longer. + + + Increase Old Age Security + + + Increase Canada Pension Plan Survivor Benefit + The Government remains committed to increasing Old Age Security once a +senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. + + + Personal Support Worker Measures + The Government will look at further targeted measures for personal support +workers, who do an essential service helping the most vulnerable in our +communities. Canada must better value their work and their contributions +to our society. + + + Disability Inclusion Plan + + + Canadian Disability Benefit + A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors + + + Employment Strategy + A robust employment strategy for Canadians with disabilities + + + Improve Eligibility Process + + + Improve Access To Primary Care + Over the last six months, it has become clearer than ever why Canadians need +a resilient health care system. + +The Government will ensure that everyone – including in rural and remote +areas – has access to a family doctor or primary care team. COVID-19 has also +shown that our system needs to be more flexible and able to reach people at home. +The Government will continue to expand capacity to deliver virtual health care. + + + Address Opiod Epidemic + + + Increase Mental Health Resource Access + + + Improve Access To Medicine + The same goes for access to the medicine that keeps people healthy. Many +Canadians who had drug plans through work lost this coverage when they were +laid off because of the pandemic. So this is exactly the right moment to ramp +up efforts to address that. + + + National, Universal Pharmacare Program + The Government remains committed to a national, universal pharmacare +program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. + + + Implement Firearms Policy + The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. + + + National Action Plan Against Gender-Based Violence + Women’s safety must be the foundation on which all progress is built. The +Government will accelerate investments in shelters and transition housing, and +continue to advance with a National Action Plan on Gender-Based Violence. + + + Invest In Infrastructure + To keep building strong communities, over the next two years the Government +will also invest in all types of infrastructure, including public transit, energy +efficient retrofits, clean energy, rural broadband, and affordable housing, +particularly for Indigenous Peoples and northern communities. + + + Universal Broadband Fund + + + Support Regional Airline Routes + And to further link our communities together, the Government will work with +partners to support regional routes for airlines. It is essential that Canadians have +access to reliable and affordable regional air services. This is an issue of equity, of +jobs, and of economic development. The Government will work to support this. + + + Reduce Chronic Homelessness + This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. + +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. + + + Increase National Housing Strategy Investment + The Government will add to the historic National Housing Strategy announced +in 2017 by increasing investments to rapid housing in the short term, and +partnering with not-for-profits and co-ops in the mid- to long-term. For the +middle class, the Government will also move forward with enhancements to +the First-Time Home Buyer Incentive, including in Canada’s largest cities, +so families can afford to buy their first home. + + + Address Food Insecurity + Just like everyone deserves a home, everyone deserves to be able to put nutritious +food on the table. +The pandemic has made that harder for Canadians. The Government will +continue to work with partners – including directly with First Nations, Inuit, +and Métis Nation partners – to address food insecurity in Canada. The +Government will also strengthen local food supply chains here in Canada. + + + Fair Supply Sector Compensation + The Canadian and migrant workers who produce, harvest, and process our +food – from people picking fruit to packing seafood – have done an outstanding +job getting good food on people’s plates. They deserve the Government’s +full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors +receive full and fair compensation for recent trade agreements. Farmers keep +our families fed, and we will continue to help them succeed and grow. + + + Worker Training + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + Update Outdated IT Systems + From researchers developing vaccines, to entrepreneurs building online stores, +this pandemic has reminded us of the power of the knowledge economy, and +how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT +systems to modernize the way that Government serves Canadians, from the +elderly to the young, from people looking for work to those living with a disability. + + + Introduce Free Tax Filing + The Government will also work to introduce free, automatic tax filing for simple +returns to ensure citizens receive the benefits they need. + + + Legislate Net-Zero Emmissions By 2050 + Canadians also know climate change threatens our health, way of life, and +planet. They want climate action now, and that is what the Government +will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s +2030 climate goal. The Government will also legislate Canada’s goal of net-zero +emissions by 2050. + + + Create Jobs Cutting Energy Costs + As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses + + + Reduce Climate-Related Impacts + As part of its plan, the Government will: +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; + + + Expand Urban Parks + This pandemic has reminded Canadians of the importance of nature. The +Government will work with municipalities as part of a new commitment to +expand urban parks, so that everyone has access to green space. This will be +done while protecting a quarter of Canada’s land and a quarter of Canada’s +oceans in five years, and using nature-based solutions to fight climate change, +including by planting two billion trees. + + + Ban Single-Use Plastics + The Government will ban harmful single-use plastics next year and ensure +more plastic is recycled. And the Government will also modernize Canada’s +Environmental Protection Act. + + + Create Canada Water Agency + When the Prairie Farm Rehabilitation Administration was closed by a previous +government, Canada lost an important tool to manage its waters. The Government +will create a new Canada Water Agency to keep our water safe, clean, and +well-managed. The Government will also identify opportunities to build more +resilient water and irrigation infrastructure. + + + Invest In Blue Economy + At the same time, the Government will look at continuing to grow Canada’s +ocean economy to create opportunities for fishers and coastal communities, +while advancing reconciliation and conservation objectives. Investing in the +Blue Economy will help Canada prosper. + + + Deliver More Trainsit + • Help deliver more transit and active transit options; + + + Make Zero-Emission Vehicles More Affordable + Make zero-emissions vehicles more affordable while investing in more charging stations across the country. + + + Attract Zero-Emission Investment + The Government will launch a new fund to attract investments in making +zero-emissions products and cut the corporate tax rate in half for these +companies to create jobs and make Canada a world leader in clean technology. +The Government will ensure Canada is the most competitive jurisdiction in +the world for clean technology companies + + + Move Forward With Clean Power Fund + • Transform how we power our economy and communities by moving +forward with the Clean Power Fund, including with projects like the +Atlantic Loop that will connect surplus clean power to regions +transitioning away from coal; + + + Support Renewable Energy Investment + • And support investments in renewable energy and next-generation clean energy and technology solutions. + + + Support Sector Transformation Towards Net-Zero Future + Canada cannot reach net zero without the know-how of the energy sector, +and the innovative ideas of all Canadians, including people in places like +British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they +work to transform to meet a net zero future, creating good-paying +and long-lasting jobs; + + + Recognize Key Partner Efforts To Reduce Emissions + • And recognize farmers, foresters, and ranchers as key partners in the +fight against climate change, supporting their efforts to reduce emissions +and build resilience. + + + Continue To Put A Price On Pollution + The Government will continue its policy of putting a price on pollution, while +putting that money back in the pockets of Canadians. It cannot be free to pollute. + + + Black Entrepreneurship Program + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Anti-Racism Strategy for 2019-2022 + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + Action Online Hate + The Government will redouble its efforts by: +• Taking action on online hate; + + + GC-Wide Data Collection Approach + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + Support Black Culture & Heritage + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + Eliminate Discriminatory Justice + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + Enhance Civilian Oversight of Law Enforcement + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + Modernize Law Enforcement Training + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + Shift To Community-Led Policing + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + Co-Develop First Nations Policing Framework + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + Strengthen the Official Languages Act + + + Invest In International Development + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Ensure Worldwide Access To A Vaccine + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + Stand Up For Human Rights & The Rule Of Law + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + Fight For Free Trade + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + Keep Canada Competitive + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + Distinctions-Based Mental Health & Wellness Strategy + + + Accelerate National Action Plan For The National Inquiry into Missing & Murdered Indigenous Women & Girls’ Calls For Justice + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + Implement The Truth & Reconciliation Commission’s Calls To Action + + + Indigenous Infrastructure + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + Meet Clean Water Committments + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + Support Capacity Building + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + Enact UN Declaration + + + CERB & Wage Subsidy Support + Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. + + + Target Additional Financial Support to Affected Businesses + Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. + + + Safe Return To Class Fund Investment + To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. + + + Personal Support Worker Wage Top-Up + These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. + + + Canada Emergency Response Benefit + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table. + + + Canada Emergency Wage Subsidy + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + Social Sector & Infrastructure Investment + To help make that happen, the Government will launch a campaign to create +over one million jobs, restoring employment to previous levels. This will be +done by using a range of tools, including direct investments in the social sector +and infrastructure, immediate training to quickly skill up workers, and +incentives for employers to hire and retain workers. + + + Employer Incentives + + + Youth Employment & Skills Strategy + Another example of how the Government will create jobs is by significantly +scaling up the Youth Employment and Skills Strategy, to provide more +paid work experiences next year for young Canadians. + + + Canada Emergency Wage Subsidy + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + Worker Training + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + CERB-to-EI Canada Recovery Benefit + With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. + + + A Modernized EI System + + + Action Plan for Women in the Economy + The Government will create an Action Plan for Women in the Economy to help +more women get back into the workforce and to ensure a feminist, intersectional +response to this pandemic and recovery. This Plan will be guided by a task force +of experts whose diverse voices will power a whole of government approach. + + + National Early Learning & Childcare System + It has been nearly 50 years since the Royal Commission on the Status of Women +outlined the necessity of child care services for women’s social and economic +equality. We have long understood that Canada cannot succeed if half of the +population is held back. Canadians need more accessible, affordable, inclusive, +and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a +significant, long-term, sustained investment to create a Canada-wide early +learning and childcare system. +The Government will build on previous investments, learn from the model that +already exists in Quebec, and work with all provinces and territories to ensure +that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour +leaders, that the time is now. + + + Before-and-After School Program Subsidy + The Government also remains committed to subsidizing before- and after-school +program costs. With the way that this pandemic has affected parents and families, +flexible care options for primary school children are more important than ever. + + + Women’s Entrepreneurship Strategy + The Government will also accelerate the Women’s Entrepreneurship Strategy, +which has already helped women across Canada grow their businesses. + + + Canada Emergency Wage Subsidy + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + Canada Emergency Business Account Expansion + + + Business Credit Availability Program Improvement + + + Support For Hardest-Hit Industries + And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts. + + + Support Seniors with Provinces & Territories + Central to this is recognizing that one of the greatest tragedies of this pandemic +is the lives lost in long-term care homes. Elders deserve to be safe, respected, +and live in dignity. + +Although long-term care falls under provincial and territorial jurisdiction, +the federal government will take any action it can to support seniors while +working alongside the provinces and territories. + + + Criminal Code Amendments + The Government will work with Parliament on Criminal Code amendments +to explicitly penalize those who neglect seniors under their care, putting +them in danger. + + + Increase Old Age Security + + + Increase Canada Pension Plan Survivor Benefit + The Government remains committed to increasing Old Age Security once a +senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. + + + Personal Support Worker Measures + The Government will look at further targeted measures for personal support +workers, who do an essential service helping the most vulnerable in our +communities. Canada must better value their work and their contributions +to our society. + + + Disability Inclusion Plan + + + Canadian Disability Benefit + A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors + + + Employment Strategy + A robust employment strategy for Canadians with disabilities + + + Improve Eligibility Process + + + Reduce Chronic Homelessness + This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. + +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. + + + Worker Training + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + Update Outdated IT Systems + From researchers developing vaccines, to entrepreneurs building online stores, +this pandemic has reminded us of the power of the knowledge economy, and +how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT +systems to modernize the way that Government serves Canadians, from the +elderly to the young, from people looking for work to those living with a disability. + + + GC-Wide Data Collection Approach + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + Strengthen the Official Languages Act + + + B9.3 Investigations Management + 9.3 Investigations Management +The ability to conduct in-depth investigations into incidents of reported or suspected non-compliance or fraud. + + + B9.3.1 Fraud Detection Management + 9.3.1 Fraud Detection Management +The ability to manage the activities required to carry out an investigation that delivers an unbiased, data-driven determination as to whether a client is attempting to conduct fraud against the department. + +Business Sub Capability +Fraud Detection Management + +Comments on Capability +The application of data analysis and predicative analytics to reconstruct or detect financial fraud. This requires data collection, data preparation, data analysis and intelligence assessment and then the creation of the necessary enforcement reports. A COTS product will be a data repository for information learned during an enforcement investigation. + + + B10.4 Human Resources Management + 10.4 Human Resources Management +The ability to manage all the tasks regarding Human Resources. +For example: Managing the enterprise’s employees, Efficient and effective HR capabilities, Employee commitment and engagement, Rewards and recognition, Culture, Accessibility, Learning and development. +Note: This includes the engagement and ongoing retention of personnel through to the eventual separation of personnel. + + + B10.4.2 Workforce Management + 10.4.2 Workforce Management +The activities related to staffing, recruitment and retention, classification, compensation and benefits, talent management, succession planning, employment equity and official languages. + +Business Sub Capability +Workforce Management + +Comments on Capability +Workforce management comprises the institutional processes that maximize performance levels and consistency of data. The implementation of new processes and standards would increase the quality of work performed by enforcement staff and expand the capabilities in data collection, analytics and intelligence. + + + B11.5 Risk & Internal Compliance Management + 11.5 Risk & Internal Compliance Management +The ability to monitor and manage enterprise, operational and project risks within the department. +For example: Identifying, evaluating and managing all relevant risks to the enterprise, A comprehensive, integrated and systematic approach to managing risk across the enterprise. + + + B11.5.1 Risk Operations Management + Business Sub Capability +Risk Operation Management + +Comments on Capability +Risk management is the identification, evaluation and prioritization of risks followed by the application of resources to minimize, monitor and control the risks to case data. The new solution should support the security of data and the tracking/ control of evidence or edits in the notes taken by the investigator (tracking changes, no deletions…). + + + Pursue Service Improvements + + + Integrity Case Management System + + + Establish Necessary Internal Governance + + + Safeguard Program Integrity + 2.2.4 Program Alignment Architecture +This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools. + + + Investigate Allegations of Benefits Non-Eligibility / Non-Entitlement + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + Investigate SIN Fraud + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + Investigate EI Fraud + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + Detect & Refer To Investigate Pension Fraud + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + <<Asset at Risk>> Data + + + <<Asset at Risk>> Reputation + + + <<Asset at Risk>> Finacial + + + Asset + Asset is a valuable resource owned by the organization and needs to be protected for loss. It can be tangible, intangible and human asset. + + + Capability + Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level. + + + Security Capability + Definition: High level description of security measure to meet the business need for security. This is to be A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level. + + + Solution Capability + Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level. + + + Other Capability + Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level. + + + Asset + Asset is a valuable resource owned by the organization and needs to be protected for loss. It can be tangible, intangible and human asset. + + + 11 - Incorporate Digital Principles Into Operations, Programs & Service Design + In order to guide and shape how government information, technology and service delivery will be managed in a new digital ecosystem, ESDC is undertaking the following initiatives: +  CSLP – E-Service Re-Procurement; +  Temporary Foreign Worker System and Webservice Enhancements 2.0; and, +  CSLP - New Brunswick SIN Validation. + +These initiatives will help build a set of digital standards into policy, operations and program development. +In response to the COVID-19 pandemic, ESDC created and rapidly deployed the e-service and eSIN applications. Currently, over 99% of EI applications are currently submitted through digital methods. Additionally, Pensions projects, such as CPP-SIS, are further advancing the availability of e-services for that client segment. + + + 74 - Introduce stronger project oversight at the concept phase + In order to enhance and strengthen the oversight function for IT-enabled projects, ESDC is implementing the PMIS Upgrade and Enhancement. + + + 7 - Shift Culture & Processes Toward Open By Design + In order to encourage a culture of "Working in the Open", and the sharing of software development projects, ESDC is developing an Open Source Software (OSS) Management Framework to guide employees. To this effect, the IT Strategy and IT Research team within ESDC has begun working in the open. Existing project teams are increasingly looking to share their source codes and work in the open (e.g. CDO, CAWS). More than 50 GitHub source code repositories have been shared (32 Developer Experience, 11 Developer Community of Practice [DevCoP] and 9 Service Canada). The DevCoP has numerous repositories on GcCode and GitHub, indicating ESDC’s efforts to both promote and align with the DOSP - working in the open, collaborating widely, using open standards and solutions. Over 99% of EI applications are currently submitted through digital methods. In addition, the Pensions projects (especially CPP-SIS) are further advancing the availability of e-services for that client segment as well. + + + 73 - Rationalize investments + In order to keep with enterprise IM/IT governance, ESDC is implementing the PMIS Upgrade and Enhancement. + + + 70 - Evolve IM/IT management practices, processes and tools + + + 57 - Promote digital literacy and collaboration + In order to promote digital literacy and collaboration within the Department, ESDC has developed an Open Source Software (OSS) Management Framework, which encourages employees to contribute to public open source software projects. + + + Service orientation and user-centered + + + Improving service delivery and compliance with the new Policy on Service and Digital as well as the OneGC Vision + TB’s Policy on Service and Digital is estimated to have 247 requirements applying to the departmental Chief Information Officer (CIO) function. Along with this are key changes, which produce new expectations for Deputy Heads in the areas of service, information and data, technology, cyber security, as well as workforce capacity and capability. To comply with the Policy, a methodological gap analysis was performed by IITB teams to determine the policy-driven requirements based on five themes: + Governance, planning and reporting (as it relates to IT governance and planning within ESDC); + Service Design and Delivery; + Information and Data; + Technology (including automated decision making); and, + Cyber Security and Identity. +The gap analysis looked at IITB’s existing investments and priorities and made 12 recommendations for IITB to either create new initiatives or reprioritize its portfolio of activities. Most of these recommendations are already in progress as part of the IITB Way Forward. The top five prioritized recommendations are: + Clarify the role and responsibilities between the CDO and the CIO; + Establish the role of a designated official for Cyber Security (DOCS); + Review IM/IT and Identity Policies to address redundancy, conflicts, user-centered policy writing, and training; + Harmonize the different service inventories for a single source of truth; and, + Formalize automated decision-making governance at ESDC. +These recommendations reflect the integrated management of functions as expected by the Policy, the increased responsibilities of the CIO, and the unique governance entities within ESDC (e.g. use of a CDO, a Chief Security Officer outside the branch of the CIO, and a tier 2 level committee focused on purely on service). +In addition, the Branches within the Department have been collaborating internally to improve service delivery and digital transformation: + Business Architecture and Alignment Office participates regularly at EA activities as one of the EA domains in developing project architectures; + User Experience Team provides UX research and design services to IT project teams regularly; and, + Business Process Management Team provides guidance and services on business process mapping to IT project teams regularly. + + + Open, collaborative and accessible + + + Digital collaboration tools + In support of ESDC’s Accessibility Strategy, ESDC is working on and testing an interdepartmental initiative to replace existing GC tools to ensure availability of more accessible toolsets, where such collaborative tools (i.e. Office 365) used for accessibility follow internationally recognized accessibility standards. ESDC is also working to ensure interoperability of adaptive technologies with the ESDC collaboration toolset. These digital collaboration tools are required for Canadians with disabilities as they continue to face barriers to their full participation in the workplace, which limit their opportunities for career development and advancement. + + + Digitally enabled delivery + + + Departmental Application Strategy, data centre consolidation, and cloud adoption + Via the Infrastructure Re-use Branch Initiative, connectivity between the legacy ESDC infrastructure and data centres to the SSC End State data centres is being made available as a selfprovisioning service to allow the migration of certain applications. Further work, resources and funds under the WLM Project will need to be engaged to migrate specific ESDC workloads of the legacy data centres to SSC End State data centres. +In order to complete the migration of the specific ESDC workloads of the legacy data centres to SSC’s End State data centre, the following projects are being migrated as part of the WLM project: + 1-800 O-Canada Business Model Review and Contract ReProcurement; + Emergency Management Application System; + ESDC’s Cloud Implementation Plan is underway to support the departmental application strategy, data centre consolidation and cloud adoption. This includes the Cloud Assessment Framework, Research and Prototyping, and the Cloud Intake process; and, + Making all internal applications accessible over the next three years is a significant outcome of ESDC’s Application Strategy. + + + Data Strategy + ESDC’s Data Strategy has been designed to build capabilities to generate strategic insights, increase opportunities for collaboration and to enable improvements and efficiencies in program, service delivery and internal operations. Through its implementation, the Department aims to provide people with easy, secure, and authorized access to quality data in a way that protects privacy and delivers value for Canadians. +The Strategy is built on six foundations for improved client service and policy: access, analytics, data governance and stewardship, data management, enablement, and people. +Foundations investments include among others: + Master data management (MDM) expansion; + Purchase and installation of ESDC Data Catalogue; + Procurement of SAS (VA); + Data Visualization for Business Solutions; and, + Implementation of and analytics platform and Big Data Appliance. + + + Good governance + + + Early alignment and review discussions starting at the concept phase, and GCEARB + Early EA alignment and review discussions will occur pre-gate 0 in order to support streamlined project proposals, financing, management and governance. + + + Enhancing project oversight + The IT Project Management Officer (PMO) has adopted a continuous improvement state of mind. Currently, ESDC is improving project management oversight activities by: + Reviewing current SDLC methodology. The new SDLC is more modern and is adopting latest market state of the art technics such as agile development and management; + Implementing a process through the IT PMO to manage initiatives that fall off its current project management framework by adapting current oversight techniques and procedures to include any unfitted projects\activities; and, + Improving PMIS system and centralizing ESDC’s project data repository. The IT PMO and Enterprise PMO are actively running those projects. + + + GC Enterprise Architecture Framework - Business Architecture Guide + Business Architecture + +Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus. +Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs +Clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service +In order to ensure that a service will be able to meet the users and stakeholders' needs, it needs to understand what needs it is trying to provide service for, who their users and stakeholders are, both internal and external. +Once the needs, the users and stakeholders are defined, then a service provider can proceed to create a stakeholder mapping to further understand the relationship between the service and the users & stakeholders, ie. how a change in one component impacts the other. +From there, the service provider can conduct need analysis of its users and stakeholder to develop a program, a policy or a service that meets their needs (this practice may also be known as stakeholder requirements or value mapping). +This exercise can also help define the limitation/scope of the program/policy/service to better manage the expectation of their users/stakeholders. + + How to demonstrate that the project fulfils this framework: + * summarize the needs and outcome of each key external and internal stakeholders in scope of the architecture + * demonstrate how the architecture is focused on the needs and outcomes of internal and external stakeholders + Tools: + * Business Case + * Stakeholder (Actors, Roles, Organizational Units) Mapping & Stakeholder requirements + * Outcomes + * Business Process Map + * Value Stream and Value Mapping + +include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service +To ensure that a service can be used by all its users, it is important to note the specific requirements for specific users and to that extent, it is important to take note and apply the policy that governs the service standards when providing service to the specific user groups. +This will in turn enable the service to be far-reaching and more inclusive to all its users. + + How to demonstrate that the project fulfils this framework: + * Outline what policies constrain the architecture + * Outline positive and negative impact the policy has on the architecture to meet the needs of the stakeholder + * Outline how architecture supports full spectrum of service design and user experience + Tools: + * User Interface Design Principles + +perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making +When a service has an in-system developed automation for decision making, it is essential that the service perform AIA, to ensure that the result of this decision making is impartial and fair, and the impact of that decision would be the same as if the decision is made manually, only faster. +The use of this type of system must closely follow the Directive on Automated Decision-Making. + + How to demonstrate that the project fulfils this framework: + * Provide the impact level based on the completion of the conceptual AIA + * Describe how the architecture will address the recommendations coming from the AIA + * Describe how the architecture meets the directive's requirements for the impact level + Tools: + * AIA Results (Conceptual) + +Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels (for example, lean process) +When creating a service, make sure the service delivery is modeled end-to-end to make sure the intended end users can actually reap the benefit of the service being offered. +Go through the business process map step-by-step to ensure all points/nodes within the process behaves expectedly resulting in an intended outcome. +Ensure all points/nodes within the process is optimized. +Create all possible positive and negative scenarios that can possibly occur. +Then go through different possible scenarios to ensure the service is still being delivered correctly, effectively and efficiently. + How to demonstrate that the project fulfils this framework: + * Summarize the delivery of value to customer across the architecture’s business ecosystem and the contribution of each stakeholder to the value + Tools: + * Business Process Map + * Business Impact Assessment + * Value Stream and Value Mapping + +Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada +identify which departmental/GC business services, outcomes and strategies will be addressed +To ensure that the Government of Canada provide the best service to its citizen, the services provided needs to be cohesive, ie. the work conducted by each department needs to complement each other to avoid overlap and to ensure continuance of service from one department to another. +In order for a service to be meaningful, it needs to be tied into the driver of why the service is required and the outcome expected from a departmental mandate. The service can affect the mandate directly/indirectly, however, one needs to justify the needs of the service in relation to the actual mandate of the department. + + How to demonstrate that the project fulfils this framework: + * Outline the GC/Departmental Strategies the architect aligns and/or implements + * Describe the architecture's contribution to realizing the appropriate outcomes of the strategy + Artifacts: + * Drivers + * Outcomes (intimidate and ultimate) + * Business services (External) + +establish metrics for identified business outcomes throughout the life cycle of an investment +Once we know which outcome that a service is tied into, and whether or not it is directly affecting the outcome expected, we need to be able to justify the effort required to build the service vs. the outcome exerted by the service. +We need a way to quantify the impact of this service / establish a metrics for this service. +This is an important step to ensure that we can prioritize the effort correctly to identify and build the right service that is of high priority with the budget assigned. + How to demonstrate that the project fulfils this framework: + * What are the metrics used to ensure that the outcomes are being realized + * What data is required for the metrics and identify how any gaps in the data will be addressed. + Tools: + * Value Stream (Measure KPI linked to benefits outcomes and objectives) + +translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation +Once we understood the outcomes and strategy to achieve the outcome, we need to translate it into business capability implications. Historically, the Business Capability Model is a common vocabulary between business, development and operation. +When the plan conveyed is understood by the development and operation, it would be easier to obtain the system required. +Having an open communication between the various teams also helps in getting the right solution that closely match the business requirement. + How to demonstrate that the project fulfils this framework: + * Outline the business capabilities involved in achieving each outcome + Tools: + * Business Impact Assessment + * Departmental BCM + * GC BCM (mapping to D BCM) + * Value Stream +Promote horizontal enablement of the enterprise +identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders +In creating any service, we always need to go back to think about the users/stakeholders. Put ourselves in the users'/stakeholders' shoes. If we are at the receiving end of the service, what kind of experience do we get when we are trying to get the service. Does the user need to know where to get related services, or can we provide them with a seamless service, a cohesive service ? How do we provide a good experience to the users / stakeholders ? +We need to start thinking more of an enterprise level, starting at the departmental level first. How can we enable this service across the department ? Is there any opportunity to reuse what we have in other areas of the department ? What do we need to do to leverage this process ? +We need to plug in to community of practices, network of expertise or other working groups in order to exchange information, understand the various obstacles experienced by others, get lessons learned from others' experiences, share lessons learned, learn from others how they overcome similar obstacles in their work, share your solutions to others. + How to demonstrate that the project fulfils this framework: + * Summarize the departmental / GC opportunities where the architecture could be reused + * Summarize departmental/GC architectures that impact or influence the ability of the user having a cohesive experience + (what are the plans to ensure user has a cohesive experience across these architectures and the ecosystem) + Tools: + * Business Capability + * Departmental Value Stream model + * Projects to Value Stream Script + +reuse common business capabilities, processes and enterprise solutions from across government and private sector +If there is a business capabilities, processes or enterprise solution that can be utilized in creating the service, eg. perhaps during the exchange of information from working groups, community of practices, workshops or even from working with private sectors, that are proven to work, we should consider using it prior to inventing our own. +This will optimize the time required to build the approach or the solution. Rather than having to proof the concept or solution actually works, use the ones that have a proven record. + How to demonstrate that the project fulfils this framework: + * Describe the plan and approach to standardize the realization of the business capability so it can be reused within the department and GC + Tools: + * Projects to value Stream Script + * Business Capability Heat map + +publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services +Going back to the previous point on thinking at an enterprise level, one of the ways to enable a service that we build across the GC is by having it published in the open for other departments to see and re-use. Then and only we can create a cohesive horizontal enterprise services to create a cohesive experience to the users / stakeholders. + How to demonstrate that the project fulfils this framework: + * Outline the plan to allow other public sector organizations to reuse the common capability + Tools: + * Business Capability Heat Map + * Projects to Value Stream Script + + + GC Enterprise Architecture Framework - Information Architecture Guide + Information Architecture + +Information architecture includes both structured and unstructured data. The best practices and principles aim to support the needs of a business service and business capability orientation. To facilitate effective sharing of data and information across government, information architectures should be designed to reflect a consistent approach to data, such as the adoption of federal and international standards. Information architecture should also reflect responsible data management, information management and governance practices, including the source, quality, interoperability, and associated legal and policy obligations related to the data assets. Information architectures should also distinguish between personal and non‑personal data and information as the collection, use, sharing (disclosure), and management of personal information must respect the requirements of the Privacy Act and its related policies. + +Collect data to address the needs of the users and other stakeholders +assess data requirements‑based program objectives, as well users, business and stakeholder needs + How to achieve: + * Summarize how the architecture meets the data needs of the users and other key stakeholders including: + * How does the data asset contribute to outcomes/needs of the user and other stakeholders + * Gaps in the existing data assets to meet the needs of the users and other stakeholders and how the architecture addresses these gaps + * Gaps in data collection and analysis and how the architecture is addressing it so that department can ensure that we are serving the members of our society + * Alignment to the data foundation of the departmental information/data architecture practice + * Alignment to the theoretical foundation of the departmental information/data architecture practice + Tools: + * For Data Foundation – Implement: + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform + * Stakeholder Requirements + * Solution Requirements +collect only the minimum set of data needed to support a policy, program, or service + How to achieve: + * Summarize how the architecture aligns to “collect with a purpose” including: + * What is necessary (as opposed to what is sufficient) to meet the stakeholder need + * Supporting Performance Information Profiles (PIPs) used to assess a progress towards target and broader objectives + Tools: + * Value Stream (Value Item and Value Proposition – Context on What we measure) + * KPI Linked to benefits outcomes and objectives +reuse existing data assets where permissible and only acquire new data if required + How to achieve: + * Summarize reusability of the architecture’s data assets given: + * Context of data assets and user and stakeholder needs + * Data quality and fit for purpose + * Privacy and Security Regulatory Framework + Tools: + * Legislative / Regulations +ensure data collected, including from third-party sources, are of high quality + How to achieve: + * Summarize how the architecture meets the data quality requirements of third-party sources: + * Data quality meets fit for purpose + * Data quality dimensions including: + * Relevance, + * Timeliness + * Consistency, + * Reliability, + * Interpretability, + * Usability + * Data quality mechanism + Tools: + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform +Manage and reuse data strategically and responsibly +define and establish clear roles, responsibilities, and accountabilities for data management + How to achieve: + * Summarize how the architecture assists in defining key data management roles and their responsibilities to ensure data is correct, consistent, and complete including: + * Identifies the data steward responsibilities; + * Identifies the data consumer responsibilities, and; + * Identifies the data custodian responsibilities. + Tools: + * Stakeholders + * Business Process Model + * Functional Requirements + * Business Glossary +identify and document the lineage of data assets + How to achieve: + * Summarize how the architecture’s data assets demonstrate alignment with department's data governance and strategy including: + * Alignment to the data foundation of the ESDC information/data architecture practice + * Alignment to the theoretical foundation of the ESDC information/data architecture practice + Tools: + * Target state (solution data elements) + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary + * Departmental Data Strategy +define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + How to achieve: + * Summarize for each key data assets: + * Retention and disposition schedules + * Disposition process + Tools: + * Target state (solution data elements) + * Non Functional Requirements + * IM Best Practices and Standards +ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + How to achieve: + * Summarize how the architecture enables interoperability, reuse and sharing to the greatest extent possible within and across departments + * Summarize how the architecture avoids data duplication + Tools: + * Target State + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) +contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data + How to achieve: + * Summarize the alignment to departmental/GC: + * Data taxonomy structure + * Data classification structure + Tools: + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary +Use and share data openly in an ethical and secure manner +share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + How to achieve: + * Summarize how the architecture supports sharing data openly by default as per Directive on Open Government and Digital Standards given: + * Existing departmental and GC data standards and policies + * International data standards; and the Privacy Act, + * Fitness for purpose + * Ethics + Tools: + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge Hub + * Data Lake (growth) + * Data Science and Machine Platform + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary + * Departmental Data Strategy +ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + How to achieve: + * Summarize how the architecture utilises existing enterprise and international data standards + * Summarize how the architecture has developed any data standards through open collaboration with key subject matter experts and the Enterprise Data Community of Practice. + Tools: + * Data Standards + * NIEM + * OpenData + * National Address Register + * Reference Data Repository +ensure that combined data does not risk identification or re‑identification of sensitive or personal information + How to achieve: + * Summarize how the architecture ensures the aggregation and combing of data does not pose a risk to information sensitivity or personal information + +Design with privacy in mind for the collection, use and management of personal Information +ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments + How to achieve: + * Describe how the architecture aligns to guidance of the ATIP Office around personal information regulatory framework; policy framework; and consent directives +assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed + How to achieve: + * Has the initiative assessed if personal information will be collected, used, disclosed, retained, shared, and disposed +only collect personal information if it directly relates to the operation of the programs or activities + How to achieve: + * Summarize how the architecture ensures the personal information collected is directly required to the operational of the programs or activities +notify individuals of the purpose for collection at the point of collection by including a privacy notice + How to achieve: + * Does the solution’s privacy notice provide the purpose for collecting this personal information + * Does the solution provide a privacy notice at the point of personal information collection +personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act + How to achieve: + * Does the architecture collect personal information directly from the individual + * If no, what personal information is collect form other sources and does it comply with the Privacy Act and the consent directive of the source + Tools: + * Target State Architecture + * Interim State Architecture +personal information must be available to facilitate Canadians’ right of access to and correction of government records + How to achieve: + * Summarize how the architecture facilitates Canadian's right to access their personal information records + * Summarize how the architecture facilitates Canadian's right to correct their personal information records + Tools: + * Target State Architecture + * Interim State Architecture +design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information + How to achieve: + * Summarize how the architecture limits the use and disclosure of personal information in accordance to the privacy legislative; policy frameworks and consent directives +design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required + How to achieve: + * Summarize how the architecture ensures personal information remains accurate + * Summarize how the architecture ensures personal information remains up-to-date + * Summarize how the architecture ensures personal information remains complete as possible + * Summarize how the architecture ensures personal information can be corrected if required + Tools: + * Non Functional Requirements + * FUnctional Requirements +de‑identification techniques should be considered prior to sharing personal information + How to achieve: + * Outline the de-identification techniques used by the architecture in sharing personal information +in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals + How to achieve: + * Describe how the architecture addresses the recommendations of the PIA + * If not all recommendations of the PIA are being addressed, outline how the business will address any residual risks of the PIA + +establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office + How to achieve: + * Are procedures established to identify and address privacy breaches + * Summarize how the architecture enables/supports these procedures + Tools: + * Business Process Model + + + GC Enterprise Architecture Framework - Application Architecture Guide + Application architecture +Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases. + +Use open source solutions hosted in public cloud +select existing solutions that can be reused over custom built + How to achieve: + * Summarize how the architecture leverages and reuses existing solutions, components, and processes including: + * Existing processes being reused or leveraged; + * Existing solutions being reused or leverage, and; + * Existing components being reused or leveraged. + Tools: + * Target State Architecture + * Interim State Architecture + * EA Assessment + +contribute all improvements back to the communities + How to achieve: + * Summarize how the team will align to the TBS Guidance on Open Source Publishing to support the production of better solutions + * Summarize how the team will leverage/has leverage the Open Source community + Tools: + * Target State Architecture + * Interim State Architecture +register open source software to the Open Resource Exchange + How to achieve: + * Summarize how the architecture will leverage the Open Resource Exchange. + * Summarize how the architecture will utilize APIs to support Open Data feeds + Tools: + * Target State Architecture + * Interim State Architecture +Use software as a service (SaaS) hosted in public cloud +choose SaaS that best fit for purpose based on alignment with SaaS capabilities + How to achieve: + * Summarize how the recommended SaaS is the best fit for purpose based on alignment with SaaS capabilities of SaaS provider and Dept/SSC + Tools: + * Option analysis +choose a SaaS solution that is extendable + How to achieve: + * Summarize how the recommended SaaS is extendable + Tools: + * Option analysis + * EA Assessment +configure SaaS and if customization is necessary extend as open source modules + How to achieve: + * Summarize how the recommended SaaS can be customized through Open Source modules. + + Tools: + * Option analysis + * EA Assessment +Design for Interoperability +design systems as highly modular and loosely coupled services + How to achieve: + * Summarize how the architecture supports the implementation through: + * Simple independent functions + * Highly modular + * Loosely coupled + * Deployed into a container that has just a single application with the ability to build the smallest image + Tools: + * Target State Architecture + * Interim State Architecture +expose services, including existing ones, through APIs + How to achieve: + * Summarize how the architecture exposes functionality as services and these services are accessible through common methodologies + * Summarize how the architectures aligns to the Government of Canada Standards on APIs + Tools: + * Target State Architecture + * Interim State Architecture +make the APIs discoverable to the appropriate stakeholders + How to achieve: + * Summarize which APIs will be published to the ESDC API store + * Summarize which APIs will be published to the GC API store + * Summarize the rational for not publishing APIs to an API store + Tools: + * Target State Architecture + * Interim State Architecture +Design for Interoperability, Proposed amendment Jan 8, 2021 +design systems as highly modular and loosely coupled services + How to achieve: + * +make all services available through a well-defined interface, such as an application programming interface (API) + How to achieve: + * +all APIs with potential for cross-departmental, inter-jurisdictional, or public consumption must be published to the GC API Store + How to achieve: + * +use the Canadian Digital Exchange Platform (CDXP) for data exchange where suitable (e.g., GC Event Broker for asynchronous messaging) + + + GC Enterprise Architecture Framework - Technology Architecture Guide + Technology architecture +Technology architecture is an important enabler of highly available and adaptable solutions that must be aligned with the chosen application architecture. Cloud adoption provides many potential advantages by mitigating the logistical constraints that often negatively impacted legacy solutions hosted “on premises.” However, the application architecture must be able to enable these advantages. + +Use cloud first +adopt the use of the GC Accelerators to ensure proper security and access controls + How to achieve: + * Summarize which cloud usage profile does the architecture align to and why + * Summarize which cloud connection pattern does the architecture align to and why + Tools: + * Cloud Reference Architecture + * Cloud Assessment Framework + * Summary of Cloud Access Scenarios and Usage Profiles + +enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) + How to achieve: + * Summarize how the architecture, based on the TBS Right Cloud Assessment Tool, allows for cloud service model of how: + * The architecture can be implemented using a GC SaaS environment, which has been identified as a possible fit, or + * The architecture can be implemented using a Public SaaS environment, which has been identified as a possible fit, or + * The architecture can be implemented using a GC PaaS environment, which has been identified as a possible fit, or: + * The architecture can be implemented using Public PaaS environment, which has been identified as a possible fit. + Tools: + * Cloud Reference Architecture + * Cloud Assessment Framework + +fulfill cloud services through SSC Cloud‑Brokering Services + How to achieve: + * Confirm the Team is acquiring cloud services through SSC Cloud Brokering Services. Please include the SSC Request number + Tools: + * Contact Cloud COE + +enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions + How to achieve: + * Summarize how the architecture, based on the TBS Right Cloud Assessment Tool, allows for public cloud, including: + * The data, being managed by the architecture, is PBMM or lower, and stakeholders have not raised concerns about deployment to the public cloud. + * A costing model / budget that is available to support an Operational Expense Model. The costs will rise and fall with the consumption of resources. + * The implementation of application(s), which can operate in a cloud environment and any required virtualized or dedicated hardware, is available in a cloud environment. + * The implementation of application(s) which can operate on the standardized offerings and SLAs of public cloud. + * The implementation of applications are not susceptible to latency issues, which may arise due to traffic moving through an additional circuit. + * The implementation of applications, which do not have voluminous transactions with an on-premises database or application. + Tools: + * Cloud Reference Architecture + * Cloud Assessment Framework + +design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + How to achieve: + * Summary how the architecture allows for the execution of an exit strategy to off-board from that vendor + Tools: + * Solution Architecture + * Refer YDG GC EARB + +Design for performance, availability and scalability +ensure response times meet user needs, and critical services are highly available + How to achieve: + * Summarize how the architecture is able to meet the user response time requirements, and achieve the user response time objectives, including: + * The ability to trace how the response time requirements and objectives will be met. + * The capacity requirements (e.g. expected normal traffic, peak traffic, expected traffic grow, etc.) that the architecture needs to meet. + * The ability to trace how the availability requirements and objectives will be met. + Tools: + * non-functional requirements + +support zero‑downtime deployments for planned and unplanned maintenance + How to achieve: + * Summarize how the architecture is able to support zero-downtime deployments for planned and unplanned maintenance, including: + * The planned Windows maintenance for the solution to support backups and length of Windows maintenance. + * The procedure for planning, scheduling and executing the planned downtime. + * The ability to be deployed in a manner that minimizes or limits service disruption, and which is known as zero downtime deployments. + * The acceptable measures for unplanned downtime. + Tools: + * non-functional requirements + +use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively + How to achieve: + * Summarize how the architecture utilizes distributed architectures, which assume that a failure will happen, handle errors gracefully and monitor actively, including: + * The ability to trace how the recoverability requirements and objectives will be met; and, + * The ability to be deployed in a distributed environment. + Tools: + * non-functional requirements + +establish architectures that supports new technology insertion with minimal disruption to existing programs and services + How to achieve: + * Summarize how the architecture allows the insertion of new technology with minimal disruption + Tools: + * non-functional requirements + +control technical diversity; design systems based on modern technologies and platforms already in use + How to achieve: + * Summarize the technology standards’ state (emerging, baseline, containment or retirement) of the products required/recommended to implement the architecture. For those products in the containment or retired state please provide rational for selecting those products + * Identify new technology standards required by the architecture + Tools: + * non-functional requirements + +Follow DevSecOps principles +use continuous integration and continuous deployments + How to achieve: + * Summarize how the architecture can be deployed following a continuous integration approach + * Summarize how the architecture can be deployed following a continuous deployment approach. + Tools: + * CICP mesh + +ensure automated testing occurs for security and functionality + How to achieve: + * Summarize the automated security and functionality testing that will be/has been executed on the solution. + +include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + How to achieve: + * Summarize the role and responsibilities users and other stakeholders have in DevSecOps processes. + Tools: + * Project Charter + + + GC Enterprise Architecture Framework - Security Architecture Guide + Security architecture +The GC Enterprise Security Architecture program is a government‑wide initiative to provide a standardized approach to developing IT security architecture, ensuring that basic security blocks are implemented across the enterprise as the infrastructure is being renewed. + +Build security into the system life cycle across all architectural layers +identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability +How to achieve: +Summarize how the architecture ensures the confidentiality of the information based on its categorization and degree of injury +Summarize how the architecture ensures the integrity of the information based on its categorization and degree of injury +Summarize how the architecture ensures the availability of the information based on its categorization and degree of injury + +implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary +How to achieve: +Summarize how the architecture aligns with the Centre of Cyber Security’s IT Security Risk Management Framework + +apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit +How to achieve: +Describe the security measures that protect the data at rest while meeting business and users needs +Describe the security measures that protect the data in transit while meeting business and users needs +design systems to be resilient and available in order to support service continuity +How to achieve: +Outline the architecture’s resilient characteristics support service continuity objectives +Outline the architecture’s availability characteristics support service continuity objectives +Tools: +Non-functional Requirements +Ensure secure access to systems and services +identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework +How to achieve: +Summarize how the architectures identifies and authenticates: +Individuals +Processes +Devices +Summarize the enterprise security services leverage by the architecture +Summarize how the architecture aligns to the Pan-Canadian Trust Framework +Tools: +Target State Architecture +Interim State Architecture +constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection +How to achieve: +Summarize how the architecture constrains service interfaces to authorized entities in compliance to: +ITSG-22, and; +ITSG-38. +implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security +How to achieve: +Does the architecture use HTTPS for secure web connections +Does the architecture use and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security + +establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services +How to achieve: +Outline what (APIs or centrally managed hybrid IT connectivity services )the architectures established secure interconnections between systems +Tools: +Target State Architecture +Interim State Architecture +Maintain secure operations +establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance +How to achieve: +Have processes been established to ensure the prompt application of security related patches and updates? +Summarize how the architecture supports these processes + +enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks +How to achieve: +Summarize how event logging within the architecture aligns to GC Event Logging Guidance in the areas of: +Attack detection +Attack prevention +Attack respond +establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security +How to achieve: +Describe how incident management plan aligns to GC Cyber Security Event Management +Describe how incidents are reported to the Canadian Centre for Cyber Security (CCSB) + + + Citizen First 8: An in depth look at how citizens experience government services (Resource) + https://citizenfirst.ca/research-and-publications/citizens-first + +The Citizens First series takes an in depth look at how citizens experience government services. Over the years, Canadians have been asked what they think about the delivery of public services, what are their expectations, and what they see as the priorities for improvement. + +Use the research findings to gain a deeper understanding of how citizens experience government services. This knowledge enables you, as a service provider, to improve service based on a citizen perspective and empirical evidence. + +Background +Originally published in 1998, Citizens First was coined as a landmark study that focused on citizen-centred service delivery. Over the years, the Citizens First series has changed and grown, introducing new elements and increasing the depth of understanding of how citizens experience government services. + +The Citizens First series has established the gold-standard for research on public sector service delivery, not only in Canada, but around the world. The distinctive methodology and approach have equipped public sector managers with the tools they need to identify action priorities for service improvement in the public sector. +– Ralph Heintzman + + + 2018-19 Survey of Canadians on Privacy (Resource) + https://www.priv.gc.ca/en/opc-actions-and-decisions/research/explore-privacy-research/2019/por_2019_ca/ +Date modified: 2019-05-09 + +Final Report +Prepared for the Office of the Privacy Commissioner of Canada + +Supplier Name: Phoenix SPI +Contract Number: 2R008-180131-001_CY +Contract Value: $66,185.51 (including HST) +Award Date: 2018-10-10 +Delivery Date: 2019-03-11 + +Registration Number: POR 055-18 + +For more information, please contact: publications@priv.gc.ca + +Prepared for the Office of the Privacy Commissioner of Canada +Supplier name: Phoenix Strategic Perspectives Inc. +March 2019 + +This public opinion research report presents the results of a telephone survey conducted by Phoenix SPI on behalf of the Office of the Privacy Commissioner of Canada. The research study was conducted with 1,516 Canadians aged 16 and older February 6-20, 2019. + +This publication may be reproduced for non-commercial purposes only. Prior written permission must be obtained from the Office of the Privacy Commissioner of Canada. For more information on this report, please contact the Office of the Privacy Commissioner of Canada at: publications@priv.gc.ca or at: + +Office of the Privacy Commissioner of Canada +30, Victoria Street +Gatineau, Quebec +K1A 1H3 + +Table of figures +Figure 1: General knowledge of privacy rights +Figure 2: General knowledge of how to protect privacy rights +Figure 3: Concern about protection of personal privacy +Figure 4: Knowledge of how new technologies affect privacy +Figure 5: Views on whether businesses respect privacy rights +Figure 6: Views on whether the federal government respects privacy rights +Figure 7: Concern online personal information will be used to make decisions about people +Figure 8: Concern online personal information will be used or stolen +Figure 9: Security measures taken on mobile devices +Figure 10: Body as Information: Concerns about sharing information in different scenarios +Figure 11: Body as Information (over time) +Figure 12: Effect of privacy practices on willingness to do business with a company +Figure 13: Effect of privacy practices on willingness to do business (over time) +Figure 14: Precautions taken to protect personal information +Figure 15: Use of personal information for gain +Figure 16: Impact of privacy breaches on willingness to share personal information +Figure 17: Understanding of the Government of Canada’s use of citizens’ information +Figure 18: Understanding of intelligence-gathering activities in Canada +Figure 19: Understanding of sources used by Government of Canada to collect information +Figure 20: Comfort with the Government of Canada sharing personal information +Figure 21: Level of control over personal information being used +Figure 22: Entity responsible for privacy protection +Figure 23: Views on companies sharing personal information for purposes unrelated to providing a service + + + GC Digital Operations Strategic Plan (DOSP) 2021-2024 (Course of Action) + The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + + + 1. Invest In Easy‑To‑Use, Reliable, Modern and Secure IT Systems, Networks and Infrastructure That Support Operations (Course of Action) + Our priorities include: + +making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations + + + 2. Develop and Deliver Services That Put Users First (Course of Action) + Our priorities include: + +developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language + + + 3. Improve Data-Driven Decision‑Making (Course of Action) + Our priorities include: + +improving data-driven decision‑making + + + 4. Maximize Value From GC-Held Data and Information (Course of Action) + Our priorities include: + +getting the most value for the public from the data and information the GC holds + + + 5. Modernize Funding and Procurement to Support Agile Execution Practices (Course of Action) + Our priorities include: + +modernizing funding and procurement approaches to support more agile execution practices + + + 6. Act Ethically and In Environmentally Sustainable Ways (Course of Action) + Our priorities include: + +acting ethically and in environmentally sustainable ways + + + 2021–2024 DOSP Priorities And Actions (Course of Action) + The 2021–2024 DOSP provides the strategic direction for the GC’s integrated management of service, information, data, IT and cybersecurity. It sets out priorities and actions to accelerate our efforts. Given our shifting operating environment, we will review this document annually. + +Our priorities include: + +making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations +developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language +improving data-driven decision‑making +getting the most value for the public from the data and information the GC holds +modernizing funding and procurement approaches to support more agile execution practices +acting ethically and in environmentally sustainable ways + + + Enterprise Plans + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise. + + + Enterprise Strategic Initiatives + Appendix B: Development of EA Principles +The development of architecture principles is typically influenced by the following : +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). + + + Promote Key Content To Base (Course of Action) + + + Adopt SAFe (Scaled Agile Framework) (Course of Action) + SAFe (Scaled Agile Framework) + + + Apply Lean-Agile Transformation (Course of Action) + Lean-Agile transformation + + + Think Lean (Course of Action) + + + Leverage the Agile Manifesto (Course of Action) + + + Focus On Product Lifecycle and Organizational Value (Course of Action) + Product:Focus on the product lifecycle and its organizational value. + + + Focus On Providing Insight To Inform and Deliver Organizational Value (Course of Action) + Architecture Insight: Focus on providing insight that informs and delivers organizational value. + + + Deliver A Minimum Viable Architecture (MVA) (Course of Action) + Minimum Viable Architecture (MVA): Focus on the delivery of just enough architecture to deliver organizational value. MVA implementation will be achieved through experimenting and pivoting. In fact, the MVA may be an experiment that is preserved, or a pivot based on learnings. + + + Evolve and Mature The Architecture Roadmap (Course of Action) + Architecture Roadmaps: Focus on evolving and maturing the organization, MVA, and IT capabilities and features. + + + Achieve Business Outcomes and Deliver Value (Course of Action) + Business Outcome: Focus on the achievement of business outcomes and delivering value. + + + Enterprise Strategies: + + + Spoke and Hub Service Model + + + Event Logging Standization + + + Unified Log Management & Analytics Approach + + + Leverage of AI, ML & Automation + + + Data Masking Strategy + + + SPOKE (ESDC): Centralized Log Monitoring Security Capabilities + + + Network Monitoring + + + Network IDS/IPS + + + Secure Networks e.g. VPN + + + Network Access Control + + + Network Devices + + + Network Flow e.g. Netflow + + + Infrastructure Monitoring + + + CASB + + + Secure Web/Email Gateways + + + DOS/DDOS Prevention + + + APT/Anti-malware Detection + + + Firewalls + + + Vulnerability Management + + + ICAM + + + Servers + + + Mainframes + + + DNS/DHCP Security + + + SIEM + + + Endpoint Detection Response + + + Data Security e.g. DLP + + + HIDS/HIPS + + + Application Monitoring + + + Application Security + + + Database Security + + + Data Centre/Cloud Monitoring + + + Data Centre Security + + + Cloud Security + + + Data Masking + + + HUB: Centralized Log Monitoring Security Capabilities + + + SIEM + + + Infrastructure Visbility & Awareness for Security (IVAS) + + + Event Correlation & Behaviour Analysis (ECBA) + + + Securirty Orchestration, Automation & Response (SOAR) + + + Central Logging Service + + + CCCS Cyber Defence + + + Cyber Threat Monitoring, Detection & Assessment + + + Incident Response & Support + + + CCCS Dynamic Defence (sensors) + + + Improve Data Integration In The Enterprise + It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. + + + List Relevant Data Integration Standards + By listing relevant standards, this document provides a useful body of reference. + + + Publish In The Open All Reusable Common Artifacts (Course of Action) + EA should “publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services” + + + Develop and Leverage Cohesive Horizontal Enterprise Services (Capability) + EA should “publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services” + + + Follow Security and Privacy Best Practices (Course of Action) + This time, let’s have a look at how we can accomplish this while ensuring we follow security and privacy best practices. + + + Set Up Your Environment (Course of Action) + Set up your Environment +Your virtual workspace may consist of a variety of tools and platforms. +Software developers and IT folks may leverage social coding platforms such as Gitlab, Github, GCcode, etc., to collaborate widely with people around the world on source code. +In the Government of Canada, most departments now use Microsoft 365 to varying degrees, which may include Teams, a collaboration platform that ties in multiple products and capabilities. +Whether you are using the corporate collaboration platform or a 3rd party software as service to work in the open, there are a number of things to keep in mind. + + + Stay in Control (Course of Action) + Stay in Control +Your workspace is a very important place: it contains your work and you have a responsibility to ensure its properly secured and controlled. However, that doesn’t mean you can’t open up securely. +Proper access management is required so that we can separate the two main types of users: your team’s members and external contributors. The latter could be a person from within your organization or from the public. +There may be more types of roles available depending on the platforms, but these are the main buckets we think of when working in the open. +Depending on the platform you use, various controls may be offered to let you openly share your documents and your work while remaining in control of its content. +In SharePoint, a platform most often available as “Inner Source” only, a team can open up their workspace by default to their colleagues and create specific folders with more restricted access to privately work on documents only when absolutely required. +With most collaboration platforms, whether it’s SharePoint, Google Docs, etc., there usually is an option to let external contributors consult your documents and add comments but prevent them from making changes directly. This way, you remain in control of the main version but you enable people to stop by and provide feedback on a continuous basis. Additionally, such platforms usually offer a functionality that let the owner of the documents revert changes made by someone else, ensuring that only approved changes remain on your official versions that will be kept for information management purposes. + + + Ensure Privacy (Course of Action) + Ensure Privacy +Public servants who work with citizen data must take great care regarding the privacy of that data and never share it publicly. Working in the open by default is not a concept that applies when working on a citizen’s files and data. + +But it doesn’t mean that even these teams can’t work openly on improving their processes and sharing how they overcomed challenges. As public servants, we should continuously strive to improve our processes, look for new ways of solving issues, and share the results of our research, as long as they are unclassified. + + + Manage Secrets (Course of Action) + Manage Secrets +In software development, certain parts of the final code may be a corporate secret, such as a private key to a computer resource, passwords, etc. + +These must never be included in the public source code itself but rather be managed separately. + +Since, software source code is nothing more than structured text that can be understood by a computer, the same concept of pulling out secrets parts may be taken with other types of documents. + +This means that when a small part of your work must not be shared publicly, you can exclude it and store it in a secure location instead of locking down the entire document. + +This way, the material that is unclassified can still be made available publicly and may be collectively worked on while the parts that are to be secured can be edited separately only by the select individuals who are authorized. + + + Manage Leaks (Course of Action) + Manage Leaks +In software development, we expect that there will be a security issue at some point, while we continue to strive to minimize that eventuality. + +By putting in place a remediation process, we ensure that even if there was to be a leak, appropriate mesures are in place to address it as quickly as possible. And we make sure that everyone knows how to run through the process, if it’s not fully automated. + +For traditional text documents and presentations, reducing the amount of specific data used may help minimize the risks of leaks. However, someone could inadvertently type a password or personal information in a document. + +If that was the case, since it is not software related and automation may not be as easily possible, it would be important that each member of your team is familiar with the departmental Directive on Privacy Breach and know exactly what to do and who to contact. + + + Open Up At Inception (Course of Action) + Open up at Inception +Part of working in the open is accepting that we don’t know what others may be able to contribute to or when they would be able to jump in to help. By making your documents open at their inception, you put yourself from the get go in a mental state where you expect others to read and possibly participate whenever it makes sense for them, not just when you plan a formal review. In a way, you change how you perceive your own work. + +It’s a normal reaction to think that we can do better before getting feedback, which is why you may be tempted to wait until “it’s good enough to share”. But doing so may lead you to wait until very late in the creation process and you may actually never end up opening up for a variety of reasons. + +For example, you may have to go back and review the document to ensure you haven’t unconsciously added sensitive or classified information, which adds work and delays. Or, you may feel less receptive to feedback as you get closer to a final version of a document since you spent so much time aligning your ideas together and wordsmithing. + +As explained in our previous post, working in the open is a participatory approach which includes public reflection and documentation. The process itself is as important as the final document. + + + Be Humble and Open Minded (Course of Action) + Be Humble and Open Minded +Working in the open may seem like putting yourself out there, subject to criticism and judgement of others. + +But remember that no one knows everything. Opening up is an opportunity for you and your team to share what you are working on and enable unique collaboration experiences with colleagues and citizens alike. + +This approach is what made open source software projects so powerful and adopted across the whole world. It is also a good way to align with the Directive on Open Government as mentioned earlier. + +Of course, the official review process can still occur for each major revision of your documents. You simply ensure that in between such versions, the creation process is done openly and enables folks from all backgrounds to contribute. + + + Manage the Community (Course of Action) + Manage the Community +An argument sometimes used for avoiding working in the open is that managing the community may end up being more work than what you get back. Or that receiving external contributions before a certain version is mature enough would slow you down. + +Based on our experience, small and continuous feedback makes the process much less cognitively intensive since contributions usually are smaller and can be more easily integrated in the workflow. It also helps identify issues early on so that side discussions may occur on those specifically. And by continuously reviewing and integrating the feedback, it helps minimize the disruption of the entire creation effort. + +As mentioned before, this approach has to be participatory. It means that you have to set the stage, explain what you are trying to accomplish and welcome those contributions from all around. + +And encourage external folks to comment. Make sure you reply to them either by simply acknowledging you have read their contributions or by letting them know what will be done about it. + +Since we abide by a code of values and ethics, clearly outline what is tolerated and what is not. Be clear within your team that this is something that is beneficial and help new comers to feel comfortable with the process. + +You may be surprised as to who ends up contributing! Be welcoming, open minded, and inclusive. Not everyone has the same background and life experiences. We can learn from everyone and grow better together! + + + Government 2.0 (Resource) + Government 2.0 is a list of essays and interviews from Tim O’Reilly, who is known as the person to coin the term “Government as a platform”. +https://www.oreilly.com/tim/gov2/ + + + Common Components for DigitalBC (Resource) + Common Components for #DigitalBC, a blog from Jaime Boyd, British Columbia’s CIO, on re-usable building blocks, used together, or separately. +https://jaimieboyd.medium.com/common-components-for-digitalbc-99e0cc2befb4 + + + Re-use existing common components to create your product or service (Resource) + Re-use existing common components to create your product or service. The British Columbia’s Digital Common Components Catalogue. +https://digital.gov.bc.ca/common-components + + + Government as a Platform - Digital Government and Gov 2.0 (Resource) + Government as a Platform: the foundation for Digital Government and Gov 2.0 is an essay from Pia Andrews, presenting her vision of a Digital Government, a Government as a platform. She also explores the API model for governments as well as the concepts of reusable components across services. Pia is now working us in ESDC to navigate the complexities of modernizing our business delivery to citizens. +https://www.themandarin.com.au/118672-government-as-a-platform-the-foundation-for-digital-government-and-gov-2-0/ + + + A working definition of Government as a Platform (Resource) + A working definition of Government as a Platform, is an essay from Richard Pope presenting how governments can become platforms from which citizen services can be designed by reusing components and services. +https://medium.com/digitalhks/a-working-definition-of-government-as-a-platform-1fa6ff2f8e8d + + + Web Experience Toolkit (Resource) + Web Experience Toolkit is a Government of Canada initiatives that “includes reusable components for building and maintaining innovative websites that are accessible, usable, and interoperable. These reusable components are open source software and free for use by departments and external Web communities.” It is a great example of how a team was able to work in the open to benefit the government as a whole but also the society itself. +https://www.canada.ca/en/treasury-board-secretariat/services/government-communications/web-experience-toolkit.html + + + GC Service & Digital Target Enterprise Architecture (Resource) + GC Service & Digital Target Enterprise Architecture +https://wiki.gccollab.ca/GC_Service_%26_Digital_Target_Enterprise_Architecture + + + Lessons from Estonia on digital government (Resource) + Lessons from Estonia on digital government is an essay from David Eaves on how Canada could learn from Estonia’s journey by leveraging common building components for digital services, even if we consider the complexity tied to the legacy systems and policies that Canada has to deal with. +https://policyoptions.irpp.org/fr/magazines/february-2019/lessons-estonia-digital-government/ + + + 1988 National Bureau of Standards’ Management Guide to Software Reuse (Resource) + 1988 National Bureau of Standards’ Management Guide to Software Reuse (PDF 2.2 MB) +https://www.govinfo.gov/content/pkg/GOVPUB-C13-dca04f7b7fc21321e39de88b35b2f1d3/pdf/GOVPUB-C13-dca04f7b7fc21321e39de88b35b2f1d3.pdf + + + Keep SharePoint Access and Permissions Up-To-Date (Course of Action) + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx +13. Will the site’s security groups migrate? +No. Active Directory lists that are on premise will not be migrated; however the Project Team will recreate them as Azure Active Directory groups with settings activated to enable Owners and Designers to manage their membership after they migrate. + +Please keep your access and permissions up-to-date. You should not wait until your site is scheduled for migration to perform this update. + +https://dialogue/proj/ITCD-RMTI/SAS-SAS/_layouts/settings.aspx + + + Adaptive Identity (Capability) + • Adaptive Identity: +— Support for multiple classes of consumers and participants, whose roles and identity may evolve to meet rapidly evolving ecosystems and new environments +— Ease of maintenance and operation while being agile and easy-to-modify + + + Context-Specific, Policy-Enforced Data Security (Capability) + • Context-Specific, Policy-Enforced Data Security: +— Holistic approach that reduces risk of exposed data across full lifecycle by best practices for continuous improvement + + + Threat Scope Reduction and Risk Avoidance (Capability) + • Threat Scope Reduction and Risk Avoidance: +— Reduced scope of threats to support agility and support complexity +— Increased complexity and number of communication patterns increasing difficulty of addressing through a data and asset-centric approach + + + Real-Time/Near Real-Time Response (Capability) + • Real-Time/Near Real-Time Response: +— Security Operations Centers (SOCs) with threat and incident response organizations, infrastructure, and processes + + + Separation of Concerns (Capability) + • Separation of Concerns: +— Ability to support unpredictable consumers by decoupling security from the underlying resource so that clients of APIs and applications can evolve in a changing digitized environment + + + Automated Audit (Capability) + • Automated Audit: +— Support for agility and increased complexity without traditional, lengthy processes + + + Secured Zones (Capability) + • Secured Zones: +— Adaptive and easily configured zones for data that must be protected, such as fraud, Personally Identifiable Information (PII), and Payment Card Industry (PCI) data + + + Policy-Driven Access Control (Capability) + • Policy-Driven Access Control: +— Support for adaptive identity, evolving and agile access to resources (e.g., applications, APIs), and unpredictable relationships between consumers and producers + + + Develop WLM-and-CE Roadmap (Course of Action) + ESDC will develop a roadmap based on this assessment to address risks and known technical debt, in concert with the transformation agenda currently underway at ESDC. +This involves migrating departmental applications from existing SSC legacy data centres into new hosting environments. ESDC will work with Treasury Board Secretariat (TBS) and SSC to identify target hosting environments, including Cloud based hosting services operated by the Government of Canada and private industry and at new, state-of-the-art data centres operated by SSC. + + + B10.6.2 IT Technical Management (Capability) + 10.6.2 IT Technical Management +The ability to ensure current and appropriate IT is in use. For example, Application Management, IT Infrastructure Management + + + B10.6.4 Channel Infrastructure Management (Capability) + 10.6.4 Channel Infrastructure Management +The ability to provide the technological needs to support the operational real-time management of delivery of the channels + + + Capability + + + B10.6.3 IT Service Management & Operations (Capability) + 10.6.3 IT Service Management & Operations +The ability to respond to interruptions to IT services to restore service levels. For example: National Service Desk (NSD) + + + Present ESDC's WLM Journey (Course of Action) + From: Peterson, Sophia <Sophia.Peterson@tbs-sct.gc.ca> +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference + + + Consider 2 Current State Diagrams, 1 For Each DC (Course of Action) + From: Peterson, Sophia <Sophia.Peterson@tbs-sct.gc.ca> +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference + + + Consider 2 Target State Diagrams, 1 For Each DC (Course of Action) + From: Peterson, Sophia <Sophia.Peterson@tbs-sct.gc.ca> +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference + + + Include Detailed List of All Applications In Annex (Course of Action) + From: Peterson, Sophia <Sophia.Peterson@tbs-sct.gc.ca> +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference + + + Consider Use of Tags (for Reporting) (Course of Action) + + + Assign Epics To Managers, Features To Leads (Course of Action) + + + Obtain Help From The SharePoint Migration Team (Course of Action) + As soon as your site is scheduled, here’s how The Migration Team will help SAS get started: + +Owner Welcome Message from the Project Team +Confirms your migration date and new URL, and introduces you to your role and the information and training that will guide your success. + +Invitation to Owner Orientation Session +Live session provides an end-to-end view of the process - before, during and after migration: + - Critical steps and Your Role + - Before/After View of the Technology + - Top Learning Tips + - Questions & Answers with the Project Team + +Online Resource Centre +Handy information and guidance all in one place, to help you prepare your SP 2010 site for migration and get up-to-speed quickly in SP Online. + +Learning Essentials +A checklist of recommended learning that will help you continue your work in your new SharePoint Online environment. + + + Investigate Harmonizing SP365 Folders With "SAS-SAS" Team (Course of Action) + ISSUE: +URL for SharePoint Folders: https://014gc.sharepoint.com/sites/SAS-SAS/Documents +URL for "SAS-SAS" MS Teams Team Shared Folder: https://014gc.sharepoint.com/sites/SAS-SAS2/Shared%20Documents/ +In Teams, the "Files" tab in each of the "SAS-SAS" Team's Channels is mapped to a different "site," "SAS-SAS2". +Ideally these would be the same. We may need to involve the IM Team / SharePoint 365 Support Team in order to + - Determine whether this is even possible + - Figure out how to do it in the most direct, simplest way (at least from an ongoing management pov) + + + B10.4.3 Training and Development Management (Capability) + 10.4.3 Training and Development Management +The ability to define the organisation, skills and administrative needs of the enterprise and its employees as well as to develop and maintain staff roles and skills profiles. + + + B10.4.2 Workforce Management (Capability) + 10.4.2 Workforce Management +The activities related to staffing, recruitment and retention, classification, compensation and benefits, talent management, succession planning, employment equity and official languages. + + + B10.4.1 Workforce Planning and Analysis (Capability) + 10.4.1 Workforce Planning and Analysis +The ability to perform the acquisition of human resources through our internal competition process, in order to ensure that appropriate skills are available when needed + + + Develop Employee Career (Value Stream) + Value Stream Develop Employee Career +Value Stage Develop Employee +Business Capability 10.4.3 Training and Development Management +The ability to define the organisation, skills and administrative needs of the enterprise and its employees as well as to develop and maintain staff roles and skills profiles + + + Develop More IT Fact-and-Evidence Based Analyses + KPI's defined by APM, measured in fact. +Measurable, Reproducible, Automatable. +Formula-driven. +Scale-up to HL Frameworks, i.e. EA's Assessment +Explore Predictive Analytics using the model developed for Technical Debt Remediation. +Aim to change, bring in new things. Opportunity to test that out. EA is more about predictive. + + + Improve ESDC’s Use of Data to Deliver on Priorities & Outcomes + An investment in foundational data capabilities is needed to improve the Department’s use of data to deliver on priorities and outcomes such as: Social Sector Stabilization and Resiliency, Early Learning and Child Care support, causes of chronic homelessness, outcomes sought by Black and other racialized Canadians, and predicting the changing and emerging needs of Canadians with respect to legislated programs. + + + Focus Governance First On High-Value Data Across The Enterprise + For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value. + + + Focus Data Literacy Improvements On Key Staff Who Can Deliver Great Benefits + For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value. + + + Focus On Yielding Limited, Targeted, Consequential Results Over Those Without Long-Term Value + For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value. + + + Gartner's Data Governance Discussion Paper For ESDC (2014) + “In 2013 Gartner was contracted to provide a review of the Information Security Practices of Employment and Social Development (ESDC). Among their recommendations was one with respect to “improving governance”. In the course of researching that recommendation in more detail and exploring related strengths and weaknesses across the continuum of ESDC’s management of information security, it became apparent that a key driver of risk was inconsistent or inadequate enterprise leadership, policy, and process in the area of data management”. Data Governance Discussion Paper, Gartner for ESDC IITB, March 20, 2014. + + + Develop and Implement A Data Vision and Strategy + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +1. Lead the development and implementation of a data vision and strategy, including piloting the use of innovative techniques like predictive analytics. + + + Champion Greater Horizontality of ESDC's Data Flow + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +3. Champion greater horizontality in the internal flow of ESDC data in cooperation with Senior Management and data custodians. + + + Champion the Establishment of Data Governance and Data Policies to Improve Data Management + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +2. Champion the establishment of effective data governance and data policies to improve data management and ensure the validity, availability, and quality of ESDC data. + + + Improve Partner Access to ESDC Data and Drive Innovation Via Uptake and Use + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +4. Work with stakeholders to improve partner access to ESDC data including public access to open data to support informed decision-making and drive innovation through its uptake and use. + + + Promote Awareness and Education Across ESDC On Data Management Best Practices and Processes, and Ensure Knowledge Transfer To Executives and to CDO Staff + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +5. Work with partners across ESDC, including the Chief Information Officer (CIO), Chief Privacy Officer (CPO), the Departmental Security Officer (DSO), and data stewards, to promote awareness and education across the organization with respect to data management best practices and processes, and to ensure knowledge transfer to departmental executives across the organization and to staff directly working within the office of the CDO. + + + Service Management Use of Data + Service Management Use of Data +Evolve identity information capabilities to match new capacity and shared identity management services +Standard and integrated data across programs and channels facilitates: +Client access and use of data, shifting demand from staffed channels to self-service, and +Comparable operational and performance data to support more effective channel and workload management +Broad access to data analytics to assess trends and predict service requirements + + + Client Experience Use of Data + Client Experience Use of Data +Easy access to current information across programs and over time (e.g single client view) +Support for digital services including real-time information +Use of personalization and behavioural insights to optimize client experience + + + Benefit Delivery Use of Data + Benefit Delivery Use of Data +Risk-related data is captured and available to support early decisions, compliance monitoring and controls mitigation +Improved data quality of documented evidence enhances efficiency and effectiveness of benefit processing and the quality and transparency of decisions +Central repository of business rules information supports effective program delivery, consistent and efficient benefit processes, and agile program change management +Agents have access 360 degree view of client data + + + Client and Account Data + Client and Account Data +Increased transparency for clients on their data, interactions and benefits +Increased client sense of ownership by being able to view and update their personal data directly +Clients and ESDC users have integrated views of client data across programs and services, integrated across service channels + + + Client Employment and Earnings History + Client Employment and Earnings History +Enhanced capability to assess data quality and integrity +Preparedness to future transformation opportunities such as ePayroll + + + Analytical Insights and Reports + Analytical Insights and Reports +Enhanced access to quality/trusted data +Ability to collect and consolidate data across sources +Enhanced reports quality (client, service, partner, operations, program outcomes) +Robust data driven insights (client, service, partner, operations, program/policy) + + + Demographic Data Intake Partnerships - Obtain Improved Partner Data + Demographic Data Intake Partnerships +Establish the capability to obtain on a continuous basis partner available data that describes the ever-changing operational environment of the business, particularly the client base and their needs. + + + Data Policy - Consistently Towards Successful Strategy Implementation + • Data Policy Support the strategy with overarching policy that provides guidance to ensure that organization acts in a manner that is consistent with successful implementation of the strategy. + + + Surveys and Research - Identify Gaps In Available Data + • Surveys and Research Identify gaps in available data that describes the operational environment of the business, and act proactively to fill those gaps. + + + Data Governance - Define The Data Management Framework + • Data Governance +Define the roles and procedures that assure the effective management of data, i.e. to ensure that as a critical resource, data is available as needed to support the business and safeguarded to ensure its availability, confidentiality and integrity. + + + Data Strategy - Data As An Asset + • Data Strategy +Define the path and provisions needed to progress the business management of data as an asset. + + + Build A Platform For Enterprise Interoperability + Build a platform for enterprise interoperability (actions underway) + +TBS will continue to work with stakeholders to develop a unified service approach and to create a set of modern integration tools called the GC Interoperability Platform (GCIP). This platform acts as an information broker, enabling the exchange of data and information between enterprise systems, departments and governments. + +The GCIP project will implement a central data exchange where information can be shared securely and reliably between government applications. Three core solutions for financial management, human resource management and information management will be connected to seamlessly exchange information, regardless of the technologies underpinning them. These systems operate on a “tell us once” principle, where data is entered in one system and then reused by multiple other systems, as legislation and policy permit, thus reducing the need for duplicate data entry while improving data integrity and accuracy. + +This work will lay the foundation to link internal departmental information with solutions for delivering programs and services and enable greater GC-wide collaboration when designing digital services. + +TBS will continue to lead the adoption of a common GCIP to support information sharing inside and outside the GC domain. This approach will enable business process improvement within the government and across jurisdictions, leading to improved program and service delivery for citizens and businesses. + +Through the creation and use of a governance framework (policies, directives, guidelines and open standards) for the GCIP, TBS will: +• foster openness and collaboration +• promote digital services +• advance enterprise interoperability and information sharing across the government + + + Introduce A Strategy Or Use of Open Source Software and Open Standards + Introduce a strategy for use of open source software and open standards (planned actions) + +The use of open source software supports interoperability and information sharing and should be considered in the assessment of IM-IT solutions. Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications, making them more robust and interoperable. The use of open standards ensures interoperability between products and systems, and maintains flexibility within the IM-IT environment. TBS will lead the development of a strategy to set direction for the government on the use and release of open source software and open standards that will be ratified by GC EARB. + + + Introduce A Mobile Application Strategy and Framework + Introduce a mobile application strategy and framework (planned actions) + +Canadians and business want to use mobile applications to interact with government data and obtain government services. As part of the overall web strategy, TBS will lead the development of a strategy and framework for the development and management of mobile applications that are easy to use and trusted that will be validated through GC EARB. GC mobile applications will be identified on Canada.ca and available through application stores. + + + Develop An Application Programming Interface Strategy + Develop an application programming interface strategy (actions underway) + +APIs are used to reveal GC digital capabilities and can be combined and reused to create digital services. APIs are increasingly becoming the way to facilitate sharing of government data and information and, as such, are foundational building blocks that support the GC’s commitment to digital services. TBS will develop an API strategy for the GC. + + + Introduce A Government API Store + Introduce a government API store (actions underway) + +TBS will lead the creation of an API store to support information sharing with Canadians, business and other entities external to government. Departments have already made available a number of APIs. The GC API store will offer a consistent means to discovering APIs and subscribing to them. The store will provide API publishers and users with a central, multi-tenant API management platform that includes: + +• a searchable catalogue +• version control +• automated access provisioning workflows + +Operating under a self-service model, API publishers will be allowed to sign up and benefit from “active documentation” that allows them to drill into API definitions, try APIs and share their feedback in the store’s forum. + +Interoperability, mobile applications and APIs are key elements to supporting digital services for the GC. + + + Determine the Feasibility of Developing a “Tell Us Once” Approach for Government + Determine the feasibility of developing a “tell us once” approach for government (planned actions) +TBS will investigate the “tell us once” approach for the GC from various perspectives to understand possible risks and challenges including: security, privacy, IM and IT. + + + Enhance Online Infrastructure To Enable Departments To Release Their Data and Information + Enhance online infrastructure to enable departments to release their data and information (actions underway) + +Having reliable infrastructure in place to ensure the maximum release of government data and information ultimately results in: + +• a platform for Canadians that enables access to open government data and information +• the opportunity to meaningfully engage on related issues +The long-term goals of these activities are to deliver value to Canadians through open information and data that: + +• fosters greater citizen participation in government +• promotes innovation +• creates economic opportunities + +Canada’s Open Data Exchange (ODX) is an organization that helps Canadian companies make use of open data. TBS will work with the ODX to deepen insight into the commercial open data landscape and to understand what challenges need to be overcome in order to make Canadian open data companies more competitive. + + + Develop A Master Data Management Program + Develop a master data management program (planned actions) + +In an open and distributed operational environment such as the GC, there is a risk that business-critical data becomes redundant, inconsistent and scattered throughout the enterprise. + +Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability. + +TBS will work with key business owners (for example, the Office of the Comptroller General and the Office of the Chief Human Resources Officer) to establish a government-wide MDM program to formally identify standard data elements and single authoritative sources for key information domains, where appropriate. + + + Advance Analytics + Advance analytics (planned actions) + +Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy. Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends. Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives. + +TBS, working with departments, will lead the development of requirements for an enterprise analytics platform. + +TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing. + + + Implement A Platform For External Collaboration + Implement a platform for external collaboration (actions underway) + +Technology makes it easier for citizens, academia, scientists, businesses and government to share ideas and information and to collaborate with one another. TBS will lead the establishment of an external collaboration service provider to host departments and provide them with a dedicated workspace and computing storage for unclassified and transitory data. Cloud pilot projects will test-drive requirements and determine the most suitable platform to meet government business, information and security needs. + +TBS, in collaboration with departments, including PSPC and SSC, provides departments with a secure platform called GCCollab to: + +• share opinions, information and analyses +• collaborate with external partners, academia, businesses, other governments and citizens + +While meeting the government’s requirements for security classification, disposition and recordkeeping, the platform will support an array of functions such as document sharing, co-authoring, assigning tasks, organizing meetings and holding discussions. + + + Implement GCDOCS + Implement GCDOCS (actions underway) + +Time and productivity are frequently lost due to the lack of consistent tools and systems to help employees store, search and find the information and data they need to do their jobs. Enterprise IM solutions such as GCDOCS streamline and simplify these processes, but they need to be configured properly to make back-end IM processes as invisible as possible to users. + +Automation can provide opportunities to: + +• simplify and streamline key IM processes and practices +• deliver a seamless user experience that relieves burden on individual GC workers + +Furthermore, implementing integrated and standardized solutions across departments can help make it easier for GC employees to find, use and share the information and data they need to do their job, while ensuring consistent, foundational management of GC information assets. Information and data can be leveraged to help departments achieve their business objectives and meet their mandated requirements. + +TBS and PSPC will enhance the government-wide GCDOCS service for departments, including: + +• full deployment by 2022 +• broadening its integration with back office systems +• piloting its use as a tool for increasing the openness of government information + + + Migrate Websites to Canada.ca and Assess Options For A Single GC Digital Service Platform + Migrate websites to Canada.ca and assess options for a single GC digital service platform (actions underway) + +The GC’s Web Renewal Initiative will improve Canadians’ access to GC online services through a single online window (Canada.ca). This initiative will bring hundreds of existing sites into one, designed to better meet the needs of Canadians. TBS will develop a new strategy to set further direction on providing a single window to Canadians for all GC information and services and create the conditions required to transition to a single GC service platform. + + + Identify a Business Lead to Develop a Data Lake Service Strategy + TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing. + + + 1. Develop Policies Ensure Canadians Can Use Their Talents, Skills and Resources to Participate in Learning, Work and Their Community + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + 3. Provide Income Support To Seniors, Families With Children, and Those Unemployed Due to Job Loss, IIllness or Caregiving Responsibilities + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + 5. Ensure Labour Relations Stability via Mediation Services + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + 2. Deliver Programs To Help Canadians Move Through Life’s Transitions + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + 4. Helping Canadians With Distinct Needs (Indigenous People, Persons with Disabilities, Homeless People, Travelers and Recent Immigrants) + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + 7. Deliver Programs and Services On Behalf Of Other Departments and Agencies + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + 6. Promote a Fair and Healthy Workplace + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + 1. General + # Questions + 1.1 Describe ownership and strategic partnerships of your company, does the business and infrastructure reside in Canada? + 1.2 Have you successfully implemented other similar projects? Provide specific examples. + 1.3 Does your company currently have a procurement business number (PBN)? + 1.4 Does your company currently have a security clearance with the Canadian Government? + 1.5 Has your company successfully implemented your solution in a government environment? + 1.6 Can you provide a demonstration of your product? + 1.7 Is a testing environment available for testing as part of the RFI process? + + + 2. Solution Overview + # Questions + 2.1 Using the Government of Canada’s Policy Framework for People Management and TBS Executive Talent Management Framework, how does your solution capture and use training data to help: +· Build complementary teams? +· Identify talent gaps? +· Map Succession plans? +· Identify skill surpluses deficiencies? + + 2.2 Given the business process attached to the RFI for the departments LMS process, please comment on possible improvements, comparison to industry best practice, and how your product would align/benefit the process. + 2.3 How does your product classify and categorize skills, talents and competencies both for employees and for positions? + 2.4 How does your product manage organizational hierarchical relationships? + + 2.5 How does your product provide assessments to facilitate the design and delivery of customized leadership development solutions consistent with organization's unique business and culture context? + 2.6 How does your product assess leadership strengths, and potential gaps? + 2.7 What level of configuration is possible, available, and required to meet the department’s business process? + + 2.8 How is your product be configured to meet WCAG 2.0+, Revised Section 508, or EN 301 549? + + 2.9 If unable to meet 2.8, is this planned in the roadmap and when? How is this to be implemented to an existing solution? + + 2.10 Can different business rules be configured for different organizations/sub-organizations in the system? + 2.11 Does your system support performance assessments? If so, does it support the following: +· Annual +· 6 months +· Self-appraisal +· 180/360 degrees +· Peer-to-peer +· induction +2.12 Does your system support branding courses differently based on group or department? +2.13 Is your system capable of suggesting training based on current qualifications, course history and career development goals, including high potential employees? +2.14 Does the system support access by individuals with visual, physical and cognitive disabilities using screen readers, screen magnifiers, speech input and switch-based tools? +2.15 Does your system offer training certificates or proof of completion? + + + 3. Reporting + # Questions +3.1 How does your product provide reports to users and what reporting capabilities does it support? +3.2 How does your product assess content, data and generate reports to support senior management decision making? +3.3 Does your product support ad-hoc reporting? What (if any) limitations are involved with it. +3.4 Can raw data be exported from the system? In which formats? + +3.5 Can reports be scheduled to run? +3.6 Can reports be distributed to a predefined list of users on a schedule? +3.7 Does the product support exporting data to other BI tools or external reporting (e.g. Crystal Reporting)? +3.8 Can data be restricted from users based on their organization or role? +3.9 Can reports be exported? In which formats? +3.10 Does the product support the ability to brand and customize the look and feel of the reports by organization +3.11 Is data in reports live? If not, how frequently are the data tables updated? + + + 4. Support + # Questions + 4.1 Please describe what is provided with your technical support, including but not limited to: the hours of support, methods of contacting technical support, and location of technical support. + 4.2 What support resources are available outside of phone support/live chat? + 4.3 How often is the product updated/upgraded? At what frequency would these updates be added to the system after deployment? + 4.4 Do you have a process for rolling out regular system updates/upgrades? If so, what is the process? + 4.5 Is support bilingual (French and English)? + 4.6 What is the availability of the system? 24/7? And with what % uptime? + + + 5. Architecture + # Questions + 5.1 What additional hardware and/or software are needed for proper performance? + 5.2 What level of integration is your product: +a) capable of and +b) What is required to function? + 5.3 Does your product require special network requirements (LAN or WAN) for optimal operation of this product? + 5.4 Is your system installed on standard server hosting, private cloud or a public cloud? If cloud based, are all your data-cloud servers located in Canada? + 5.5 What controls are in place to ensure proper isolation between your internal administrations from resources used by customers? + 5.6 If the solution is based on a multi-tenant environment, what controls are in place to isolate customer’s data from one another? + 5.7 Is there any additional software or hardware required for your solution? + 5.8 What security measures are in place to comply with https://www.tbs-sct.canada.ca/pol/doc-eng.aspx?id=12329 ? + + + 6. Data Conversion & Migration + # Questions + 6.1 Can existing courses from our current SABA LMS be migrated and reused in your solution? + + 6.2 Does the solution support map4, HTML5 packages, SCORM packages, PDFs, audio clips, MS Office documents formats? + 6.3 How can the types of files listed in 6.2 be migrated from an existing LMS? + 6.4 How do you support migrating data and media files to your system? + 6.5 Can training results be exported and shared from another system and loaded via spreadsheet? Example user is moving from another department + 6.6 Is raw data accessible to the extent that it could be migrated to a new system upon contract end? If so, are there any associated costs? + + 6.7 Do you have any previous experience in migrating data from an existing LMS into your solution? Is there a defined process for this? + + + 7. Security + # Questions + 7.1 In a networked environment, is it possible to disable your product for one user without disabling the product for the entire network? + 7.2 Does your product support encryption at rest, in transit or authentication (2- +factor)? How are users authenticated? +7.3 Is your product able to support the requirements in the GC Security Control Profile for Cloud-Based GC IT Services for Protected B, Medium Integrity and Medium Availability (PBMM)? +7.4 Has your service been validated and verified through the Centre for Cyber Security (CCCS)’s Cloud Service Provider IT Security Assessment Process? +7.5 Describe how your product complies with the following Government of Canada security and privacy standards and policies: +· Security Organization and Administration Standard +· Operational Security Standard: Management of Information Technology Security (MITS) +7.6 Does your product allow for user profiles (role-based access)? +7.7 What level of redundancy exists in your data centres to ensure data recovery can be ensured? +7.8 Are any third-party vendors used in this solution? If so, have they verified by CCCS (Cloud Service Provider IT Security Assessment Process)? + + + 8. Data Exchange + # Questions +8.1 Can existing courses from our current LMS be transferred to your system? + +8.2 Does the system support the use of Application Programming Interfaces (APIs)? +8.3 If yes to 8.2, Have these APIs been validated by the Communication Security Establishment via the Supply Chain Integrity Assessment? +8.5 Is the system able to integrate with PeopleSoft HRMS? +8.6 Is the system able to integrate with ERP systems for cost and financial data reporting? Is the data exchange unidirectional, or bidirectional? +8.7 Does the system support Single Sign On authentication SAML 2.0? + +8.8 Can the system integrate and connect with existing GC social networks (GCConnex, GCpedia, GC Intranet)? +8.9 Does the system have the ability to track and store the capture of all transactions and data in the system? + + + 9. Training + # Questions +9.1 In what ways are technical support team members supported in case of issues? Is there any process in place? +9.2 How would support staff at ESDC be trained to use the system? +9.3 What resources are available to ESDC staff after training to support administration of the system? +9.4 Describe what, if any, training resources are available for end users and how they are delivered? +9.5 Do you provide train the trainer training during onboarding? + + + 10. Cost + # Questions +10.1 What is the licensing model/cost for your product? +10.2 What is the pricing model used for your final integrated solution? (Please provide the published price list if available) +10.3 Depending on your licensing model, what is the annual renewal rate for your product? +(For example, if a perpetual licensing model is used, what is the standard maintenance and support rate? If a subscription licensing model is used, what is the renewal rate for your product? +10.4 How your product is delivered (hosted, cloud, perpetual licenses)? +10.5 What are the costs associated for data migration? +10.6 What are the costs of implementation +10.7 What are the costs, if any, that are associated with installation activities? +10.8 Are there any potential additional fees to those listed above? + + + 11. Timelines + # Questions +11.1 What is the estimated duration required for a simple, medium and complex installation? +11.2 What is the estimated duration required to plan for a simple, medium and complex installation? + + + Auto Enrol (Value Stream) + + + Agent Portal (Value Stream) + + + IVR (Value Stream) + + + Client Notification (Value Stream) + + + TPA Partner Exchange (Value Stream) + + + Reporting & Analytics (Value Stream) + + + Pre-Qualified Candidate List (Capability) + + + Find & View Cases (Capability) + + + Receive Attestation (Capability) + + + Update Case (Capability) + + + Notify: Eligible / Not Eligible (Capability) + + + Metrics (Capability) + + + Data Exchange (Capability) + + + Case Creation (Capability) + + + Client Notification (Capability) + + + Authenticate Cases (Capability) + + + TPA Sync (Capability) + + + Reports (Capability) + + + Receive Attestation (Capability) (copy) + + + Test + + + Build + + + Deploy + Production deployment: This step consists of releasing the solution to its production environment. + + + Run + + + Monitor + + + Manage + + + Intake + Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities. + + + Plan + Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations. + + + Define Success Criteria + Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not. + + + UX/ Design + UX / Design: This step serves to explore and eventually establish the necessary specifications and features that will satisfy the solution’s success criteria. The team will determine the data needs, components (hardware and/or software) and infrastructure required for the solution to accomplish its objectives. + + + Solution Enablement + Required Guardrails + + + Governnance + Governance ensures that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritisation and decision making; and monitoring performance and compliance against agreed-on direction and objectives. Governance is the responsibility of the Enterprise Architecture Review Board under the leadership of the ADMs of TISMB and IITB. + + + Service Evaluation + The service governance process ensures that the organizational objectives are achieved by evaluating stakeholder needs, conditions and options. + + + Service Direction + The service governance process sets direction through prioritization and decision making. + + + Service Monitoring Oversight + The service governance process monitors performance, compliance and progress against agreed-on direction and objectives + + + Service Architecture Standards + The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration. + + + Management + Management plans, builds, runs and monitors activities in alignment with the direction set by the governance body to achieve the enterprise objectives. +manage the direction, acquisition and investment, as well as the overall performance of the program + + + Business Intake Management + On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients. + + + Service Procurement Management + Service procurement management controls and directs the series of activities and procedures necessary to acquire facilities, infrastructure, platform and software products and services. + + + Service Contract Management + Service Contract management is the process of managing contract creation, execution and analysis to maximize operational and financial performance , all while reducing financial risk + + + Service Strategy Development + Service Strategy development is to decide on a strategy to serve clients. Starting from an assessment of client needs and the market place, the service strategy development determines which services the IT organization is to offer and what capabilities need to be developed. Its ultimate goal is to make the IT organization think and act in a strategic manner. + + + Delivery + Provide the service specific planning, provisioning, delivery, and decommissioning processes for the services provided by the program + + + Service Level Management + Service Level Management involves the processes of planning, coordinating and reporting on Service Level Agreements (SLAs) between the IT service provider and customer/client group; and the ongoing reviewing of service achievements to ensure that service levels and quality are consistently delivered and maintained. + + + Availability Management + Availability Management is concerned with the design, implementation, measurement and management of IT infrastructure availability to ensure the stated business requirements for availability are consistently met, according to agreed levels. + + + Continuity Management + Service Continuity Management involves undertaking a systematic approach to the creation of a plan and or set of procedures (which are updated and tested regularly) used to prevent, cope with, and recover from the loss of critical services for extended periods, in line with business continuity plans + + + Financial Management + Financial Management involves three main processes - budgeting, IT accounting, and charging - to ensure the cost-effective stewardship of IT assets and resources used in providing IT services. Charging is an optional activity and is dependent on the charging policy of the organization as a whole + + + Capacity Management + Capacity Management is the focal point for all IT performance and capacity issues. Capacity Management aims to optimize the amount of capacity needed to deliver a consistent level of current and future services + + + Security Management + Security Management processes involve organizing the collection, storage, handling, processing and management of data and services in such a way that the integrity, availability, and confidentiality business conditions are satisfied + + + Support + Provide the support processes common to all services delivered by the program + + + Service Desk + The Service/Help Desk is the single contact point within the IT provider organization for all end-users to seeking assistance and support for IT services and/or related problems, incidents, questions, and complaints. + + + Problem Management + The goal of Problem Management is to minimize the adverse impact of incidents and problems on the business as may be caused by errors within the IT infrastructure, and to prevent recurrence of incidents related to these errors. + + + Change Management + The goal of Change Management is to ensure that standardized methods and procedures are used for the efficient and prompt handling of all changes, to minimize the impact of change-related incidents and improve day-to-day operations + + + Incident Management + The primary goal of the Incident Management process is to restore normal service as quickly as possible following loss of service, and to minimize the adverse impact on business operations, thus ensuring that the best possible levels of service quality and availability are maintained + + + Release Management + Release Management is very closely linked with Configuration Management and Change Management, and undertakes the planning, design, build, and testing of hardware and software to ensure that all aspects of a release, both technical and non-technical, are considered together + + + Configuration Management + Configuration Management covers the identification of all significant components within the IT infrastructure and recording details of these components in the Configuration Management Database (CMDB). + + + Solution Delivery + An integrated approach to enable technology transformation and solve complex business challenges + + + SOA Service Architecture + Selecting appropriate and approved solution patterns and technology products. + + + SOA Service Pattern Development + Prepare repeatable solution patterns for common integration message exchange requirements. + + + SOA Service Deployment + Build services for accessing and aggregating data assets, and executing standard business processes + + + SOA Service CI/CD + Services Continuous Integration / Continuous Deployment +Integrate and deploy services to the production environment. + + + SOA Service Security + Implement security policies and authentication/authorization protocols into service interfaces. + + + API Design + API Design is the process of developing a software interface that exposes backend data and application functionality for use in new applications. +providing an effective interface that helps your API's consumers better understand, use and integrate with them while helping you maintain it effectively + + + API Development + API Development is the planning, building, inspecting and documenting of a fully functioning end product that developers will want to work with and trust. + + + API Publishing + Publishing is the process of making your APIs available to app developers for consumption, i.e. putting it on the market. Make API products accessible and discoverable to app developers. Include reference documentation, manage the audience for an API and develop your API Store content. Control who has access to your APIs through the app registration process. Use API keys to provide or deny access to your API products by developers + + + API Security + Enforce consistent security best practices and governance policies across all APIs + + + API Scaling + API Scaling is to ensuring that you are using a proper load balancer, that your API has failover paths and/or you can dynamically scale to meet almost any demand (serverless). + + + API Discovery + Developers can easily discover APIs that are available in a catalog, explore them with interactive documentation and testing tools, register for access and manage their applications that are consuming those APIs. + + + API Testing + API testing is a type of software testing that involves testing application programming interfaces (APIs) directly and as part of integration testing to determine if they meet expectations for functionality, reliability, performance, and security. Since APIs lack a GUI, API testing is performed at the message layer. + + + API Exploring + Browse through available APIs and versions, see methods available for each API and what parameters they support along with inline documentation, execute requests for any method and see responses in real time, make authenticated and authorized API calls with ease, and search across all services, methods, and your recent requests to find what you are looking for + + + API Subscription + Enter into a service contract and receive an access key to the API. Determine the most appropriate recurring usage model. If monetization is involved, determine pricing and billing. + + + MFT Solution Development + Deliver sophisticated and controlled file-transfer solutions using simple, secure file transfer protocols and standard models of exchange, with secure encryption, manageability, scalability, file processing, integration and business-reporting options. + + + Platform Operations + Information technology operations, or IT operations, are the set of all processes and services that are both provisioned by an IT staff to their internal or external clients and used by themselves, to run themselves as a business. It involves monitoring and controlling the IT services and their underlying infrastructure, the fulfilling of user requests, resolving service failures, fixing problems, as well as carrying out routine operational tasks. + +The coordination and execution of activities that enable the ongoing management and operation of products or services in the computing environment + + + Service Bus Operations + The ESB platform acts as a shared messaging layer for connecting applications and other services throughout an enterprise computing infrastructure. It supplements its core asynchronous messaging backbone with intelligent transformation and routing to ensure messages are passed reliably. Services participate in the ESB using either web services messaging standards or the Java Message System (JMS). Originally defined by analysts at Gartner, ESB is increasingly seen as a core component in a service-oriented infrastructure. + + + API Gateway + An API gateway is the core of an API management solution. It acts as the single entryway into a system allowing multiple APIs or microservices to act cohesively and provide a uniform experience to the user. The most important role the API gateway plays is ensuring reliable processing of every API call. In addition, the API gateway provides the ability to design API specs, help provide enterprise-grade security, and manage APIs centrally. +https://apigee.com/about/cp/api-gateway + + + Message Fabric + The message fabric is a messaging infrastructure that connects the system components and allows them to communicate. +Messages are transmitted to the components over the message fabric. The message fabric constitutes the message queues to write and retrieve application-specific data to and from the queues without the requirement for a private, dedicated connection to link the components. +https://www.ibm.com/support/knowledgecenter/SSYJCD_1.0.0/com.ibm.help.meigV100.doc/com.ibm.help.meg.welcome.doc/meig_as4_messagefabricoverview.html + + + API Store Operations + The API Store is a Web application which hosts published APIs. It provides a structured GUI, designed for API consumers and partners to self-register to find, explore, subscribe to and evaluate available resources. + + + CI/CD Pipeline + The CI/CD pipeline is a set of automated processes that allow Developers and DevOps professionals to reliably and efficiently compile, build and deploy their code to their production compute platforms. The most common components of a pipeline are; build automation/continuous integration, test automation, and deployment automation. + + + API Tooling Operations + The API Tooling platform includes components to assist API developers to design, build, document, test APIs according to specifications-based standards. + + + SOA Operations + The SOA platform enables system developers to set up and manage services and to orchestrate them into composite applications and business processes. It provides the tools to design, implement, manage, and maintain service-oriented computing infrastructure across the enterprise, + + + MFT Operations + The MFT platform enables secure file exchange and management with internal departments and external partners. It protects against inadvertent access to unsecured files in the end-to-end transfer of files. It includes monitoring and reporting capabilities. + + + Infrastructure + + + On-Premise Operations + "On-prem"refers to private data centres that companies house in their own facilities and maintain themselves. On-prem infrastructure can be used to run private clouds, in which compute resources are virtualised in much the same way as those of public cloud. + + + Cloud Infrastructure Operations + Infrastructure as a service (IaaS) is a form of cloud computing that provides virtualized computing resources over the internet instantly. + + + Business Service Management + Business Services are services that perform specific business functions and are required for the successful completion of a business process. They might also be called Application Services since they are used to develop composite services and business applications that automate business processes. + + + SOA Services Monitoring + SOA services monitoring provides monitoring and management of software services and applications. This includes the ability to capture metrics and to monitor and manage application and service status. + + + SOA Service Analytics + SOA services analytics provides support of business analytics and business activity monitoring. It enables the department to leverage information to better understand and optimize business performance. It supports entry points of reporting to deep analytics and visualization, planning, aligned strategic metrics, role-based visibility, search-based access and dynamic drill-through, and alert and detect in-time actions + + + API Monitoring + Ensure API availability to maintain seamless experiences for application developers, customers, and partners. Reduce the mean time to diagnosis (MTTD) by quickly investigating issues. + + + API Analytics + Analytics and insights into how APIs are performing, how they are being used and how they are driving business value. + + + MFT Monitoring + Continually monitor a resource, for example a directory, and when the contents of that resource meet some predefined condition, start a task. + + + MFT Analytics + Consolidate and correlate event data, automate reporting and provide visibility into risk. + + + Build / Test + Build / Test: Development efforts occur as the solution is built according to the established design specifications. As features are developed, they undergo a cycle of testing and correcting until they successfully meet their expected intent, while being as free as possible of bugs and issues. + + + Monitor/Support + Monitor/support: This step serves to provide ongoing oversight of the production solution. As bugs, issues, opportunities for improvement and change requests arise, they are fed into the intake process to be addressed by the team. + + + Approve Deployment + This checkpoint is necessary for team that don’t have automated deployment authorization. A production deployment may require the business partner’s approval. + + + Build + + + CI/CD Pipeline + + + Test + + + Build + + + Deploy + + + Run + + + Notify + + + CI/CD Pipeline + + + Feedback + + + UAT + + + Event Broker + An event broker is middleware software, appliance or SaaS used to transmit events between event producers and consumers in a publish-subscribe pattern. +According to Gartner, event brokers “are middleware products that are used to facilitate, mediate and enrich the interactions of sources and handlers in event-driven computing.” +“Event-driven architectures (EDA) is inherently intermediated. Therefore, the intermediating role of event brokering is a definitional part of EDA. All implementations of event-driven applications must use some technology in the role of an event broker.”* +https://solace.com/what-is-an-event-broker/ + + + ESDC Interoperability Platform (EIP) + + + Cloud Native Computing Foundation Landscape + + + Plan + Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations. + + + Intake + Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities. + + + Define Success Criteria + Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not. + + + Architecture Standards + + + Solution Demo + + + User Story + https://www.scaledagileframework.com/story/ + + + Definition of Done + + + Client Journey Map + + + Investment Agreement + + + Design Thinking + https://www.scaledagileframework.com/design-thinking/ + + + KPIs + + + Solution Train + + + Use Case + + + Storyboarding + + + Intake + Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities. + + + Plan + Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations. + + + Define Success Criteria + Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not. + + + UX/ Design + UX / Design: This step serves to explore and eventually establish the necessary specifications and features that will satisfy the solution’s success criteria. The team will determine the data needs, components (hardware and/or software) and infrastructure required for the solution to accomplish its objectives. + + + Deploy + Production deployment: This step consists of releasing the solution to its production environment. + + + Build / Test + Build / Test: Development efforts occur as the solution is built according to the established design specifications. As features are developed, they undergo a cycle of testing and correcting until they successfully meet their expected intent, while being as free as possible of bugs and issues. + + + Monitor/Support + Monitor/support: This step serves to provide ongoing oversight of the production solution. As bugs, issues, opportunities for improvement and change requests arise, they are fed into the intake process to be addressed by the team. + + + Approve Deployment + This checkpoint is necessary for team that don’t have automated deployment authorization. A production deployment may require the business partner’s approval. + + + Outcome Evaluation + + + Story Boarding + + + Prototyping + + + Test + + + Build + + + Deploy + + + Run + + + Monitor + + + Manage + + + Notify + + + CI/CD Pipeline + The CI/CD pipeline is a set of automated processes that allow Developers and DevOps professionals to reliably and efficiently compile, build and deploy their code to their production compute platforms. The most common components of a pipeline are; build automation/continuous integration, test automation, and deployment automation. + + + Platform Stewards + + + Interoperability Service Division (ISD). + + + API Lifecycle Management + API lifecycle management refers to the overseeing of all aspects of managing an API or API program from development to deployment and beyond, providing an organization with the ability to build, scale, analyze and monetize their APIs with ease. (https://apigee.com/about/cp/api-lifecycle-management) + + + ESDC User + + + Developer + + + Operator + + + Business Interface + + + Representation + + + User + + + Identification and Authentication + + + Access Control + + + Privilege Management + + + Consent Management + + + Network Device and Infrastructure Protection + + + Security Visibility and Real-time Threat Protection + + + <<Threat Agent>> Attacker + + + Threat Event + + + Loss Event + + + Implemented Control Measure + + + <<Implemented Control Measure>> User Entity Behavior Analytics (UEBA) + A type of cyber security process that models and identifies typical and abnormal behavior of humans and systems within a network and can help in discovering security anomalies in user and system behavior. UEBA uses advanced analysis, aggregates data from logs and reports, and looks at packet, flow, file and other types of information, as well as certain kinds of threat data to figure out whether certain kinds of activity and behavior are likely to constitute a cyberattack + + + <<Implemented Control Measure>> Microsegmentation + A method of creating secure zones within the network at the applications and services layer or below to allow better monitoring of lateral network traffic and management of access to those zones. Microsegmentation could enable zero trust principles by allowing administrators to control authentication and authorization at a more granular level than the network perimeter + + + <<Implemented Control Measure>> Multi-factor authentication (MFA) + An authentication method in which a computer user is granted access only after successfully presenting two or more pieces of evidence (or factors) for authentication. + + + <<Implemented Control Measure>> Conditional access + A set of policies and configurations that control access of users and devices to various services and data sources within the IT environment. Conditional access makes use of various signals or factors (e.g. user profile, device type, geographical location, etc.) to make access decisions and enforce organizations policies + + + <<Implemented Control Measure>> Single Sign-On (SSO) + A user authentication service which occurs when a user logs in to one application and is then signed in to other applications automatically, regardless of the platform, technology, or domain the user is using. The user uses one set of login credentials can be used to access multiple applications. + + + <<Implemented Control Measure>> Security Information and Event Management (SIEM) + A software solution that stores, normalizes, aggregates and analyzes log data from multiple data sources across the entire IT infrastructure. SIEM analyzes data collected to discover trends, detect threats, and enable organizations to investigate any alerts + + + <<Implemented Control Measure>> Software Defined Perimeter + A security framework to microsegment network access by dynamically creating one-to-one network connections between the user and the resources they access + + + <<Implemented Control Measure>> Data Loss Prevention (DLP) + A set of technologies, products, and techniques that are designed to stop sensitive information from leaving an organization and ensure that sensitive data is not lost, misused, or accessed by unauthorized users. + + + <<Implemented Control Measure>> API (Application Programming Interface) Gateway + An API management tool that sits between a client and collection of backend services and takes all API requests from the client, determines which services are needed, and combines them into a synchronous experience for the user. + + + Identification and Authentication (copy) + + + Privilege Management (copy) + + + Access Control (copy) + + + Consent Management (copy) + + + Network Device and Infrastructure Protection (copy) + + + Security Visibility and Real-time Threat Protection (copy) + + + <<Implemented Control Measure>> Network policies aligned to app micro segments + + + Threat Agent + + + <<Threat Agent>> Td2 - Passive, casual adversary with minimal resources who is willing to take little risk + + + <<Threat Event>> MSCA Account takeover + + + <<Threat Event>> Application for Benefit (CERB & EI) + + + <<Loss Event>> Fraudulent Payment + + + <<Loss Event>> Trust / Client Confidence + + + <<Threat Agent>> Td4 : Sophisticated adversary with moderate resources who is willing to take little risk (e.g., organized crime, sophisticated hackers, international corporations) + + + <<Threat Agent>> Td3 - Adversary with minimal resources who is willing to take significant risk (e.g., unsophisticated hackers) + + + <<Threat Event>> EI/CPP/OAS personal information changes + + + Safe Restart Agreement (Provinces & Territories) + + + Testing Assistance Response Team + The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. + + + Vaccine Task Force + + + Immunity Task Force + + + Nadia Benoit + Senior Project Manager +Integrity Service Branch – Service Canada +Employment and Social Development Canada + + + Senior Project Manager + + + Stakeholder Business Owner + + + Stakeholder Branch Sponsor + Executive Sponsor +Justifies expenditure of funds for project planning. + + + Kathleen Walford + Director General +Integrity Services Branch – Service Canada +Employment and Social Development Canada + + + Jeremy Sales + Director General +Integrity Services Branch – Service Canada +Employment and Social Development Canada + + + Nathalie Beaulieu + A/Director General +Innovation, Information and Technology Branch +Employment and Social Development Canada + + + Stakeholder Branch Sponsor + Executive Sponsor +Justifies expenditure of funds for project planning. + + + (Fraud) Enforcement Investigation + Enforcement investigations are seeking to establish evidence of “guilty mind” by the subject, compared to compliance investigations that are seeking to establish and adjudicate on the conduct of “guilt acts” by the subject. + +As ISB’s Enforcement investigations function continues to mature, maintaining the status quo poses significant challenges to workload, case management, intelligence gathering, security of information, and operational reporting. There is also a real risk that ISB may have a case thrown out of court or rejected by the Public Prosecution Services of Canada (PPSC) based on a loss of evidence that would normally be included in a proper enforcement case management system. ISB requires a system to support Enforcement investigations that will replace the system(s) currently in use, which is not meeting the needs of enforcement. + +The Enforcement function is in need of an effective case management system capable of supporting effective workload management, unified case management, the release of quality court documents, tracking of evidence and reporting. The Office of the Auditor General (OAG), in its 2017 spring report “Managing the Risk of Fraud”, noted the following “fraud in a federal government organization can cause the loss of public money or property, hurt employee morale, and undermine Canadians’ confidence in public services. Therefore, federal organizations must manage their fraud risks.”1 The lack of an effective case management system within ISB is limiting the ability of ISB to support robust investigations and achieve ESDC strategic objectives. + + +• Enforcement function +Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes. + +[2.3.1] Enforcement Function +Cases handled by the ISB Enforcement NEID and regional investigators are maintained using a SharePoint system and Excel sheets to track cases. +Enforcement investigations previously used MISCIS as a reporting tool to keep NHQ informed of the nature of a case, objectives, strategy, participants, partners, status and outcome of cases involving sensitivity and/or fraud characteristics MISCIS did not support day-to-day case processing. As a result, it was deemed impractical by investigators and was completely discounted as non-operational. +Cases are managed at the regional level, without a common and robust case management system; current data on ongoing criminal investigations is unreliable, as the case management system (SharePoint) is not built into a robust process. SharePoint also does not meet the court-mandated investigation tracking, evidence tracking, documentation security and disclosure requirements for enforcement investigations. There is minimal system-level security around the criminal cases and investigators see each other’s files, and team leaders see files belonging to all of their investigators. SharePoint lacks any suitable change tracking mechanism for documents that may be modified by others than the author. There is also no suitable safeguards within SharePoint to prevent unauthorized disclosure of info. Once the objectives of transforming the enforcement function are met, this will increase the number of criminal cases initiated by each region, but as of yet no modern, secure, and reliable tool is available to help manage such an increase. The lack of an appropriate case management system puts into jeopardy all enforcement cases. +ESDC provides significant public funding (more than $120 billion yearly) to millions of beneficiaries through the EI, CPP and OAS programs. To fulfill ESDC’s commitment to the proper stewardship of these funds, ISB is responsible for preventing, detecting and addressing potential abuse and fraud of these programs. To achieve this mandate, ISB currently performs the majority of its activities in the form of administrative investigations. As a result, the proportion of Enforcement function activities is much smaller than that of the compliance function. A 2016 global study by the Association of Certified Fraud Examiners (ACFE) indicates that all types of organizations around the world suffer significant losses due to fraud (estimated between 2.5 and 5% of an organization’s yearly revenue (excluding administrative errors). A scan of reports of fraud loss across major countries—including the United States (US), United Kingdom (UK) and Australia, among others—indicate that between 2.5 and 5% of benefits funds are lost to fraud. While some errors can be caught and fixed through administration functions, the function must be complemented with a strong enforcement regime that can address the complexities associated with a criminal fraud investigation and act as a strong deterrent. ISB has the opportunity to develop a cohesive, integrated, and enterprise-wide system to support the prevention, detection, and resolution of fraud investigations through the development of an enhanced Enforcement CMS, aligned to the Fraud Framework. +To support the broader departmental modernization agenda, ISB must modernize itself to evolve with current and future technological and social changes. +The Department’s employees are at the centre of this evolution. ISB will continue to invest heavily in staff development and training, enabling staff to change and grow with the environmental changes and to use new and existing skills to drive innovation in the Branch. ISB will also engage new employees with multidisciplinary knowledge and technical specialties to facilitate the horizontal collaboration and partnerships both within and outside of ESDC. This will be critical to its success in identifying new approaches to protect the integrity of its programs, services, people, and assets. + + + Compliance Investigation + Enforcement investigations are seeking to establish evidence of “guilty mind” by the subject, compared to compliance investigations that are seeking to establish and adjudicate on the conduct of “guilt acts” by the subject. + + + Enforcement Investigation Process + As part of processing an enforcement case, there is involvement with the judiciary, so obtaining evidence requires more diligence and effort to conduct and holds more risk to the organization should they be conducted inappropriately. + + + Judiciary + As part of processing an enforcement case, there is involvement with the judiciary, so obtaining evidence requires more diligence and effort to conduct and holds more risk to the organization should they be conducted inappropriately. + + + Case Management + + + Business Analyst + Once approved, to ensure that all downstream requirements derive from the business need and to assess the impact of proposed changes on realizing project objectives. + + + Integrity Operations + Integrity Operations, within ISB, is responsible for national Compliance and Enforcement activities for several of ESDC’s largest benefit programs and services: Employment Insurance (EI), Social Insurance Number (SIN), Canada Pension Plan (CPP), Old Age Security (OAS), Temporary Foreign Workers Program (TFWP), and International Mobility Program (IMP). To manage its programs, ISB executes the enforcement workload as follows: +• The Enforcement function (focusing on fraud cases with the potential for prosecution under the Employment Insurance act) does not have a unified case management system, and instead manages work through a combination of Microsoft (MS) Excel and a variety of SharePoint sites using various designs. + + + Integrity Services Branch + + + Employment Insurance (EI) + + + Social Insurance Number (SIN) + + + Employment and Social Development Canada + Integrity Operations, within ISB, is responsible for national Compliance and Enforcement activities for several of ESDC’s largest benefit programs and services: Employment Insurance (EI), Social Insurance Number (SIN), Canada Pension Plan (CPP), Old Age Security (OAS), Temporary Foreign Workers Program (TFWP), and International Mobility Program (IMP). To manage its programs, ISB executes the enforcement workload as follows: +• The Enforcement function (focusing on fraud cases with the potential for prosecution under the Employment Insurance act) does not have a unified case management system, and instead manages work through a combination of Microsoft (MS) Excel and a variety of SharePoint sites using various designs. + + + Canada Pension Plan (CPP) + + + Old Age Security (OAS) + + + Temporary Foreign Workers Program (TFWP) + + + International Mobility Program (IMP) + + + Workload + + + Intelligence Gathering + + + Security of Information + + + Operational Reporting + + + Evidence Immutability + + + ISB Staff + + + Observation Management + + + Case Creation + + + Case Assignment + + + Case Management + + + Reporting + + + Retention & Disposition + + + ICST + Selections +Observations Creation +Case Creation + +ICST - Information Collection and SYnthesis Team + + + Regional Service Canada + Case Transfer (Report) + + + Benefits Delivery Services + + + Policy Group + + + System Administrator + + + ICST Personnel + ICST - Information Collection & Synthesis Team + + + NHQ Business Intelligence Personnel + + + Regional Enformcement Personnel + + + NHQ Training Personnel + + + Compliance Personnel + + + Benefits Delivery Services Personnel + + + Enforcement Maturity Model (EMM) + + + ISB Senior Management + + + Integrity Services National Committee (InSNC) + + + Integrity Operations + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + TISMB Assistant Deputy Minister + + + Benoit Long + + + Mark Perlman + + + ESDC Chief Financial Officer + + + Benefits Delivery Modernization (BDM) + ESDC has a mandate to help build a stronger and more inclusive Canada, help Canadians live productive and rewarding lives, and improve Canadians' quality of life. At the heart of this mandate are the policies, programs, services and benefits that support our most vulnerable -- the unemployed, people with disabilities, the homeless and the elderly. Last year alone, Service Canada provided $122 billion in direct benefits to 9.5 million Canadians. + +To ensure that ESDC can continue to deliver on this important mandate in the future, we have embarked on a department-wide transformation to improve the client experience during their journey with Employment Insurance (EI), Old Age Security (OAS) and Canada Pension Plan (CPP) programs. + +The Benefits Delivery Modernization (BDM) Programme is leading this transformation. + +BDM Programme signifies a long-term commitment to modernization. Over the next 10 years, many projects will focus on improving our statutory programs in three key areas. They are: + +Service Excellence: we want to deliver an outstanding experience for clients, delivering benefits and services when they need them. We also want an organization that embeds quality and integrity in service design. +Policy Agility: we want to be able to adapt policy rapidly to changing needs and priorities of Canadians and their government. +Transformed Organization: we want our workforce to have the authority, skills, tools, and training to make it all happen. + +The four phases, called tranches, are moving at this deliberate pace to ensure changes are done properly and in an integrated way. It also means we can adjust the plan as we go and keep employees informed and prepared. + + + Financial Management Advisor + + + Project Management Advisor + + + Peter Littlefield + + + Chief Information Officer + + + S Lacelle + + + IITB Executive Director + + + IITB Director + + + Nathalie Bédard + + + IITB Managers (Architecture, CRM, Interop, etc.) + + + System Integrator (CRM, BDM) + + + Deputy Project Manager + + + Keith Milton (consultant) + + + Project Control Officer + + + Senior Business Analyst + + + A. Mikelsons + + + Business Analyst (consultant) + + + Change Management Officer + + + Functional Leads (Vendor, IITB, Training, etc.) + + + Subject Matter Experts + From NHQ NEID @ 25-to-50% + + + Jeremy Sales + + + Linda André + + + Nadia Benoit + + + Business Owner + + + Senior PM PDO + + + PM PDO + + + Regional Executives + + + Regional Managers + + + Executive Sponsor + Justifies expenditure of funds for project planning. + + + Elise Boisjoly + + + Integrity Operations + + + Kathleen Walford + + + Executive Director, Enforcement + + + Donna Blois + + + Director, Business Solutions Management + + + Director, Program Support + + + Marc Lafontaine + + + Sylvie Cyr + + + Functional Manager + + + Functional Manager, I/O Systems + + + Functional Managers (EI / Pensions / Training / QM) + + + Implemented Control Measure + + + <<Threat Event>> MSCA Account takeover + + + <<Threat Event>> Application for Benefit (CERB & EI) + + + <<Threat Event>> EI/CPP/OAS personal information changes + + + <<Loss Event>> Trust / Client Confidence + + + <<Loss Event>> Fraudulent Payment + + + <<Threat Agent>> Td4 : Sophisticated adversary with moderate resources who is willing to take little risk (e.g., organized crime, sophisticated hackers, international corporations) + + + <<Threat Agent>> Td3 - Adversary with minimal resources who is willing to take significant risk (e.g., unsophisticated hackers) + + + Pan Canadian Trust Framework + + + Issuer + Participants that provide the 'full package' of a trusted digital identity. Typically, this is a provincial, territorial, or federal digital identity program that is providing trusted digital identities to another jurisdiction. These may also be providers serving each other within an industry sector. Trusted Digital Identity Providers are a type of Claims Provider. + + + Holder + Holder: An entity that controls one or more Credentials from which a Presentation can be expressed to a Verifier. A Holder is usually, but not always, the Subject of a Credential. Digital Identity Owner, Card Holder + + + Verifier + Verifier: An entity that accepts a Presentation from a Holder for the purposes of delivering services or administering programs Relying Party, Credential Verification Service Provider, Credential Authentication Service Provider, Authentication Service Provider, Digital Identity Consumer, Delegated Service Provider. + + + Subject + Subject: An entity about which Claims are asserted by an Issuer. Person, Organization, Device + + + Business Process + + + Entity 1 + + + Principal + + + Agent + + + Entity 2 + + + Appont + + + Relationship Continuity + + + Balanced Relationship + + + Entity 1 + + + Principal + + + Agent + + + Entity 2 + + + Appoint + + + Relationship Continuity + + + Balanced Relationship + + + Nik + + + Architect + + + Person (Atomic Entity1) + + + Person (Atomic Entity2) + + + Person (Atomic Entity3) + + + Organization (Compound Entity) + + + Credential + + + Content + A content is a set of claims. + + + Witness + An attestation to the content + + + Container + A documentary proof of the credential + + + Architecture Guardrails + “Another mechanism that organizations use to bake evolvability into their system architectures is the concept of architectural guardrails. As with their real-world roadside equivalents, software guardrails are designed to keep people from straying into dangerous territory. +In real terms, guardrails represent a lightweight governance structure. They document how an organization typically “does” things – and how, by implication, development teams are expected to “do” similar things. For example, a guardrail may document not just the specific availability requirements for a new service, but also how the organization goes about meeting such requirements. Typically, guardrails are used in combination with an external oversight team – be this an architecture board, guild, or program office. Typically, the message from such oversight teams is simple: if you stick to the guardrails, you do not need to justify your architectural choices – we will just approve them. However, in those situations where you could not abide by a guardrail, then we need to discuss it. If your reasoning is sound, then we may well agree with you and modify our guardrails, but we reserve the right to tell you to change your approach if there was no good reason not to abide by the guardrails. +The key to their power is that they are not mandates. They do not impose absolute bans on teams taking different approaches; rather they encourage creativity and collaboration, and encourage the evolution of the governance structure itself.” +From <https://pubs.opengroup.org/architecture/o-aa-standard/Continuous-Architectural-Refactoring.html#KLP-CAR-guardrails> + + + API Architecture Guardrails + The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens. +• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. "API First" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described. +• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders. +• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design. + + + Business Architecture + + + Application Architecture + + + Data Architecture + + + Technology Architecture + + + Security Architecture + + + API Guardrail Specification + + + Developer View + + + Operator View + + + Executive View + + + Enterprise Architecture + + + Chief Architect + + + UX Architecture Guardrails + + + Data Management Architecture Guardrails + + + IAM Architecture Guardrails + + + Data Analytics Architecture Guardrails + + + External + + + Internal + + + Business Case + + + API Architecture Guardrails + + + Business Intake Management + On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients. + + + Service Architecture Standards + The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration. + + + API Testing + API testing is a type of software testing that involves testing application programming interfaces (APIs) directly and as part of integration testing to determine if they meet expectations for functionality, reliability, performance, and security. Since APIs lack a GUI, API testing is performed at the message layer. + + + API Architecture Guardrails + + + Business Intake Management + On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients. + + + Service Architecture Standards + The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration. + + + API Publishing + Publishing is the process of making your APIs available to app developers for consumption, i.e. putting it on the market. Make API products accessible and discoverable to app developers. Include reference documentation, manage the audience for an API and develop your API Store content. Control who has access to your APIs through the app registration process. Use API keys to provide or deny access to your API products by developers + + + API Development + API Development is the planning, building, inspecting and documenting of a fully functioning end product that developers will want to work with and trust. + + + API Exploring + Browse through available APIs and versions, see methods available for each API and what parameters they support along with inline documentation, execute requests for any method and see responses in real time, make authenticated and authorized API calls with ease, and search across all services, methods, and your recent requests to find what you are looking for + + + ARC Presentation + + + API Guardrail Document Representation + + + Threat Agent + GC Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (HTRA) + + + Management Controls + + + Threat Agent + Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (ITSG-33/HTRA) + + + Management Security Controls + Definition: A security control that focuses on the management of IT security and IT security risks. (ITSG-33) + + + Activities from EA domains including ESA + + + Activities from IT Security (SA&A process) + + + Threat Agent + Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (ITSG-33/HTRA) + + + Management Security Controls + Definition: A security control that focuses on the management of IT security and IT security risks. (ITSG-33) + + + Business Service + + + Accessibility Guardrails + + + Digital Experience Guardrails + + + Product Management + + + EA Requests EA Assessment + + + [ESDC-EA] Provide EA Assessment <<ESDC EARB>> + + + Facilitated EA Assessment Review & Meeting + + + Draft EA Assessment + + + Pre-Brief Review of EA Assessment + + + Finalize EA Assessment + + + EARB Deck Reviews (N Times) + + + EARB Co-Chairs + + + ESDC CIO + + + EARB EA Assessment Group + + + EARB Deck Review Attendees + + + Lead Enterprise Architect + + + EA Assessment <<EARB Deck Slide(s)>> + + + EA Requests EA Assessment + + + [ESDC-EA] Provide EA Assessment <<ESDC EARB>> + + + Facilitated EA Assessment Review & Meeting + + + Draft EA Recommendation, Assessment + + + EA Assessment Peer Review By Domains + + + Pre-Brief Review of EA Assessment + + + Finalize EA Assessment + + + EA Assessment Review Team + + + (Lead) EA Assessor + + + Business Architect Assessor + + + Data Architect Assessor + + + Applicaiton Architect Assessor + + + Technology Architect Assessor + + + Security Architect Assessor + + + EARB Co-Chairs + + + ESDC CIO + + + EA Requests SAS Feedback + + + [SAS] Provide EA Feedback <<Lite Projects>> + + + BRM Facilitated Stakeholder Meeting + + + SAS Peer Review + + + Draft EA Assessment + + + Finalize EA Assessment + + + SAS Lite Project EA Assessment + + + SAS Peer Review Team + + + Assigned Enterprise Architect + + + Peer Enterprise Architect + + + BDM Architecture Playbook + BDM Architecture Guidance and Standards Playbook - v0.3.pptx +https://014gc.sharepoint.com/sites/BDMArchitectureTouchpoint-StaffandConsultants/Shared%20Documents/General/04%20-%20Architectural%20Governance%20and%20Enabling%20Services/BDM%20Architecture%20Playbook/BDM%20Architecture%20Guidance%20and%20Standards%20Playbook%20-%20v0.3.pptx + + + Lite Project Proposed + + + Chief Information Officer of Canada (Business Role) + The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + + + Approve 3-Year DOSP (Business Process) + + + Treasury Board of Canada Secretariat (TBS) (Business Role) + Treasury Board of Canada Secretariat (TBS) + + + Develop DOSP (Business Process) + + + Enterprise Mission + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise. + + + Development of EA Principles + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise. +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. +• Current systems and technology: The set of information resources deployed within the enterprise, including systems documentation, equipment inventories, network configuration diagrams, policies, and procedures. +• Emerging industry trends: Predictions about economic, political, technical, and market factors that influence the enterprise environment. + +The EA Principles are developed by following a systematic process to create, socialize, approve and communicate them to ensure that they will have the desired effect. This process involves the following five key steps : + + Step 1- Identification of the EA Principles: The EA Principles identified in this document were mostly derived from previous EA Principle documents. The following main sources were consulted and leveraged: +• The Open Group Architecture Framework (TOGAF) defined Architecture Principles; +• Canada Border Services Agency (CBSA) defined Architecture Principles; +• Treasury Board defined Architecture Principles; +• (Draft) DFO-MPO Enterprise Architecture Principles; +• Correctional Service Canada (CSC) defined Architecture Principles. + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization. +• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations. +• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived. +• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations. +• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified. + + Step 3 – Revision of EA Principles: Architects within EA/IM Directorate are initially engaged to review and revise the proposed EA Principles. Following that initial revision, some additional key stakeholders could also be engaged in the revision as required. + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + Step 5 – Leveraging the EA principles: The EA Principles will be used as an important tool for Departmental governance within the Gating process of any technology projects. They provide a firm foundation for making architecture and planning decisions, framing policies, procedures and standards, and supporting resolution of contradictory situations. + + + Quality Management + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). + + + Step 1- Identification of the EA Principles + The EA Principles are developed by following a systematic process to create, socialize, approve and communicate them to ensure that they will have the desired effect. This process involves the following five key steps : + + Step 1- Identification of the EA Principles: The EA Principles identified in this document were mostly derived from previous EA Principle documents. The following main sources were consulted and leveraged: +• The Open Group Architecture Framework (TOGAF) defined Architecture Principles; +• Canada Border Services Agency (CBSA) defined Architecture Principles; +• Treasury Board defined Architecture Principles; +• (Draft) DFO-MPO Enterprise Architecture Principles; +• Correctional Service Canada (CSC) defined Architecture Principles. + + + Step 2- Definition of the EA Principles + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization. +• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations. +• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived. +• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations. +• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified. + + + Step 3 - Revision of EA Principles + Step 3 – Revision of EA Principles: Architects within EA/IM Directorate are initially engaged to review and revise the proposed EA Principles. Following that initial revision, some additional key stakeholders could also be engaged in the revision as required. + + + Step 4 - Govern and Communicate EA Principles + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Step 5 - Leverage EA Principles + Step 5 – Leveraging the EA principles: The EA Principles will be used as an important tool for Departmental governance within the Gating process of any technology projects. They provide a firm foundation for making architecture and planning decisions, framing policies, procedures and standards, and supporting resolution of contradictory situations. + + + Additional Key Stakeholders + + + Agreement of Revisions +  Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Govern Revisions +  Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Endorse Revisions + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Communicate Revisions + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Champion EA Principles + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Senior Management + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Enterprise Architecture Review Board (EARB) + 1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architecture Review Board (EARB), Architecture Review Committee (ARC), and other governance bodies involved in making decisions and providing recommendations; + + + Architecture Review Committee (ARC) + 1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architecture Review Board (EARB), Architecture Review Committee (ARC), and other governance bodies involved in making decisions and providing recommendations; + + + Architecture Practitioner + 1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architects, Domain Architects, Architecture Practitioners and Solution Designers for use in defining standards, architectures, designs, plans and roadmaps. + + + Solution Designer + 1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architects, Domain Architects, Architecture Practitioners and Solution Designers for use in defining standards, architectures, designs, plans and roadmaps. + + + Architecture Guardrails + + + API Architecture Guardrails + The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens. +• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. "API First" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described. +• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders. +• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design. + + + Architecture Standards + + + UX Architecture Guardrails + + + Accessibility Architecture Guardrails + + + Digital Experience Architecture Guardrails + + + Data Management Architecture Guardrails + + + IAM Architecture Guardrails + + + Internal Architecture Guardrails + + + External Architecture Guardrails + + + Data Analytics Architecture Guardrails + + + Insight Reporting Architecture Guardrails + + + Advanced Analytics Architecture Guardrails + + + Open Data Architecture Guardrails + + + Data Exchange Architecture Guardrails + + + Architecture Guardrails + + + API Architecture Guardrails + The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens. +• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. "API First" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described. +• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders. +• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design. + + + Architecture Standards + + + UX Architecture Guardrails + + + Accessibility Architecture Guardrails + + + Digital Experience Architecture Guardrails + + + Data Management Architecture Guardrails + + + Master DM Architecture Guardrails + + + Reference DM Architecture Guardrails + + + IAM Architecture Guardrails + + + Internal User Architecture Guardrails + + + External User Architecture Guardrails + + + Data Analytics Architecture Guardrails + + + Insight Reporting Architecture Guardrails + + + Advanced Analytics Architecture Guardrails + + + Open Data Architecture Guardrails + + + MFT Architecture Guardrails + + + SOA Architecture Guardrails + + + QualiWare Cloud Provider (Business Role) + + + ESDC QualiWare Application Management (Business Role) + + + ESDC EA Content Creation + + + BDM Architecture Content Creation (Business Collaboration) + + + Benefits Application Delivery (BAD) (Business Role) + Benefits Application Delivery +Benefits to clients: +Client and agent centric end-to-end processing +New benefits solution (Cúram) +Faster response to legislation and policy changes +Enhanced application process +Will improve: +Stability and reliability of systems +Client self service +Consistency and accuracy of payments and information +Level of automation + +Benefits Application Delivery: Foundations +Define user stories +Build new business capabilities +Configure the solution to enable readiness for benefit(s) +Create a Business Rules Management Framework and Platform +Create a Testing Automation Framework for benefits delivery +Incorporate Integrity-by-Design + + + Digital Expreience and Client Data (DECD) (Business Role) + + + Technology Platform (Business Role) + + + Service Delivery Hub (SDH) (Business Role) + + + BDM EA Team (Business Role) + + + BDM Enterprise Architecture Working Group (EA WG) (Business Collaboration) + + + BDM Architecture Review Committee (ARC) (Business Collaboration) + + + ArchiMate 3.1 Notation (Representation) + + + BDM Architecture QualiWare Templates Suite (Representation) + + + Chief Architect (Business Role) + Welcome! +I’m excited to share with you this Enterprise Architecture (EA)Strategy and Roadmap Year-In-Review Newsletter for the 2020-21 fiscal year. +I hope you’ll enjoy this new and innovative way to provide the EA domains with timely information on the EA Strategy [English only]and Roadmap [English only]. +In this newsletter, you will learn more about the Strategy and Roadmap. You will be introduced to the numerous challenges in evolving and maturing EA. You will also learn about the team’s outstanding achievements, particularly those accomplished while supporting COVID-19 operational requirements. The team has put together many great articles. I hope you enjoy them! +Until next time, stay safe and stay well. +Daniel Desforges +Chief Architect +Executive Director, Architecture Innovation, Information and Technology Branch + + + Daniel Desforges (Business Actor) + Chief Architect +Daniel Desforges (daniel.desforges@hrsdc-rhdcc.gc.ca) + + + EA Strategy and Roadmap Lead (Business Role) + + + Paul Middleton (Business Actor) + EA Strategy and Roadmap Lead +Paul Middleton (paul.middleton@hrsdc-rhdcc.gc.ca) + + + Director Responsible for the EA Strategy and Roadmap (Business Role) + + + Christiane Faucher (Business Actor) + Director Responsible for the EA Strategy and Roadmap +Christiane Faucher (christiane.faucher@hrsdc-rhdcc.gc.ca) + + + EA Roadmap Workbook (Product) + The EA Roadmap Workbook [English only] provides the EA Strategy activity details for each of the three horizons, with a directorate-specific Roadmap view. It also includes a Responsible, Accountable, Consulted and Informed (RACI) matrix of each Roadmap activity. + + + The Integrated Horizon 1 (H1) Work Plan (Product) + The Integrated Horizon 1 (H1) Work Plan [English only] delivers an integrated viewpoint of Horizon 1 activities along with the provisional quarterly achievements of each activity. + + + EA Strategy (Executive Summary) (Product) + The EA Strategy (Executive Summary) [English only] provides an overview of the drivers and key themes of the strategy. + + + EA Strategy (Detailed) (Product) + The EA Strategy (Detailed) [English only] describes the finer points of the strategy. + + + EA Horizons Strategy Outcomes (Product) + The EA Horizons Strategy Outcomes [English only] illustrates the strategic goals of each horizon as well as the goals of each tenet across the horizons. + + + Structured Data + Data that can be both searched and processed by machine. + +Structured data typically resides in databases, including spreadsheets, and is used for both transaction and analytical processing. The latter normally conforms to an enterprise-wide semantics and syntax that transcends specific business processes and functions and includes the representation of Knowledge (e.g., decision trees and rule bases). This data model or structure is defined prior to the ingestion of associated data. + + + Text + A human-readable sequence of characters + + + Spreadsheet + An electronic document in which data is arranged in the rows and columns of a grid and can be manipulated and used in calculations + + + Image + A picture that has been created or copied and stored in electronic form (e.g., JPEG, GIF) + + + Video + A visual media product featuring moving images + + + Voice + Refers to voice communications that can be transcribed and analyzed to discover customer insights + + + Social + Information from social networks that show how users share, view or engage with content in addition to data individuals create that is knowingly and voluntarily shared by them + + + Web Data + Data extracted from websites + + + Cloud Licensed + A resource, such as applications and storage, which is available online through a licensing agreement. + + + Cloud: Public Open + A resource, such as applications and storage, which is available online to the general public. + + + Cloud: Other Core Systems + ESDC data and information hosted externally (e.g., Canada Student Loan Program) + + + Ingest + Enables the access, integration, and preparation of data from source systems and transformation for downstream use + + + Data Quality + Data Quality - Profiling, cleansing, enriching, certifying, and correcting of data to improve quality and consistency for fit for a purpose business requirements + + + Batch / ETL + Extracting, processing, and loading data in bulk, batch data movement includes two styles: extract-load-transform (ELT) and extract-transform-load (ETL). Batch data movement often combines with data cleaning processes, such as reconciling semantic disparity, merging master data entities or correcting erroneous data + + + Message + + + Syncronization + Typically through change data capture (CDC), this process replicates and synchronizes data among database management systems (DBMSs). Schemas and other data structures in DBMS may be identical or slightly different. This pattern keeps operational data current across multiple systems + + + Persist and Access + Stores the persistent data, metadata, and models that provide the analytical capabilities and orchestrate the operation of the architecture +Stores persistent and transient information, of prepared and accessible business information that are ready for use by respective use cases + + + Repository (Certified) + + + Enterprise Data Warehouse + A data warehouse is a storage architecture designed to hold data extracted from transaction systems, operational data stores and external sources. The warehouse then combines that data in an aggregate, summary form suitable for enterprise-wide data analysis and reporting for predefined business needs + + + Repository Data Mart + Special-purpose data marts that are standalone are oriented to a specific business line within an organization + + + Dependant Data Mart + Dependent data marts are a subset of the data warehouse and are usually oriented to a specific business line + + + Conditional Data Mart + Conditional data marts require data feeds from the data warehouse and other source systems to serve a specific business need + + + Data Lake ( Non-Certified ) + A data lake is a collection of storage instances of various data assets. These assets are stored in a near-exact, or even exact, copy of the source format. + + + Virtualization / Federation + + + Integration + Instead of physically moving the data, data federation/virtualization executes queries against multiple data sources to create virtual integrated views of data on the fly. DV/DF requires adapters to various data sources, a metadata repository and a query engine that can provide results in various ways (for example, as an SQL row set, XML or a Web services interface) + + + Delivery + Leverages the intelligence of Data Virtualization software to access data sources directly to create an optimal execution path + + + In Memory Database + Refers to in-memory database to create virtual integrated view of data on the fly. This may require physically moving data to an environment (e.g., SAP Hana) before conducting data virtualization + + + Delivery + Enables the analysis of data and delivery to the ultimate consumption users + + + Scheduled Report + Ability to create highly formatted and print-ready reports on a regular basis + + + Scorecard + Scorecards help organizations measure and align the strategic and tactical aspects of their businesses, processes and individuals via goals and targets + + + Real Time Reporting + Ability to report and conduct analysis using real-time dat + + + Alert + Alertsare notifications for data thresholds for (e.g., performance) + + + Dashboard + Dashboards are a style of reporting that graphically depicts operational or strategic information + + + Datasets + Ability to deliver flat filesfor downstream analytics + + + Self Service + Refers to the capability that allows business users to query data and create personalized reports in a data warehouse or data marts environment + + + Visualization + + + Discovery + + + Web API + + + Advanced Analytics + + + Decision Model Management + Decision model management describes the systems used by data scientists and business analysts as they configure analytics models and rules to execute inside the data reservoir. Advanced analytics and data mining is managed from decision model management. These teams need access to samples of the data. This data must be formatted for analysis tools and the environment must have sufficient performance capacity to handle intense, lumpy workloads from the mining and testing processing. + + + Management + Consists of policies, rules or standards that govern which data is collected, and how it is stored, arranged, integrated, and put to use in data systems and across the enterprise + + + Data Governance + Data governance is a decision-making framework for assigning rights, responsibilities and authorities to ensure that an enterprise, its regulators and its stakeholders receive reliable, authentic, accurate and timely data + + + Governance, Risk and Compliance + The information governance, risk, and compliance team use a reporting environment to demonstrate compliance in industry regulations and business policies. Some of these policies apply to the management of information. These policies are defined and managed in the data reservoir’s catalog. + + + Data Reservoir Operations + The data reservoir operations team maintains the data reservoir behind the scenes + + + Data Quality Analyst + + + Infrastructure Operator + + + Enterprise Architect + Includes (Enterprise) Solution Architecture. + + + Information Steward + + + Integration Developer + + + Master Data Management + A technology-enabled discipline in which business and IT work together to ensure the uniformity, accuracy, stewardship, semantic consistency and accountability of the enterprise's official shared master data assets. Master data is the consistent and uniform set of identifiers and extended attributes that describes the core entities of the enterprise including customers, prospects, citizens, suppliers, sites, hierarchies and chart of accounts. + + + Meta Data Management + A technology-enabled discipline in which business and IT work together to ensure the uniformity, accuracy, stewardship, semantic consistency and accountability of the enterprise's official shared metadata. Metadata is a set of data that describes and gives information about other data. + + + Information Curator + An individual or group of people in the organization that are maintaining the catalog information. This activity includes advertising new sources, enhancing and categorizing existing data descriptions, and helping people locate the data they need. + + + Privacy and Security + Privacy and Security Management involves the following: prioritizing risk-mitigating actions based on the data's sensitivity levels and manner of use, document clearly personal information processing purposes and subsequently used data, and clarifying roles and responsibilities in the various processes involved. + + + Technical Standards for Data Integration + Technical Standards for Data Integration (opengroup.org): https://publications.opengroup.org/white-papers/architecture/w211 +Copy available in SP2010: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Governance/Training/TOGAF%209.2/The%20Open%20Group%20Documents + + + An Information Architecture Vision: Moving from Data Rich to Information Smart + An Information Architecture Vision: From Data Rich to Information Smart, White Paper (W132), published by The Open Group, April 2013; refer to: www.opengroup.org/library/w132 + + + Data Management Body of Knowledge + Data Management Body of Knowledge (DMBOK®), Version 1.2, 2017, published by DAMA International, Inc.; refer to: https://www.dama.org/cpages/body-of-knowledge + + + Encyclopedia of Computer Science + Encyclopedia of Computer Science, January 2003; refer to: https://dl.acm.org/doi/pdf/10.5555/1074100.1074312 + + + Gartner Identifies Top Ten Data and Analytics Technology Trends for 2021 + Gartner Identifies Top Ten Data and Analytics Technology Trends for 2021, Gartner Newsroom Press Release, March 2021; refer to: https://www.gartner.com/en/newsroom/press-releases/2021-03-16-gartner-identifies-top-10-data-and-analytics-technologies-trends-for-2021 + + + Information Architecture: Business Intelligence & Analytics and Metadata Management Reference Models + Information Architecture: Business Intelligence & Analytics and Metadata Management Reference Models, The Open Group Guide (G201), published by The Open Group, January 2021; refer to: www.opengroup.org/library/g201 + + + ISO-IEC 10646.2020 Information Technology - Universal Coded Character Set (UCS) + ISO/IEC 10646:2020: Information Technology – Universal Coded Character Set (UCS); refer to: https://www.iso.org/standard/76835.html + + + ISO-IEC 11179-1.2015 Information Technology - Metadata Registries (MDR) + ISO/IEC 11179-1:2015: Information Technology – Metadata Registries (MDR) – Part 1: Framework; refer to: https://www.iso.org/standard/61932.html + + + Merriam-Webster Dictionary + Merriam-Webster Dictionary; refer to: https://www.merriam-webster.com/ + + + O-DEF The Open Data Element Framework + O-DEF™, the Open Data Element Framework, Version 2.0, The Open Group Standard (C202), published by The Open Group, February 2020; refer to: www.opengroup.org/library/c202 + + + The Rise of Big Data + The Rise of Big Data, by Kenneth Cukier and Viktor Mayer-Schoenberger, 2013, published by Foreign Affairs; refer to: http://www.foreignaffairs.com/articles/139104/kenneth-neil-cukier-and-viktor-mayer-schoenberger/the-rise-of-big-data + + + Dr. Chris Harding + Chris Harding, Principal, Lacibus Ltd. + +Dr. Chris Harding founded Lacibus to develop, promote, and exploit a new data platform paradigm, the Virtual Data Lake, following many years as a Forum Director of The Open Group. Virtual data lakes enable applications to mix and match data from different sources, applying distributed access control to ensure the right people have the right data. The core virtual data lake implementation is open source, and incorporates ideas developed by Chris during his work at The Open Group. + +Chris started his career as a software engineer, and was then a consultant. He has a long and wide experience of the IT industry, on which he draws in his contributions toward The Open Group work, and in online blogs and articles. + + + Data Planning + Plan: includes representing information holdings and identifying shortfalls, such as a lack of requisite quality + + + Data Discover & Extract + Discover & Extract: includes analyzing the shortfalls, finding sources and information quality (often through metadata), assessing privacy and legality of extraction, cost-benefit analysis, and getting the information required directly or indirectly (e.g., through data as a service) + + + Data Transform & Integrate + Transform & Integrate: includes transforming data into a standard enterprise format, assessing information loss and resultant quality, information sub-integration (e.g., multi-sensor), creating metadata for integrated data, and integration with existing information holdings + + + Data Verify + Verify: includes establishing the legal/privacy/policy framework, determining whether the integration is legal, determining whether the integration is in line with enterprise values and brand, and determining the need to transform (e.g., anonymize) integrated data + + + Data Use + Use: includes operations, decision support, and analytics; for example, Business Intelligence (BI) and Machine Learning (ML) + + + Store Data + + + Archive Data + + + Data Disposition + + + Information Technology Strategy Team (Business Role) + + + Enterprise Architecture Practitioners + + + Business Architect + + + Information Architect + Includes Data Architecture. + + + Application Architect + + + Technology Architect + + + Security Architect + + + Departmental SharePoint Site Administration and Support (Business Role) + + + SharePoint Migration Project Team (SharePoint Role) (Business Role) + SharePoint Migration Project Team + - Creates new URL for site in SharePoint Online + - Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation + - Consults with Branch/Regional IM Leads to schedule sites in migration waves + - Migrates site to new SharePoint Online environment + - Point of contact to Site Owners/Designers through the migration process + - May assign additional resources to support Site Owners/Designers of more complex sites + + + Site Designer (SharePoint Role) (Business Role) + Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online + + + IM Lead (SharePoint Role) (Business Role) + IM Lead + - Reviews sites and proposed migration dates with the Project Team + - May update name(s) “Site Owner” role for migration, in the site metadata + - Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) + - Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Point of contact to Site Owners/Designers through the migration process + + + Business Analyst (SharePoint Role) (Business Role) + The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online + + + Site Owner (SharePoint Role) (Business Role) + Site Owner + - Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities + - Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed: https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-Site-Remediation.aspx + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Confirms completion of final steps in SharePoint Online, with the Project Team + + + Technical Consultant (SharePoint Role) (Business Role) + The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site + + + IITB IM Lead (Business Role) + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Robertson, Kristin K [NC] + - Simard, Marie-Claire T [NC] + - Cyr, Melissa M [NC] + - Bisang, Stephen S [NC] + - McNaughton, Meredith M [NC] +http://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + IITB IM Director (Business Role) + + + Joanne Mayhew (Business Actor) + + + Kristin Robertson (Business Actor) + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Robertson, Kristin K [NC] + + + Marie-Claire Simard (Business Actor) + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Simard, Marie-Claire T [NC] + + + Business Actor + + + Meredith McNaughton (Business Actor) + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - McNaughton, Meredith M [NC] + + + Melissa Cyr (Business Actor) + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Cyr, Melissa M [NC] + + + Stephen Bisang (Business Actor) + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Bisang, Stephen S [NC] + + + IM Planning (Business Process) + + + Collection, Creation, Receipt and Capture (Business Process) + + + Organization (Business Process) + + + Use and Dissemination (Business Process) + + + Maintenance, Protection and Preservation (Business Process) + + + Disposition (Business Process) + + + Evalutation (Business Process) + + + OWNER (High Level SharePoint Role) (Business Role) + + + MEMBER (High Level SharePoint Role) (Business Role) + + + VISITOR (High Level SharePoint Role) (Business Role) + + + Lifecycle Management + + + Standard Generalized Markup Language (SGML) (Representation) + Standard Generalized Markup Language (SGML) +Defined in ISO 8879:1986: Information Processing – Text and Office Systems – Standard Generalized Markup Language (SGML); refer to: https://www.iso.org/standard/16387.html. + + + HyperText Markup Language (HTML) (Representation) + HyperText Markup Language (HTML™) +Recommended by the World-Wide Web Consortium (W3C®); refer to: https://www.w3.org/TR/html52/, and also https://html.spec.whatwg.org/. + + + Open Document Format (ODF) (Representation) + Open Document Format (ODF) +Published as ISO/IEC 26300-1:2015: Information Technology – Open Document Format for Office Applications (Open Document) v1.2 – Part 1: Open Document Schema; refer to: https://www.iso.org/standard/66363.html. + + + Microsoft Office Word (Representation) + Microsoft® Office Word +ISO/IEC 29500-1:2016: Information Technology – Document Description and Processing Languages – Open Office XML File Formats – Part 1: Fundamentals and Markup Language Reference; refer to: https://www.iso.org/standard/71691.html. + + + Business Object + + + Business Process + + + Susan Donavan Brown (Business Actor) + + + Governance Authority (Business Role) + Governance authority +Identifies and evaluates feasibility and value of an opportunity. + + + Information Technology Services (Business Service) + 2.2.4 Program Alignment Architecture: +5.1.7 Information Technology Services +The migration of ESDC’s solutions to the EDCs and to cloud, going through an evaluation and adaptation of the solutions, will ensure proper IT service continuation and improve ESDC security Posture. + + + ESDC Employees (Business Role) + + + ESDC Clients (Business Role) + + + Canadian Citizens (Business Role) + + + SharePoint Online Learning Essentials (Business Object) + SharePoint Online Learning Essentials +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + + + Resource Centre Frequently Asked Questions (FAQs) (Business Object) + Explore the Resource Centre and be sure to see the Frequently Asked Questions. +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx + + + Full Control [NOT AVAILABLE] (SharePoint Permission) (Business Role) + Full Control - Has full control. +NOT AVAILABLE to non-System Administration staff (i.e. M365), for security reasons. +Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. +Users have the ability to run code, delete the entire SharePoint instance, etc. ("SAS_Owner"). + + + Design (SharePoint Permission) (Business Role) + + + Limited Access [DEFAULT] (SharePoint Permission) (Business Role) + Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4). + + + View Web Site Statistics (SharePoint Permission) (Business Role) + View Web Site Statistics (SharePoint Permission) (Business Role) +View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents. + + + Everyone EXCEPT External Users (DOMAIN Group) (Business Role) + Everyone Except External Users +DOMAIN Group: ContributeWithoutDelete + + + NOT ACTIVE: ALL Users (includes PUBLIC) (SharePoint Group) (Business Role) + This Permission has been deactivated (via enterprise configuration) for ESDC's tenant of M365. + +This Permission might have been used to: +1. Share with other GC Departments, Partners, etc. +2. Share with System Integrators who may not have an ESDC Network Account +3. Share with Public (use caution here). +There should be a strong Use Case here, with permissions set only at the lowest-level folder, to ensure permissions are not inherited by mistake. + + + Read (SharePoint Permission) (Business Role) + Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. + + + Contribute (SharePoint Permission) (Business Role) + Contribute: Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents. + + + DesignerPlus (SharePoint Permission) (Business Role) + + + TOGAF Standard v9.2 + Architect selects principles affecting EA work throughout the ADM cycle. + +The TOGAF® Standard, Version 9.2, The Open Group Standard (C182), published by The Open Group, April 2018; refer to: www.opengroup.org/library/c182 + + + Data Encoding Standards + Data Encoding +Digital computer data consists of sequences of zeros and ones. A data encoding standard states how data values such as numbers, text strings, and images should be represented as sequences of zeros and ones, and how such a sequence should be parsed to create data values; for example, ISO®/IEC® 10646:2020: Information Technology – Universal Coded Character Set (UCS) (see References) states how text characters are represented as sequences of zeros and ones in various formats, including UTF-8. +A list of media types (formerly known as Multipurpose Internet Mail Extensions (MIME) types) that includes the data decoding standards in common use is maintained by the Internet Assigned Numbers Authority (IANA).1 These standards are not listed here. The reader should consult the IANA media type registries. +Some data encoding standards also define content display or data structure. The media type standards listed by IANA include content display standards and data structure standards as well as data encoding standards. + + + Content Display Standards + Content Display +A content display standard states how human-readable content should be represented by data values (and therefore, in conjunction with a data encoding standard, as binary zeros and ones). +The most common content display conventions are not formally standardized; for example, conventional English text consists of words, sentences, and paragraphs delimited by spaces and punctuation marks. +Table 1 contains examples of formal standards that extend these conventions. +Table 1: Content Display Standards + + + HyperText Markup Language (HTML) + HyperText Markup Language (HTML™) +Recommended by the World-Wide Web Consortium (W3C®); refer to: https://www.w3.org/TR/html52/, and also https://html.spec.whatwg.org/. + + + Standard Generalized Markup Language (SGML) + Standard Generalized Markup Language (SGML) +Defined in ISO 8879:1986: Information Processing – Text and Office Systems – Standard Generalized Markup Language (SGML); refer to: https://www.iso.org/standard/16387.html. + + + Open Document Format (ODF) + Open Document Format (ODF) +Published as ISO/IEC 26300-1:2015: Information Technology – Open Document Format for Office Applications (Open Document) v1.2 – Part 1: Open Document Schema; refer to: https://www.iso.org/standard/66363.html. + + + Microsoft Office Word + Microsoft® Office Word +ISO/IEC 29500-1:2016: Information Technology – Document Description and Processing Languages – Open Office XML File Formats – Part 1: Fundamentals and Markup Language Reference; refer to: https://www.iso.org/standard/71691.html. + + + Hybrid Data + Hybrid Data +Data primarily intended for human consumption but conforming, or partly conforming, to a data structure standard is hybrid data. Email is a prime example: it is intended to be read by people but includes headers (“From”, “To”, etc.) that enable machine processing. In most cases, the structured data is metadata (see Structure Standards) describing the content that is for human consumption. + + + Generic Data Structure Standards + Generic Data Structure Standards +Relational databases are the most common way of storing data, and there is universal agreement that data in relational databases is structured data. Other important forms of structured data, at least according to some practitioners, are spreadsheets and Comma-Separated Value (CSV) files, Resource Description Framework (RDF) triple stores, JavaScript™ Object Notation (JSON) and YAML (a recursive acronym for “YAML Ain’t Markup Language”) files, Extensible Markup Language (XML) files, and text files in Backus-Naur Form (BNF). + + + Relational Data Standards + Relational Data +A relational database contains tables. A table is a tuple (finite sequence) of named columns, each containing data of a particular type. Each row of the table is a sequence of data values, one for each column. +Table 2: Key Standards for Relational Data + + + Structured Query Language (SQL) + Name: Structured Query Language (SQL) +Description: Defines the structure of relational databases, obtaining data from them, and creating or modifying data in them. +Source/URL: ISO/IEC 9075-1:2016: Information Technology – Database Languages – SQL – Part 1: Framework (SQL/Framework); refer to: https://www.iso.org/standard/63555.html. + + + SQL or Call-Level Interface (CLI) + Name: SQL/CLI, or Call-Level Interface (CLI) +Description: An extension to the SQL standard that defines common interfacing components that can be used to execute SQL statements from applications written in other programming languages. +Source/URL: Refer to: https://www.iso.org/standard/63475.html. + + + Open Database Connectivity (ODBC) + Name: Open Database Connectivity (ODBC) +Description: A programming language-independent programming interface to databases originally derived from CLI. It has much in common with it, and is more widely used. ODBC can also provide connectivity to some data sets that do not support SQL, including spreadsheets. +Source/URL: Refer to: https://docs.microsoft.com/en-us/sql/odbc/reference/odbc-programmer-s-reference. + + + Spreadsheets + Under Structure Standards: +Spreadsheets +A spreadsheet file similarly contains data in rows and columns: columns need not be named, and a column can contain data of several different types and have empty cells. One common format for keeping data with these characteristics is the CSV file. + +Under Relational Data: +Spreadsheets +A convention is sometimes used in spreadsheets and CSV files that one row (the header row) contains the names of the columns, and the cells beneath it contain the values. When a spreadsheet or CSV file has consistently-typed columns (so that it is like a relational database table) the ISO/IEC 11179 standard could apply to its semantics. + + + RDF Triple Stores Standards + RDF Triple Stores +Table 3: Key RDF Standards + +Note: RDF is not a language. RDF descriptions are often written in XML, but other languages such as Terse RDF Triple Language (Turtle) can be used. + + + Resource Description Framework (RDF) + Name: Resource Description Framework (RDF) +Description: Strictly speaking, a semantic standard, rather than a data structure standard, but RDF implies a data structure that is a collection of triples, each of which has a subject data value, a verb data value, and an object data value. +Source/URL: Refer to: https://www.w3.org/RDF. + + + SPARQL Protocol and RDF Query Language (SPARQL) + Name: SPARQL Protocol and RDF Query Language (SPARQL) +Description: RDF triples are stored in triple stores. Just as SQL is a standard for obtaining data from a relational database, SPARQL specifies how data can be obtained from RDF triple stores. +Source/URL: Refer to: https://www.w3.org/TR/rdf-sparql-query. + + + RDF Mapping + Name: RDF Mapping +Description: A W3C recommendation that defines a direct mapping of relational data to RDF. +Source/URL: Refer to: https://www.w3.org/TR/rdb-direct-mapping. + + + JSON and YAML Standards + JSON and YAML +Table 4: JSON and YAML + +Note: JSON does not have a schema standard, though the Internet Engineering Task Force (IETF) is working to develop one (see https://json-schema.org/). Work is also taking place to extend the draft JSON Schema standard to cover YAML. + + + JavaScript Notation Object (JSON) + Name: JavaScript Notation Object (JSON) +Description: Functionally equivalent to a subset of Javascript (but with a slightly different syntax). Data is described in JSON as collections of name-value pairs, where a value can be null, a text string, a number, a boolean, a collection of name-value pairs, or an array of values. The data thus has a recursively nested structure. +Source/URL: Refer to: https://www.json.org/json-en.html. + + + YAML (YAML Ain’t Markup Language) + Name: YAML (a recursive acronym for “YAML Ain’t Markup Language”) +Description: Functionally a superset of JSON that is intended to serve similar applications to XML, but with a more human-friendly syntax. Its syntax also differs from that of JSON. It is commonly used for configuration files and in applications where data is being stored or transmitted. +Source/URL: Refer to: https://yaml.org. + + + XML Standards + XML +Table 5: Key XML Standards + + + Extensible Markup Language (XML) + Name: Extensible Markup Language (XML) +Description: Data described in XML is structured as a tree of elements with content and attribute data values. The content of an element includes child elements and content data values. +Refer to: https://www.w3.org/XML. + + + Document Type Definition (DTD) + Name: Document Type Definition (DTD) +Description: An XML document can have either a DTD or an XSD, each of which defines its structure and its legal elements and attributes. +Refer to: https://www.w3.org/XML. + + + XML Schema Definition (XSD) Language + Name: XML Schema Definition (XSD) Language +Description: An XML document can have either a DTD or an XSD, each of which defines its structure and its legal elements and attributes. +Refer to: https://www.w3.org/TR/xmlschema/. + + + XML Query (XQuery) + Name: XML Query (XQuery) +Description: A language for finding and extracting elements and attributes from XML documents. It is to XML what SQL is to relational databases. +Refer to: https://www.w3.org/XML/Query/. + + + XML Path Language (XPath) + Name: XML Path Language (XPath) +Description: A query language for selecting nodes from an XML document. +Refer to: https://www.w3.org/TR/1999/REC-xpath-19991116/. + + + XPath Data Model (XDM) + Name: XPath Data Model (XDM) +Description: The data model of XPath and some other W3C standards. +Refer to: https://www.w3.org/TR/xpath-datamodel-31/. + + + Domain-Specific Standards + Domain-Specific Standards +Domain-specific data structure standards define data structures appropriate to specific application domains. They are generally based on generic data structure standards, and add requirements for identified constructs that contain application-specific data. This implies particular semantics for that data. Examples are shown in Table 7. +Table 7: Examples of Domain-Specific Standards + + + Fast Healthcare Interoperability Resources (FHIR) + Name: Fast Healthcare Interoperability Resources (FHIR®) +Description: A standard for healthcare data exchange, published by Health Level Seven® International (HL7®). It has equivalent representations of data using XML, JSON, and RDF. +Source/URL: Refer to: https://www.hl7.org/fhir/. + + + Open Financial Exchange (OFX) + Name: Open Financial Exchange (OFX) +Description: A standard for exchanging financial information. It is based on XML. +Source/URL: Refer to: https://www.ofx.net/. + + + Open Banking Standard + Name: Open Banking Standard +Description: Has JSON and YAML data representations and is documented using Swagger, now the OpenAPI Specification (OAS).3 +Source/URL: Refer to: https://standards.openbanking.org.uk/. + + + UN Electronic Data Interchange for Administration, Commerce and Transport (UN-EDIFACT) + Name: United Nations/Electronic Data Interchange for Administration, Commerce and Transport (UN/EDIFACT) +Description: Based on XML, with documented data models. +Source/URL: Refer to: https://unece.org/introducing-unedifact. + + + Dictionaries + Dictionaries +There are a number of dictionaries that provide precise definitions for terms that may be used in textual descriptions of data. They may be required to be used for specific purposes by industry associations and corporations. Table 11 provides examples. +Table 11: Dictionaries + + + ISO 22745 + Name: ISO 22745 +Description: Defines open technical dictionaries and their application to master data for industrial automation systems and integration. +Source/URL: ISO 22745-1:2010: Industrial Automation Systems and Integration – Open Technical Dictionaries and their Application to Master Data – Part 1: Overview and fundamental principles; refer to: https://www.iso.org/standard/53995.html. + + + ECCMA Open Technical Dictionary (EOTD) + Name: ECCMA® Open Technical Dictionary (EOTD) +Description: A technical dictionary that complies with ISO 22745. +Source/URL: Refer to: https://eccma.org/resources/. + + + Relational Data Standards + + + Metadata Registries + Metadata Registries +International Standard ISO/IEC 11179-1: 2015: Information Technology – Metadata Registries (MDR) – Part 1: Framework (see References) defines a framework for data semantics that is in practice used in connection with relational databases, but in theory could be applied more widely. +In this framework, data encodes information about real-world objects and their properties. A data element is a unit of data that is considered in context to be indivisible. It is a logical specification to which a data value can conform, and that states what a conforming data value means. The meaning of a data element value is a combination of an object class and a property, such as person and name. A data element also has a value domain – its set of permissible values. +When ISO/IEC 11179 is applied to a relational database, each table represents an object class, each column represents a data element, and each row represents an object and contains the values of the column data elements for that object. +Usually, the table names and column names suggest the meaning of the data in a relational database. Formal documentation can describe the meaning more rigorously. Such documentation is a kind of metadata. ISO/IEC 11179 documents the standardization and registration of metadata to make data understandable and shareable. + + + O-DEF Standard + O-DEF™ Standard +The Open Data Element Framework (O-DEF) (see References) is a standard of The Open Group based on ISO/IEC 11179 that defines a framework for describing common data element concepts, with an initial index (to be extended over time) of object classes, properties, and roles. (A data element concept is a generic data element, with an object class and property, but no defined value domain.) +The O-DEF Standard aids interoperability by enabling basic units of data to be classified, using specific object class and property codes, so that equivalences and similarities between the data can be easily determined. +The O-DEF Standard also incorporates codes from existing international standards that can become plug-ins; for example, the product codes in the O-DEF Standard are drawn from the UNSPSC. + + + ERA Models + ERA Models +Entity-Relationship-Attribute (ERA) models are often used to describe relational database structures. ERA modeling is a well-established practice. There is no formal standard for it, although ISO/IEC 11179 defines some modeling terms. + + + Standard Data Models + Standard Data Models +A standard data model13 or Industry Standard Data Model (ISDM) is a data model that is widely applied in some industry, and shared amongst competitors to some degree. There are a number of standard data models, defined by industry bodies, vendors, and others. Many use ERA modeling notations to describe relational structures. Others take the form of hierarchical vocabularies. A particularly extensive standard data model is the US National Information Exchange Model™ (NIEM™).14 The NIEM model includes core elements and elements specific to particular communities. + + + RDF Triple Stores + RDF Triple Stores +In the RDF, the subject of a triple represents a real-world object, the triple’s verb represents a property, and the triple’s object represents the value of the property for the subject. This value can be a real-world object or a data value such as a number, a text string, or an image. +Real-world objects and properties that are triple subjects, verbs, and objects are identified by Internationalized Resource Identifiers (IRI).15 An IRI can be a Uniform Resource Identifier (URI) that gives the location of a web page, so that the value representing the object or property points to a web page that describes it.16 +The RDF Schema (RDFS)17 standard defines the meaning of object class and property for the RDF. Fundamentally, this is not very different to what is meant in ISO/IEC 11179. The Web Ontology Language (OWL)18 is a standard language, based on RDF, for defining ontologies. An ontology describes object classes and properties, and relationships between them. An OWL ontology can be a powerful collection of metadata. +RDF, RDFS, and OWL can be used to define standard vocabularies, including the examples given in Table 12. +Table 12: Example Standard Vocabularies + + + Dublin Core Vocabulary + Name: Dublin Core™ Vocabulary +Description: The most notable, and possibly the most widely-used metadata standard, which defines a core set of common terms. +Source/URL: The Dublin Core Metadata Initiative (DCMI); refer to: https://dublincore.org/. + +Dublin Core is a trademark of the Dublin Core Metadata Initiative. + + + Friend Of A Friend (FOAF) Vocabulary Specification + Name: Friend Of A Friend (FOAF) Vocabulary Specification +Description: A standard vocabulary with a wide take-up that is defined using RDF. +Source/URL: Refer to: http://xmlns.com/foaf/spec/. + + + JSON and YAML + JSON and YAML +Data described using JSON corresponds to a collection of objects, each of which has attributes, each of which is a data value, an object, or an array of objects. +There are no formal semantic standards for JSON or YAML, but data described by these languages includes the names of the objects and properties and so, to some extent, is semantically “self-documenting”. + + + XML Standard + XML +Each XML element represents an object, and its attributes are typed data entities that are the values of properties. The content of an element includes child elements that can be regarded as objects that are the values of other properties. As with the names of tables and columns in a relational database schema, the names of elements and attributes in a DTD or XML Schema Definition (XSD) imply some correspondence with the real world. +An approach to XML semantics was proposed in the W3C in 2001,19 but this appears not to have resulted in a formal standard. + +19 XML with Relational Semantics: Bridging the Gap to RDF and the Semantic Web; refer to: https://www.w3.org/2001/05/xmlrs/. + + + BNF Standard + BNF +The meaning of BNF-structured data is generally described in textual documents; for example, IETF RFC 822, the original Internet email standard, describes the meanings of the fields of an email message. + +Refer to: https://tools.ietf.org/html/rfc822. + + + Domain-Specific Structures + Domain-Specific Structures +Domain-specific structure standards, including FHIR, HL7, OFX, the Open Banking Standard, and UN/EDIFACT generally define metadata for their respective domains. + + + Hybrid Data + Hybrid Data +The structured component of hybrid data sets is often there to provide metadata. +Word processor files often include metadata, such as the name of the author. The HTML standard defines the <meta> tag to include metadata in web pages, and also allows linked data, which is structured data that is incorporated in web pages so that they become more useful through semantic queries. JavaScript Object Notation for Linked Data (JSON-LD)21 is a standard method of encoding linked data using JSON. +Refer to: https://www.w3.org/TR/json-ld11/. + + + DMBOK + DMBOK +Data Management (DM) is an overarching term that describes the processes used to plan, specify, enable, create, acquire, maintain, use, archive, retrieve, control, and purge data. Data analysis and transformation are data management activities. Data Management Association (DAMA) International24 is a not-for-profit association dedicated to advancing the concepts and practices of information and data management that has produced the DMBOK.25 This includes, in its Data Integration and Interoperability knowledge area, guidance related to the transformation of data. + +24 Refer to: https://www.dama.org/. +25 Refer to: https://www.dama.org/cpages/body-of-knowledge, or see References. + + + Data Science + Data Science +Data analysis and transformation are related to data science,26 which is an inter-disciplinary field that uses scientific methods, processes, algorithms, and systems to extract knowledge and insights from collections of structured and unstructured data. +The Data Science Association27 has formed a committee to define formal standards for data science. +The Open Group has defined the Open Certified Data Scientist (Open CDS) certification program,28 to provide certification of the competence of data science professionals. + + + Structured Data Query Languages + Structured Data Query Languages +Data structure query standards can be used to parse data, or to define the structure of the source and target of a transformation. So, for example, a program can be written in SQL, SPARQL,29 or XML Query (XQuery)30 in order to read data from a source and write it to a destination after transformation. + + + Transformation Utilities + Transformation Utilities +Table 13: Transformation Utilities + + + Description Source-URL + Name Description Source/URL +Name: UNIX Utilities +Description: The UNIX Standard defines some text transformation utilities and associated transformation specifications, including sed and awk. Linux® contains similar utilities. +Source/URL: Refer to: http://www.unix.org/ and https://en.wikipedia.org/wiki/Linux. + + + Perl + Name: Perl™ +Description: A family of two high-level, general-purpose, interpreted, dynamic programming languages. It was originally partly based on UNIX utilities and the C programming language, but also incorporated ideas from other sources. It came to prominence as a means of creating Command Gateway Interface (CGI) scripts in the early days of the World-Wide Web, and is now used in a variety of system administration, network programming, and other applications. It can be used as a flexible and powerful language for transforming data represented using text. +Refer to: https://www.perl.org/. + + + Turing eXtender Language (TXL) + Name: Turing eXtender Language (TXL) +Description: A programming language designed to support computer software analysis and source transformation tasks. A TXL program specifies the structure of the input to be transformed using an extended form of BNF, and gives rules for rewriting the input to produce output. It enables structural analysis and transformation of formal notations, and has been used in a wide range of applications, including database schema translation. +Source/URL: Refer to: https://www.txl.ca/. + + + eXtensible Stylesheet Language (XSL) + Name: eXtensible Stylesheet Language (XSL) +Description: A family of W3C recommendations for defining XML document transformation and presentation. It includes XSL Transformations (XSLT), which is a language for transforming an XML document into another XML document, or another type of document, such as HTML or Extensible HyperText Markup Language (XHTML™) that is recognized by a browser. A transformation is defined in a transformation template, which contains rules to apply when an XML node is matched in the input. XSLT is a powerful language, capable of arbitrary computations. It is widely supported by web browsers. +Source/URL: For XSL, refer to: https://www.w3.org/Style/XSL/. +For XSLT, refer to: https://www.w3.org/TR/xslt-30/. +For XHTML, refer to: https://www.w3.org/TR/xhtml1/. + + + Template Languages + Template Languages +A template processor31 (also known as a template engine or template parser) is software designed to combine templates with a data model to produce result documents. The language in which the templates are written is known as a template language or templating language. Examples are shown in Table 14. + +31 Refer to: https://en.wikipedia.org/wiki/Template_processor. +Table 14: Examples of Template Languages + + + Django Template Processor + Name Source/URL +Django® Template Processor +Refer to: https://www.djangoproject.com/start/overview/. + + + The Apache FreeMarker + Name Source/URL +The Apache FreeMarker™ +Refer to: https://freemarker.apache.org/. + + + Hugo Templating + Name Source/URL +Hugo Templating +Refer to: https://gohugo.io/templates/introduction/. + + + Liquid Template Language + Name Source/URL +Liquid Template Language +Refer to: https://shopify.github.io/liquid/. + + + Machine Learning + Machine Learning +With programs such as UNIX sed and implementations of XSLT, the analysis or transformation is defined by a fixed specification, such as a sed script or transformation template, which is interpreted by an application-agnostic program. In an ML system, the definition of the analysis or transformation is modified in the light of results; the system learns what it has to do. ML is a branch of Artificial Intelligence (AI) that can be used for data analysis and transformation. +A particular form of data analysis that is relevant to data integration is the analysis of human-readable content. This is a branch of Natural Language Processing (NLP). It includes Sentiment Analysis, which assesses whether a piece of human-readable content is positively or negatively disposed towards a product or proposition. +ISO/IEC JTC 1/SC 4232 is the sub-committee of the joint technical committee of International Organization for Standardization (ISO) and the International Electrotechnical Commission (IEC) responsible for standardization in the area of AI. Its work program includes: +• AI framework, concepts, terminology, and computational approaches +• Quality model for AI-based systems +• Robustness of neural networks +• Analytics using AI and big data +• Functional safety, risk management, ethical and societal concerns, bias, and governance +• Use-cases + + + Zero Trust Architecture Guardrails + + + Consumption (business function) + Enables the analysis of data and delivery to the ultimate consumption users + + + Decision Model Management (business role) + Decision model management describes the systems used by data scientists and business analysts as they configure analytics models and rules to execute inside the data reservoir. Advanced analytics and data mining is managed from decision model management. These teams need access to samples of the data. This data must be formatted for analysis tools and the environment must have sufficient performance capacity to handle intense, lumpy workloads from the mining and testing processing. + + + Advanced Analytics (business service) + + + Web API (business interface) + + + Self Service (business interface) + Refers to the capability that allows business users to query data and create personalized reports in a data warehouse or data marts environment + + + Visualization (business service) + + + Alert (product) + Alertsare notifications for data thresholds for (e.g., performance) + + + Scorecard (product) + Scorecards help organizations measure and align the strategic and tactical aspects of their businesses, processes and individuals via goals and targets + + + Real Time Reporting (product) + Ability to report and conduct analysis using real-time dat + + + Scheduled Report (product) + Ability to create highly formatted and print-ready reports on a regular basis + + + Dashboard (business interface) + Dashboards are a style of reporting that graphically depicts operational or strategic information + + + Datasets (business object) + Ability to deliver flat filesfor downstream analytics + + + Discovery (business service) + + + Platform Operators (business role) + + + Platform Stewards(business role) + + + Data Stewards (business role) + + + Business Use-Case Stewards (business role) + + + Business Use-Case Contributors (business role) + + + EA Manager (Business Role) + + + EA Director (Business Role) + + + EA Executive Director (Business Role) + + + SABR Director General (Business Role) + + + Enterprise Architecture Executive Management (Business Collaboration) + + + ADO Epic (Representation) + + + ADO Feature (Representation) + + + ADO Task (Representation) + + + EA-SAS Team Guide(s) On Use Of ADO (Product) + May include: + - When to input a Description into an Epic / Task / etc.? + + + SABR DG Report (Product) + + + ADO Administration (Business Role) + + + ADO Operations (Business Role) + + + ADO User (Business Role) + + + EA Administrative Assistant (Business Role) + + + EA Training Coordination (Business Function) + + + Team Management (Business Function) + Avoid burnout +Meet client expectations + + + Workload Management (Business Function) + + + Capacity Management (Business Function) + + + Emergency / Fire Task Creation (Business Process) + Under Feature 807, "Emergencies", under Epic +Create new (Child) Task +RH: Emergency is an emergency, within a couple of hours. Typically our work is not immediately due. If too many too soon, an issue. Capture frequency of emergencies. +KC: Sprint: Fire is an unplanned Task. Harder to I.D. Capture for the Backlog? Prioritization? Everything in ADO is Priority 2. +OT: Emergency is always Priority 1. + + + ADO User Story (Representation) + + + Sprint Planning (Business Process) + + + Backlog Grooming (Business Process) + + + SA Strategic Planning (Business Service) + • Develop and manage strategic architectural direction (reference architectures, standards, patterns). +• Research work of architectural significance (initiatives, products, technologies). +• Review technical architecture collaboratively with other EA Domains as needed. + + + SA Consulting (Business Service) + • Lead or support the preparation of Enterprise Architecture Review Board (EARB and GC EARB) presentation content. +• Architectural information discovery, capture, development and maintenance in ESDC EA Repository and architecture deliverables and artifacts. +• Review project/initiative proposals; collaborate with EA domains and proposal originators to provide assessment responses. +• Provide advice/feedback/recommendations upon receipt of requests for advice on Enterprise and/or Architecture. + + + SA Alignment (Business Service) + • Assess architecture alignment through participation in Architecture Review Committee (ARC), EA Working Groups and architecture work. +• Evaluate, review and provide architecture-related feedback on procurement-related requests. +• Engagement with EA Community through collaboration with ESDC Enterprise Architecture domains and GC EARB community. + + + ESDC Chief Architect (Business Role) + + + SAS SharePoint Content Curator (Business Role) + + + ATAG 2.0 Glossary + Appendix A: Glossary +This section is normative. + +This appendix contains definitions for all of the significant/important/unfamiliar terms used in the normative parts of this standard, including terms used in the Conformance section. Please consult http://www.w3.org/TR/qaframe-spec/ for more information on the role of definitions in standards quality. + +accessibility problems +ATAG 2.0 recognizes two types of accessibility problems: +authoring tool user interface accessibility problems: Aspects of an authoring tool user interface that does not meet a success criterion in Part A of ATAG 2.0. +web content accessibility problems (WCAG): Aspects of web content that does not meet a WCAG 2.0 success criterion (Level A, AA or AAA). +accessibility information (WCAG) +Information that web content must contain in order to meet a WCAG 2.0 success criterion (Level A, AA or AAA). Examples include: programmatically associated alternative content (e.g. text alternatives for images), role, and state information for widgets, relationships within complex tables). +Note: For the purposes of ATAG 2.0, only programmatically determinable accessibility information qualifies. For additional examples, see Appendix A of the Implementing ATAG 2.0 document. +accessible content support features +Any features of an authoring tool that directly support authors in increasing the accessibility of the web content being edited. These are features that must be present to meet the success criteria in Part B of ATAG 2.0. +alternative content +Web content that is used in place of other content that some people are not able to access. Alternative content fulfills essentially the same function or purpose as the original content. WCAG 2.0 recognizes several general types of alternative content: +text alternatives for non-text content: Text that is programmatically associated with non-text content or referred to from text that is programmatically associated with non-text content. For example, an image of a chart might have two text alternatives: a description in the paragraph after the chart and a short text alternative for the chart indicating in words that a description follows. +alternatives for time-based media: Web content that serves the same function or purpose as one or more tracks in a time-based media presentation. This includes: captions, audio descriptions, extended audio descriptions, sign language interpretation as well as correctly sequenced text descriptions of time-based visual and auditory information that also is capable of achieving the outcomes of any interactivity in the time-based presentation. +media alternative for text: Media that presents no more information than is already presented in text (directly or via text alternatives). A media alternative for text is provided for people who benefit from alternate representations of text. Media alternatives for text may be audio-only, video-only (including sign-language video), or audio-video. +Importantly, from the perspective of authoring tools, alternative content may or may not be: +programmatically associated alternative content: Alternative content whose location and purpose can be programmatically determined from the original content for which it is serving as an alternative. For example, a paragraph might serve as a text alternative for an image, but it is only programmatically associated if this relationship is properly encoded (e.g. by "aria-labeledby"). +Note: ATAG 2.0 typically refers to programmatically associated alternative content. +assistive technology +Software (or hardware), separate from the authoring tool, that provides functionality to meet the requirements of people with disabilities (authors and end users). Some authoring tools may also provide direct accessibility features. Examples include: +screen magnifiers, and other visual reading assistants, which are used by people with visual, perceptual, and physical print disabilities to change text font, size, spacing, color, synchronization with speech, etc. in order improve the visual readability of rendered text and images; +screen readers, which are used by people who are blind to read textual information through synthesized speech or Braille; +text-to-speech software, which is used by some people with cognitive, language, and learning disabilities to convert text into synthetic speech; +speech recognition software, which are used by some people who have some physical disabilities; +alternative keyboards, which are used by some people with physical disabilities to simulate the keyboard (including alternate keyboards that use head pointers, single switches, sip/puff, and other special input devices); +alternative pointing devices, which are used by some people with physical disabilities to simulate mouse pointing and button activations. +audio +The technology of sound reproduction. Audio can be created synthetically (including speech synthesis), recorded from real-world sounds, or both. +author actions preventing generation of accessible web content +When the actions of authors prevent authoring tools from generating accessible web content (WCAG). Examples include: turning off accessible content support features, ignoring prompts for accessibility information (WCAG), providing faulty accessibility information (WCAG) at prompts, modifying the authoring tool (e.g. via scripting, macros), and installing plug-ins. +authors +People who use authoring tools to create or modify web content. The term may cover roles such as content authors, designers, programmers, publishers, testers, etc. (see Part B Conformance Applicability Note 6: Multiple authoring roles). Some authoring tools control who may be an author by managing author permissions. +author permission +Authorization that allows modification of given web content. +authoring action +Any action that authors can take using the authoring tool user interface that results in editing web content (e.g. typing text, deleting, inserting an element, applying a template). In contrast, most authoring tool user interfaces also enable actions that do not edit content (e.g. saving, publishing, setting preferences, viewing documentation). +reversible authoring action: An authoring action that can be immediately and completely undone by the authoring tool upon a cancel request by an author. Examples of cancel requests include: "cancel", "undo", "redo" (when it used to reverse "undo"), "revert", and "roll-back" +Note: It is acceptable for an authoring tool to collect a series of text entry actions (e.g. typed words, a series of backspaces) into a single reversible authoring action. +authoring outcome +The content or content modifications that result from authoring actions. Authoring outcomes are cumulative (e.g. text is entered, then styled, then made into a link, then given a title). +authoring practice +An approach that authors follow to achieve a given authoring outcome (e.g. controlling presentation with style sheets). Depending on the design of an authoring tool, authoring practices may be chosen by authors or by the authoring tool. Authoring practices may or may not be: +accessible authoring practices (WCAG): An authoring practice in which the authoring outcome conforms to WCAG 2.0 at Level A, AA, or AAA. Some accessible authoring practices require accessibility information (WCAG). +authoring session +A state of the authoring tool in which web content can be edited by an author. +end of an authoring session: The point at which the author has no further opportunity to make authoring actions without starting another session. The end of an authoring session may be determined by authors (e.g. closing a document, publishing) or by the authoring tool (e.g. when the authoring tool transfers editing permission to another author on a collaborative system). +Note: The end of the authoring session is distinct from publishing. Automatic content generation may continue after the end of both the authoring session and initial publishing (e.g. content management system updates). +authoring tool +Any web-based or non-web-based application(s) that can be used by authors (alone or collaboratively) to create or modify web content for use by other people (other authors or end users). +Note 1: "application(s)": ATAG 2.0 may be conformed to by stand-alone applications or by collections of applications. If a conformance claim is made, then the claim must provide identifying information for each application and also for any required extensions, plug-ins, etc. +Note 2: "alone or collaboratively": Multiple authors may contribute to the creation of web content and, depending on the authoring tool, each author may work with different views of the content and different author permissions. +Note 3: "to create or modify web content": This clause rules out software that collects data from a person for other purposes (e.g. online grocery order form) and then creates web content from that data (e.g. a web-based warehouse order) without informing the person (however, WCAG 2.0 would still apply). This clause also rules out software used to create content exclusively in non-web content technologies. +Note 4: "for use by other people": This clause rules out the many web applications that allow people to modify web content that only they themselves experience (e.g. web-based email display settings) or that only provide input to automated processes (e.g. library catalog search page). +Examples of software that are generally considered authoring tools under ATAG 2.0: +web page authoring tools (e.g. WYSIWYG HTML editors) +software for directly editing source code +software for converting to web content technologies (e.g. "Save as HTML" features in office document applications) +integrated development environments (e.g. for web application development) +software that generates web content on the basis of templates, scripts, command-line input or "wizard"-type processes +software for rapidly updating portions of web pages (e.g. blogging, wikis, online forums) +software for generating/managing entire websites (e.g. content management systems, courseware tools, content aggregators) +email clients that send messages using web content technologies +multimedia authoring tools +software for creating mobile web applications +Examples of software that are not considered authoring tools under ATAG 2.0 (in all cases, WCAG 2.0 still applies if the software is web-based): +customizable personal portals: ATAG 2.0 does not apply because the web content being edited is only available to the owner of the portal +e-commerce order forms: ATAG 2.0 does not apply because the purpose of an e-commerce order form is to order a product, not communicate with other people via web content, even if the data collected by the form actually does result in web content (e.g. online tracking pages) +stand-alone accessibility checkers: ATAG 2.0 does not apply because a stand-alone accessibility checker with no automated or semi-automated repair functionality does not actually modify web content. An accessibility checker with repair functionality or that is considered as part of a larger authoring process would be considered an authoring tool. +authoring tool user interface +The display and control mechanism that authors use to operate the authoring tool software. User interfaces may be non-web-based or web-based or a combination (e.g. a non-web-based authoring tool might have web-based help pages): +authoring tool user interface (non-web-based): Any parts of an authoring tool user interface that are not implemented as web content and instead run directly on a platform that is not a user agent (e.g. Windows, Mac OS, Java Virtual Machine, iOS, Android). +authoring tool user interface (web-based): Any parts of an authoring tool user interface that are implemented using web content technologies and are accessed by authors via a user agent. +Authoring tool user interfaces may or may not be: +accessible authoring tool user interfaces: Authoring tool user interfaces that meet the success criteria of a level in Part A of ATAG 2.0. +checking, accessibility +The process by which web content is evaluated for web content accessibility problems (WCAG). ATAG 2.0 recognizes three types of checking, based on increasing levels of automation of the tests: +manual checking: Checking in which the tests are carried out by authors. This includes the case where authors are aided by instructions or guidance provided by the authoring tool, but where authors must carry out the actual test procedure. +semi-automated checking: Checking in which the tests are partially carried out by the authoring tool, but where authors' input or judgment is still required to decide or help decide the outcome of the tests. +automated checking: Checking in which the tests are carried out automatically by the authoring tool without any intervention by authors. +An authoring tool may support any combination of checking types. +content (web content) +Information and sensory experience to be communicated to the end user by means of a user agent, including code or markup that defines the content's structure, presentation, and interactions. In ATAG 2.0, the term is primarily used to refer to the output that is produced by the authoring tool. Content produced by authoring tools may include web applications, including those that act as web-based authoring tools. Content may or may not be: +accessible content (WCAG): Content that would conform to WCAG 2.0, at either Level A, AA, or AAA, assuming that any web content technologies relied upon to satisfy the WCAG 2.0 success criteria are accessibility supported. +Note 1: If accessibility support for the relied upon technologies is lacking, then the content will not conform to WCAG 2.0 and one or more groups of end users with disabilities will likely experience difficulty accessing the content. +Note 2: Conformance to WCAG 2.0, even at the highest level (i.e. Level AAA), still may not make content "accessible to individuals with all types, degrees, or combinations of disability". +content being edited: The web content that an author can modify during an authoring session. The content being edited may be a complete piece of content (e.g. image, style sheet) or only part of a larger piece of content (e.g. a status update). The content being edited only includes content in web content technologies that the authoring tool supports (e.g. a WYSIWYG HTML editor allows editing of the HTML content of a web page editable, but not the images). +content properties +The individual pieces of information that make up the web content (e.g. the attributes and contents of elements, style sheet information). +content (structured) +Web content that includes machine-readable internal structure (e.g. markup elements), as opposed to unstructured content, such as raster image formats or plain human language text. +content generation (content authoring, content editing) +The act of specifying the actual web content that will be rendered, played or executed by the end user's user agent. While the precise details of how content is created in any given system may vary widely, responsibility for the generation of content can be any combination of the following: +author generated content: Web content for which authors are fully responsible. The author may only be responsible down to a particular level (e.g. when asked to type a text label, the author is responsible for the text, but not for how the label is marked up; when typing markup in a source editing-view, the author is not responsible for the fact that UNICODE is used to encode the text ). +automatically-generated content: Web content for which developer-programmed functionality is fully responsible (e.g. what markup to output when an author requests to start a new document, automatically correcting markup errors). +third-party content generation: Web content for which a third-party author is responsible (e.g. community shared templates). +content rendering +User interface functionality that authoring tools present if they render, play or execute the web content being edited. ATAG 2.0 recognizes several types of content renderings: +conventional renderings (or "WYSIWYG"): When content is rendered in a way that is similar to the default rendering a user agent would create from the same content. While "WYSIWYG", standing for "What-you-see-is-what-you-get" is the common term, differences between user agents and end user settings mean that in reality there is no single typical end user experience; or +unconventional renderings: When content is rendered differently than it would be in a typical user agent (e.g. rendering an audio file as a graphical waveform); or +partial renderings: When some aspects of the content are rendered, played, or executed, but not others (e.g. a frame-by-frame video editor renders the graphical, but not the timing aspects, of a video). +content transformations +Processes that take content in one web content technology or non-web content technology (e.g. a word processing format) as input and produce content that has been optimized, restructured or recoded: +Optimizing Content Transformations: Transformations in which the content technology is not changed and the structural features of the content technology that are employed also stay the same. Changes would not be expected to result in information loss (e.g. removing whitespace, replacing in-line styles with an external style sheet). +Restructuring Content Transformations: Transformations in which the content technology stays the same, but the structural features of the technology used to markup the content are changed (e.g. linearizing tables, splitting a document into pages. +Recoding Content Transformations: Transformations in which the content technology used to encode the content is changed (e.g. HTML to XHTML, a word processing format to HTML). +Note: Clipboard operations, in which content is copied to or pasted from the platform clipboard, are not considered content transformations. +control settings +Settings that relate to how authors operate the authoring tool, for example using the keyboard or mouse. +developer +Any entities or individuals responsible for programming the authoring tool. This includes the programmers of any additional software components included by the Claimant in the conformance claim. In some cases, development of the authoring tool is complete before authors can use it to publish web content. However, in other cases (e.g. some web-based authoring tools), the developer may continue to modify the authoring tool even after content has been published, such that the content experienced by the end user is modified. +direct accessibility features +Features of an authoring tool that provide functionality to meet the requirements of authors with disabilities (e.g. keyboard navigation, zoom features, text-to-speech). Additional or specialized functionality may still be provided by external assistive technology. +display settings +Settings that relate to how authors perceive the authoring tool. These include: +audio display settings: the characteristics of audio output of music, sounds, and speech. Examples include volume, speech voices, voice speed, and voice emphasis. +visual display settings: the characteristics of the on-screen rendering of text and graphics. Examples include fonts, sizes, colors, spacing, positioning, and contrast. +tactile display settings: the characteristics of haptic output. Examples include the magnitude of the haptic forces and the types of vibration. +documentation +Any information that supports the use of an authoring tool. This information may be provided electronically or otherwise and includes help, manuals, installation instructions, sample work flows, tutorials, etc. +document object +The internal representation of data in the source by a non-web based authoring tool or user agent. The document object may form part of a platform accessibility service that enables communication with assistive technologies. Web-based authoring tools are considered to make use of the document object that is maintained by the user agent. +element +A pair of markup tags and its content, or an "empty tag" (one that requires no closing tag or content). +end user +A person who interacts with web content once it has been authored. This includes people using assistive technologies. +human language +Language that is spoken, written or signed (through visual or tactile means) to communicate with humans. +informative +For information purposes and not required for conformance. +keyboard interface +Keyboard interfaces are programmatic services provided by many platforms that allow operation in a device independent manner. A keyboard interface can allow keystroke input even if particular devices do not contain a hardware keyboard (e.g. a touchscreen-controlled device can have a keyboard interface built into its operating system to support onscreen keyboards as well as external keyboards that may be connected). +Note: Keyboard-operated mouse emulators, such as MouseKeys, do not qualify as operation through a keyboard interface because these emulators use pointing device interfaces, not keyboard interfaces. +keyboard trap +A user interface situation in which a keyboard interface may be used to move focus to, but not from, a user interface component or group of components. +label +Text or other component with a text alternative that is presented to users to identify a component. A label is presented to all users whereas the name may be hidden and only exposed by assistive technology. In many (but not all) cases the name and the label are the same. +live +Information captured from a real-world event that is published with no more than a broadcast delay. +Note: A broadcast delay is a short (usually automated) delay, for example used in order to give the broadcaster time to queue or censor the audio (or video) feed, but not sufficient to allow significant editing. +markup language +A system of text annotations (e.g. elements in HTML) and processing rules that may be used to specify the structure, presentation or semantics of content. Examples of markup languages include HTML and SVG. +markup of some content is the set of annotations that appear in the content. +name +Text by which software can identify a user interface component to the author or end user. The name may be hidden and only exposed by assistive technology, whereas a label is presented to all users. In many (but not all) cases, the label and the name are the same. +non-text content +Any content that is not a sequence of characters that can be programmatically determined or where the sequence is not expressing something in human language. This includes ASCII Art (which is a pattern of characters), emoticons, and images representing text. +normative +Required for conformance. One may conform in a variety of well-defined ways to ATAG 2.0. Content identified as "informative" or "non-normative" is never required for conformance. +option +When an author is presented with choices. +default option: A setting or value for an option that is assigned automatically by the authoring tool and remains in effect unless canceled or changed by the author. +platform +The software environment within which the authoring tool operates. Platforms provide a consistent operational environment on top of lower level software platforms or hardware. For web-based authoring user interfaces, the most relevant platform will be a user agent (e.g. browser). For non-web-based user interfaces, the range of platforms includes, but may not be limited to, desktop operating systems (e.g. GNOME desktop on Linux, Mac OS, Windows), mobile operating systems (e.g. Android, BlackBerry, iOS, Windows Phone), or cross-OS environments (e.g. Java), etc. +Note 1: Many platforms mediate communication between applications operating on the platform and assistive technology via a platform accessibility service. +Note 2: Accessibility guidelines for developers exist for many platforms. +platform accessibility service +A programmatic interface that is specifically engineered to provide communication between applications and assistive technologies (e.g. MSAA, IAccessible2 and UI Automation for Windows applications, AXAPI for Mac OS X applications, GNOME Accessibility Toolkit API for GNOME applications, Java Access for Java applications). On some platforms, it may be conventional to enhance communication further by implementing a document object. +plug-in +A program that runs as part of the authoring tool (e.g. a third-party checking and repair tool) and that is not part of web content being edited. Authors generally choose to include or exclude plug-ins from their authoring tool. +pre-authored content +Pieces of web content, created prior to an authoring session, that the authoring tool developer makes available to authors to use in the content being edited. Examples include clip art, sample videos, user interface widgets. +Note 1: For templates, an incomplete form of pre-authored content, see Guideline B.2.4. +Note 2: If the authoring tool uses pre-authored content automatically, see Guideline B.1.1. +accessible pre-authored content (WCAG): Pre-authored content that is either already accessible web content (WCAG) or would be accessible, if it was appropriately inserted into an empty document. +Note: If extensive author input is required to make use of pre-authored content, then the content may in fact be a template. +pre-authored content selection mechanism +A function beyond standard file selection that allows authors to select pre-authored content to use in an authoring session (e.g. clip art gallery, widget palette). +presentation +Rendering of the content in a form to be perceived by authors or end users. +programmatically determined (programmatically determinable) +Information that is encoded in a way that allows different software, including assistive technologies, to extract and present the information in different modalities. ATAG 2.0 uses this term in two contexts: +Processing content: Whether the authoring tool is able to extract information from the web content (e.g. to extract the language of content from the markup). +Communication between the authoring tool and assistive technology: For non-web-based user interfaces, this means making use of platform accessibility services, APIs, and, in some cases, document object models. For web-based user interfaces, this means ensuring that the user agent can pass on the information (e.g. through the use of WAI-ARIA). +prominence +A heuristic measure of how likely authors are to notice a user interface component in a user interface that they are operating. Prominence is affected by numerous factors, including: the number of navigation steps required, the reading order position, visual properties (e.g. size, spacing, color), and even the modality of use (e.g. mouse vs. keyboard use). +at least as prominent: For ATAG 2.0, a user interface component A is considered to be "at least as prominent" as another component B when, from a default state, component A becomes displayed (and enabled) with the same number or less "opening" actions than are required for component B to become displayed (and enabled). +Note 1: When a container is open, all of the enabled components in the container (e.g. items in a list, items in a menu, buttons in a toolbar, all components in a dialog box) are considered to be displayed (and therefore are at least as prominent as each other), even if the container must be scrolled for them to become visible. This takes into account that different screen sizes and author settings will affect which components are visible at a given time. +Note 2: "Opening actions" are actions made by authors on components within the user interface that result in new components becoming displayed or enabled. For example: (a) keyboard shortcut to a top-level menu item to display a sub-menu, (b) keyboard selection on a button to display a dialog box, (c) mouse click on a checkbox to enable previously disabled sub-items, etc. Actions that do not cause new components to become actionable (e.g. moving focus, scrolling a list), are not counted as "opening actions". +Note 3: Keyboard shortcuts to components in closed containers are not counted as "opening actions" because the components have no prominence when they are not displayed. The same is true when authors must use "search" to reveal components in closed containers. +Note 4: The "default state" is the state of the authoring tool at the beginning of an authoring session as set by the developer. The default state of many document authoring tools is an editing-view. +prompt +Any authoring tool initiated request for a decision or piece of information from authors. The term covers both requests that must be responded to immediately (e.g. modal dialog boxes) as well as less urgent requests (e.g. underlining a misspelled word). +publishing +Any point at which the authors or authoring tool make web content available to end users (e.g. uploading a web page, committing a change in a wiki, live streaming). +range +More than one item within a multi-item set. +Informative Note: ATAG 2.0 uses the term "range" where absolute measurements may not be practical (e.g. the set of all help documentation examples, the set of all templates). While the strict testable requirement is the definition "More than one item within a multi-item set", implementers are strongly encouraged to implement the success criteria more broadly. +relationships +Meaningful associations between distinct pieces of content. +repair (accessibility) +The process by which web content accessibility problems that have been identified within web content are resolved. ATAG 2.0 recognizes three types of repair, based on increasing levels of automation: +manual repair: Where the repairs are carried out by authors. This includes the case where authors are aided by instructions or guidance provided by the authoring tool, but where authors carry out the actual repair procedure; +semi-automated repair: Where the repairs are partially carried out by the authoring tool, but where authors' input or judgment is still required to complete the repair; and +automated repair: Where the repairs are carried out automatically by the authoring tool without any intervention by authors. +restrictions, restricted web content authoring +When the web content that authors can specify with an authoring tool either must include or must not include certain content (e.g. elements, attributes, widgets). Many authoring tools restrict authoring in some way, which can either benefit accessibility (e.g. if text alternatives for non-text content are required) or detract from accessibility (e.g. if attributes for defining text alternatives are not available). In contrast, authoring tools that allow unrestricted web content authoring do not require any particular content to be included or not included (e.g. many source editing-views). +role +Text or a number by which software can identify the function of a component within web content (e.g. a string that indicates whether an image functions as a hyperlink, command button, or check box). +sequential keyboard access +Using a keyboard interface to navigate the focus one-by-one through all of the items in an ordered set (e.g. menu items, form fields) until the desired item is reached and activated. This is in contrast to direct keyboard access methods such as keyboard shortcuts and the use of bypass links. +technology (web content) +A mechanism for encoding instructions to be rendered, played or executed by user agents. Web content technologies may include markup languages, data formats, or programming languages that authors may use alone or in combination to create end user experiences that range from static web pages to multimedia presentations to dynamic web applications. Some common examples of web content technologies include HTML, CSS, SVG, PNG, PDF, Flash, Silverlight, Flex, and JavaScript. +template +Content patterns that are filled in by authors or the authoring tool to produce web content for end users (e.g. document templates, content management templates, presentation themes). Often templates will pre-specify at least some authoring decisions. +accessible templates (WCAG): Templates that can be filled in to create web content that meets the WCAG 2.0 success criteria (Level A, AA or AAA), when both of the following are true: +The author correctly follows any instructions provided (e.g. correctly responding to prompts, correctly replacing highlighted placeholders); and +No further authoring occurs +Note: Under these conditions, some templates will result in completely empty documents, which are considered accessible by default. +template selection mechanism +A function beyond standard file selection that allows authors to select templates to use as the basis for new content or to apply to existing content. +time limit +The amount of time that an authoring tool provides to authors to perform a task (e.g. read a message, select an item, save a change). Examples include: authoring session timeouts, time-based presentations (e.g. tutorial video). +tutorial +A type of documentation that provides step-by-step instructions for performing multi-part tasks. +user agent +Any software that retrieves, renders and facilitates end user interaction with web content (e.g. web browsers, browser plug-ins, media players) +In-Market User Agent: A user agent that can be procured by members of the public (free or otherwise). Usually, an in-market user agent will be a separate software from the authoring tool; however, sometimes a software may combine user agent and authoring tool functionality. These cases include: +Preview-Only: If the user agent can only render web content that it receives from the associated authoring functionality, then the software is an authoring tool with a preview feature. Such preview-only features are not considered in-market user agents. +User Agent with Authoring Tool Mode: If the user agent functionality must retrieve and open web content before it can be sent to the authoring tool functionality, then the software is a user agent with an authoring tool mode. If the user agent is used to preview content produced by the authoring tool mode, then it is to be considered an in-market user agent. +Combined User Agent/Authoring Tool: A user agent in which the default mode of user interaction enables editing the web content. These tools do not need previews because the author is already experiencing the content in the same way as end users. +user interface component +A part of the user interface or content display (including content renderings) that is perceived by authors as a single control for a distinct function. +video +The technology of moving pictures or images. Video can be made up of animated or photographic images, or both. +view +A user interface function that authors use to interact with the web content being edited. ATAG 2.0 categorizes views according to whether they support editing: +editing-views: Views in which some or all of the content is editable; or +previews: Views in which no authoring actions are provided (i.e. the view is not editable). Previews are provided to present the web content being edited by the authoring tool as it would appear to end users of user agents. Previews may be implemented using actual in-market user agents, but this is not necessary. +ATAG 2.0 also recognizes several approaches to presenting the content in a view: +source views: The content is presented in unrendered form (e.g. plain text editors); or +rendered views: Content renderings (conventional, unconventional or partial) are presented; or +property views: Only properties of the content are presented. The authoring tool then uses these properties to automatically generate the content to be published (e.g. CMS calendar widget that generates a calendar from the numeric month and year). +workflow +A customary sequence of steps or tasks that authors follow to produce a content deliverable. If an authoring tool is composed of a collection of applications (e.g. markup editor, image editor, and validation tool), then its workflows may include use of one or more of the applications. + + + SAS ADO Content Curator (Business Role) + Managing content + + + ADO CI/CD Steward (Business Role) + Ongoing improvements. + + + "SAS_DesignerPlus" (Custom SharePoint Group) (Business Role) + SharePoint Group: DesignerPlus + + + "SAS_Contributors" (Custom SharePoint Group) (Business Role) + SharePoint Group: Design, Contribute + + + "SAS_Owners" (Custom SharePoint Group) (Business Role) + This role has no one associated with it. Users are to not have Full Control, for security reasons. + + + Manager, Business Architecture (Business Role) + + + Business Architecture Lead (Business Role) + + + CSDContributers (SharePoint Permission) (Business Role) + CSDContributers - Edit and view with disabled create new items + + + ContributeWithoutDelete (SharePoint Permission) (Business Role) + ContributeWithoutDelete - Contribute Level, no delete, no deletion of versions, no browser directories + + + APM_DesignerPlus (SharePoint Permission) (Business Role) + APM_DesignerPlus - All permissions + + + Edit (SharePoint Permission) (Business Role) + Edit - Can add, edit and delete lists; can view, add, update and delete list items and documents. + + + Restricted View (SharePoint Permission) (Business Role) + Restricted View - Can view pages, list items, and documents. Documents can be viewed in the browser but not downloaded. + + + View Only (SharePoint Permission) (Business Role) + View Only - Can view pages, list items, and documents. Document types with server-side file handlers can be viewed in the browser but not downloaded. + + + "SAS_Collaborators" (SharePoint Group) (Business Role) + SharePoint Group: ContributeWithoutDelete + + + CSD_Contributers (Custom SharePoint Group) (Business Role) + + + APM_DesignerPlus (Custom SharePoint Group) (Business Role) + + + CSD_Designers (Custom SharePoint Group) (Business Role) + + + CDO Contributors (Custom SharePoint Group) (Business Role) + + + TechArch_Contributors (Custom SharePoint Group) (Business Role) + + + CSD_Owners (Custom SharePoint Group) (Business Role) + + + SecurityReponse_WG (Custom SharePoint Group) (Business Role) + + + Viewers (Custom SharePoint Group) (Business Role) + + + Business-Focussed Review + + + Sr.ADM ISSD + + + Technical Debt Risk Reduction Framework + + + Solution Architecture + + + *.archimate Files + + + 1. [Archi] Prepare *.archimate File For Export + KEEP EXPORTED CONTENT TO A MINIMUM. REMOVE "ZOMBIE" OBJECTS. +• Consider creating an *.archimate file that contains *ONLY* content to be moved to QualiWare. This is important as it will overwrite any existing content of the same name, and appear as though there is only 1 revision ("Revision 0") created at import time. +• Ensure that no "Zombie" components exist in the file. These can be identified in Archi as the objects appear *in italics* and under "Analysis", there is no associated view for the object. If these are not removed, they may be imported into QualiWare. +• +• +• + + + 2. [Archi] Export *.XML File + • <process of Exporting> +• +• +• +• + + + 3. [QLM] Tools, Import ArchiMate File + • <process to import into SA Workspace> Tools --> Import From ArchiMate File +• +• +• +• + + + 4. [QLM] Update / Modify Imported Views + Content imported from ArchiMate will not appear the same as it looked in Archi. Notes are stripped out. +• Reformat the content as desired. +• Add all notes back to the imported diagrams. +• +• + + + 5. [QLM] Publish New Content + • +• +• +• +• + + + 6. [QLM] Promote New Content To Base + • +• +• +• +• + + + Exported *.XML File + + + Enterprise Data Warehouse + Trusted and governed data +Multi-source, near-real-time +Standardized and linked +Optimized for analysis & self-service +Supports repeatable analytics needs +Addresses mostly known questions +Insight for broad consumption + + + Enterprise Data Lake + • Raw, curated, near-real-time data +• Some standardization, few linkages +• Multiple data sources +• Well suited for data science +• Supports exploratory analysis +• Addresses unknown questions and hypotheses + +1.4.3.1. Data Lake +The advent of “big data” tools is enabling organizations to detect patterns in data that may otherwise escape human recognition. This is being further advanced with new tools in machine learning and artificial intelligence described below. These tools are designed to access large data sets in a range of native formats, but such access cannot generally target mission critical systems for fear of adverse performance effects. This long-standing performance issue remains true for supporting more traditional reporting and analytics techniques as well. To enable state-of-the-art tools to operate, the industry has begun to co-locate large volumes of data in “raw” forms. Such a repository is called a data lake, and by “raw” form it is meant that few, if any, operations are performed when the data is copied from operational systems into the data lake. As a result, the data lake contains a complete and detailed copy of the organization’s assets, but stored in a very human-unfriendly form. This is well suited to support two activities: big-data, machine learning and artificial intelligence operations performed by highly-skilled specialists, and extraction of key data into a data warehouse without interfering with mission critical systems as described below. In the absence of a data lake, it is not possible to bring to bear many modern technological tools, and consequently there are likely many opportunities to improve service that remain hidden. There is a business need to provide secure access to authorized users, including executives and analysts, to easy-to-use, reporting, dash-boarding, and visualization tools that require few technical skills and yet provide answers to basic business questions, in near-real-time, in a manner that does not adversely affect performance of operational systems, and enables access to integrated, enterprise-shared data. + + + Enterprise Data Catalog + Data describing all assets: internal, external, open data and shares +Includes glossaries and diagrams +Identifies data authorities +Links to access request initiation + + + Data Science & Machine Learning (DS&ML) + Data Science & Machine Learning Platform + + + Reference Data Management + + + Master Data Management + + + Digital Experience & Client Data (DECD) + Digital Experience & Client Data +New digital channel +Respect and empower clients +Single access page +Direct support and interactive assistance options +16 initiatives for service excellence +Provide employees more meaningful work + +Digital Experience & Client Data: Foundations +Launch Alpha digital channel +Launch Service Analytics Evidence Base +Stand up the Virtual Concierge +Procure ancillary technologies required to deliver the first end to end benefit + + + B.A.D. Team + + + Technology Platform + Technology Platform +Establishes the project engagement model and operating model +Cloud enablement - benefits delivery within cloud environments +Interoperability - exchange of data/information securely +Legacy readiness - connecting new and current benefit delivery solutions +Technology infrastructure - implementation beginning with “core” capabilities + +Technology Platform: Foundations +Foundational technology infrastructure, interoperability and security +Flexibility to meet future service requirements +Scalability to perform at a high level during periods of intense demand  +Builds common interoperability capabilities for connecting and communicating between BDM solutions and legacy systems +Promotes collaboration and automation to support rapid deployment of products and services +Delivers a consistent end-user experience – ensures clients have the same positive experience + + + Identity Management & Integrity + Identity Management and Integrity +Accomplished by: +A dynamic digital ecosystem +A secure sign-in portal +Sophisticated integrity tools and techniques +Up-front compliance controls +Benefits to Canadians: +Simple user experience +Effective ID proofing +Secure login +Faster access to programs and services +Personalized profile and secure file management +Increased accuracy and trust + +Identity Management and Integrity: Foundations +Procure third-party solution for real-time client identity validation +Procure solution to provide a single secure access point to ESDC programs and services +Enable access to Social Insurance Register to do SIN/SIR look-up for the first onboarded benefit +Develop foundational Integrity-by-Design capabilities + + + Service Delivery Hub + Service Delivery Hub +Improved, seamless and timely service delivery for clients +Increased self-serve results supported by real-time support options +An integrated view of the organization’s workload and workforce to support decision-making +A central repository of program information for employees +A user-experience feedback system for clients and employees +Service Delivery Hub “showcase” sites + +Service Delivery Hub: Foundations +Develop new SDH operating model +Develop foundational frameworks to support integrated workforce and workload management +Develop SDH training strategy +Procure new Knowledge Management, Feedback, Telephony and Workforce Management solutions + + + Business Role + + + Business Role + + + Office of the Chief Data Officer (OCDO) + + + Chief Data Officer (CDO) + + + Data & Analytics Services + + + Data Foundations Programme + Information + + + BDM Analytics & BI + + + BDM Workforce Management + + + LMIA + + + ESDC Cloud Reference Architecture + + + BDM Enterprise Architecture Team + + + Cloud Architecture Practitioners + + + Cloud Center of Excellence + + + Cloud Operations + + + Cloud Archiect + + + Data Hub + + + Enterprise Canonical Model + + + National Address Register + + + Benefits Knowledge Hub (BKH) + The Benefits Knowledge Hub will start as a Data Mart, possibly becoming the Enterprise Data Warehouse. + + + Business Delivery Modernization (BDM) + 1.2.6. Transformation and Business Delivery Modernization (BDM) +The CDO is a part of a larger departmental and governmental transformation agenda. In particular, the largest department transformation program, Business Delivery Modernization (BDM), has requirements that CDO will work toward collaboratively to fulfill while keeping line of sight to enterprise outcomes. Initially identified BDM future state capabilities and enablers will be coordinated synergistically with CDO data foundations. This will be equally true for other transformation activities. Table 1 summarizes data relevant BDM capabilities and enablers identified by that program area. + + + Data Management + Data Management +Defined and applied standards for data and data management practices +Increased clarity of data inventory and use +Increased data quality, consistency and trust +Data management expedites policy modelling and speed of implementation +Capabilities in place to support proper data management practices, operations and governance (aligned with office of the CDO) + + + PanCanadien Trust Framework v1.3 - Atomic Processes + Reference: https://canada-ca.github.io/PCTF-CCP/ + + + Identity Domain General - IDDG + General requirements for the identity domain atomic processes + + + Identity Information Determination - IDID + Identity Information Determination is the process of determining the identity context, the identity information requirements, and the identifier. + + + Identity Information Validation - IDIV + Identity Information Validation is the process of confirming the accuracy of identity information about a Subject as established by the Issuer. + + + Identity Resolution - IDRE + Identity Resolution is the process of establishing the uniqueness of a Subject within a program/service population through the use of identity information. + + + Identity Evidence Determination - IDED + Identity Evidence Determination is the process of determining the acceptable evidence of identity (whether physical or electronic). + + + Identity Verification - IDVE + Identity Verification is the process of confirming that the identity information is under the control of the Subject. + + + Identity Linking - IDLI + Identity Linking is the process of mapping one or more assigned identifiers to a Subject. + + + Identity Evidence Acceptance - IDEA + Identity Evidence Acceptance is the process of confirming that the evidence of identity presented (whether physical or electronic) is acceptable. + + + Identity Establishment - IDES + Identity Establishment is the process of creating a record of identity of a Subject within a program/service population that may be relied on by others for subsequent programs, services, and activities. + + + Identity Continuity - IDCO + Identity Continuity is the process of dynamically confirming that the Subject has a continuous existence over time (i.e., “genuine presence”). This process can be used to ensure that there is no malicious or fraudulent activity (past or present) and to address identity spoofing concerns. + + + Identity Maintenance - IDMA + Identity Maintenance is the process of ensuring that a Subject’s identity information is accurate, complete, and up-to-date. + + + Relationship Domain General - REDG + General requirements for the relationship domain atomic processes. + + + Relationship Information Determination - REIDRelationship Information Determination - REID + Relationship Information Determination is the process of determining the relationship context, the relationship information requirements, and the relationship identifier. + + + Relationship Evidence Determination - REED + Relationship Evidence Determination is the process of determining the acceptable evidence of a relationship (whether physical or electronic). + + + Relationship Evidence Acceptance - REEA + Relationship Evidence Acceptance is the process of confirming that the evidence of a relationship presented (whether physical or electronic) is acceptable. + + + Relationship Information Validation - REIV + Relationship Information Validation is the process of confirming the accuracy of information about a relationship between two or more Subjects as established by the Issuer. + + + Relationship Resolution - RERE + Relationship Resolution is the process of establishing the uniqueness of a relationship instance within a program/service population through the use of relationship information and identity information. + + + Relationship Establishment - REES + Relationship Establishment is the process of creating a record of a relationship between two or more Subjects. + + + Relationship Verification - REVE + Relationship Verification is the process of confirming that the relationship information is under the control of the Subjects. + + + Relationship Continuity - RECO + Relationship Continuity is the process of dynamically confirming that a relationship between two or more Subjects has a continuous existence over time. + + + Relationship Maintenance - REMA + Relationship Maintenance is the process of ensuring that the information about a relationship between two or more Subjects is accurate, complete, and up-to-date. + + + Relationship Suspension - RESU + Relationship Suspension is the process of flagging a record of a relationship as temporarily no longer in effect. + + + Relationship Reinstatement - RERI + Relationship Reinstatement is the process of transforming a suspended relationship back to an active state. + + + Relationship Revocation - RERV + Relationship Revocation is the process of flagging a record of a relationship as no longer in effect. + + + Credential Domain General - CRDG + General requirements for the credential domain atomic processes. + + + Credential Issuance - CRIS + Credential Issuance is the process of creating a Credential from a set of Claims and assigning the Credential to a Holder. + + + Credential Authenticator Binding - CRAB + Credential Authenticator Binding is the process of associating a Credential issued to a Holder with one or more authenticators. This process also includes authenticator life-cycle activities such as suspending authenticators (caused by a forgotten password or a lockout due to successive failed authentications, inactivity, or suspicious activity), removing authenticators, binding new authenticators, and updating authenticators (e.g., changing a password, updating security questions and answers, having a new facial photo taken). + + + Credential Validation - CRVA + Credential Validation is the process of verifying that the issued Credential is valid (e.g., not tampered with, corrupted, modified, suspended, or revoked). The validity of the issued Credential can be used to generate a level of assurance. + + + Credential Verification - CRVE + Credential Verification is the process of verifying that a Holder has control over an issued Credential. Control of an issued Credential is verified by means of one or more authenticators. The degree of control over the issued Credential can be used to generate a level of assurance. + + + Credential Maintenance - CRMA + Credential Maintenance is the process of updating the credential attributes (e.g., expiry date, status of the credential) of an issued Credential. + + + Credential Suspension - CRSU + Credential Suspension is the process of transforming an issued Credential into a suspended Credential by flagging the issued Credential as temporarily unusable. + + + Credential Recovery - CRRC + Credential Recovery is the process of transforming a suspended Credential back to a usable state (i.e., an issued Credential). + + + Credential Revocation - CRRV + Credential Revocation is the process of ensuring that an issued Credential is permanently flagged as unusable. + + + Consent Domain General - CODG + Consent Domain General. + + + Consent Notice Formulation - CODG + Consent Notice Formulation is the process of producing a consent notice statement that describes what personal information is being, or may be, collected; with which parties the personal information is being shared and what type of personal information is being shared (as known at the time of presentation); for what purposes the personal information is being collected, used, or disclosed; the risk of harm and other consequences as a result of the collection, use, or disclosure; how the personal information will be handled and protected; the time period for which the consent notice statement is applicable; and under whose jurisdiction or authority the consent notice statement is issued. This process should be carried out in accordance with any requirements of jurisdictional legislation and regulation. + + + Consent Notice Presentation - CONP + Consent Notice Presentation is the process of presenting a consent notice statement to a person. + + + Consent Request - CORQ + Consent Request is the process of asking a person to agree to provide consent (“Yes”) or decline to provide consent (“No”) based on the contents of a presented consent notice statement, resulting in either a “yes” or “no” consent decision. + + + Consent Registration - CORG + Consent Registration is the process of storing the consent notice statement and the person’s related consent decision. In addition, information about the person, the version of the consent notice statement that was presented, the date and time that the consent notice statement was presented, and, if applicable, the expiration date for the consent decision may be stored. Once the consent information has been stored, a notification on the consent decision made is issued to the relevant parties to the consent decision. + + + Consent Review - CORE + Consent Review is the process of making the details of a stored consent decision visible to the person who provided the consent. + + + Consent Renewal - CORN + Consent Renewal is the process of extending the validity period of a “yes” consent decision by means of increasing an expiration date limit. + + + Consent Expiration - COEX + Consent Expiration is the process of suspending the validity of a “yes” consent decision as a result of exceeding an expiration date limit. + + + Consent Revocation - CORV + Consent Revocation is the process of suspending the validity of a “yes” consent decision as a result of an explicit withdrawal of consent by the person (i.e., a “yes” consent decision is converted into a “no” consent decision). + + + Signature Domain General - SIDG + + + Signature Creation - SICR + Signature Creation is the process of creating a signature. + + + Signature Checking - SICH + Signature Checking is the process of confirming that the signature is valid. + + + The College @ESDC + The College@ESDC opened its doors in September 2006 as Service Canada's national corporate learning institution. The Service Canada College (since renamed College@ESDC) sets the direction for and integrates all learning activities and learning priorities within the organization. Modeled on the "corporate university" concept, the College@ESDC weaves service excellence throughout all its activities. +It is the organization's strategic lever for achieving cultural change. The objective is to change attitudes, behaviors and mindsets and give our employees the tools and confidence to deliver service that goes beyond client expectations. + +The College@ESDC is distinctive in the sense that: + It is the first federal organization to recognize service as a key competency in addition to valuing knowledge. + It formally recognizes the role of service providers as a profession and a career in the federal public service. + It is the first in government to centralize a learning, training and development function based on a corporate university model. + It consists of a nation-wide network of physical and virtual learning centres to accommodate the needs of staff across the country; and + It is recognized as one of seven "noteworthy department – specific examples" of public service renewal by the Clerk of the Privy Council. + + + Lite Project Team + + + Create Teams Chat Group + + + Find & View Cases (Business Object) + + + Business Object + + + Business Object + + + Business Object + + + Business Object + + + Business Object + + + Business Object + + + Business Object + + + High Level Solution Process Flow (Business Process) + + + Code + + + Continuous Delivery + + + Continuous Integration + + + Browser Testing + + + Load/Performance testing + + + Configuration Testing + + + Security Testing + + + Code Analysis + + + Accessibility Testing + + + Mobile Testing + + + Repositories + + + SCM & VCM + + + Code + + + Configuration Management + + + Security + + + Infrastructure Provisioning + + + Orchestration + + + Containers + + + DB + + + API + + + reused from CommonSandbox + + + + + OS + + + CDN + CDN is short for content delivery network. A content delivery network (CDN) is a system of distributed servers (network) that deliver pages and other web content to a user, based on the geographic locations of the user, the origin of the webpage and the content delivery server. (https://www.webopedia.com/TERM/C/CDN.html) + + + Application Portfolio Management / Microservice Management + Application performance management, commonly known as APM, is also sometimes called application performance monitoring. A key element of DevOps, APM allows developers and operations project stakeholders to monitor and review the backend of applications in real-time. (https://www.bmc.com/blogs/application-performance-management-in-devops/) + + + Logs Management + + + Tracing + + + Cloud infrastructure + + + Events & Alerts + + + Service Desk + + + Code Project Management + + + CRM Helpdesk + + + Escalate + + + Collaboration + + + Continuous Delivery + + + Continuous Integration + + + Application Framework + + + Development Language + + + IDE + + + Cloud Service Provider + + + reused from CommonSandbox + + + + + Messaging + + + App Definition and Development + + + Database + + + Streaming & Messaging + + + Application Definition & Image Build + + + Continuous Integration & Delivery + + + Orchestration & Management + + + Scheduling & Orchestration + + + Coordinatioin & Service Discovery + + + Remote Procedure Call + + + Service Proxy + + + API Gateway + + + Service Mesh + + + Platform + + + Observability and Analysis + + + Runtime + + + Provisioning + + + Cloud Native Storage + + + Container Runtime + + + Cloud Native Network + + + Automation and Configuration + + + Container Registry + + + Security and Compliance + + + Key Management + + + Certified Kubernetes - Distribution + + + Certified Kubernetes - Hosted + + + reused from CommonSandbox + + + + + Certified Kubernetes - Installer + + + PaaS/Container Service + + + Monitoring + + + Logging + + + Tracing + + + Chaos Engineering + + + Configuration Testing + + + Security Testing + + + Accessibility Testing + + + Mobile Testing + + + Browser Testing + + + Load/Performance testing + + + Code Analysis + + + Repositories + + + SCM & VCM + + + Code + + + Application Framework + + + Development Language + + + IDE + + + Configuration Management + + + Security + + + Infrastructure Provisioning + + + Orchestration + + + Containers + + + DB + + + OS + + + Content Delivery Network + CDN is short for content delivery network. A content delivery network (CDN) is a system of distributed servers (network) that deliver pages and other web content to a user, based on the geographic locations of the user, the origin of the webpage and the content delivery server. (https://www.webopedia.com/TERM/C/CDN.html) + + + Application Portfolio Management / Microservice Management + Application performance management, commonly known as APM, is also sometimes called application performance monitoring. A key element of DevOps, APM allows developers and operations project stakeholders to monitor and review the backend of applications in real-time. (https://www.bmc.com/blogs/application-performance-management-in-devops/) + + + Cloud Service Provider + + + Messaging + + + Logs Management + + + Tracing + + + Cloud infrastructure + + + Events & Alerts + + + Service Desk + + + Code Project Management + + + CRM Helpdesk + + + Collaboration + + + Continuous Integration + + + Continuous Delivery + + + Escalate + + + ESDC instance + + + created in CommonSandbox + + + + + ESDC Application Component + + + QLM (c493ec5d-5822-4d88-b252-246d459a5128) + + + + + ESDC Data + + + QLM (5e680c10-822b-4eb7-a92b-e3381a6ad803) + + + + + ESDC Data Layer + + + created in CommonSandbox + + + + + Partner Application + + + created in CommonSandbox + + + + + Message Processor + The message processor is essentially the engine that receives and processes all your API requests, applies the policies to the runtime requests and serves the response.​ + + + created in CommonSandbox + + + + + Syncronizer + The Synchronizer fetches configuration data about an API environment from the management plane and propagates it across the runtime plane. This downloaded data is also called the contract and is stored on the local file system​ + + + created in CommonSandbox + + + + + Universal Data Collection Agent (UDCA) + The Universal Data Collection Agent (UDCA) is a service running within the data collection pod in the runtime plane that extracts analytics, trace, and deployment status data and sends it to the UAP. + + + created in CommonSandbox + + + + + Management API for Runtime Data (MART) + The MART server (Management API for Runtime data) processes the API calls against the runtime datastore.​ + + + created in CommonSandbox + + + + + Cassandra Datastore + Cassandra is a free and open-source, distributed, wide column store, NoSQL database management system designed to handle large amounts of data across many commodity servers, providing high availability with no single point of failure. + + + created in CommonSandbox + + + + + <<Machine to Machine Interface>>Partner API + + + <<Machine to Machine Interface>> ESDC API + + + <<Human to Machine>> ESDC User Interface + + + ESDC Application Service + + + ESDC Application + + + ESDC Application Event + + + Application Component + + + Partner Event + + + Partner Service + + + <<Human to Machine >> Hybrid UI + Hybrid UI: Apigee hybrid UI: Provides a UI for developers to create and deploy API proxies, configure policies, create API products, and create developer apps. Administrators can use the Apigee hybrid UI to monitor deployment status​ + + + Management Server + Management Server: The Synchronizer periodically polls the Management Server for changes and downloads a new configuration whenever changes are detected. The configuration data is retrieved and stored locally as a JSON file on the local file system, where the Message Processors can access it.​ + + + Unified Analytics Platform + Unified Analytics Platform: Unified Analytics Platform (UAP): Receives and processes analytics and deployment status data from the runtime plane. + + + Logging + Logging helps provide insight to the current and past activities taking place within the services. By default, Edge components use a logging level of INFO. However, you can set the logging level for each Edge component. For example, you might want to set it to DEBUG for the Message Processor, or to ERROR for the Management Server. the associated message level helps increase or decrease the verboseness of the outputted information to help debug a situation that may be taking place, or monitor ongoing activities of a solution to catch any errors as they occur + + + Identity Credential Authentication + Identity Credential Authentication User account authentication uses Google Cloud Platform accounts. Authorization uses GCP service accounts.​ + + + Role Access Management + Role Access Management: Access management for hybrid uses Google’s roles engine, IAM, and supports default Apigee roles.​ + + + Resource Hierarchy + Resource Hierarchy: Resources are organized in GCP projects (linked to Apigee organizations). + + + Metrics + Metrics: the measurement of API traffic relating to usage rates, date/time related usage, error rates, availability rates + + + Implemented Control Measure + + + <<Implemented Control Measure>> Trust Engine + + + <<Implemented Control Measure>> Device Management + + + <<Implemented Control Measure>> Identity Provider + + + <<Implemented Control Measure>> Network Segmentation + + + <<Implemented Control Measure>> Network and infrastructure protection + + + <<Implemented Control Measure>> In-app and session monitoring + + + <<Implemented Control Measure>> Conditional access policies + + + <<Implemented Control Measure>> Automated remediation + + + <<Implemented Control Measure>> Device directory + + + <<Implemented Control Measure>> End-to-end encryption + + + <<Implemented Control Measure>> Endpoint protection + + + <<Implemented Control Measure>> Context based authentication + + + <<Implemented Control Measure>> Application Whitelisting and Ring-fencing + + + <<Implemented Control Measure>> Service Mesh + + + <<Implemented Control Measure>> Secrets Management + + + <<Implemented Control Measure>> Automation + + + <<Implemented Control Measure>> API Security + + + <<Implemented Control Measure>> Threat Intelligence + + + <<Implemented Control Measure>> Network Monitoring + + + <<Implemented Control Measure>> Least privilege access + + + National Integrity Investigation System (NIIS) + CSD Link: +CSD Description: + + + IBAD / IITB / Tips / Escalated Compliance Cases + Data Sets +Seletions (Observations) + +IBAD - Integrity Business Analytics Division + + + Security Model + Security Objectives: + - Confidentiality + - Integrity + - Availability + + + Integrity Business Analytics Division + + + Major Investigation and Sensitive Case Information System (MISCIS) + • Enforcement function +Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes. + +§Note: +Recommendation 29: Enforcement reviews and replaces the existing case management system (MISCIS) to better meet the needs of the potential future new “Investigations”* function. +Recommendation 41: Enforcement segregates sensitive investigations that follow an administrative verification stream from those that follow an “investigation”* stream and be reporting through dedicated but separate National Headquarters (NHQ) functions. +*The term “investigation” is used here to describe any investigation with the predominant purpose of determining criminal liability under either ESDC-administered legislation or the Criminal Code of Canada. + + + Implemented Control Measure + + + Application Collaboration + + + Operational Controls + + + IT Asset + GC Definition: The components of an information system, including business applications, data, hardware, and software. + + + Requirements Management + + + Enterprise Architecture + + + Client Journey Mapping + + + User Story Management + + + Governance + + + Business Processs Modling + + + Wireframe Design + + + Feature Management + + + OneGC Platform (Application Service) + Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca. + + + Data Ingestion + As new data is imported into the data reservoir, the data ingestion processes ensure the data is transformed, logged, and copied into the appropriate data repositories. +The ability to easily import data from a multitude of sources is one of the selling points of the data reservoir. You want to be able to capture anything easily, and to allow decisions about how that data can be used later in the process. That being said, information needs to be incorporated into the reservoir in a controlled manner. During the process, metadata must be captured. It is also important to ensure appropriate separation between other systems and the reservoir to ensure an issue in one does not impact both. The Information Ingestion component is responsible for managing this. A staging area will often be used as part of the process to support loose coupling and ensure that delays in processing will not affect the source system. +The information ingestion component will apply appropriate policies to the incoming data, including masking, quality validation, deduplication, and will push appropriate metadata to the reservoir catalog. +Data with a known structure can be stored in a more structured repository such as a relational database, whereas less structured or mixed data can end up in a file system such as HDFS. + + + Information Broker + The information broker is a runtime server environment for executing the integration processes (such as the information deployment process). These processes move data in and out of the data reservoir and among the components within the reservoir. + + + Harvested data + Harvested data includes data from other systems that has been extracted and is being transformed, consolidated, aggregated, and analyzed to create new insight + + + Reporting Data Marts + The reporting data marts provide departmental/subject-oriented data marts targeted at supporting frequent line of business reports. The data is often structured as a dimensional model such as star or snowflake, and are easily used by common business reporting packages. Data in marts will be updated incrementally as new data is made available. typically from an information + + + Landing Zone + Landing pad areas are used to manage movement of data into, out of, and around the Logical Data Warehouse, and to provide appropriate decoupling between systems. The implementation can include database tables, directories within Hadoop, message queues, or similar structures + + + Deposited data + Deposited data are information collections that have been stored by the data reservoir information users. These information collections may contain new types of information, analysis results, or notes. + + + Historical data + Historical data contains read-only records of historical activity + + + Harvested data + Harvested data includes data from other systems that has been extracted and is being transformed, consolidated, aggregated, and analyzed to create new insight + + + Reporting + + + Simple, Ad Hoc Discovery and Analysis + + + Real-time Analytics + The data reservoir could process events in real time and produce insight that could be stored in the data reservoir’s repositories, and published externally for other systems to act upon. + + + Streaming Analytics + Streaming analytics is the component responsible for running the analytics on streaming data in real-time. + + + Event Correlation + Event correlation provides for complex event processing based on business events that can occur over an extended period and can correlate these events to develop additional insight. Some of these events can come from insight obtained by the streaming analytics component. + + + Real Time Interfaces + These systems could also make API calls to the data reservoir to access/update data or insight. These APIs might interact with a single data repository or may federate data from multiple repositories. Service interfaces provide the ability for outside systems to access data in the reservoir repositories, and for systems within the reservoir to query data from both inside and outside. These interfaces can be REST web services, SQL style through JDBC, or various other forms + + + Publishing Feeds + Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. This data can be triggered by upstream changes, or run on a schedule or on demand from a user request. A subscription table is used to manage the list of sources and the destinations they need to be published to. The destinations can involve populating a table, creating files, or messages to be posted to a queue. During the publishing process, data transformation can occur, for example by resolving code values to alternate representations. + + + View Based Interaction + View-based interaction provides access to data in the data reservoir (subject to security permissions) for line-of-business teams that want to perform ad hoc queries, search, simple analytics, and data exploration. The structure of this information has been simplified and it is labeled using business relevant terminology. + + + Analytic Tools + Data scientists usually have a solid foundation in computer science, mathematics, and statistics, rather than substantial business knowledge. Their role is to explore different kinds of data to look at patterns so that they can understand the meaning of relationships between sets of data. They often have a thirst for new information sources to develop new ideas on how to gain value from combining that data with other sources. The tools used by the data scientists include capabilities for preparing and transforming data for analysis. They typically work with data in its original (raw) format. Data can be accessed through the creation of a sandbox copy of the data for the data scientist to use because the data scientist will subset and transform the data as part of their work. Their activity should not affect the shared version of the data in the data reservoir. The sandbox will be accessible as an area in a file system such as Hadoop Distributed File System (HDFS) or accessible by using common mechanisms such as Java Database Connectivity (JDBC) or Open Database Connectivity (ODBC). As the data scientists explore samples of this data, they will develop analytical models and try them out against test data. Those models can then be deployed to refinery services within the data reservoir or to operational systems outside the data reservoir. + + + Raw data interaction + Raw data interaction provides access to most of the data (security permitting) in the data reservoir for advanced analytics. It is responsible for masking sensitive personal information where appropriate. + + + Analytical Insight Applications + + + Information Integration and Governance + Information integration and governance provide the libraries to support different provisioning, transformation, and governance capabilities that are used in the data reservoir, particularly the data refineries. + + + Operational Governance Hub + A repository and applications for managing the information flow and information governance within the data reservoir. This information node supports the metadata service. + + + Operational Governance Component + + + Workflow + Workflow consists of a server running stewardship processes that coordinate the work of the individuals responsible for fixing any problems with the data in the data reservoir. Successful use of a data reservoir depends on various processes involving systems, users, and administrators. For example, provisioning new data into the data reservoir might involve an information curator defining the catalog entry to describe and classify the data. An information owner must approve the classifications, and an integration developer must create the data ingestion process. Workflow coordinates the work of these people. + + + Monitor + The monitor watches over the overall function and responsiveness of the data reservoir to ensure a consistent working environment. The data reservoir has many monitor components deployed that record the activity in the data reservoir along with its availability, functionality, and performance. The management of any alerts that the monitors raise can be resolved using workflow. + + + Shared Operational Data + Shared operational data contains consolidated operational data that is being shared by multiple systems. The data reservoir may host the master copy of this data, or a reference copy of this data supplied from one or more operational systems. + + + Catalog Interfaces + The catalog interfaces provide information about the data in the data reservoir. The catalog includes details of the information collections (both repositories and views), the meaning and types of information stored, and the profile of the information values within each information collection. + + + User Interface + ApplicationInterface:ArchiMate + + + API + + + Descriptive Data + The descriptive data is sometimes referred to as metadata because it describes the data in the data reservoir. Descriptive data provides the definitions used to create information views and access the data in the data reservoir using the information view. http://www.redbooks.ibm.com/redpapers/pdfs/redp5120.pdf + + + Descriptive Data Catalog + The catalog is a repository and a set of applications used to maintain details about the data in the data reservoir. + + + Descriptive Data Component + + + Information Views + Definitions of simplified subsets of information stored in the data reservoir repositories. These views are created with the information consumer in mind. + + + Guards + Guards are controls within the reservoir to enforce restrictions on access to data and related protection mechanisms. These guards can include ensuring the requesting user is authorized, data masking being applied, or certain rows of data being filtered out. + + + Information Management Office Portal (Application Service) + Information Management Office Portal +https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + Source Data + Source Data +The source data comes from two or more sources. They may have differing representations, structures, data models, and semantics. They may be data sets that are read, or data Application Program Interfaces (APIs) that are queried. + + + Contextual Metadata + Contextual Metadata +Data from a source may include some metadata. Contextual metadata is additional metadata that is not related to a particular source data set or API method. It determines how the source data is to be interpreted and processed in a wider context. + + + Integrated Data + Integrated Data +The integrated data is often written to a single data set, posted to a single data API, or made available to clients through a single data API. Where there are multiple data sets or APIs, they will have a common data model and semantics. + + + Analysis and Transformation + Operation +A data integration operation may take several forms, including: +• Discrete operation – all the source data and contextual metadata is read, and the source data is analyzed and transformed, to produce the integrated data in a single step +• Continual synchronization – the integrated data is initially created as in a discrete operation, and subsequent changes to the source data trigger corresponding changes to the integrated data +• Dynamic query – specific queries of the integrated data trigger queries of the source data, for which responses are transformed and returned + + + Structure-Independent Metadata + Structure-Independent Metadata + + + Identification Codes + Identification Codes +There are a number of standards defining codes that identify particular classes of things. Some examples are shown in Table 10. +Table 10: Identification Codes + + + Data Warehouse Metadata + Data Warehouse +The Common Warehouse Metamodel (CWM™)11 is a standard of the Object Management Group® (OMG®)12 that defines a specification for modeling metadata for relational, non-relational, multi-dimensional, and most other objects found in a data warehousing environment. It enables interchange of metadata, including lineage metadata, between data warehouse tools and repositories. + + + ISO 3166 Country Codes + Name: ISO 3166 Country Codes +Description: Widely used to identify countries. +Source/URL: Refer to: https://www.iso.org/iso-3166-country-codes.html. + + + Global Trade Item Numbers (GTIN) + Name: Global Trade Item Numbers (GTIN) +Description: Used by companies to identify their trade items – particularly in barcodes. +Source/URL: Refer to: https://www.gs1.org/standards/id-keys/gtin. + + + Harmonized System (HS) Codes + Name: Harmonized System (HS) Codes +Description: A standardized numerical method of classifying traded products used by customs authorities around the world to identify products when assessing duties and taxes and for gathering statistics. +Source/URL: Refer to: http://www.wcoomd.org/en/topics/nomenclature/overview/what-is-the-harmonized-system.aspx. + + + Standard Industrial Classification (SIC) Codes + Name: Standard Industrial Classification (SIC) Codes +Description: Used to indicate a company's type of business. +Source/URL: Refer to: https://www.sec.gov/info/edgar/siccodes.htm. + + + United Nations Standard Products and Services Code (UNSPSC) + Name: United Nations Standard Products and Services Code® (UNSPSC®) +Description: Identifies products and services. +Source/URL: Refer to: https://www.unspsc.org/. + + + Common Warehouse Metamodel (CWM) + The Common Warehouse Metamodel (CWM™) is a standard of the Object Management Group® (OMG®)12 that defines a specification for modeling metadata for relational, non-relational, multi-dimensional, and most other objects found in a data warehousing environment. It enables interchange of metadata, including lineage metadata, between data warehouse tools and repositories. +Refer to: https://www.omg.org/spec/CWM/1.1/PDF. + + + Analytic Tools (application collaboration) + Data scientists usually have a solid foundation in computer science, mathematics, and statistics, rather than substantial business knowledge. Their role is to explore different kinds of data to look at patterns so that they can understand the meaning of relationships between sets of data. They often have a thirst for new information sources to develop new ideas on how to gain value from combining that data with other sources. The tools used by the data scientists include capabilities for preparing and transforming data for analysis. They typically work with data in its original (raw) format. Data can be accessed through the creation of a sandbox copy of the data for the data scientist to use because the data scientist will subset and transform the data as part of their work. Their activity should not affect the shared version of the data in the data reservoir. The sandbox will be accessible as an area in a file system such as Hadoop Distributed File System (HDFS) or accessible by using common mechanisms such as Java Database Connectivity (JDBC) or Open Database Connectivity (ODBC). As the data scientists explore samples of this data, they will develop analytical models and try them out against test data. Those models can then be deployed to refinery services within the data reservoir or to operational systems outside the data reservoir. + + + Raw data interaction (application function) + Raw data interaction provides access to most of the data (security permitting) in the data reservoir for advanced analytics. It is responsible for masking sensitive personal information where appropriate. + + + Analytical Insight Applications (application collaboration) + + + View Based Interaction (application function) + View-based interaction provides access to data in the data reservoir (subject to security permissions) for line-of-business teams that want to perform ad hoc queries, search, simple analytics, and data exploration. The structure of this information has been simplified and it is labeled using business relevant terminology. + + + Real-time Analytics (application collaboration) + The data reservoir could process events in real time and produce insight that could be stored in the data reservoir’s repositories, and published externally for other systems to act upon. + + + Streaming Analytics (application collaboration) + Streaming analytics is the component responsible for running the analytics on streaming data in real-time. + + + Event Correlation (application collaboration) + Event correlation provides for complex event processing based on business events that can occur over an extended period and can correlate these events to develop additional insight. Some of these events can come from insight obtained by the streaming analytics component. + + + Publishing Feeds (application collaboration) + Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. This data can be triggered by upstream changes, or run on a schedule or on demand from a user request. A subscription table is used to manage the list of sources and the destinations they need to be published to. The destinations can involve populating a table, creating files, or messages to be posted to a queue. During the publishing process, data transformation can occur, for example by resolving code values to alternate representations. + + + Real Time Interfaces (application collaboration) + These systems could also make API calls to the data reservoir to access/update data or insight. These APIs might interact with a single data repository or may federate data from multiple repositories. Service interfaces provide the ability for outside systems to access data in the reservoir repositories, and for systems within the reservoir to query data from both inside and outside. These interfaces can be REST web services, SQL style through JDBC, or various other forms + + + Simple, Ad Hoc Discovery and Analysis (application collaboration) + + + Reporting (application collaboration) + + + Security and Integrity Data + Security and Integrity Data +Secure Trusted Digital Identities ecosystem supported +Cyber security protocols in place to prevent unauthorized access and the misuse of personal information +Data supports ongoing integrity management + + + Partner and Relationship Data + Partner and Relationship Data +Authorized partners have access to client data +ESDC can manage and assess partners through partner relationship data and reduced agreements +Streamlined and consistent/common agreements to reduce burden on partners and ESDC + + + Benefit Processing Data: Evidence, Activity, Interactions, Decisions, Payments + Benefit Processing Data: Evidence, activity, interactions, decisions, payments +Integrated system management of information used and produced across end-to-end process +Application of common standards and standardization of data across processes and benefit programs +Consistent and integrated data for benefit processing + + + Knowledge-Reference and Document Data + Knowledge/Reference and Document Data +Accessible central repositories of authoritative program and operational knowledge will facilitate consistency and accuracy of service delivery +Access and use of consistent metadata across systems and programs +Consistency in data will eliminate data silos and barriers to data use + + + Java + Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml) + + + Selenium + Selenium is a portable framework for testing web applications. Selenium provides a playback tool for authoring functional tests without the need to learn a test scripting language (Selenium IDE). It also provides a test domain-specific language (Selenese) to write tests in a number of popular programming languages, including C#, Groovy, Java, Perl, PHP, Python, Ruby and Scala. The tests can then run against most modern web browsers. Selenium runs on Windows, Linux, and macOS. It is open-source software released under the Apache License 2.0 +https://en.wikipedia.org/wiki/Selenium_(software) + + + Cypress + Cypress is a JavaScript-based end-to-end testing framework that doesn't use Selenium at all. It is built on top of Mocha, which is again a feature-rich JavaScript test framework running on and in the browser, making asynchronous testing simple and fun. https://www.cypress.io/ + + + ARMA + + + mocha + Mocha is a JavaScript Test Framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) +Mocha is a feature-rich JavaScript test framework running on Node.js and in the browser, making asynchronous testing simple. Mocha tests run serially, allowing for flexible and accurate reporting, while mapping uncaught exceptions to the correct test cases. Hosted on GitHub. https://mochajs.org/ + + + Postman + Postman is an open source API testing tool. It can work with any given endpoint even if it’s Restful or XML based. It has an easy to use interface to make the request to the given endpoints. It offers a rich variety of features. Creating a collection from requests, extracting data from any response and storing in a variable are the least you can do with Postman. +https://loadium.com/blog/performance-testing-with-postman/ + + + Loadrunner + LoadRunner is a software testing tool from Micro Focus. It is used to test applications, measuring system behaviour and performance under load. LoadRunner can simulate thousands of users concurrently using application software, recording and later analyzing the performance of key components of the application. +https://en.wikipedia.org/wiki/LoadRunner + + + CITRUS + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Aqua + Aqua Security - Full lifecycle security for containers and cloud-native applications. https://github.com/aquasecurity + + + Jfrog Xray + JFrog Xray is a universal binary analysis product that works with JFrog Artifactory to analyze software components and reveal a variety of vulnerabilities at any stage of the software application lifecycle. Unlike traditional binary analysis tools, JFrog Xray is a fully automated product with a rich REST API. +https://jfrog.com/whitepaper/jfrog-xray-universal-component-analysis/ + + + Sonatype Nexus Vulnerability Scanner Lifecycle + Nexus Vulnerability Scanner - Instantly generates an inventory of your open source and third party components to determine potential security and license risk. https://www.sonatype.com/appscan + + + HCL Appscan + HCL AppScan, previously known as IBM AppScan, is a family of web security testing and monitoring tools formerly from the Rational Software division of IBM. AppScan is intended to test Web applications for security vulnerabilities during the development process. The product learns the behavior of each application, whether an off-the-shelf application or internally developed, and develops a program intended to test all of its functions for both common and application-specific vulnerabilities. https://en.wikipedia.org/wiki/Security_AppScan + + + chai + Chai is BDD/TDD assertion library. Can be paired with any javascript testing framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) + + + SonarLint + SonarLint is an IDE extension that helps you detect and fix quality issues as you write code. Like a spell checker, SonarLint squiggles flaws so that they can be fixed before committing code. https://www.sonarlint.org/ +SonarLint lives only in the IDE (IntelliJ, Eclipse and Visual Studio). Its purpose is to give instantaneous feedback as you type your code. For this, it concentrates on what code you are adding or updating. https://stackoverflow.com/questions/39828609/sonarqube-and-sonarlint-difference + + + SonarQube + SonarQube is an open-source platform for continuous inspection of code quality. Using static code analysis, it tries to detect bugs, code smells and security vulnerabilities. Many plugins are available to use it as part of continuous integration pipelines, including for Maven, Jenkins and GitHub. https://www.sonarqube.org/ + + + Microfocus Fortify Static Code Analyzer + Automated static code analysis helps developers eliminate vulnerabilities and build secure software. Code securely with integrated SAST. Covers multiple languages. Performs automated scans. Fix at the speed of DevOps. Automate security within CI/CD. https://www.microfocus.com/en-us/products/static-code-analysis-sast/overview + + + Axe-core + Axe is an accessibility testing engine for websites and other HTML-based user interfaces. It's fast, secure, lightweight, and was built to seamlessly integrate with any existing test environment so you can automate accessibility testing alongside your regular functional testing. +https://github.com/dequelabs/axe-core + + + Compliance Sheriff + Compliance Sheriff is a web application that will help perform automated accessibility assessments on website. It can crawl through all the pages on website and generates reports on the accessibility issues associated with each page. This tool also helps validate broken links on website. http://www.compliancesheriff.com/ + + + JAWS + JAWS ("Job Access With Speech") is a computer screen reader program for Microsoft Windows that allows blind and visually impaired users to read the screen either with a text-to-speech output or by a refreshable Braille display. JAWS is produced by the Blind and Low Vision Group of Freedom Scientific. https://en.wikipedia.org/wiki/JAWS_(screen_reader) + + + Jasmine + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Protractor + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + JFrog Artifactory + JFrog Artifactory is a universal DevOps solution providing end-to-end automation and management of binaries and artifacts through the application delivery process that improves productivity across development ecosystem. https://www.jfrog.com/confluence/display/JFROG/JFrog+Artifactory + + + Maven + Maven is a build automation tool used primarily for Java projects. Maven can also be used to build and manage projects written in C#, Ruby, Scala, and other languages. The Maven project is hosted by the Apache Software Foundation, where it was formerly part of the Jakarta Project. https://en.wikipedia.org/wiki/Apache_Maven + + + NuGet + NuGet is a free and open-source package manager designed for the Microsoft development platform. NuGet is distributed as a Visual Studio extension. Starting with Visual Studio 2012, NuGet comes pre-installed by default. NuGet is also integrated with SharpDevelop. NuGet can also be used from the command line and automated with scripts. +It supports multiple programming languages. https://en.wikipedia.org/wiki/NuGet + + + NPM + npm (originally short for Node Package Manager) is a package manager for the JavaScript programming language. It is the default package manager for the JavaScript runtime environment Node.js. It consists of a command line client, also called npm, and an online database of public and paid-for private packages, called the npm registry. The registry is accessed via the client, and the available packages can be browsed and searched via the npm website. The package manager and the registry are managed by npm, Inc. https://en.wikipedia.org/wiki/Npm_(software) + + + GitLab.com + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitHub + GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ + + + GitLab On-prem + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + TFS + Team Foundation Server (Microsoft TFS) helps manage teams and their code. It's because TFS offers a combo of version control, issue tracking, and application lifecycle management. https://www.perforce.com/blog/vcs/what-team-foundation-server + + + Spring boot (and Spring Cloud) + The Spring Framework is an application framework and inversion of control container for the Java platform. https://en.wikipedia.org/wiki/Spring_Framework +Spring Boot is an open source Java-based framework used to create a micro Service. It is developed by Pivotal Team and is used to build stand-alone and production ready spring applications. https://www.tutorialspoint.com/spring_boot/spring_boot_introduction.htm +Spring Cloud is a framework for building robust cloud applications. https://www.baeldung.com/spring-cloud-bootstrapping + + + Node.js + Node.js is a JavaScript runtime built on Chrome's V8 JavaScript engine. (https://nodejs.org/en/) + + + Java + Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml) + + + TypeScript + TypeScript is an open-source programming language developed and maintained by Microsoft. It is a strict syntactical superset of JavaScript and adds optional static typing to the language. TypeScript is designed for development of large applications and transcompiles to JavaScript. As TypeScript is a superset of JavaScript, existing JavaScript programs are also valid TypeScript programs. https://en.wikipedia.org/wiki/TypeScript + + + Loopback + LoopBack is a platform for building APIs and microservices in Node.js (https://loopback.io/doc/en/lb4/index.html) + + + OPENAPI + OpenAPI = Specification +Swagger = Tools for implementing the specification +(https://swagger.io/blog/api-strategy/difference-between-swagger-and-openapi/) + + + .Net Framework + + + .Net Core + .NET Core is a free and open-source, managed computer software framework for Windows, Linux, and macOS operating systems. It is a cross-platform successor to .NET Framework. The project is primarily developed by Microsoft and released under the MIT License. https://en.wikipedia.org/wiki/.NET_Core + + + JavaScript + JavaScript, often abbreviated as JS, is a programming language that conforms to the ECMAScript specification. JavaScript is high-level, often just-in-time compiled, and multi-paradigm. It has curly-bracket syntax, dynamic typing, prototype-based object-orientation, and first-class functions. https://en.wikipedia.org/wiki/JavaScript + + + C# + C# (C Sharp) is a general-purpose, multi-paradigm programming language encompassing strong typing, lexically scoped, imperative, declarative, functional, generic, object-oriented (class-based), and component-oriented programming disciplines. https://en.wikipedia.org/wiki/C_Sharp_(programming_language) + + + Angular + Angular (commonly referred to as "Angular 2+" or "Angular v2 and above") is a TypeScript-based open-source web application framework led by the Angular Team at Google and by a community of individuals and corporations. Angular is a complete rewrite from the same team that built AngularJS. https://en.wikipedia.org/wiki/Angular_(web_framework) + + + React + React (also known as React.js or ReactJS) is a JavaScript library for building user interfaces. It is maintained by Facebook and a community of individual developers and companies. https://en.wikipedia.org/wiki/React_(web_framework) + + + VSCode + Visual Studio Code is a source-code editor developed by Microsoft for Windows, Linux and macOS. It includes embedded Git and support for debugging, syntax highlighting, intelligent code completion, snippets, and code refactoring. It is highly customizable, allowing users to change the theme, keyboard shortcuts, preferences, and install extensions that add additional functionality. The source code is free and open-source, released under the permissive MIT License. The compiled binaries are freeware for any use. +https://en.wikipedia.org/wiki/Visual_Studio_Code + + + Eclipse + Eclipse is an integrated development environment (IDE) used in computer programming. It contains a base workspace and an extensible plug-in system for customizing the environment. Eclipse is written mostly in Java and its primary use is for developing Java applications, but it may also be used to develop applications in other programming languages via plug-ins, including Ada, ABAP, C, C++, C#, Clojure, COBOL, D, Erlang, Fortran, Groovy, Haskell, JavaScript, Julia, Lasso, Lua, NATURAL, Perl, PHP, Prolog, Python, R, Ruby, Rust, Scala, and Scheme. It can also be used to develop documents with LaTeX (via a TeXlipse plug-in) and packages for the software Mathematica. Development environments include the Eclipse Java development tools (JDT) for Java and Scala, Eclipse CDT for C/C++, and Eclipse PDT for PHP, among others. +https://en.wikipedia.org/wiki/Eclipse_(software) + + + Ansible + Ansible is an open source IT Configuration Management, Deployment & Orchestration tool. It aims to provide large productivity gains to a wide variety of automation challenge. +https://www.edureka.co/blog/what-is-ansible/ + + + Apache ZooKeeper + Apache ZooKeeper is a software project of the Apache Software Foundation. It is essentially a service for distributed systems offering a hierarchical key-value store, which is used to provide a distributed configuration service, synchronization service, and naming registry for large distributed systems. https://en.wikipedia.org/wiki/Apache_ZooKeeper + + + crushftp + Enterprise Grade File Transfer Server https://www.crushftp.com/index.html + + + Swagger + Swagger allows you to describe the structure of your APIs so that machines can read them. By reading your API’s structure, Swagger can automatically build interactive API documentation, automatically generate client libraries for API in many languages and explore other possibilities like automated testing. Swagger does this by asking your API to return a YAML or JSON that contains a detailed description of your entire API. This file is essentially a resource listing of your API which adheres to OpenAPI Specification. https://swagger.io/docs/specification/2-0/what-is-swagger/ + + + HashiCorp Vault + Secure, store and tightly control access to tokens, passwords, certificates, encryption keys for protecting secrets and other sensitive data using a UI, CLI, or HTTP API. https://www.vaultproject.io/ + + + Azure KeyVault + Key Vault Safeguard cryptographic keys and other secrets used by cloud apps and services. https://azure.microsoft.com/en-us/services/key-vault/ + + + Terraform + Terraform enables you to safely and predictably create, change, and improve infrastructure. It is an open source tool that codifies APIs into declarative +https://www.terraform.io/ + + + AWS + Amazon Web Services (AWS) is the world’s most comprehensive and broadly adopted cloud platform, offering over 175 fully featured services from data centers globally. Customers are using AWS to lower costs, become more agile, and innovate faster. https://aws.amazon.com/what-is-aws/ + + + Azure + Microsoft Azure is an ever-expanding set of cloud services to help your organisation meet your business challenges. It’s the freedom to build, manage and deploy applications on a massive, global network using your favourite tools and frameworks. https://azure.microsoft.com/en-ca/overview/what-is-azure/ + + + puppet + Automate Provisioning and Manage Infrastructure as Code. https://puppet.com/blog/automate-provisioning-and-manage-infrastructure-as-code-new-puppet-enterprise-3-8/ + + + Helm + Helm helps you manage Kubernetes applications — Helm Charts help you define, install, and upgrade even the most complex Kubernetes application. (https://helm.sh/) + + + Packer + Packer is a tool for creating identical machine images for multiple platforms from a single source configuration. (https://packer.io/) + + + Nomad + Nomad is a simple, flexible, and production-grade work orchestrator that enables organizations to deploy, manage, and scale any application, containerized, legacy or batch jobs, across multiple regions, on private and public clouds. https://www.hashicorp.com/products/nomad/ + + + Solace PubSub+ + PubSub+ Event Broker: Software - Easily deploy powerful messaging in clouds and container platforms in IaaS/PaaS environments. https://solace.com/products/event-broker/software/ + + + Kafka + Kafka is used for building real-time data pipelines and streaming apps. It is horizontally scalable, fault-tolerant, wicked fast, and runs in production in thousands of companies. https://kafka.apache.org/ + + + Kafka Connect and Streams + Kafka Connect, an open source component of Apache Kafka, is a framework for connecting Kafka with external systems such as databases, key-value stores, search indexes, and file systems. Using Kafka Connect, you can deploy connector implementations for common data sources and sinks to move data into and out of Kafka. https://docs.confluent.io/current/connect/index.html +Kafka Streams is a client library for building applications and microservices, where the input and output data are stored in an Apache Kafka cluster. It combines the simplicity of writing and deploying standard Java and Scala applications on the client side with the benefits of Kafka’s server-side cluster technology. https://docs.confluent.io/current/streams/index.html + + + Camel + Apache Camel is an open source Java framework that focuses on making integration easier and more accessible to developers. It does this by providing concrete implementations of all the widely used Enterprise Integration Patterns (EIPs); connectivity to a great variety of transports and APIs; easy to use Domain Specific Languages (DSLs) to wire EIPs and transports together https://camel.apache.org/manual/latest/faq/what-is-camel.html + + + Kubernetes + Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/ + + + Docker + A Docker container image is a lightweight, standalone, executable package of software that includes everything needed to run an application: code, runtime, system tools, system libraries and settings. https://www.docker.com/resources/what-container + + + ArangoDB + ArangoDB is a free and open-source native multi-model database system developed by ArangoDB GmbH. The database system supports three data models (key/value, documents, graphs) with one database core and a unified query language AQL (ArangoDB Query Language). The query language is declarative and allows the combination of different data access patterns in a single query. ArangoDB is a NoSQL database system but AQL is similar in many ways to SQL. https://en.wikipedia.org/wiki/ArangoDB + + + PostgresSQL + PostgreSQL also known as Postgres, is a free and open-source relational database management system (RDBMS) emphasizing extensibility and SQL compliance. https://en.wikipedia.org/wiki/PostgreSQL + + + 3Scale + Red Hat 3scale API Management makes it easy to manage APIs. Share, secure, distribute, control, and monetize APIs on an infrastructure platform built for performance, customer control, and future growth. Place 3scale components on-premise, in the cloud, or on any combination of the two. https://www.redhat.com/en/technologies/jboss-middleware/3scale + + + Linux Mint + The purpose of Linux Mint is to produce a modern, elegant and comfortable operating system which is both powerful and easy to use. Based on Debian and Ubuntu, it provides about 30,000 packages and one of the best software managers. https://www.linuxmint.com/about.php + + + Fabio + Not part of CNFC landscape. Fabio is an HTTP and TCP reverse proxy that configures itself with data from Consul. (https://fabiolb.net/) + + + Envoy + Envoy is a high performance C++ distributed proxy designed for single services and applications, as well as a communication bus and “universal data plane” designed for large microservice “service mesh” architectures. +(https://www.envoyproxy.io/) + + + CoreDNS + CoreDNS is a DNS server.It is written in Go.It can be used in a multitude of environments because of its flexibility. CoreDNS integrates with Kubernetes via the Kubernetes plugin. (https://coredns.io/) + + + Traefik + Traefik is the leading open source reverse proxy and load balancer for HTTP and TCP-based applications. I put it here because Oracle API Gateway is here. (https://traefik.io/) + + + Consul + "Consul is a service networking solution to connect and secure services across any runtime platform and public or private cloud. +Features (Consul lingo): +* Mesh Gateway (https://www.consul.io/mesh.html). Connect between different cloud regions, VPCs and between overlay and underlay networks without complex network tunnels and NAT. +* Layer 7 Traffic Management (https://www.consul.io/docs/connect/l7-traffic-management.html) +* Consul includes its own built-in L4 proxy (https://www.consul.io/docs/connect/proxies.html)" + + + NGINX + Nginx is a web server which can also be used as a reverse proxy, load balancer, mail proxy and HTTP cache. https://en.wikipedia.org/wiki/Nginx + + + Skaffold + Skaffold is a command line tool that facilitates continuous development for Kubernetes applications. You can iterate on your application source code locally then deploy to local or remote Kubernetes clusters. Skaffold handles the workflow for building, pushing and deploying your application. It also provides building blocks and describe customizations for a CI/CD pipeline. +(https://github.com/GoogleContainerTools/skaffold) + + + Istio + Istio lets you connect, secure, control, and observe services. At a high level, Istio helps reduce the complexity of these deployments, and eases the strain on your development teams. It is a completely open source service mesh that layers transparently onto existing distributed applications. https://istio.io/docs/concepts/what-is-istio/ + + + Fluentd + Fluentd is an open source data collector, which lets you unify the data collection and consumption for a better use and understanding of data. Fluentd tries to structure data as JSON as much as possible: this allows Fluentd to unify all facets of processing log data: collecting, filtering, buffering, and outputting logs across multiple sources and destinations (Unified Logging Layer). https://www.fluentd.org/architecture + + + Elastic + The Elastic Stack (sometimes known as the ELK Stack) is a popular open source logging platform. https://www.elastic.co/log-monitoring + + + Logstash + Logstash is an open source, server-side data processing pipeline that ingests data from a multitude of sources simultaneously, transforms it, and then sends it to your favorite "stash." https://www.elastic.co/logstash + + + Kibana + Kibana is an open source data visualization dashboard for Elasticsearch. It provides visualization capabilities on top of the content indexed on an Elasticsearch cluster. Users can create bar, line and scatter plots, or pie charts and maps on top of large volumes of data. https://en.wikipedia.org/wiki/Kibana + + + Jaeger + Jaeger is a distributed tracing platform created by Uber Technologies and donated to Cloud Native Computing Foundation. It can be used for monitoring microservices-based distributed systems. https://github.com/jaegertracing/jaeger + + + Prometheus + Prometheus is a free software application used for event monitoring and alerting. It records real-time metrics in a time series database built using a HTTP pull model, with flexible queries and real-time alerting. The project is written in Go and licensed under the Apache 2 License, with source code available on GitHub, and is a graduated project of the Cloud Native Computing Foundation, along with Kubernetes and Envoy. https://en.wikipedia.org/wiki/Prometheus_(software) + + + Grafana + Grafana is an open source visualization and alerting tool for time series data. It was designed with a plugin architecture that allows you to capture data across many different sources and visualize it on a single dashboard. https://blogs.oracle.com/cloudnative/data-source-grafana + + + GitHub + Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ + + + Jira + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitLab On-prem + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab.com + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + OS Ticket + osTicket seamlessly routes inquiries created via email, web-forms and API. Simple and easy-to-use web-based customer support platform. osTicket comes packed with more features and tools than most of the expensive (and complex) support ticket systems on the market. https://osticket.com/ + + + GitHub + Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ + + + Jira + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitLab On-prem + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab.com + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + Confluence + Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence + + + Odoo + Odoo Helpdesk is optimized for team's productivity: Create SLA rules and let Odoo take action automatically. Automate emails or actions at different stages of ticket resolution. Define dynamic email templates to automate the most common responses. https://www.odoo.com/page/helpdesk + + + Slack + Slack is a collaboration hub that can replace email to help you and your team work together seamlessly. It’s designed to support the way people naturally work together, so you can collaborate with people online as efficiently as you do face-to-face. https://slack.com/intl/en-ca/help/articles/115004071768-What-is-Slack- + + + Confluence + Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence + + + Zoom + Zoom is a cloud-based video conferencing, group messaging, and online meetings solution for the educational, financial, health care, and government sectors. It is compatible with both PC and mobile devices. Users can incorporate HD videos and audio to meetings and make them interactive. https://zoom.us/ + + + Jenkins X + Jenkins X is an open source system that offers software developers continuous integration, automated testing, and continuous delivery, known as CI/CD, in Kubernetes. Jenkins X-managed projects get a complete CI/CD process with a Jenkins pipeline that builds and packages project code for deployment to Kubernetes and access to pipelines for promoting projects to staging and production environments. https://opensource.com/article/18/11/getting-started-jenkins-x + + + OpenShift + OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm + + + Spring + Spring is a framework that helps you to "wire" different components together. It is most useful in cases where you have a lot of components and you might decide to combine them in different ways, or wish to make it easy to swap out one component for another depending on different settings or environments. +(https://softwareengineering.stackexchange.com/questions/92393/what-does-the-spring-framework-do-should-i-use-it-why-or-why-not) + + + Jenkins + A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/) + + + Jira + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitHub + GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ + + + GitLab.com + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab On-prem + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + .Net + .NET programming languages include: +C# (C sharp) is a simple, modern, object-oriented, and type-safe programming language. +F# (F sharp) is a cross-platform, open-source, functional programming language. It also includes object-oriented and imperative programming. +VB Visual Basic is an approachable language with a simple syntax for building type-safe, object-oriented apps. +https://dotnet.microsoft.com/languages + + + Azure Resource Management Templates + Azure Quickstart Templates. Deploy Azure resources through the Azure Resource Manager with community-contributed templates to get more done. Deploy, learn, fork and contribute back. https://azure.microsoft.com/en-ca/resources/templates/ + + + AWS Cloud Formation Templates + AWS CloudFormation simplifies provisioning and management on AWS. You can create templates for the service or application architectures you want and have AWS CloudFormation use those templates for quick and reliable provisioning of the services or applications (called “stacks”). You can also easily update or replicate the stacks as needed. https://aws.amazon.com/cloudformation/resources/templates/ + + + Trello + Trello is a collaboration tool that organizes your projects into boards. In one glance, Trello tells you what's being worked on, who's working on what, and where something is in a process. https://help.trello.com/article/708-what-is-trello + + + MS Teams + Microsoft Teams is a unified communication and collaboration platform that combines persistent workplace chat, video meetings, file storage (including collaboration on files), and application integration. The service integrates with the Office 365 subscription office productivity suite and features extensions that can integrate with non-Microsoft products. https://en.wikipedia.org/wiki/Microsoft_Teams + + + Apigee + Apigee is an API gateway management tool offered by Google to exchange data across cloud services and applications. Apigee is one tool that can manage the API gateway and make it easier to produce and deploy modern, developer-friendly apps. https://cloud.google.com/apigee + + + Azure DevOps + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Visual Studio + Microsoft Visual Studio is an integrated development environment (IDE) from Microsoft. It is used to develop computer programs, as well as websites, web apps, web services and mobile apps. Visual Studio uses Microsoft software development platforms such as Windows API, Windows Forms, Windows Presentation Foundation, Windows Store and Microsoft Silverlight. It can produce both native code and managed code. +https://en.wikipedia.org/wiki/Microsoft_Visual_Studio + + + CITRUS + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Aqua + Aqua Security - Full lifecycle security for containers and cloud-native applications. https://github.com/aquasecurity + + + Jfrog Xray + JFrog Xray is a universal binary analysis product that works with JFrog Artifactory to analyze software components and reveal a variety of vulnerabilities at any stage of the software application lifecycle. Unlike traditional binary analysis tools, JFrog Xray is a fully automated product with a rich REST API. https://jfrog.com/whitepaper/jfrog-xray-universal-component-analysis/ + + + Sonatype Nexus Vulnerability Scanner Lifecycle + Nexus Vulnerability Scanner - Instantly generates an inventory of your open source and third party components to determine potential security and license risk. https://www.sonatype.com/appscan + + + HCL Appscan + HCL AppScan, previously known as IBM AppScan, is a family of web security testing and monitoring tools formerly from the Rational Software division of IBM. AppScan is intended to test Web applications for security vulnerabilities during the development process. The product learns the behavior of each application, whether an off-the-shelf application or internally developed, and develops a program intended to test all of its functions for both common and application-specific vulnerabilities. https://en.wikipedia.org/wiki/Security_AppScan + + + Fortify Static Code Analyzer(SCA) + Micro Focus® Fortify Static Code Analyzer (SCA) pinpoints the root cause of security vulnerabilities in the source code, prioritizes the most serious issues, and provides detailed guidance on how to fix them so developers can resolve issues in less time with centralized software security management. (https://www.microfocus.com/) + + + OWASP Zed Attack Proxy (ZAP) + Zed Attack Proxy (ZAP) is a free, open-source penetration testing tool being maintained under the umbrella of the Open Web Application Security Project (OWASP). ZAP is designed specifically for testing web applications and is both flexible and extensible. (https://www.zaproxy.org/) + + + ThreadFix + ThreadFix helps correlate results across applications and the network infrastructure assets that supports them using test results from a variety of sources: static, dynamic, interactive, software composition analysis and network/infrastructure (https://threadfix.it) + + + Sonatype Nexus IQ Server + Nexus IQ Server is a policy engine powered by precise intelligence on open source components. It provides a number of tools to improve component usage in the software supply chain, allowing to automate processes and achieve accelerated speed to delivery while also increasing product quality (https://help.sonatype.com/iqserver). + + + Sonatype Nexus Repository + Sonatype Nexus Repository is used for managing binaries and building artifacts across the software supply chain (https://www.sonatype.com/product-nexus-repository) + + + Axe-core + "Axe is an accessibility testing engine for websites and other HTML-based user interfaces. It's fast, secure, lightweight, and was built to seamlessly integrate with any existing test environment so you can automate accessibility testing alongside your regular functional testing. +https://github.com/dequelabs/axe-core" + + + Compliance Sheriff + Compliance Sheriff ensures online content complies with web accessibility standards (http://www.compliancesheriff.com/) + + + Jasmine + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Protractor + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Selenium + Selenium is a portable framework for testing web applications. Selenium provides a playback tool for authoring functional tests without the need to learn a test scripting language (Selenium IDE). It also provides a test domain-specific language (Selenese) to write tests in a number of popular programming languages, including C#, Groovy, Java, Perl, PHP, Python, Ruby and Scala. The tests can then run against most modern web browsers. Selenium runs on Windows, Linux, and macOS. It is open-source software released under the Apache License 2.0. https://en.wikipedia.org/wiki/Selenium_(software) + + + Cypress + Cypress is a JavaScript-based end-to-end testing framework that doesn't use Selenium at all. It is built on top of Mocha, which is again a feature-rich JavaScript test framework running on and in the browser, making asynchronous testing simple and fun. https://www.cypress.io/ + + + ARMA + + + Mocha + Mocha is a JavaScript Test Framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) + +Mocha is a feature-rich JavaScript test framework running on Node.js and in the browser, making asynchronous testing simple. Mocha tests run serially, allowing for flexible and accurate reporting, while mapping uncaught exceptions to the correct test cases. Hosted on GitHub. https://mochajs.org/ + + + Postman + Postman is an open source API testing tool. It can work with any given endpoint even if it’s Restful or XML based. It has an easy to use interface to make the request to the given endpoints. It offers a rich variety of features. Creating a collection from requests, extracting data from any response and storing in a variable are the least you can do with Postman. https://loadium.com/blog/performance-testing-with-postman/ + + + Loadrunner + LoadRunner is a software testing tool from Micro Focus. It is used to test applications, measuring system behaviour and performance under load. LoadRunner can simulate thousands of users concurrently using application software, recording and later analyzing the performance of key components of the application. https://en.wikipedia.org/wiki/LoadRunner + + + chai + Chai is BDD/TDD assertion library. Can be paired with any javascript testing framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) + + + SonarLint + SonarLint is an IDE extension that helps you detect and fix quality issues as you write code (https://www.sonarlint.org/) + + + SonarQube + SonarQube is an open-source platform developed by SonarSource for continuous inspection of code quality to perform automatic reviews with static analysis of code to detect bugs, code smells, and security vulnerabilities on 20+ programming languages (https://www.sonarqube.org/) + + + Microfocus Fortify Static Code Analyzer + Automated static code analysis helps developers eliminate vulnerabilities and build secure software. Code securely with integrated SAST. Covers multiple languages. Performs automated scans. Fix at the speed of DevOps. Automate security within CI/CD. https://www.microfocus.com/en-us/products/static-code-analysis-sast/overview + + + JFrog Artifactory + JFrog Artifactory is a universal DevOps solution providing end-to-end automation and management of binaries and artifacts through the application delivery process that improves productivity across development ecosystem. https://www.jfrog.com/confluence/display/JFROG/JFrog+Artifactory + + + Maven + Maven is a build automation tool used primarily for Java projects. Maven can also be used to build and manage projects written in C#, Ruby, Scala, and other languages. The Maven project is hosted by the Apache Software Foundation, where it was formerly part of the Jakarta Project. https://en.wikipedia.org/wiki/Apache_Maven + + + NuGet + NuGet is a free and open-source package manager designed for the Microsoft development platform. NuGet is distributed as a Visual Studio extension. Starting with Visual Studio 2012, NuGet comes pre-installed by default. NuGet is also integrated with SharpDevelop. NuGet can also be used from the command line and automated with scripts. +It supports multiple programming languages. https://en.wikipedia.org/wiki/NuGet + + + NPM + npm (originally short for Node Package Manager) is a package manager for the JavaScript programming language. It is the default package manager for the JavaScript runtime environment Node.js. It consists of a command line client, also called npm, and an online database of public and paid-for private packages, called the npm registry. The registry is accessed via the client, and the available packages can be browsed and searched via the npm website. The package manager and the registry are managed by npm, Inc. https://en.wikipedia.org/wiki/Npm_(software) + + + GitLab.com + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitHub + GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ + + + GitLab On-prem + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + TFS + Team Foundation Server (Microsoft TFS) helps manage teams and their code. It's because TFS offers a combo of version control, issue tracking, and application lifecycle management. https://www.perforce.com/blog/vcs/what-team-foundation-server + + + Azure DevOps + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Spring boot (and Spring Cloud) + The Spring Framework is an application framework and inversion of control container for the Java platform. https://en.wikipedia.org/wiki/Spring_Framework + +Spring Boot is an open source Java-based framework used to create a micro Service. It is developed by Pivotal Team and is used to build stand-alone and production ready spring applications. https://www.tutorialspoint.com/spring_boot/spring_boot_introduction.htm + +Spring Cloud is a framework for building robust cloud applications. https://www.baeldung.com/spring-cloud-bootstrapping + + + .Net Framework + .NET Framework is the original implementation of .NET. It supports running websites, services, desktop apps, and more on Windows. The two major components of .NET Framework are the Common Language Runtime and the .NET Framework Class Library.(https://dotnet.microsoft.com/learn/dotnet/what-is-dotnet-framework) + + + OPENAPI + OpenAPI = Specification +Swagger = Tools for implementing the specification +(https://swagger.io/blog/api-strategy/difference-between-swagger-and-openapi/) + + + .Net Core + .NET Core is a free and open-source, managed computer software framework for Windows, Linux, and macOS operating systems. It is a cross-platform successor to .NET Framework. The project is primarily developed by Microsoft and released under the MIT License. https://en.wikipedia.org/wiki/.NET_Core + + + Loopback + LoopBack is a platform for building APIs and microservices in Node.js (https://loopback.io/doc/en/lb4/index.html) + + + React + React (also known as React.js or ReactJS) is a JavaScript library for building user interfaces. It is maintained by Facebook and a community of individual developers and companies. https://en.wikipedia.org/wiki/React_(web_framework) + + + Angular + Angular (commonly referred to as "Angular 2+" or "Angular v2 and above") is a TypeScript-based open-source web application framework led by the Angular Team at Google and by a community of individuals and corporations. Angular is a complete rewrite from the same team that built AngularJS. https://en.wikipedia.org/wiki/Angular_(web_framework) + + + Node.js + Node.js is a JavaScript runtime built on Chrome's V8 JavaScript engine. (https://nodejs.org/en/) + + + JavaScript + JavaScript, often abbreviated as JS, is a programming language that conforms to the ECMAScript specification. JavaScript is high-level, often just-in-time compiled, and multi-paradigm. It has curly-bracket syntax, dynamic typing, prototype-based object-orientation, and first-class functions. https://en.wikipedia.org/wiki/JavaScript + + + C# + C# (C Sharp) is a general-purpose, multi-paradigm programming language encompassing strong typing, lexically scoped, imperative, declarative, functional, generic, object-oriented (class-based), and component-oriented programming disciplines. https://en.wikipedia.org/wiki/C_Sharp_(programming_language) + + + Java + Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml) + + + .Net + .NET programming languages include: +C# (C sharp) is a simple, modern, object-oriented, and type-safe programming language. +F# (F sharp) is a cross-platform, open-source, functional programming language. It also includes object-oriented and imperative programming. +VB Visual Basic is an approachable language with a simple syntax for building type-safe, object-oriented apps. +https://dotnet.microsoft.com/languages + + + TypeScript + TypeScript is an open-source programming language developed and maintained by Microsoft. It is a strict syntactical superset of JavaScript and adds optional static typing to the language. TypeScript is designed for development of large applications and transcompiles to JavaScript. As TypeScript is a superset of JavaScript, existing JavaScript programs are also valid TypeScript programs. https://en.wikipedia.org/wiki/TypeScript + + + Eclipse + Eclipse is an integrated development environment (IDE) used in computer programming. It contains a base workspace and an extensible plug-in system for customizing the environment. Eclipse is written mostly in Java and its primary use is for developing Java applications, but it may also be used to develop applications in other programming languages via plug-ins, including Ada, ABAP, C, C++, C#, Clojure, COBOL, D, Erlang, Fortran, Groovy, Haskell, JavaScript, Julia, Lasso, Lua, NATURAL, Perl, PHP, Prolog, Python, R, Ruby, Rust, Scala, and Scheme. It can also be used to develop documents with LaTeX (via a TeXlipse plug-in) and packages for the software Mathematica. Development environments include the Eclipse Java development tools (JDT) for Java and Scala, Eclipse CDT for C/C++, and Eclipse PDT for PHP, among others. +https://en.wikipedia.org/wiki/Eclipse_(software) + + + VSCode + Visual Studio Code is a source-code editor developed by Microsoft for Windows, Linux and macOS. It includes embedded Git and support for debugging, syntax highlighting, intelligent code completion, snippets, and code refactoring. It is highly customizable, allowing users to change the theme, keyboard shortcuts, preferences, and install extensions that add additional functionality. The source code is free and open-source, released under the permissive MIT License. The compiled binaries are freeware for any use. +https://en.wikipedia.org/wiki/Visual_Studio_Code + + + Visual Studio + Microsoft Visual Studio is an integrated development environment (IDE) from Microsoft. It is used to develop computer programs, as well as websites, web apps, web services and mobile apps. Visual Studio uses Microsoft software development platforms such as Windows API, Windows Forms, Windows Presentation Foundation, Windows Store and Microsoft Silverlight. It can produce both native code and managed code. +https://en.wikipedia.org/wiki/Microsoft_Visual_Studio + + + Ansible + Ansible is an open source IT Configuration Management, Deployment & Orchestration tool. It aims to provide large productivity gains to a wide variety of automation challenge. +https://www.edureka.co/blog/what-is-ansible/ + + + Apache ZooKeeper + Apache ZooKeeper is a software project of the Apache Software Foundation. It is essentially a service for distributed systems offering a hierarchical key-value store, which is used to provide a distributed configuration service, synchronization service, and naming registry for large distributed systems. https://en.wikipedia.org/wiki/Apache_ZooKeeper + + + Packer + Packer is a tool for creating identical machine images for multiple platforms from a single source configuration. (https://packer.io/) + + + HashiCorp Vault + Secure, store and tightly control access to tokens, passwords, certificates, encryption keys for protecting secrets and other sensitive data using a UI, CLI, or HTTP API. https://www.vaultproject.io/ + + + Azure KeyVault + Key Vault Safeguard cryptographic keys and other secrets used by cloud apps and services. https://azure.microsoft.com/en-us/services/key-vault/ + + + Terraform + Terraform enables you to safely and predictably create, change, and improve infrastructure. It is an open source tool that codifies APIs into declarative. https://www.terraform.io/ + + + puppet + Automate Provisioning and Manage Infrastructure as Code. https://puppet.com/blog/automate-provisioning-and-manage-infrastructure-as-code-new-puppet-enterprise-3-8/ + + + Helm + Helm helps you manage Kubernetes applications — Helm Charts help you define, install, and upgrade even the most complex Kubernetes application. (https://helm.sh/) + + + Azure Resource Management Templates + Azure Quickstart Templates. Deploy Azure resources through the Azure Resource Manager with community-contributed templates to get more done. Deploy, learn, fork and contribute back. https://azure.microsoft.com/en-ca/resources/templates/ + + + AWS Cloud Formation Templates + AWS CloudFormation simplifies provisioning and management on AWS. You can create templates for the service or application architectures you want and have AWS CloudFormation use those templates for quick and reliable provisioning of the services or applications (called “stacks”). You can also easily update or replicate the stacks as needed. https://aws.amazon.com/cloudformation/resources/templates/ + + + Nomad + Nomad is a simple, flexible, and production-grade work orchestrator that enables organizations to deploy, manage, and scale any application, containerized, legacy or batch jobs, across multiple regions, on private and public clouds. https://www.hashicorp.com/products/nomad/ + + + Kubernetes + Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/ + + + OpenShift + OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm + + + Docker + A Docker container image is a lightweight, standalone, executable package of software that includes everything needed to run an application: code, runtime, system tools, system libraries and settings. https://www.docker.com/resources/what-container + + + ArangoDB + ArangoDB is a free and open-source native multi-model database system developed by ArangoDB GmbH. The database system supports three data models (key/value, documents, graphs) with one database core and a unified query language AQL (ArangoDB Query Language). The query language is declarative and allows the combination of different data access patterns in a single query. ArangoDB is a NoSQL database system but AQL is similar in many ways to SQL. https://en.wikipedia.org/wiki/ArangoDB + + + PostgresSQL + PostgreSQL also known as Postgres, is a free and open-source relational database management system (RDBMS) emphasizing extensibility and SQL compliance. https://en.wikipedia.org/wiki/PostgreSQL + + + 3Scale + Red Hat 3scale API Management makes it easy to manage APIs. Share, secure, distribute, control, and monetize APIs on an infrastructure platform built for performance, customer control, and future growth. Place 3scale components on-premise, in the cloud, or on any combination of the two. https://www.redhat.com/en/technologies/jboss-middleware/3scale + + + Swagger + Swagger allows you to describe the structure of your APIs so that machines can read them. By reading your API’s structure, Swagger can automatically build interactive API documentation, automatically generate client libraries for API in many languages and explore other possibilities like automated testing. Swagger does this by asking your API to return a YAML or JSON that contains a detailed description of your entire API. This file is essentially a resource listing of your API which adheres to OpenAPI Specification. https://swagger.io/docs/specification/2-0/what-is-swagger/ + + + Apigee + Apigee is an API gateway management tool offered by Google to exchange data across cloud services and applications. Apigee is one tool that can manage the API gateway and make it easier to produce and deploy modern, developer-friendly apps. https://cloud.google.com/apigee + + + Linux Mint + The purpose of Linux Mint is to produce a modern, elegant and comfortable operating system which is both powerful and easy to use. Based on Debian and Ubuntu, it provides about 30,000 packages and one of the best software managers. https://www.linuxmint.com/about.php + + + Fabio + Not part of CNFC landscape. Fabio is an HTTP and TCP reverse proxy that configures itself with data from Consul. (https://fabiolb.net/) + + + Envoy + Envoy is a high performance C++ distributed proxy designed for single services and applications, as well as a communication bus and “universal data plane” designed for large microservice “service mesh” architectures. +(https://www.envoyproxy.io/) + + + CoreDNS + CoreDNS is a DNS server.It is written in Go.It can be used in a multitude of environments because of its flexibility. CoreDNS integrates with Kubernetes via the Kubernetes plugin. (https://coredns.io/) + + + Traefik + Traefik is the leading open source reverse proxy and load balancer for HTTP and TCP-based applications. I put it here because Oracle API Gateway is here. (https://traefik.io/) + + + Consul + "Consul is a service networking solution to connect and secure services across any runtime platform and public or private cloud. +Features (Consul lingo): +* Mesh Gateway (https://www.consul.io/mesh.html). Connect between different cloud regions, VPCs and between overlay and underlay networks without complex network tunnels and NAT. +* Layer 7 Traffic Management (https://www.consul.io/docs/connect/l7-traffic-management.html) +* Consul includes its own built-in L4 proxy (https://www.consul.io/docs/connect/proxies.html)" + + + NGINX + Nginx is a web server which can also be used as a reverse proxy, load balancer, mail proxy and HTTP cache. https://en.wikipedia.org/wiki/Nginx + + + Istio + Istio lets you connect, secure, control, and observe services. At a high level, Istio helps reduce the complexity of these deployments, and eases the strain on your development teams. It is a completely open source service mesh that layers transparently onto existing distributed applications. https://istio.io/docs/concepts/what-is-istio/ + + + Azure + Microsoft Azure is an ever-expanding set of cloud services to help your organisation meet your business challenges. It’s the freedom to build, manage and deploy applications on a massive, global network using your favourite tools and frameworks. https://azure.microsoft.com/en-ca/overview/what-is-azure/ + + + AWS + Amazon Web Services (AWS) is the world’s most comprehensive and broadly adopted cloud platform, offering over 175 fully featured services from data centers globally. Customers are using AWS to lower costs, become more agile, and innovate faster. https://aws.amazon.com/what-is-aws/ + + + Kafka + Kafka is used for building real-time data pipelines and streaming apps. It is horizontally scalable, fault-tolerant, wicked fast, and runs in production in thousands of companies. https://kafka.apache.org/ + + + Camel + Apache Camel is an open source Java framework that focuses on making integration easier and more accessible to developers. It does this by providing concrete implementations of all the widely used Enterprise Integration Patterns (EIPs); connectivity to a great variety of transports and APIs; easy to use Domain Specific Languages (DSLs) to wire EIPs and transports together https://camel.apache.org/manual/latest/faq/what-is-camel.html + + + Kafka Connect and Streams + Kafka Connect, an open source component of Apache Kafka, is a framework for connecting Kafka with external systems such as databases, key-value stores, search indexes, and file systems. Using Kafka Connect, you can deploy connector implementations for common data sources and sinks to move data into and out of Kafka. https://docs.confluent.io/current/connect/index.html +Kafka Streams is a client library for building applications and microservices, where the input and output data are stored in an Apache Kafka cluster. It combines the simplicity of writing and deploying standard Java and Scala applications on the client side with the benefits of Kafka’s server-side cluster technology. https://docs.confluent.io/current/streams/index.html + + + crushftp + Enterprise Grade File Transfer Server https://www.crushftp.com/index.html + + + Solace PubSub+ + PubSub+ Event Broker: Software - Easily deploy powerful messaging in clouds and container platforms in IaaS/PaaS environments. https://solace.com/products/event-broker/software/ + + + Fluentd + Fluentd is an open source data collector, which lets you unify the data collection and consumption for a better use and understanding of data. Fluentd tries to structure data as JSON as much as possible: this allows Fluentd to unify all facets of processing log data: collecting, filtering, buffering, and outputting logs across multiple sources and destinations (Unified Logging Layer). https://www.fluentd.org/architecture + + + Elastic + The Elastic Stack (sometimes known as the ELK Stack) is a popular open source logging platform. https://www.elastic.co/log-monitoring + + + Logstash + Logstash is an open source, server-side data processing pipeline that ingests data from a multitude of sources simultaneously, transforms it, and then sends it to your favorite "stash." https://www.elastic.co/logstash + + + Kibana + Kibana is an open source data visualization dashboard for Elasticsearch. It provides visualization capabilities on top of the content indexed on an Elasticsearch cluster. Users can create bar, line and scatter plots, or pie charts and maps on top of large volumes of data. https://en.wikipedia.org/wiki/Kibana + + + Jaeger + Jaeger is a distributed tracing platform created by Uber Technologies and donated to Cloud Native Computing Foundation. It can be used for monitoring microservices-based distributed systems. https://github.com/jaegertracing/jaeger + + + Prometheus + Prometheus is a free software application used for event monitoring and alerting. It records real-time metrics in a time series database built using a HTTP pull model, with flexible queries and real-time alerting. The project is written in Go and licensed under the Apache 2 License, with source code available on GitHub, and is a graduated project of the Cloud Native Computing Foundation, along with Kubernetes and Envoy. https://en.wikipedia.org/wiki/Prometheus_(software) + + + Grafana + Grafana is an open source visualization and alerting tool for time series data. It was designed with a plugin architecture that allows you to capture data across many different sources and visualize it on a single dashboard. https://blogs.oracle.com/cloudnative/data-source-grafana + + + GitHub + Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ + + + Jira + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitLab On-prem + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab.com + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + OS Ticket + osTicket seamlessly routes inquiries created via email, web-forms and API. Simple and easy-to-use web-based customer support platform. osTicket comes packed with more features and tools than most of the expensive (and complex) support ticket systems on the market. https://osticket.com/ + + + Azure DevOps + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + GitHub + Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ + + + Jira + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitLab On-prem + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab.com + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + Confluence + Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence + + + Azure DevOps + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Odoo + Odoo Helpdesk is optimized for team's productivity: Create SLA rules and let Odoo take action automatically. Automate emails or actions at different stages of ticket resolution. Define dynamic email templates to automate the most common responses. https://www.odoo.com/page/helpdesk + + + Slack + Slack is a collaboration hub that can replace email to help you and your team work together seamlessly. It’s designed to support the way people naturally work together, so you can collaborate with people online as efficiently as you do face-to-face. https://slack.com/intl/en-ca/help/articles/115004071768-What-is-Slack- + + + Confluence + Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence + + + Zoom + Zoom is a cloud-based video conferencing, group messaging, and online meetings solution for the educational, financial, health care, and government sectors. It is compatible with both PC and mobile devices. Users can incorporate HD videos and audio to meetings and make them interactive. https://zoom.us/ + + + Trello + Trello is a collaboration tool that organizes your projects into boards. In one glance, Trello tells you what's being worked on, who's working on what, and where something is in a process. https://help.trello.com/article/708-what-is-trello + + + MS Teams + Microsoft Teams is a unified communication and collaboration platform that combines persistent workplace chat, video meetings, file storage (including collaboration on files), and application integration. The service integrates with the Office 365 subscription office productivity suite and features extensions that can integrate with non-Microsoft products. https://en.wikipedia.org/wiki/Microsoft_Teams + + + Jenkins + A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/) + + + GitHub + GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ + + + GitLab.com + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab On-prem + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + Azure DevOps + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Jira + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + Jenkins X + Jenkins X is an open source system that offers software developers continuous integration, automated testing, and continuous delivery, known as CI/CD, in Kubernetes. Jenkins X-managed projects get a complete CI/CD process with a Jenkins pipeline that builds and packages project code for deployment to Kubernetes and access to pipelines for promoting projects to staging and production environments. https://opensource.com/article/18/11/getting-started-jenkins-x + + + OpenShift + OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm + + + Skaffold + Skaffold is a command line tool that facilitates continuous development for Kubernetes applications. You can iterate on your application source code locally then deploy to local or remote Kubernetes clusters. Skaffold handles the workflow for building, pushing and deploying your application. It also provides building blocks and describe customizations for a CI/CD pipeline. +(https://github.com/GoogleContainerTools/skaffold) + + + Jenkins + A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/) + + + Spring + Spring is a framework that helps you to "wire" different components together. It is most useful in cases where you have a lot of components and you might decide to combine them in different ways, or wish to make it easy to swap out one component for another depending on different settings or environments. +(https://softwareengineering.stackexchange.com/questions/92393/what-does-the-spring-framework-do-should-i-use-it-why-or-why-not) + + + Azure DevOps + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + API Gateway Agent + API Gateway Cloud Agent – Cloud Install : Installation of all components relating to the API Gateway are installed in the Cloud​ + + + Node + + + Certified Kubernetes + Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/ Kubernetes is acontainer-orchestration system for automating application deployment, scaling, and management. It was originally designed by Google, and is now maintained by the Cloud Native Computing Foundation​ + + + Managed Devices + + + Unmanaged Devices + + + Implemented Control Measures + + + RabbitMQ + https://www.rabbitmq.com/ + +RabbitMQ is an open-source message-broker software (sometimes called message-oriented middleware) that originally implemented the Advanced Message Queuing Protocol (AMQP) and has since been extended with a plug-in architecture to support Streaming Text Oriented Messaging Protocol (STOMP), MQ Telemetry Transport (MQTT), and other protocols. The RabbitMQ server program is written in the Erlang programming language and is built on the Open Telecom Platform framework for clustering and failover. Client libraries to interface with the broker are available for all major programming languages. + + + <<Implemented Control Measure>> JSON Web Token (JWT) + + + <<Implemented Control Measure>> Encryption in Transit + + + <<Implemented Control Measure>> Web application Firewall + + + Managed Devices (copy) + + + Unmanaged Devices (copy) + + + Implemented Control Measures + + + Azure Monitor + Collect, analyze, and act on telemetry data from your Azure and on-premises environments. Azure Monitor helps you maximize performance and availability of your applications and proactively identify problems in seconds. () + + + Azure Sentinel + Microsoft Azure Sentinel is a scalable, cloud-native, security information event management (SIEM) and security orchestration automated response (SOAR) solution. Azure Sentinel delivers intelligent security analytics and threat intelligence across the enterprise, providing a single solution for alert detection, threat visibility, proactive hunting, and threat response. (https://docs.microsoft.com/en-gb/azure/sentinel/overview) + + + EA Repository + + + Technical Controls + + + Technical Security Control + Definition: A security control that is primarily implemented by the use of technology. (adapted from ITSG-33/HTRA) + + + Operational Security Control + Definition: A security control that is primarily implemented and executed by people and is typically supported by the use of technology, such as supporting software. (ITSG-33/HTRA) + + + Technical Security Control + Definition: A security control that is primarily implemented by the use of technology. (adapted from ITSG-33/HTRA) + + + Operational Security Control + Definition: A security control that is primarily implemented and executed by people and is typically supported by the use of technology, such as supporting software. (ITSG-33/HTRA) + + + CI/CD Certified Accessible and Secure DevOps Toolset + + + Qualiware + + + O365 + + + Archi + + + Modern Requirements + + + ESDC EA Repository + + + ESDC Initiative EA Assessment, EARB Deck + + + QualiWare On Premises + + + QualiWare Cloud + + + QualiWare 10.4 + + + QualiWare 10.4 (System Software) + + + QualiWare Cloud (Consolidated) + + + QualiWare 10.4 (System Software) (copy) + + + QualiWare 10.X+ (System Software) + + + SAVE-D + Secure Access Virtual Environment - Desktop +https://dialogue/proj/ITCD-RMTI/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=947 +Description (Purpose of business) + SAVE-D is a cloud-based environment of domain-connected virtual machines for desktop use. It provides a connectivity option for users who may not have access an ESDC physical platform (laptop/desktop/VPN) + + + QualiWare QLM + QualiWare Lifecycle Manager + + + IIG Code Hub + The code hub is a repository of common code tables and mappings used for joining information sources to create information views + + + Staging Areas + A server supporting the staging areas that are used to move information around the data reservoir. + + + Information Warehouse Repository + repository optimized for high-speed analytics. This data is structured and contains a correlated and consolidated collection of information. + + + Operational History Repository + A repository providing a historical record of the data from an operational application. This data is stored in the same format and with the same level of quality as is found in the application itself. This approach makes it possible to use this data to investigate activity around a specific application. + + + Audit Data Repository + A repository used to keep a record of the activity in the data reservoir. It is used for auditing the use of data and who is accessing it, when, and for what purpose + + + Deep Data Repository + A repository holding a copy of most of the data in the data reservoir. It provides a place where raw data can be located for analysis. The data may be annotated, linked, and consolidated in deep data. Data may be mapped to data structures after it is stored, so effort is spend as needed rather than at the time of storing. This repository is designed for flexibility, supporting both high volumes and variety of data + + + Object Cahce + To improve performance and availability to applications, some views of data can be made available through a cache. The object cache is particularly suited for systems of engagement applications because it is document-oriented, typically using the JSON format. + + + VBI SandBoxes + A sandbox is an area of personal storage where a copy of requested data is placed for the requester to use. These sandboxes are the same as the sandboxes in raw data interaction. They are populated from the simplified information collections designed for business users. + + + Information Access and Feedback + Self-service provisioning helps to get information to business users with minimal delay, known characteristics, and without any additional IT involvement. To support this and improve the usefulness of the reservoir, users are able to request access to additional data and feedback on the data within the reservoir through comments, tagging, rating, and other collaboration. This can be done through interfaces such as the catalog as they search for data, or through other collaboration tools and social media. Information views provide simplified subsets of the data reservoir repositories that are labeled with business friendly terms. + + + Advanced Analytics Sandboxes + A sandbox is used to provide a user with a copy of data from selected repositories that allows for a greater level of isolation from changes to the underlying data and to limit the workload impact on the rest of the reservoir + + + Operational Governance Repository + + + Content hub + A repository of documents, media files, and other content that has been managed under a content management repository and is classified with relevant metadata to understand its content and status. + + + Asset hub + A repository for slowly changing operational master data (information assets) such as, customer profiles, product definitions, and contracts. This repository provides authoritative operational master data for the real-time interfaces, real-time analytics and for data validation in data ingestion. If it is a reference repository of the operational master data management (MDM) systems it might also be extended with new attributes that are maintained by the reservoir. When this hub is taking data from more than one operational system, there may also be additional quality and de-duplication processes running that improve the data. These changes are published from the asset hub for distribution both inside and outside the reservoir. + + + Activity hub + A repository for storing recent activity related to a master entity. This repository is needed to support the real-time interfaces and real-time analytics. It may be loaded through the data ingestion process and through the real-time interfaces. However, many of its values were derived from analytics running inside the data reservoir. + + + Code Hub + A repository of common code tables and mappings that are available through the data reservoir's application programming interfaces (APIs). + + + Descriptive Data Repository + + + Azure DevOps ( + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Azure DevOps + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Data Logs + + + Network Logs + + + Infrastructure Logs + + + Application Logs + + + Cloud/DC Logs + + + Data Fabric + Data Fabric +A data fabric enables frictionless access and sharing of data in a distributed data environment. It enables a single and consistent data management framework, which allows seamless data access and processing by design across otherwise siloed storage. It may use analytics to constantly monitor data pipelines and support the design, deployment, and utilization of diverse data. Gartner® Data and Analysis Trends, 2021 (see References) claim that this can reduce time for integration by 30%, deployment by 30%, and maintenance by 70%. +A data fabric has an application interface, and often also a user interface. It gives the ability to write data, as well as to read it. The sources may be on-premise or in the cloud. Data fabrics deliver a unified, intelligent, and integrated end-to-end platform to support data use-cases. They provide the ability to deliver use-cases quickly by leveraging innovation in dynamic integration, distributed, and multi-cloud architectures, graph engines, and distributed in-memory and persistent memory platforms. Data fabric focuses on automating the process integration, transformation, preparation, curation, security, governance, and orchestration to enable analytics and insights quickly for business success. It minimizes complexity by automating processes, workflows, and pipelines, generating code, and streamlining data to accelerate various use-cases. +An application can read data from or update data in multiple sources, describing the data in terms of a common data model. The read and update requests are converted by data platforms to requests that describe the data in terms of the source data models. The data is then obtained from the sources and integrated, or updated in the sources, by continual synchronization or dynamic query. + + + Data Mesh + Data Mesh +The concept of data mesh is related but slightly different to that of data fabric. A data mesh consists of data products, each of which meets a set of user needs and has assured levels of quality and security. A data product is a computing unit that includes data, code, and metadata, and uses a data platform. (A data platform can be shared by multiple data products.) +A data mesh has domain-oriented, decentralized data ownership and management. It does not necessarily provide uniform access to the data, but the data products of a mesh can be exposed by data platforms as sources in a data fabric. + + + Data Platforms + Data Platforms +Data platforms are architecture components that connect to multiple sources and provide access to their data. They are key components of data fabrics and data meshes. They may import data from the sources but more usually, and more effectively, they use data virtualization. In either case, they transform the source data to fit a target schema, or expose the source schema to applications. +Figure 3 shows how data platforms enable applications to access data. They may communicate with each other or use common metadata to make the access uniform. +Figure 3: Data Platforms + + + Node + + + Montreal Data Centre (Facility) + + + Moncton Data Centre (Facility) + + + UNIX File Store + Name: UNIX® File Store +Source/URL: Refer to: http://www.unix.org/. + + + Apache Hadoop Distributed File System (HDFS) + Name: Apache™ Hadoop® Distributed File System (HDFS™) +Source/URL: Refer to: https://hadoop.apache.org/docs/r1.2.1/hdfs_design.html. + + + Blockchain System + Name: A Blockchain System +Source/URL: For more information, refer to: https://en.wikipedia.org/wiki/Blockchain. + + + High Performance EDC (Dorval) (Facility) + + + Borden EDC (Facility) + + + Advanced Analytics Sandboxes (technology collaboration) + A sandbox is used to provide a user with a copy of data from selected repositories that allows for a greater level of isolation from changes to the underlying data and to limit the workload impact on the rest of the reservoir + + + VBI SandBoxes (technology collaboration) + A sandbox is an area of personal storage where a copy of requested data is placed for the requester to use. These sandboxes are the same as the sandboxes in raw data interaction. They are populated from the simplified information collections designed for business users. + + + Information Access and Feedback (technology collaboration) + Self-service provisioning helps to get information to business users with minimal delay, known characteristics, and without any additional IT involvement. To support this and improve the usefulness of the reservoir, users are able to request access to additional data and feedback on the data within the reservoir through comments, tagging, rating, and other collaboration. This can be done through interfaces such as the catalog as they search for data, or through other collaboration tools and social media. Information views provide simplified subsets of the data reservoir repositories that are labeled with business friendly terms. + + + Object Cache (technology collaboration) + To improve performance and availability to applications, some views of data can be made available through a cache. The object cache is particularly suited for systems of engagement applications because it is document-oriented, typically using the JSON format. + + + Azure DevOps (System Software) + + + ESDC Network (On Premises) (Communication Network) + + + SharePoint 2010 (System Software) + + + SAS Team SharePoint Sub-Site (SAS-SAS) (Artifact) + + + SAS Team's Current SharePoint Files and Folders (Artifact) + + + Microsoft Azure Tenant (Cloud) (Communication Network) + + + Microsoft 365 SharePoint (Online) (System Software) + + + INTERIM SAS Team SharePoint Files and Folders (Artifact) + + + SAS Team SharePoint (New) Main-Site (SAS-SAS) (Artifact) + New MAIN site for SAS-SAS, which will need to be owned & managed wholly by SAS. + + + SAS Team's Current (Same) SharePoint Files and Folders (SAS-SAS2) (Artifact) + + + Microsoft 365 Teams (System Software) + + + Microsoft Teams Channel: SARA-SA - SABR-SA (Artifact) + + + Microsoft Teams Team: DGIIT - SARA / IITB - SABR (Artifact) + + + Microsoft Teams Team: SAS-SAS (Artifact) + + + Microsoft Teams Channel: General (Artifact) + - General (Default Channel in EACH Team, cannot be changed in name, must exist) + + + Microsoft Teams Channel: DA CoP (Artifact) + - DA CoP (<Enterprise> Data Architecture Community of Practice) + + + Microsoft Teams Channel: <OTHERS> (Artifact) + Other Channels: + - ESA CoP (Enterprise Security Architecture Community of Practice) + - LITE PROJECT + - SA PEER REVIEW + - SA MEETINGS + - TRAINING & LEARNING + - ADO + - HR & Finance + - HR Management & Staffing (Possibly Private Channel) + + + Microsoft Teams Channel: GC EARB (Artifact) + + + Microsoft Teams Channel: SA ONBOARDING (Artifact) + + + Microsoft Teams Channel: PROJECT (Artifact) + + + Microsoft 365 Stream (System Software) + + + Microsoft 365 OneNote (System Software) + + + Microsoft 365 Lists (System Software) + This is actually SharePoint, with a different interface. + + + Microsoft 365 OneDrive (System Software) + + + Microsoft 365 Forms (System Software) + + + Microsoft 365 Azure DevOps (System Software) + + + Microsoft Teams Meeting Chats: <ANY,ALL> (Artifact) + + + Microsoft Teams Group Chats: <ANY,ALL> (Artifact) + + + Microsoft Teams 1-to-1 Chats: <ANY,ALL> (Artifact) + + + SharePoint 2010 READ-ONLY (System Software) + + + SAS Team's READ-ONLY SharePoint Files and Folders (Artifact) + + + SAS Team SharePoint Sub-Site REDIRECT TO NEW (SAS-SAS) (Artifact) + + + SA Team Calendar in SharePoint Online (Artifact) + + + Microsoft Teams Team: EA CoP's (Artifact) + + + Microsoft Teams Channel: DA-CoP (Artifact) + + + Microsoft Teams Team: ESA WG (Artifact) + + + Microsoft Teams Channels: [VARIOUS] (Artifact) + + + ESDC EA CoP's SharePoint Files and Folders (ESDC EA CoP's) (Artifact) + + + github.com + + + Github Desktop for Windows 2.9.4 + v2.9.4 October 6, 2021 +https://desktop.github.com/release-notes/ + + + Github Repository + + + Archi 4.9.1 + https://www.archimatetool.com/download/ + +Archi 4.9.1: October 26 2021 + + + ESDC Learning Management System + + + Azure DevOps + + + PMIS (Project Management Info System) + + + Requirement Catalog + + + Business Requirements + + + Functional Requirement + + + Non - Functional Requirement + + + Security Requirement + + + Accessibility Requirement + + + High Level Reqirements + + + Constraints and Assumptions + + + Feature Value + + + Principles Catalog + The Principles catalog captures principles of the Business and Architecture Principles that describe what a "good" solution or architecture should look like. Principles are used to evaluate and agree an outcome for architecture decision points. Principles are also used as a tool to assist in architectural governance of change initiatives https://pubs.opengroup.org/architecture/togaf9-doc/arch/chap31.html + + + Feature Outcome + + + Feature Success Critera + + + <<Control Objective>> Enabling the establishment of a secure and resilient enterprise digital security ecosystem in which government services are delivered safely and securely + + + <<Control Objective>> Providing a secure platform that ensures safety and protection of systems and data + Providing a secure platform that ensures safety and protection of systems and data hosted (physical and virtual) within the converged Government of Canada’s (GC) network environment. + + + End-to-end safety and protection of GC’s information, applications, devices, network, hardware and physical facilities + + + Develop, adopt, and enforce mature security processes, governance structure and standard + + + Develop, adapt and implement the Security Control Framework (SCF) in order to enable key Government business activities + + + Ensuring the confidentiality, integrity, and availability of the GC’s IT infrastructure and the Government’s critical business and customer data + + + Users + + + User Devices + + + Vunerability + + + Risk + + + Control Objective + + + Security Requirement + + + <<Security Principle>> Zero Trust Principles + + + Control Measure + + + <<Security Requirement>> Comprehensive Identity, Credential and Access Management (ICAM) + + + <<Security Requirement>> Centralized authentication + + + <<Security Requirement>> Strong two-factor authentication (2FA) for all users, regardless of location + + + <<Security Requirement>> Risk Adaptive Access Control + + + <<Security Requirement>> Implement fine-grained, least privilege access control + + + <<Security Requirement>> Implement effective user account management procedures + + + <<Security Requirement>> Establish roles/group memberships + + + <<Security Requirement>> Associate roles/group memberships with each user + + + <<Security Requirement>> Add/remove memberships as required + + + <<Security Requirement>> Maintain an update inventory of all user devices + + + <<Security Requirement>> Assign each device with a verifiable unique identifier + + + <<Security Requirement>> Keep the configuration/health of all managed user devices up to date + + + <<Security Requirement>> Secure boot considerations + + + <<Security Requirement>> Limit access in accordance with policy + + + <<Security Requirement>> Use of Mobile Threat Defense (MTD) tools/integration + + + <<Security Requirement>> Identify and catalogue all network devices/components + + + <<Security Requirement>> Minimize unauthorized lateral movement using network segmentation + + + <<Security Requirement>> Limit physical and logical access to authorized personnel + + + <<Security Requirement>> Identify and catalogue all Applications and Services + + + <<Security Requirement>> Implement micro-segmentation to isolate applications and workflows + + + <<Security Requirement>> Implement resource obfuscation + + + <<Security Requirement>> Secure application development + + + <<Security Requirement>> Software assurance and supply chain risk management + + + <<Security Requirement>> Automation and orchestration + + + <<Security Requirement>> Identify and catalogue all data resources + + + <<Security Requirement>> Label data to distinguish sensitive from non-sensitive data + + + <<Security Requirement>> Encrypt sensitive data at rest + + + <<Security Requirement>> Encrypt all end-to-end communication + + + <<Security Requirement>> Security Information and Event Management (SIEM) + + + <<Security Requirement>> Traffic flow inspection and analysis + + + <<Security Requirement>> Traffic flow inspection and analysis + + + <<Security Requirement>> Real-time correlation, assessment and response based on inputs from multiple sources (including data from automated monitoring tools) + + + <<Control Measure>>Enable throttling and cache + + + <<Control Measure>> Authentication using user identity, app identity, device identity + + + <<Control Measure>>Enable identity context in the API traffic to authenticate all packets to the application (or service) whether the APIs are internal or external to the domain + + + <<Security Requirement>> Comprehensive Identity, Credential and Access Management (ICAM) (copy) + + + <<Security Requirement>> Centralized authentication (copy) + + + <<Security Requirement>> Strong two-factor authentication (2FA) for all users, regardless of location (copy) + + + <<Security Requirement>> Establish roles/group memberships (copy) + + + <<Security Requirement>> Associate roles/group memberships with each user (copy) + + + <<Security Requirement>> Add/remove memberships as required (copy) + + + <<Security Requirement>> Risk Adaptive Access Control (copy) + + + <<Security Requirement>> Implement fine-grained, least privilege access control (copy) + + + <<Security Requirement>> Implement effective user account management procedures (copy) + + + <<Security Requirement>> Maintain an update inventory of all user devices (copy) + + + <<Security Requirement>> Assign each device with a verifiable unique identifier (copy) + + + <<Security Requirement>> Keep the configuration/health of all managed user devices up to date (copy) + + + <<Security Requirement>> Secure boot considerations (copy) + + + <<Security Requirement>> Limit access in accordance with policy (copy) + + + <<Security Requirement>> Use of Mobile Threat Defense (MTD) tools/integration (copy) + + + <<Security Requirement>> Limit physical and logical access to authorized personnel (copy) + + + <<Security Requirement>> Minimize unauthorized lateral movement using network segmentation (copy) + + + <<Security Requirement>> Identify and catalogue all network devices/components (copy) + + + <<Security Requirement>> Identify and catalogue all data resources (copy) + + + <<Security Requirement>> Label data to distinguish sensitive from non-sensitive data (copy) + + + <<Security Requirement>> Encrypt sensitive data at rest (copy) + + + <<Security Requirement>> Encrypt all end-to-end communication (copy) + + + <<Security Requirement>> Identify and catalogue all Applications and Services (copy) + + + <<Security Requirement>> Implement resource obfuscation (copy) + + + <<Security Requirement>> Automation and orchestration (copy) + + + <<Security Requirement>> Implement micro-segmentation to isolate applications and workflows (copy) + + + <<Security Requirement>> Secure application development (copy) + + + <<Security Requirement>> Software assurance and supply chain risk management (copy) + + + <<Security Requirement>> Traffic flow inspection and analysis (copy) + + + <<Security Requirement>> Security Information and Event Management (SIEM) (copy) + + + <<Security Requirement>> Traffic flow inspection and analysis (copy) + + + <<Security Requirement>> Real-time correlation, assessment and response based on inputs from multiple sources (including data from automated monitoring tools) (copy) + + + <<Security Requirement>> Zero Trust Requirements + + + User Devices + + + Network + + + Resource Protection + + + Users + + + Continuous Monitoring + + + <<Control Measure>> Enforce user/developer authentication using MFA to separate domain users for leastprivileged access to production and development system + + + <<Control Measure>> Enforce segregation of duties + + + <<Control Measure>> Enable audit logs + + + <<Control Measure>> The permission should be short term and enforce MFA with jump boxes for Interactive access where applicable + + + <<Control Measure>> Enforce authentication and authorization for short term access against Identity and Access Control + This is to ensure build tool appropriately access repository in addition to MFA request and push notification. + + + <<Control Measure>> Whitelisting of traffic to deny all connections by default except specific connection that are enabled + + + <<Control Measure>> Encryption in transit (e.g. Mutual TLS authentication, encrypting payload with JSON webtokens) + Mutual authentication should be implemented for applications to secure service communication by passing end user context, to share user context between micro services in different trust domains. + + + <<Control Measure>> Server to server communication should be restricted (default deny) to only approvedinter application, server or hosts communication + + + <<Control Measure>> Applications should be grouped into different zones (micro perimeters) based on the risk level and data within the application + + + <<Control Measure>> Apply application level segmentation policies + + + <<Control Measure>> Application segmentation should apply regardless of the physical location of the application + + + <<Control Measure>> Applications are verified for proper authentication and authorization before eachsend/connect request + + + <<Control Measure>> Ensure only known, allowed traffic or legitimate application communication is allowed by segmentation + + + <<Control Measure>> Allow permissions only on a least privilege bases i.e. deny by default + + + <<Control Measure>> Continuously log and monitor all traffic between applications and enforce security policies on an ongoing basis + + + <<Control Measure>> Ensure data security through end to end encryption at the application level + + + <<Control Measure>> Isolate workloads through implementation of micro segmentation and granularperimeters policy enforcement + + + <<Control Measure>> Control access to content by allowing/blocking web requests through robust accesspolicies + + + <<Control Measure>> Enable logging and alerting to monitor policy violation + + + <<Control Measure>> Implement monitoring of user behavior and activities and detect anomalies + + + <<Control Measure>> Intelligent network traffic monitoring, breach detection and proactive response + + + <<Control Measure>> Reliable authentication of users and devices prior to granting access to the specific enterprise application + + + <<Control Measure>> Users should not access an application until sufficient level of trust is established + + + <<Control Measure>> Users authentication should be enhanced with the use of MFA + + + <<Control Measure>> Least privilege authorization in place for in app permissions + + + <<Control Measure>> Continuous monitoring of user actions for abnormal behavior + + + <<Control Measure>> Encrypted traffic between authorized user and enterprise resource + + + <<Control Measure>> Ensure real time assessment of device security prior to granting access to enterpriseresources + + + <<Control Measure>> Privileged access for admin purposes should be leveraged by a centralized PAM solution + + + <<Control Measure>> Users authentication should be enhanced with the use of MFA + + + <<Control Measure>> Continuous monitoring of user actions for abnormal behavior + + + <<Control Measure>> Least privilege principle in place for permissions within the enterprise resources + + + <<Control Measure>> Limited access to the organization’s resources from unmanaged devices throughconditional access controls + + + <<Control Measure>> Enforced device authentication prior to access corporate resources + + + <<Control Measure>> Leverage multi factor authentication (MFA) as part of the authentication process for the user + + + <<Control Measure>> Continuous visibility and control + + + <<Control Measure>> End to end encryption of traffic + + + <<Control Measure>> Device security assessment to ensure required security posture is in place prior togranting access + + + Security Principle + + + <<Vunerability>> Single factor of authentication + + + <<Vunerability>> No bot detection + + + <<Vunerability>> No risk based authentication + + + Protecting Canadians From COVID-19 + The first foundation of the Government’s approach is protecting Canadians from COVID-19. +This is priority number one. +It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort. +Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals. +Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. +The Government will continue to have people’s backs just like Canadians have each other’s backs. +Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. +The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. +At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. +Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. +The Government will also continue to work on what communities need more broadly. +The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. +To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. +These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. +At the same time, the Government will continue to support Canadians as they take action to keep each other safe. +Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. +The Government will also continue to work on getting Canadians the PPE they need. +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. +Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise. + +VACCINE EFFORTS +In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. +From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way. + + + Helping Canadians Through The Pandemic + The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family. +So the second foundation of the Government’s approach is supporting Canadians through this crisis. +The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived. +This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. +Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder. + +CREATING JOBS +People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced. +The CERB helped people stay healthy at home while being able to keep food on the table. +The CEWS helped people keep their jobs, or be rehired if they had been laid off. +But there is still more to be done. +Unemployment is in the double digits, and underemployment is high. +Women, racialized Canadians, and young people have borne the brunt of job losses. +Canadians need good jobs they can rely on. +To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers. +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. +Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians. +Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work. + +SUPPORTING WORKERS AND THEIR FAMILIES +With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. +Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy. + +WOMEN IN THE ECONOMY +Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession. +Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home. +We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure. +The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach. +It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system. +The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour leaders, that the time is now. +The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever. +The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses. + +SUPPORTING BUSINESSES +As the Government invests in people, it will continue to support job-creating businesses. +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. +COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments. +The Government will help businesses adapt for the future and thrive. +This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by: +• Expanding the Canada Emergency Business Account to help businesseswith fixed costs; +• Improving the Business Credit Availability Program; +• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts. + +FISCAL SUSTAINABILITY +This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less. +With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence. +There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy. +The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly. +In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants. +Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing. +This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech. +This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success. + + + Building Back Better: A Resilience Agenda For the Middle Class + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. +The Government will create a resiliency agenda for the middle class and people working hard to join it. +This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society. + +ADDRESSING GAPS IN OUR SOCIAL SYSTEMS +Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity. +Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories. +The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger. +The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; +• And take additional action to help people stay in their homes longer. +The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. +The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society. +COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have: +• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors; +• A robust employment strategy for Canadians with disabilities; +• And a better process to determine eligibility for Government disability programs and benefits. +Over the last six months, it has become clearer than ever why Canadians need a resilient health care system. +The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care. +The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it. +The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that. +The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. +In addition to good health infrastructure, Canadians also need strong, safe communities to call home. +The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. +Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence. +To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities. +In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet. +The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet. +And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this. +Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter. +This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. +At the same time, the Government will also make substantial investments in housing for Canadians. +The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home. +Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities. +Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table. +The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada. +The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow. + +A STRONGER WORKFORCE +This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce. +We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. +From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability. +The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need. +Government must remain agile, and ready for what lies ahead. + +TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE +Climate action will be a cornerstone of our plan to support and create a millionjobs across the country. +This is where the world is going. Global consumers and investors are demanding and rewarding climate action. +Canadians have the determination and ingenuity to rise to this challenge and global market opportunity. +We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond. +Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050. +As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses; +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; +• Help deliver more transit and active transit options; +• And make zero-emissions vehicles more affordable while investing in more charging stations across the country. +A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge. +The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies. +Additionally, the Government will: +• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal; +• And support investments in renewable energy and next-generation clean energy and technology solutions. +Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs; +• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience. +The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute. +This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees. +The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act. +When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure. +At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper. + + + The Canada We're Fighting For + This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone. +Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries. +Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism. + +RECONCILIATION +Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019. +However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by: +• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy; +• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action; +• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment. +The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; +• And support additional capacity-building for First Nations, Inuit, and the Métis Nation. +The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year. + +ADDRESSING SYSTEMIC RACISM +For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard. +Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change. +They are telling us we must do more. The Government agrees. +The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples. +The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape. +The Government will redouble its efforts by: +• Taking action on online hate; +• Going further on economic empowerment for specific communities, and increasing diversity on procurement; +• Building a whole-of-federal-government approach around better collection of disaggregated data; +• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service; +• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. +Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are +overrepresented in the criminal justice system. That has to change. +The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive. +The Government will: +• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records; +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; +• Modernize training for police and law enforcement, including addressing standards around the use of force; +• Move forward on RCMP reforms, with a shift toward community-led policing; +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + +PROTECTING TWO OFFICIAL LANGUAGES +Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. +In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French. + +A WELCOMING CANADA +Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian. +Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities. +The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together. +As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage. + +CANADA IN THE WORLD +We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity. +The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. +The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united. +The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. +Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well. + + + Livelihood of Every Single Canadian + The medical and scientific fight against this virus is crucial. And so are the +livelihoods of every single Canadian, worker, and family. + + + COVID-19 Economic Impacts + The economic impact of COVID-19 on Canadians has already been worse +than the 2008 financial crisis. These consequences will not be short-lived. + + + Unemployment + Unemployment is in the double digits, and underemployment is high. + + + Underemployment + Unemployment is in the double digits, and underemployment is high. + + + Societal Vulnerability + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. + +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. + + + Workforce Inequality + + + Protecting Canadians From COVID-19 + The first foundation of the Government’s approach is protecting Canadians from COVID-19. +This is priority number one. +It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort. +Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals. +Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. +The Government will continue to have people’s backs just like Canadians have each other’s backs. +Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. +The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. +At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. +Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. +The Government will also continue to work on what communities need more broadly. +The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. +To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. +These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. +At the same time, the Government will continue to support Canadians as they take action to keep each other safe. +Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. +The Government will also continue to work on getting Canadians the PPE they need. +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. +Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise. + +VACCINE EFFORTS +In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. +From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way. + + + Helping Canadians Through The Pandemic + The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family. +So the second foundation of the Government’s approach is supporting Canadians through this crisis. +The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived. +This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. +Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder. + +CREATING JOBS +People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced. +The CERB helped people stay healthy at home while being able to keep food on the table. +The CEWS helped people keep their jobs, or be rehired if they had been laid off. +But there is still more to be done. +Unemployment is in the double digits, and underemployment is high. +Women, racialized Canadians, and young people have borne the brunt of job losses. +Canadians need good jobs they can rely on. +To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers. +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. +Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians. +Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work. + +SUPPORTING WORKERS AND THEIR FAMILIES +With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. +Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy. + +WOMEN IN THE ECONOMY +Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession. +Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home. +We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure. +The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach. +It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system. +The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour leaders, that the time is now. +The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever. +The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses. + +SUPPORTING BUSINESSES +As the Government invests in people, it will continue to support job-creating businesses. +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. +COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments. +The Government will help businesses adapt for the future and thrive. +This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by: +• Expanding the Canada Emergency Business Account to help businesseswith fixed costs; +• Improving the Business Credit Availability Program; +• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts. + +FISCAL SUSTAINABILITY +This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less. +With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence. +There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy. +The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly. +In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants. +Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing. +This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech. +This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success. + + + Building Back Better: A Resilience Agenda For the Middle Class + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. +The Government will create a resiliency agenda for the middle class and people working hard to join it. +This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society. + +ADDRESSING GAPS IN OUR SOCIAL SYSTEMS +Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity. +Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories. +The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger. +The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; +• And take additional action to help people stay in their homes longer. +The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. +The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society. +COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have: +• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors; +• A robust employment strategy for Canadians with disabilities; +• And a better process to determine eligibility for Government disability programs and benefits. +Over the last six months, it has become clearer than ever why Canadians need a resilient health care system. +The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care. +The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it. +The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that. +The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. +In addition to good health infrastructure, Canadians also need strong, safe communities to call home. +The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. +Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence. +To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities. +In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet. +The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet. +And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this. +Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter. +This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. +At the same time, the Government will also make substantial investments in housing for Canadians. +The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home. +Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities. +Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table. +The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada. +The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow. + +A STRONGER WORKFORCE +This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce. +We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. +From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability. +The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need. +Government must remain agile, and ready for what lies ahead. + +TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE +Climate action will be a cornerstone of our plan to support and create a millionjobs across the country. +This is where the world is going. Global consumers and investors are demanding and rewarding climate action. +Canadians have the determination and ingenuity to rise to this challenge and global market opportunity. +We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond. +Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050. +As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses; +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; +• Help deliver more transit and active transit options; +• And make zero-emissions vehicles more affordable while investing in more charging stations across the country. +A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge. +The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies. +Additionally, the Government will: +• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal; +• And support investments in renewable energy and next-generation clean energy and technology solutions. +Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs; +• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience. +The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute. +This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees. +The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act. +When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure. +At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper. + + + The Canada We're Fighting For + This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone. +Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries. +Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism. + +RECONCILIATION +Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019. +However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by: +• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy; +• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action; +• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment. +The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; +• And support additional capacity-building for First Nations, Inuit, and the Métis Nation. +The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year. + +ADDRESSING SYSTEMIC RACISM +For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard. +Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change. +They are telling us we must do more. The Government agrees. +The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples. +The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape. +The Government will redouble its efforts by: +• Taking action on online hate; +• Going further on economic empowerment for specific communities, and increasing diversity on procurement; +• Building a whole-of-federal-government approach around better collection of disaggregated data; +• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service; +• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. +Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are +overrepresented in the criminal justice system. That has to change. +The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive. +The Government will: +• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records; +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; +• Modernize training for police and law enforcement, including addressing standards around the use of force; +• Move forward on RCMP reforms, with a shift toward community-led policing; +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + +PROTECTING TWO OFFICIAL LANGUAGES +Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. +In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French. + +A WELCOMING CANADA +Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian. +Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities. +The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together. +As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage. + +CANADA IN THE WORLD +We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity. +The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. +The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united. +The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. +Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well. + + + Livelihood of Every Single Canadian + The medical and scientific fight against this virus is crucial. And so are the +livelihoods of every single Canadian, worker, and family. + + + COVID-19 Economic Impacts + The economic impact of COVID-19 on Canadians has already been worse +than the 2008 financial crisis. These consequences will not be short-lived. + + + Unemployment + Unemployment is in the double digits, and underemployment is high. + + + Underemployment + Unemployment is in the double digits, and underemployment is high. + + + Societal Vulnerability + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. + +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. + + + Workforce Inequality + + + Enforcement Investigation Conduct Guidance + Legislative guidance on the conduct of enforcement investigations by federal organizations has been provided by the Supreme Court of Canada: +Jarvis and Ling (2002): Supreme court rulings requiring the separation of administrative powers and criminal investigations, thus creating a segregated function to avoid Charter breaches. +To address this guidance and other best practice recommendations, ISB sought and was awarded funding from Treasury Board Secretariat (TBS) Canada to refine its enforcement investigation processes and tools. The TBS mandate required that the processes and tools (specifically a case management system) be deployed no later than March 2022. + + + [MICM2] Solution For Enforcement Investigations + Currently, the enforcement case management function at ISB is presided over cases using Microsoft Excel and various SharePoint sites (all sites are not uniform in their design) to track and manage these cases regionally and nationally. For ISB to be effective in its obligation to conduct proper enforcement activities, a tool set more suited to the unique needs of enforcement investigations is necessary. + +The electronic solution is required to collect and track evidence, control system access, and protect data together with providing support for multi-jurisdictional collaboration while operating within the given legal and Charter constraints. +A uniform national enforcement case management solution is required and must: +1. Be available within time and budget constraints provided by TBS. +2. Ensure that information collected in an investigation is stored and tracked in such a way as to be suitable for use in any case brought to court. +3. Ensure that information collected in an investigation is controlled such that only authorized individuals may have access (Jarvis and Ling (2002)). +4. Ensure that the manner in which information is collected, stored, and reported on is consistent nationally and reports are readily available. + +The estimated project completion date for the recommended option is December 2022 with the solution being available to support the Beta testing starting in June 2021 and full production availability by March 2022 at a total cost estimate of 2.8 million dollars. + +ISB is seeking the approval from Director General Project Oversight Committee (DGPOC) to proceed to stage 2/3 – Initiation and Planning with the recommended solution of selecting a third-party vendor product that is specialized in the Enforcement workspace. + +ISB needs a solution to address the following key challenges: +• National consistency of information contained in the system +• Control over the information maintained in the system, keeping an audit trail on evidence contained such that its utility in court proceedings is assured +• Elevated risk of securing data across diverse case systems +• Compatibility with external agencies +• National standards for reporting and quality monitoring + +The Enforcement function is in need of an effective case management system capable of supporting effective workload management, unified case management, the release of quality court documents, tracking of evidence and reporting. The Office of the Auditor General (OAG), in its 2017 spring report “Managing the Risk of Fraud”, noted the following “fraud in a federal government organization can cause the loss of public money or property, hurt employee morale, and undermine Canadians’ confidence in public services. Therefore, federal organizations must manage their fraud risks.”1 The lack of an effective case management system within ISB is limiting the ability of ISB to support robust investigations and achieve ESDC strategic objectives. +In 2016, ISB completed an audit of the enforcement function that was executed by former Canada Revenu Agency (CRA) executive Dennis Meunier. This audit resulted in what has been termed the Meunier Report. The Meunier report provides 44 recommendations to ISB on how to improve the enforcement function and a related project – Enforcement as a Practice (EaaP) has been started to implement these improvements. The EaaP project has scheduled a Beta trial starting on June 7, 2021 and has requested that the electronic solution be in place so the software and new processes can be validated together. +Finally, an internal audit conducted by ISB in 2014 highlighted that the results of investigations could be better leveraged to strengthen program integrity and prevention measures. In addition, mechanisms are required to support the alignment of regional investigative practices to national standards for the consistent treatment of all Canadians. The legacy case management systems in use today were not designed to enable statistical or data analysis of the case data, including results of investigations, thus severely limiting the ability of ISB to detect fraud trends and other anomalies that could have otherwise been used to strengthen fraud prevention. +1 Office of the Auditor General of Canada (OAG), Managing the Risk of Fraud, Report 1 in Reports of the Auditor General of Canada – Spring 2017, para. 1.1. +The lack of a case management system for the Enforcement function under ISB, inconsistent case management, and the outdated legacy and manual systems used by the branch for EI, CPP, and OAS, provide an opportunity to improve the way that ISB manages its investigations. A new, modern case management system will improve workload and quality management, allow for the tracking of evidence, support real-time reporting and give ESDC the ability to better leverage its investigation data in support of enforcement activities. + + + Standardized Enforcement Business Processes + The desired end state includes a series of standardized business processes within the Enforcement environment, mapped to an electronic solution that supports these new processes. + +Finally, an internal audit conducted by ISB in 2014 highlighted that the results of investigations could be better leveraged to strengthen program integrity and prevention measures. In addition, mechanisms are required to support the alignment of regional investigative practices to national standards for the consistent treatment of all Canadians. The legacy case management systems in use today were not designed to enable statistical or data analysis of the case data, including results of investigations, thus severely limiting the ability of ISB to detect fraud trends and other anomalies that could have otherwise been used to strengthen fraud prevention. +1 Office of the Auditor General of Canada (OAG), Managing the Risk of Fraud, Report 1 in Reports of the Auditor General of Canada – Spring 2017, para. 1.1. +The lack of a case management system for the Enforcement function under ISB, inconsistent case management, and the outdated legacy and manual systems used by the branch for EI, CPP, and OAS, provide an opportunity to improve the way that ISB manages its investigations. A new, modern case management system will improve workload and quality management, allow for the tracking of evidence, support real-time reporting and give ESDC the ability to better leverage its investigation data in support of enforcement activities. + + + Collect & Track Evidence + + + Control System Access + + + Protect Data + + + Support Multi-Jurisdictional Collaboration + + + Operate Within Legal & Charter Constraints + + + 2016 Meunier Report Recommendations + + + Real-Time Reporting + + + Improved Evidence Data Leveraging + + + Canadian Public + Name ESDC Clients +Type External +Quantity up to 500 cases during a fiscal year, from 36 million Canadians +Description All Canadians will benefit from increased trust or confidence on the collection, use, and retention of data by the Canadian Government as well as ensuring that their ESDC programs are safeguarded through effective means to address fraud. All Canadians will benefit by the improvements made in the standardization of the treatment of cases. + +o Reduction of taxpayer dollars lost due to fraud +o Standardization of treatment of all Canadians leading to national fairness + + + Privacy Management Division (PMD) + o Demonstrated privacy compliance when collaborating with PMD; and +o Use cases, processes, and controls involving data security built into the planning and designs of the case management system. + + + Public Prosecution Service of Canada (PPSC) + Name External Law Enforcement (LE) Agencies and PPSC +Type External +Quantity 500 +Description Recipient of reports generated from the new CMS + + +o Fewer cases returned to ISB due to a reduction of errors (i.e., terms and conditions non-compliance); +o Secure repository of case data; and +o Confirmation of compliance with legal conditions mandated in R. V Stinchcomb case law. + + + Royal Canadian Mountain Police (RCMP) + Name External Law Enforcement (LE) Agencies and PPSC +Type External +Quantity 500 +Description Recipient of reports generated from the new CMS + +o Fewer cases returned to ISB due to a reduction of errors (i.e., terms and conditions non-compliance); +o Secure repository of case data; and +o Confirmation of compliance with legal conditions mandated in R. V Stinchcomb case law. + + + National Enforcement & Intelligence Division (NEID) + Name ESDC Personnel – National Enforcement and Intelligence Division (NEID) +Type Internal +Quantity 20 +Description The branch which is ultimately responsible for the program and rendering decisions on reviews and inspections performed by Integrity investigators to protect the integrity of the program, will benefit from capacity to receive information in real-time, reduced follow-ups, reduced wait times, and quicker decisions. + +Objective Statement +ISB requires a national solution that will support the execution of Enforcement activities within the legal and process boundaries that constrain its National Enforcement and Intelligence Division (NEID). + +o Easier reporting and validation of regional data; +o Support costs to maintain Software over time; +o Increase trend analysis capabilities; +o Enforcement Management enhance personal information safeguarding practices; +o Improved alignment of regional investigation practices to national standards; +o Improved tracking and reporting on prosecution cases; +o Better compliance with court case terms and conditions; and +o Compliance with legal conditions mandated in R. V Stinchcomb case law. + + + Regional Enforcement Investigators + Name ESDC Personnel – Regional Enforcement Investigators +Type Internal +Quantity 65 +Description The individuals who perform the Enforcement investigations and will be using the system to track and support their efforts. + +o Structured and nationally consistent tool for the capture of investigative information; +o Standardization of workflow/process steps in the conduct of an enforcement investigation; +o Secure repository of case data; +o Ability to attach images, video files, audio files, scanned documents and photos; +o Customizable hardcopy printouts; +o Elimination of duplicate reporting – Increasing efficiencies; and +o Timely access to reference material, training and support. + + + 4.1 Increased Conformity of Investigation Outputs & Results Among Regional Enforcement + With the introduction of the case management system, ESDC will be able to deliver Integrity Services in a standardized manner using a modern solution and standard operations manuals. + +Benefit Assumptions: +• Implementation of structured and nationally consistent tool for the capture of investigative information; +• Continue support for the ongoing work of Enforcement as a Practice (EaaP) by the standardization of workflow/process steps in the conduct of an enforcement investigation +• A series of documented steps for handling the various types of cases will be created, each type of case will be mapped in the new solution; +• Integrity manuals will be created for each business line; +• The implementation of the case management application will provide assistance in effective and efficient oversight of case handling and business work flows; +• The system will keep an audit trail on evidence contained in the system, including auditing of activities or actions taken on a case such that its utility in court proceedings is assured; +• The case management solution will provide case selection tools for the Quality Management Team, management of the quality control process and maintenance of corporate records for quality control process; +• Reporting capabilities will be increased and enable increased trend analysis capabilities; +• Law enforcement agencies and PPSC will receive outputs that are nationally consistent; + + + ISB Conformity Standard Case Rate Change + Metric Name: Increase in the rate of cases meeting the ISB conformity standard +Metric Type: Qualitative +Description: ISB will perform a year-over-year comparison of the number of cases that meet the conformity standards + +Metric Formula +Combine the conformity rates for each month, then divide by 12 to get a yearly rate and then subtracting the rate from the previous year to get the annual increase + +Assumptions +All regions will use the new system +All regions will be rated on the cases they deliver against the standards +The conformity rate will be established after one year of systems/process usage. +Quality Control sample of cases per region per month will be defined + +Baseline +The baseline will be established after the first year of using the new system and processes + +Target +The compliance group has a target of 85% conformity rate and the Enforcement group will use the same measurements. + +Strategic objectives link +Support the workforce to meet the demands of the future + + + Increased consistency in the delivery of Integrity Services and standardized business processes (Consistency of Practice) + + + 4.2 Improved Control Over Viewing, Creating & Updating Enforcement Case Information & Evidence By Authorized Personnel + The new case management solution will provide a positive economic impact to fraud enforcement at ISB through reduced case errors and improved compliance to legal documentation requirements as indicated by fewer returned cases. + +Benefit Assumptions: +• Implementation of the new system will enable national consistency of information contained in the system; +• Integration of mapped workflows, based on a standard operating procedure, used to process the Enforcement case; +• The new solution will allow better compliance with documentation requirements for use by law enforcement. +• The new solution will improve compliance with legal conditions required by having quality evidence without hiding evidence that was weak as mandated in case law +• One solution will eliminate the elevated risk of securing data across diverse case systems and eliminate the uncertainty as to the admissibility of evidence due to a failure in the chain of custody +• The system will keep an audit trail on evidence contained in the system such that its utility in court proceedings is assured; +• The case management solution will provide case selection tools for Quality Monitoring Team, management of the QC process and maintenance of corporate records for QC process; +• Reporting capabilities will be increased and enable increased trend analysis capabilities; +• The Commercial Of The Shelve (COTS) products are designed to be used for LE processes and should be isolated for such purposes to maintain the integrity of the evidence being presented to Court; + + + Increased Security & Control of Data / Evidence (Effectiveness) + Outcome Description +With the introduction of the Enforcement case management system, ESDC will be able to improve security and control over the data in support of Enforcement cases. + + + Data Consistency & Quality Control + Metric Name: Consistency of data +Metric Type: Qualitative +Description: ISB will perform a year-over-year comparison of the number of cases that pass the validation checks + +Metric Formula: A random selection of cases will be extracted for validation against the new processes and data security procedures. +Baseline: The baseline of process/data security compliance in extracted cases will be established after one year of system usage. + +Target +The target will be set at 90% compliance during the first review. + +Assumptions +All regions will use the new system +All regions will be rated on the cases they deliver against the standards +Quality Control sample of cases closed per region per year will be defined + +Strategic objectives link +Engage our employees and various stakeholders in the work that we do + + + 4.3 Improve The Economic Viability of the Enforcement Group + Benefit Assumptions: +• Implementation of the new system will enable national consistency of information contained in the system; +• Integration of mapped workflows, based on a standard operating procedure, used to process the Enforcement case; +• The new solution will allow better compliance with documentation requirements for use by law enforcement. +• The new solution will improve compliance with legal conditions required by having quality evidence without hiding evidence that was weak as mandated in case law +• One solution will eliminate the elevated risk of securing data across diverse case systems and eliminate the uncertainty as to the admissibility of evidence due to a failure in the chain of custody +• The system will keep an audit trail on evidence contained in the system such that its utility in court proceedings is assured; +• The case management solution will provide case selection tools for Quality Monitoring Team, management of the QC process and maintenance of corporate records for QC process; +• Reporting capabilities will be increased and enable increased trend analysis capabilities; +• The Commercial Of The Shelve (COTS) products are designed to be used for LE processes and should be isolated for such purposes to maintain the integrity of the evidence being presented to Court; + + + Overall Enforcement Cost Reduction + Outcome Name +Reducing the overall cost of enforcement + +Outcome Description +The new case management solution will provide a positive economic impact to fraud enforcement at ISB through reduced case errors and improved compliance to legal documentation requirements as indicated by fewer returned cases. + + + Case Quality Provisioning To External Agencies + Metric Name +Quality assessment of cases provided to external agencies for processing + + + Accurate & Consistent Service + 2.2.1 Primary Strategic Priority +ESDC/SC – Strategic Framework +The framework, Priorities for Transformation 2019-2020, represented the Department’s change agenda. +Under the Quality Section of the Priorities for Transformation 2019-2020 the following is documented: +Accurate and consistent service +• Pursue service improvements (e.g., BDM and OAS Stabilization initiatives) in support of modernizing benefits delivery systems for ESDC’s statutory programs (EI, Pensions); and +• Implement Integrity Case Management System. + + + Garner Senior Level Commitment + 2.2.2 Senior Level Commitment +ISB senior management, in addition to approving the creation of this project and undertaking the work required to complete the Enforcement Maturity Model (EMM) changes, as outlined in the Meunier report, have established the necessary internal governance committees and will be using existing project review committees. ISB is using the existing Integrity Services National Committee (InSNC) to provide guidance to the EMM team as they revise the enforcement processes and will be using the DGPOC committee to ensure the project follows EPMO project guidelines as a new Case Management System (CMS) is selected and implemented. + + + Business Improvement + 2.2.3 Investment Category +Business Improvement + + + ESDC’s Strategic Framework Under Quality + 2.2.4 Program Alignment Architecture +This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools. + + + ESDC Mission: Build A Stronger, More Competitive Canada + 2.2.4 Program Alignment Architecture +This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools. + +This investment aligns with the ESDC mission, which is to build a stronger, more competitive Canada. Under the Department’s Program Alignment Architecture (PAA), there is alignment with Strategic Outcome #5; Internal Services. + + + ISB Mission: Maintain Trust By Ensuring ESDC Protects Program Integrity, Services, People & Assets; Prevent. Detect, and Manage Costly Errors, Abuse & Fraud. + 2.3 Business Context +2.3.1 Business Environment +ISB maintains trust by ensuring that ESDC protects the integrity of programs, services, people and assets, and that costly errors, abuse and fraud are prevented, detected and managed. +To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + Risk + + + Control Objective + + + Security Requirement + + + Control Measure + + + Security Principle + + + <<Vunerability>> Single factor of authentication + + + <<Vunerability>> No bot detection + + + <<Vunerability>> No risk based authentication + + + API Design Principles + + + Value + + + API Security + as part of a "security by design" philosophy for all API development. Outside of this baseline set of security controls, additional controls (e.g., message-level encryption, mutual authentication, and digital signatures) may be required based on the sensitivity of the data + + + API Encoding and Metadata + Consistent metadata and encoding ensures that APIs are interoperable across organizations and helps to maintain data consistency. + + + API Documentation + ESDC APIs must be published to the Government of Canada API store to be discoverable. The documentation MVP for ESDC APIs includes everything the API does, including resources, endpoints and methods, parameters, error codes, and example requests and responses + + + API Consumption + The best way to validate your API design is to consume it with a production application within your organization. Ideally, once the data layer is built, the next step is to build the application on top of an API + + + API Lifecycle Management + APIs will change over time as corresponding source systems evolve. To provide a robust and durable interface to applications, API lifecycle management must include a standard versioning scheme such that any changes to an API do not break the contract with existing consumers + + + API Performance Management + API performance should be benchmarked periodically to ensure the performance and capacity meets the expectations of the SLO. + + + API Design Patterns + + + Constraints and Assumptions (copy) + + + API Value + + + Digital Standards + + + Simplicity and Reusability + strive to make the API the best way for clients to consume your data + + + Consistency + design API's with a common look and feel using a consistent style and syntax + + + Security by Design + adopt a philosophy where security is inherent in API development + + + Continuous Improvement + actively improve and maintain API's over time by incorporating consumer feedback + + + Sustainability + avoid short-term optimizations at the expense of unnecessary client-side obligations + + + Quality + adopt a simple, consistent and durable API specification and endpoint naming standard that includes API meta informatio + + + Well Described + adopt a simple, consistent and durable API specification and endpoint naming standard that includes API meta information + + + Open Standards Based + stay compliant with the standard HTTP methods including status and error codes + + + Secure Data in Transit + always send data over a secure and encrypted network connection, regardless of data classification; enable TLS 1.2 or higher + + + Security by Design + durable API design will include protection against common API attacks such as buffer overflows, SQL injection and cross site scripting. Treat all submitted data as untrusted and validate before processing. Data validation (for both input parameters and inbound data) should be considered in the service tier but should also extend into the data model itself, with such considerations as data staging, mandatory values and referential integrity constraints as appropriate +See here for the OWASP REST Security Cheat Sheet Project: https://github.com/OWASP/CheatSheetSeries/blob/master/cheatsheets/REST_Security_Cheat_Sheet.md + + + Do not put Sensitive Data in URIs + use the JSON payload to submit queries for sensitive data rather than putting it in the URI string + + + Authenticate and Authorize + ensure only privileged or authorized users can invoke your API once they are properly authenticated using either an API key or OAUTH token +o Ensure that the API key/secret is adequately secured +o Use API keys with all data API's to track and meter usage +o For each API key, rate limits are applied across all API requests +o For system-to-system integrations consider key/secret revocation and reissue capabilities +o See here for TBS directives on identity management: https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=16577 +o See here for TBS directives on general IT security: https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=16578 + + + Token management + avoid using custom or proprietary tokens in favor of open industry standards such as JSON Web Token (JWT). All access tokens must expire within a reasonable amount of time (less than 24 hours) and refresh intervals should reflect the security characteristics of the data being accessed. Use fine grained access and the principle of least permission when defining tokens + + + Restrict dynamic or open queries + the ability to inject consumer defined query strings or objects into an API must be limited to open data, reporting, and statistical APIs only, and strictly prohibited on master data, transactional or business APIs. Dynamic and open queries create dangerous attack surfaces for APIs. It's better to invest more effort in identifying all the valid query use cases and design the API to specifically meet them + + + Restrict wildcard queries + wildcard queries in APIs can be dangerous from a data performance perspective. If wildcard characters are allowed, ensure there are restrictions on which and how many parameters can have wildcard input to prevent large data query sizes + + + Use gateways and proxies instead of IP whitelists + When exposing APIs to the internet, use a secure gateway layer to provide a security control point instead of simply whitelisting inbound Internet Protocol addresses (IPs). When consuming external APIs, route flows through a forward (egress) proxy instead of using IP address whitelisting on the outbound firewall + + + Integrate Security Testing + automate security testing to validate any new changes to API source code and to ensure robustness of requested changes. Assess the change impact and conduct testing accordingly + + + Audit Access to Sensitive Data + all API based access to non-public data must be logged and retained for audit purposes. Logging attributes must include the source system, client identifier and associated timestamp from the target system + + + Monitor and Log API Activity + track API usage and activity to identify performance bottlenecks, peak usage periods and abnormal access patterns. Use open standards-based logging frameworks such as CEF (Common Event Format) and collect logs in a central repository +o When usage limits are exceeded, by default, a 1-hour timeout (block) will be used +o X-RATELIMIT-LIMIT and X-RATELIMIT-REMAINING can be inspected in the HTTP response to view current usage + + + API Load Testing + run performance tests against the API using a simulated workload to determine the response time and throughput. Performance tests should be integrated into the development lifecycle, preferably through an automated CI/CD pipeline +• Publish Performance Data – performance summaries (e.g., average response time) should be included in the metadata record for the API as well as the SLO + + + Publish Performance Data + performance summaries (e.g., average response time) should be included in the metadata record for the API as well as the SLO + + + Performance Monitoring + performance should be monitored and reported on routinely, particularly as part of major releases + + + API Throttling + throttling mechanisms should be implemented to control throughput against the stated SLO (e.g. number of requests per second). This is typically handled by an API Gateway. + + + Use Standard Endpoints + + + API Versioning + each iteration of an API that changes the response type, data format, API functionality or breaks the contract with consumers must be versioned. Follow the v<Major>.<Minor>.<Patch> versioning structure whereby: + o Major = Significant release that introduces incompatible API changes + o Minor = Addition of optional attributes or new functionality that is backwards compatible, but should be tested + o Patch = Internal fix which should not impact the schema and/or contract of the API + For example: + o moving from v1.1.0 to v1.1.1 would allow a simple deploy-in-place upgrade +moving from v1.1.0 to v2.0.0 would be a major release and would require the legacy version to be kept while consumers test and migrate to the new version + + + URI vs Accept Header Versioning + both URI and Accept Header versioning are acceptable and the following guidelines are recommended: + o Using a resource specific header approach can be used to maintain a single and consistent URI for an API. This method also allows for other parameters such as caching, compression and content negotiation + o The base URI for the API should always correspond to the latest version + § e.g. https://api.example.com + o Previous versions of an API can use a versioned style URI + o e.g. https://api.example.com/v1 +Accept header versioning is recommended for API's designed exclusively for machine to machine interfaces as well as non breaking changes (minor/patch) + + + Respect Existing Consumer Dependencies + support at least one previous major version (N-1) to ensure consuming systems have time to migrate to the latest version of the API + o Set and publish a version deprecation policy and timeline so consumers can plan their dependencies accordingly + o Ensure adequate testing on all minor and major releases + o Backport high value changes to the previous (N-1) version where version integrity can be maintained +Provide a way to gather feedback from consumers to inform future development + + + API Ownership + publish and maintain a designated point of contact to the API Registry as part of the metadata record; including name, organization, email and phone (for high critically API's) + + + API Publishing + each API should have a clearly defined Service Level Objective (SLO), which should include: + o Support contact and availability + o Service uptime objective (e.g., 99%) + o Support response time (e.g., within the hour, 24 hours, best effort) + o Scheduled outages (e.g., nightly, weekly, every 2nd Sunday evening) + o Throughput limit (e.g., 100 requests per second per consumer) + o Message size limit (e.g., <1Mb per request) +all APIs should be published to the API Registry for the purposes of discovery and lifecycle management. APIs must be tagged with the appropriate metadata to indicate their desired audience (security classification) and appropriate usage patterns + o Publishing a metadata record to the Government of Canada API store helps people discover your API and promote its use https://api.canada.ca/en/homepage + o If the API is an Open Data API, publish a terms of use, such as the example found here https://clmi-explore-icmt.ca/viz?page=nac-terms&lang=en + + + Define an SLO up Front + each API should have a clearly defined Service Level Objective (SLO), which should include: + o Support contact and availability + o Service uptime objective (e.g., 99%) + o Support response time (e.g., within the hour, 24 hours, best effort) + o Scheduled outages (e.g., nightly, weekly, every 2nd Sunday evening) + o Throughput limit (e.g., 100 requests per second per consumer) + o Message size limit (e.g., <1Mb per request) + + + Build once for Multiple Channels + APIs should be designed in such a way that they can be consumed by systems internal to ESDC, external agencies and the broader public. Design should accommodate for all levels of access to encourage reuse + + + Consume what you Build + build your application on top of an API layer that connects to the data layer rather than creating hard dependencies. This ensures the API is production ready for consumers outside of the line of business + + + API Encoding and Metadata + Consistent metadata and encoding ensures that APIs are interoperable across organizations and helps to maintain data consistency. + + + Use Unicode for Encoding + Unicode Transformation Format-8 (UTF-8) is the standard encoding type for all text and textual representations of data through APIs. + + + Standardize Datetime Format + use the ISO 8601 Standard for datetime representation in all ESDC APIs. The standard date format is YYYY-MM-DD while timestamp format YYYY—MM-DD HH24:MI:SS. If other formats are required due to source system limitations, convert it to the standard format within the API + + + Support Official Languages + ensure the API can return responses in both English and French. External facing APIs must reply with content in the requested language if the backend data support it. APIs must interpret the ACCEPT-LANGUAGE HTTP header and return the appropriate content. If the header is not set, then content in both languages should be returned + + + Non - Functional Requirement + + + Digital Standards + + + Use a RESTful Approach + + + Use JSON + + + Use URIs to represent resources + + + Always Use HTTPS + + + Don't overload verbs + + + Follow properties according to RFC 7231 and RFC 5789: + + + USE W3C HTTP Methods + + + Respond with message schemas that are easy to understand and consume + + + Use common information models + + + Standardized error codes + + + Abstract internal technical details + + + Implement stateless interactions + + + Prefer 'Pull' over 'Push' + + + Bulk Dataset's via API's + + + Value Stream + + + API Documentation + The documentation MVP for ESDC APIs includes everything the API does, including resources, endpoints and methods, parameters, error codes, and example requests and responses + + + Publish OpenAPI Specification + OpenAPI is a machine-readable interface specification for RESTful APIs. There are open source tools (e.g., Swagger) which can then generate human-readable documentation from this specification which avoids the need to create and maintain separate documentation + + + Publish code samples and test data + the most effective way to document the scope and functionality of an API is to publish the code and data examples used to validate it alongside the API contract +- Be sure to include standard and custom error response codes and interpret their specific meaning + + + Maintain concise documentation + if there is a need to extend the API documentation beyond the OpenAPI specification, this is an indication that the API is too large and/or too complex +- Be sure to document differences between versions of the API +- Include documentation on any consumption constraints such as availability, authorization and rate limiting + + + Gather Feedback + provide a clear mechanism to allow consumers to provide feedback, issue identification and enhancement requests +- + + + Non - Functional Requirement + + + Digital Standards + + + Vulnerability + GC Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations. + + + Asset Value + Assessed value of an IT asset + + + Threat + GC Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. + + + Risk + + + Security Requirements + + + Vulnerability + Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations. (ITSG-33/HTRA) + + + Asset Value + Definition: Assessed value of an IT asset (concept from ITSG-33/HTRA) + + + Threat + Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. (ITSG-33/HTRA) + + + IT Security Risk + Definiton: The potential that a given threat will compromise IT assets and cause injury.(ITSG-33/HTRA) + + + Driver + Definition: A driver represents an external or internal condition that motivates an organization to define its goals and implement the changes necessary to achieve them. + + + Business Requirements + Definition: Any protection or compliance requirement associated with a business activity that can be satisfied by security controls. Business needs for security are derived from laws (e.g., Employment Insurance Act, Financial Administration Act), policies (e.g., Policy on Financial Management, Information and Reporting), and any other regulatory instruments such as directives and standards governing GC business activities. Business needs for security can also be derived from departmental missions, objectives, priorities, the need to preserve the organization’s image and reputation, and various obligations that may have been contracted. (ITSG-33) + + + Constraint + A constraint represents a factor that limits the realization of goals. + + + Goal + Goal is an end state that a stakeholder intends to achieve. + + + IT Security Requirement + Definition: Any need, stated in a standardized language, that an information system must satisfy through IT Security that contributes to achieving a business need for security. (ITSG-33/HTRA) +Note: This is part of SA&A process. (ITSG-33) + + + Stakeholder + + + Solution Recommended + + + Statement of Sensitivity + + + Security Analysis & Ranking + + + Vulnerability + Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations. (ITSG-33/HTRA) + + + Asset Value + Definition: Assessed value of an IT asset (concept from ITSG-33/HTRA) + + + Threat + Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. (ITSG-33/HTRA) + + + IT Security Risk + Definiton: The potential that a given threat will compromise IT assets and cause injury.(ITSG-33/HTRA) + + + ESDC EA Assessment Criteria + + + Technical Fit For Business Needs + + + ESDC EA Assessment + + + ESDC EA Assessment Criteria + + + GC EA Framework Review Criteria + v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + +Enterprise Architecture Framework +The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital. + +The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital. + +4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture. + +4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment. + +4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures. + +The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework. + + + ESDC EA Principles + + + BDM Architecture Principles + BDM Architecture Principles + +Proposed to BDM-ARC for endorsement (1-5 out of 10) +1) BDM will implement a new Target Operating Model designed for the future. Transition will be gradual and iterative ensuring service continuity. +2) BDM will consume a GC or ESDC enterprise solution/service where it exists and meets all BDM mandatory and majority of non-mandatory functional and non-functional requirements, as well as, when there is a commitment and plan for long-term investment in sustainment and support. +3) BDM will favour investment in strategic solutions and technologies over investment in interim and tactical ones. +4) Data is at the center of BDM. BDM embraces Data Management-by-design by building services and processes that support and enable appropriate data access, standards and quality for ESDC clients, partners and staff. BDM advocates leveraging data from an authoritative source. +5) Digital First. BDM will design and implement digital interfaces to enable and encourage submission of information in a digital format through the digital channel and third-party systems and end-user applications. +6) Open solutions by default, proprietary by exception. SaaS and COTS that support open standards are considered open solutions. Open source will be considered where appropriate. +7) Balance Service and Security. Balance proactive and personalized Service Experience and Privacy. +8) BDM will embed integrity and quality controls up-front and throughout processes and services. +9) Cloud First. BDM will leverage cloud where appropriate and available. +10) Minimize changes and write-back to legacy. + + + ESDC EA Assessment Slide (Score, Icons) + + + GC EA Principles + + + ESDC EA Principles + + + Reduce Technical Debt + + + SAS Lite Assessment + + + GC EA Framework + v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + +Enterprise Architecture Framework +The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital. + +The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital. + +4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture. + +4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment. + +4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures. + +The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework. + + + Build Security Into System life Cycle, All Architectural Layers + Build security into the system life cycle across all architectural layers + - identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability + - implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary + - apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit + - design systems to be resilient and available in order to support service continuity + + + Ensure Secure Access To Systems & Services + Ensure secure access to systems and services + - identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework + - constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection + - implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security + - establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services + + + Maintain Secure Operations + Maintain secure operations + - establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance + - enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks + - establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security + + + Design End-to-End Services Digitally To Meet Needs + Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs + - clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service + - include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service + - perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making + - Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels + + + Outcome-Driven Architecture & Strategic Alignment + Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada + - identify which departmental/GC business services, outcomes and strategies will be addressed + - establish metrics for identified business outcomes throughout the life cycle of an investment + - translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation + + + Promote Enterprise Horizontal Enablement + Promote horizontal enablement of the enterprise + - identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders + - reuse common business capabilities, processes and enterprise solutions from across government and private sector + - publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services + + + Collect Data to Address Needs + Collect data to address the needs of the users and other stakeholders + - assess data requirements‑based program objectives, as well users, business and stakeholder needs + - collect only the minimum set of data needed to support a policy, program, or service + - reuse existing data assets where permissible and only acquire new data if required + - ensure data collected, including from third-party sources, are of high quality + + + Manage & Reuse Data Strategically, Responsibly + Manage and reuse data strategically and responsibly + - define and establish clear roles, responsibilities, and accountabilities for data management + - identify and document the lineage of data assets + - define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + - ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + - contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data + + + Use & Share Data Openly, Ethically, Securely + Use and share data openly in an ethical and secure manner + - share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + - ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + - ensure that combined data does not risk identification or re‑identification of sensitive or personal information + + + Design With Privacy In Mind + Design with privacy in mind for the collection, use and management of personal Information + - ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments + - assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed + - only collect personal information if it directly relates to the operation of the programs or activities + - notify individuals of the purpose for collection at the point of collection by including a privacy notice + - personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act + - personal information must be available to facilitate Canadians’ right of access to and correction of government records + - design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information + - design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required + - de‑identification techniques should be considered prior to sharing personal information + - in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals + - establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office + + + Use Cloud First + Use cloud first + - adopt the use of the GC Accelerators to ensure proper security and access controls + - enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) + - fulfill cloud services through SSC Cloud‑Brokering Services + - enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions + - design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + + + Design For Performance, Availability & Scalability + Design for performance, availability and scalability + - ensure response times meet user needs, and critical services are highly available + - support zero‑downtime deployments for planned and unplanned maintenance + - use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively + - establish architectures that supports new technology insertion with minimal disruption to existing programs and services + - control technical diversity; design systems based on modern technologies and platforms already in use + + + Follow DevSecOps Principles + Follow DevSecOps principles + - use continuous integration and continuous deployments + - ensure automated testing occurs for security and functionality + - include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + + + Use Public Cloud-Hosted Open Source Solutions + Use open source solutions hosted in public cloud + - select existing solutions that can be reused over custom built + - contribute all improvements back to the communities + - register open source software to the Open Resource Exchange + + + Use Public Cloud-Hosted SaaS + Use software as a service (SaaS) hosted in public cloud + - choose SaaS that best fit for purpose based on alignment with SaaS capabilities + - choose a SaaS solution that is extendable + - configure SaaS and if customization is necessary extend as open source modules + + + Design For Interoperability + Design for Interoperability + - design systems as highly modular and loosely coupled services + - expose services, including existing ones, through APIs + - make the APIs discoverable to the appropriate stakeholders + + + Enable Interoperability + Enable Interoperability, Proposed amendment March 23, 2021 + - expose data and functionality through service interfaces + - applications must communicate with each other via those interfaces + - services interfaces must be published and discoverable + + + ESDC EA Principles + ESDC EA Principles V0.18.1- Final.docx +https://dialogue/grp/BU5946064/EA%20Reference%20Material/02%20-%20ESDC%20EA%20Principles/ESDC%20EA%20Principles%20V0.18.1-%20Final.docx +2019-12-12 + + + Technology Standards + + + Technology Bricks + + + The Open Group Architecture Framework (TOGAF) + Architect selects principles affecting EA work throughout the ADM cycle. + +The TOGAF® Standard, Version 9.2, The Open Group Standard (C182), published by The Open Group, April 2018; refer to: www.opengroup.org/library/c182 + + + European Interoperability Reference Architecture (EIRA) + <European-Specific> + + + GC Digital Standards + + + Rapidly Changing Digital Landscape (Assessment) + Context: a rapidly changing digital landscape +Today’s digital landscape is marked by change of unprecedented pace and scope. Rapid technological, digital and data transformation are now part of Canadians’ daily lives, revolutionizing the way they access information and services and the way they live, socialize and work. + +Canadians expect to be able to access any government service, at any time and on any device. Most citizens agree that personal information should be shared between GC departments to enable faster, more accurate service.Footnote2 However, while they recognize the potential of technological, digital and data transformation, citizens are concerned about how the GC uses and manages their personal information and about what it does to ensure their privacy and security.Footnote3 + +In the 2020 Speech from the Throne, the government committed to ensuring that all Canadians, no matter where they live, have access to high-speed Internet. It also committed to making generational investments to update outdated IT systems to modernize the way government serves Canadians, from the elderly to the young, and from people looking for work to those living with a disability. + +Canada plays a leadership role on digital government internationally, through forums such as the Digital Nations, the International Council for Information Technology in Government Administration (ICA), the Organisation for Economic Co‑operation and Development (OECD), and the United Nations. + +In recent years, Canada has also emerged as a leading voice in the global open government community. Since 2012, it has been a member of the Open Government Partnership (OGP). This multilateral initiative by 75 member nations and a number of sub‑national government members aims to secure concrete commitments to promote transparency, empower citizens, fight corruption, and harness new technologies to strengthen governance, in partnership with civil society and the private sector. So far, Canada has released three OGP action plans outlining how it will make government more open. A fourth action plan is under development. + +The world is moving toward using cleaner technologies. The 2021–2024 DOSP goes hand in hand with the Greening Government Strategy, which seeks to make GC operations low-carbon through green procurement and clean technologies. + + + Policy on Service and Digital (Driver) + The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + + + Establish Strategic Direction For Integrated Management of Service, Information, Data, IT and Cybersecurity (Requirement) + The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + + + Government of Canada Digital Standards + https://www.canada.ca/en/government/system/digital-government/government-canada-digital-standards.html +Government of Canada Digital Standards: Playbook +From Treasury Board of Canada Secretariat + +Improving government services in the Digital Age +Our goal is to provide public services to Canadians which are simple to use and trustworthy. The Government of Canada’s Digital Standards form the foundation of the government’s shift to becoming more agile, open, and user-focused. They will guide teams in designing digital services in a way that best serves Canadians. + +These digital standards were co-created with the public and key stakeholder groups. They are living standards and they will continue to evolve over time as we better understand the complexities involved in putting them into practice. + + + Design With Users + Design with users +Research with users to understand their needs and the problems we want to solve. Conduct ongoing testing with users to guide design and development. + +Guidance: Design with users +Services should not be built based on internal constraints or complexities of government, they should be built to address the needs of users. In order to deliver value to users, one must understand and prioritize their needs. Everything is a hypothesis until tested with the users of services. + +To validate one's hypotheses, one must validate their assumptions through direct and frequent interactions with those who will be using the services. Users may be members of the public, or government employees or a combination thereof. Keeping in mind that users will come from diverse backgrounds, varying in location, experience, knowledge, and abilities, requirements for services are built first and foremost with the needs of all users. When designing services, one must take a holistic approach to service delivery -- from each member's individual contributions to the end goal, as defined by user requirements. + +Aligned Behaviours +1. End-user feedback is used to establish the requirements of our service(s). +2. Our team has processes or tools in place for user feedback, including anonymous user feedback, to be incorporated into the design of the service. +3. Our team conducts user research prior to deciding upon a given implementation. +4. Our team has tested our primary systems in the users’ context with a wide range of users including users with varying needs and representing diverse backgrounds. +5. Our team considers user needs and feedback in defining key service metrics. +6. Our team uses automation to anticipate and detect operational or quality-of-service issues before our users tell us. +7. Our team has within it, or direct access to, the expertise required to conduct user research and usability testing. + +Misaligned Behaviours +1. Our team receives requirements through extensive documentation and builds against them. +2. Our team does not involve internal or external users to collaborate on the design of the service. +3. The technical development resources or IT senior management are prioritizing features. +4. Our team's prioritization of tasks is driven by senior management. +5. Senior executives and teams rely exclusively on desk-based research, or other proxy sources of information to inform policy, program and/or service design. + + + Iterate and Improve Frequently + Iterate and improve frequently +Develop services using agile, iterative and user-centred methods. Continuously improve in response to user needs. Try new things, start small and scale up. + +Guidance: Iterate and improve frequently +In contrast to high risk and long lead time ‘big bang’ deployments, working services must be put in the hands of users as early as possible to get rapid feedback. Said feedback is then used to iterate upon to improve the service. + +One sets a north star to define a clear direction, then begins iterating towards this north star, keeping in mind that the path is not clear, and unexpected circumstances will require adjustments to be made along the way. By leveraging modern technologies and modern approaches to working, risk can be reduced by limiting the size of changes and increasing their frequency. Processes should empower teams to deliver value to services as often as possible, rather than increase risk by creating prolonged processes that use documentation in place of demonstrably functioning software. Focus on working software over comprehensive documentation and remember that perfect is the enemy of good. + +Aligned Behaviours +1. There are processes in place to prioritize and implement feedback from peers, stakeholders and end-users. +2. When a new or updated service or feature is being created our team understands the minimum requirements for the system to be of value to users. +3. Our team experiments with new approaches based on team reflections, lessons learned, and user feedback. +4. Our team collects metrics to improve upon which are used throughout the development and lifecycle of the service. +5. When resolving problems our team dedicates time to identify the root cause of the issue and address it. +6. Our team is relentlessly inspecting, adapting, and automating their processes to increase the speed at which our team can deliver value to users. +7. Our team has access to environments and resources to allow for rapid prototyping while initial requirements are being sought. +8. Our team embraces learning about and using new digital skills, approaches, and tools to incorporate into our daily work. + +Misaligned Behaviours +1. Our team only shares their work once it has been finalized and approved. +2. Decisions regarding the direction of our team are made without reference to any collected performance metrics. +3. Our team identifies solutions before it is clear what outcomes our team is working towards and how to measure them. +4. Processes are rarely, if ever, reviewed to find and implement efficiencies. +5. Our team must wait for the project to be approved and funded prior to environments being made available to teams to begin experimenting with solutions. +6. Our team fully architects the end to the service delivery solution prior to starting to build. + + + Work In The Open By Default + Work in the open by default +Share evidence, research and decision making openly. Make all non-sensitive data, information, and new code developed in delivery of services open to the outside world for sharing and reuse under an open licence. + +Guidance: Work in the open by default +Working in the open increases the transparency of services, increases trust in government, creates an ecosystem that promotes innovation, prevents needing to reinvent the wheel by increasing collaboration within, and external to, government. Working in the open promotes understanding of government processes and services and creates an environment whereby innovation can take place throughout the Government of Canada and through non-governmental organizations leveraging the government data and information to improve service delivery for Canadians. + +This way of working aligns Canada with the Digital Nations Charter, of which it is a signatory and promotes “transparency and citizen participation and uses open licences to produce and consume open data”, and the Open Data Charter. Further, by working in the open the Government of Canada can increase its reuse of existing public solutions and allow others to reuse work conducted by the Government of Canada. + +Aligned Behaviours +1. Teams continually makes all non-sensitive and non-personal data, information, and new code publicly available, or at a minimum accessible across the GC, for sharing and reuse. +2. Our team contributes back to the public projects from which they borrow content. +3. Our team tracks and makes public the metrics upon which our team measures its success. +4. Our team tracks, and makes publicly available, or at a minimum accessible across the GC, information regarding how often a change to our services fails (e.g., the deployment or rollout of a service or feature experiences issues or complications). +5. Our team makes visual displays which show what they’re working on and the status of their work available publicly, or at least throughout the Government of Canada. +6. Our team publicly documents, including examples of reuse, how others can use their service’s APIs, open data, or information. + +Misaligned Behaviours +1. All of the team's work is done on systems behind the corporate firewall. +2. The work of our team has permissions set so that only members of our team can access the team's work. +3. Our team does not contribute to, or collaborate on, work being done by our colleagues. +4. Team applies blanket security classification for the digital system to all data stored by the application. +5. Our team has no process by which to declassify and release records when they are no longer protected or classified. +6. The documentation for our APIs is only available to internal approved consumers. + + + Use Open Standards and Solutions + Use open standards and solutions +Leverage open standards and embrace leading practices, including the use of open source software where appropriate. Design for services and platforms that are seamless for Canadians to use no matter what device or channel they are using. + +Guidance: Use open standards and solutions +To maintain the trust of Canadians, the government must continually learn and improve by embracing leading practices to simplify access to government services to match the rising expectations of Canadians. + +In alignment with the Digital Nations Charter, which calls for both the use of Open Standards and Open Source, this Digital Standard aligns with the ultimate Digital Vision which reads, “The Government of Canada is an open and service-oriented organization that operates and delivers programs and services to people and businesses in simple, modern and effective ways that are optimized for digital and available anytime, anywhere and from any device.” By leveraging open source software, and leveraging open standards and solutions, the Government of Canada can mitigate vendor lock-in and expand its vendor pool from which to acquire digital services. + +Aligned Behaviours +1. Our team prioritizes solutions using open standards over solutions that do not. +2. Team members give back to the open source community as active contributors. +3. Our team designs their services to be interoperable with other services. +4. When searching for a new product, service or solution, our team considers open source solutions. +5. Our team supports clients using any device, from anywhere and at any time. + +Misaligned Behaviours +1. Our team renews existing contracts with vendors without first investigating open source tooling. +2. Our team does not have the competencies within it to deliver its services without the help of consultants or closed source vendor software. + + + Address Security and Privacy Risks + Address security and privacy risks +Take a balanced approach to managing risk by implementing appropriate privacy and security measures. Make security measures frictionless so that they do not place a burden on users. + +Guidance: Address security and privacy risks +Digital services are core to service delivery, and they must securely store and manage the information of Canadians to maintain trust in government services. + +Security and privacy should be taken as a consideration from the onset of work for a given service, in alignment with Iterate and Improve. The implementation of security and privacy controls should be considered part of daily work. Similarly, processes should promote and monitor the continuous implementation of security and privacy controls throughout the lifecycle of a service. This will demonstrably increase the security and privacy posture of digital services by leveraging automated testing and real time reporting and monitoring over anecdotal document-heavy manual processes. Said processes, and the security and privacy controls themselves, should be frictionless, ensuring that services are designed first and foremost for users, not to satisfy existing legacy government procedures, tooling, or processes. Furthermore, by creating frictionless processes and permitting services to be iterated and improved upon quickly, the government is better situated to respond quickly to security or privacy risk. By responding to these operational needs within hours or minutes rather than months, the government can improve its security and privacy posture. + +Aligned Behaviours +1. Our team considers security and privacy throughout the service design process. +2. When implementing or enforcing security or privacy controls, our team takes into consideration how they would impact the quality or efficiency of the service and how it will impact the end users of the service. +3. Security measures are frictionless so that they do not place a burden on users. +4. Our team has privacy and security knowledge and understanding as a competency within the team. +5. The service has implemented automated security checks and privacy protections include role-based access and audit functions against the service. +6. There are procedures and processes in place to quickly respond to security or privacy breaches or incidents. + +Misaligned Behaviours +1. Team has no internal privacy or security knowledge, relying on other teams to identify nearly all security or privacy controls and best practices. +2. The core services upon which our team works have no automated security checks or privacy protections. +3. Our team relies on security through obscurity, hiding services or information rather than improving the security posture of the service. +4. Our team implements or enforces security or privacy controls without considering the impact on service usability. + + + Build In Accessibility From the Start + Build in accessibility from the start +Services should meet or exceed accessibility standards. Users with distinct needs should be engaged from the outset to ensure what is delivered will work for everyone. + +Guidance: Build in accessibility from the start +Quality should be built in from the start, preventing the need to revisit previously implemented components due to issues, such as accessibility. The faster and earlier issues are found the less costly they are to fix. + +Accessibility in Canada is about creating communities, workplaces and services that enable everyone to participate fully in society without barriers. The Government of Canada is committed to taking a proactive and systemic approach for identifying, removing and preventing barriers to accessibility without delay complementing the rights of persons with disabilities under the Canadian Human Rights Act. To meet these commitments, accessibility should be a consideration throughout the service development lifecycle. This requires that accessibility be monitored and built into our processes to continually promote alignment with accessibility standards. While iterating and improving frequently and designing with users, accessibility should be a key consideration, and become a source of work items throughout the service design lifecycle. When designing with users, efforts should be made to identify a wide variety of users with a wide variety of needs, to ensure accessibility standards are met or exceeded. + +Aligned Behaviours +1. Starting at the outset, our team's service and platform design continually considers the lowest levels of digital skill, confidence and access. +2. Our team understands how to make their services or products accessible. +3. Our team considers accessibility throughout the service design process. +4. Research and testing are conducted to ensure our service is accessible to people of all abilities no matter how, where, or when they access the service. +5. Our team conducts ongoing user research with users with low level digital literacy, people with disability, and people from different cultural and linguistic backgrounds. +6. Our team implements automated accessibility checks for our services. + +Misaligned Behaviours +1. Our team has no competency with accessibility and relies on another team to identify accessibility shortcomings. +2. Accessibility compliance is added at the end of the development cycle in order to pass compliance checks or audits. + + + Empower Staff to Deliver Better Services + Empower staff to deliver better services +Make sure that staff have access to the tools, training and technologies they need. Empower the team to make decisions throughout the design, build and operation of the service. + +Guidance: Empower staff to deliver better services +To promote innovation and create agility within our organizations the teams that makeup our organizations must be empowered. Innovation increasingly flows from the bottom up rather than from the top down, and to benefit from this trend teams must be empowered. + +Don’t hire good people to tell them what to do, hire good people to have them tell you what to do. The government manages large, highly complex and crucially important services for their users. A top-down command and control approach to service delivery and designs enforces a structure that aligns to the structure itself, rather than to the needs of the users, or based on the expertise of those building the services. Rather than bringing information to authority, bring authority to the information. Those best suited to solve a given problem, are those closest to the problem. By removing decision-making authority from the teams into complex governance structures, the innovative potential of teams is mitigated by legacy governance procedures and processes. To create organizations that can iterate and improve frequently, teams must be empowered to make decisions for themselves. Complex architectures that are responsive to the needs of users, including users within the organization, are emergent and are not derived through the compilation of hypotheses lacking the expertise of those closest to the complex problems needing to be solved. + +Aligned Behaviours +1. Team members self-organize and self-manage through self-assigning tasks. +2. Team members meet with liberty to openly discuss challenges without fear of blame or reproach. +3. Team members feel safe to challenge the status quo. +4. Our team values learning as part of daily work. +5. Team members can articulate how their work contributes to business outcomes. +6. Our team can choose the tools they use to deliver their service. +7. Our team's management actively removes impediments that prevent the team from focusing on delivering value. +8. Our team has access to environments to experiment with new approaches, tooling, or solutions. +9. Our team feels their feedback is valued. +10. Failures are treated in our team as opportunities to improve and learn. + +Misaligned Behaviours +1. Work is assigned directly to members of our team from management. +2. Our team is required to get a series of approvals prior to being able to make routine changes to their service. +3. Learning in our team is largely done through week or day long courses periodically throughout the year. +4. Our team is unable, or finds it difficult, to acquire productivity tooling. +5. Our team does not have access to Software as a Service (SaaS) productivity tools as they are blocked by the department. +6. On our team, learning through reading books, blogs, or watching videos, talks, or tutorials is not viewed as work. +7. Our team has restricted access to tools, training and software based on job classification. + + + Be Good Data Stewards + Be good data stewards +Collect data from users only once and reuse wherever possible. Ensure that data is collected and held in a secure way so that it can easily be reused by others to provide services. + +Guidance: Be good data stewards +Good data stewardship is required to ensure data is clean, reusable, and managed responsibly to be leveraged for data driven decision making and promote reuse of information rather than duplication of efforts. + +This involves managing data and information responsibly and securely, which supports the sharing and reuse of data throughout the Government of Canada and through promoting its use through innovative new solutions within the private sector. In alignment with working in the open by default, data and information should be published to be readable, by humans or by machines by publishing well organized data in machine readable formats. In alignment with iterating and improving frequently, efforts should be made to continually improve the quality of the data, and the quality of the processes used to manage and publish said data. Further, by working in the open by default and properly managing data and information sources, issues such as duplication of data and information and rework can be mitigated, while promoting the creation of innovative solutions which are able to leverage information collected and published by the government. + +Aligned Behaviours +1. Our team strives to leverage data to continuously improve decision-making, operations, or service delivery. +2. Our team identifies what data is needed to support decision-making, operations, or service delivery and reuses existing data as appropriate before acquiring new data. +3. Our team strives to identify and remove barriers to data sharing and release. +4. Our team ensures that users of our services can make corrections to their personal information. +5. Our team publishes data and information on the open government portal. +6. Our team publishes data in plain language and machine-readable formats. +7. Our team has clearly defined roles, responsibilities, and accountabilities for data and information management and use. +8. Our team captures appropriate metadata to provide context for the information and data we create and capture, thereby enabling its discovery and reuse by others. +9. Our team has processes in place to regularly assess, maintain, and improve data quality. +10. Our service has in place processes for ensuring proper management of information and data prior to being collected, used, disclosed, retained, disposed of, or declassified. +11. Our team ensures that information and data of business value are saved in systems where it can be properly managed. +12. Our team has processes in place for determining the classification of data and information. +13. Our team is aware of which information and data has business value and prioritizes its management. + +Misaligned Behaviours +1. Our team, or the service our team manages, asks users for the same information more than once. +2. The service, or services, our team is responsible for collects all the data or information required without reusing existing data or information. +3. The documentation for our APIs is only available to internal approved consumers. +4. Our team does not have the data it needs to make informed policy, program, or service decisions. + + + Design Ethical Services + Design ethical services +Make sure that everyone receives fair treatment. Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence). + +Guidance: Design ethical services +Designing ethical systems means that systems created by the government ensures that everyone receives equitable treatment. + +Services should address client needs and provide public benefits. In the digital age, the underlying systems that run Canada’s services come to conclusions that can be opaque to both the external users, and those managing the systems. Efforts are required to increase the transparency and address potential biases of computational decisions, and to ensure that decisions made or supported using these systems are legal, consistent, accurate and align with the expectations and intents of those managing them. The responsible use of automated-decision systems includes being open about their use and being able to explain how decisions are made. Through iterative service design where results are continuously monitored against expected and desired outcomes, the organization positions itself to ensure it is designing ethical services. Furthermore, with extensive monitoring solutions, one must ensure their services are not enforcing biases, whether conscious or unconscious. + +Aligned Behaviours +1. Our team continually seeks out indicators of bias and ensures their services are not reinforcing unintended biases. +2. Our team continually seeks out evidence of unintended consequences to the user in service design and delivery and works to mitigate these consequences for the user. +3. When automated decision-making is being leveraged by our team, possible biases in the data and algorithms are acknowledged, accounted for, and mitigated. +4. Our team designs services which address cultural, linguistic, geographical, disability, technological, socioeconomic, or other access barriers to uptake. +5. Our team has considered the impacts of decisions on the users and negative outcomes are reduced, when encountered. +6. Our team uses data in a manner consistent with the purpose of its collection. + +Misaligned Behaviours +1. No training is provided to our team regarding the potential impacts of the service they are designing or delivering. +2. Our team conducts little to no monitoring of outcomes of the service to identify implicit bias. +3. Our team delegates ethical analysis to a vendor or external service, without direct accountability to management. +4. Our team designs and deliver services without fully considering relevant legislation +5. Our team delivers services without assessing the impacts of negative outcomes. + + + Collaborate Widely + Collaborate widely +Create multidisciplinary teams with the range of skills needed to deliver a common goal. Share and collaborate in the open. Identify and create partnerships which help deliver value to users. + +Guidance: Collaborate widely +Collaborating widely allows us to learn from others to minimize mistakes already experienced and reduces work through identifying and sharing existing solutions. The problems that government solves are often unique, though they are not unique amongst governments. + +Many of the same solutions by the same, or similar vendors, are used throughout the world, or at varying levels of government within different jurisdictions. When designing a service, or implementing a service using tools or systems, identify which other departments, jurisdictions, or organizations, have leveraged similar technologies to solve similar use cases in order to collaborate widely, reduce work, share solutions, and benefit from lessons already learned by others. Furthermore, using multidisciplinary teams, especially when coupled with the empowerment of staff, the government improves its posture to deliver modern and innovative services. Through wide collaboration, organizations begin to break down the silos developed over time through the overreliance on functionally based teams. Going forward, working across skill sets, and leveraging work from others, while learning from their lessons, promotes the development of modern services better able to meet the changing needs of citizens in the digital age. + +Aligned Behaviours +1. Our team is multidisciplinary, having all the skills and capabilities required to fully deliver our service to users. +2. Our team is active in communities of practice, events, or groups that pertain to the areas of expertise of team members. +3. Our team has identified, and collaborates with, other teams, in or outside of our organisation, including other levels of government, other governments, the public, or private sector organizations, who have done, or are doing, similar work. +4. Our team documents any APIs for our service using modern and common protocols and standards and provides examples to others regarding their use. +5. Our team uses data from performance monitoring tools to inform business decisions. + +Misaligned Behaviours +1. Our team develops most of the service on our own, without leveraging existing solutions and services to reduce duplication of effort. +2. Our team overwhelmingly relies on tickets to manage collaboration between internal stakeholders or teams. +3. The team does not consider the impacts on teams working across the value stream, or on the outcome of the service. + + + Value + + + Provide Single Window Access To Government Services (Goal) + Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca. + + + Eliminate Long‑Standing Institutional Barriers to Digital Acceleration (Goal) + Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic. + + + Leverage Innovative Technologies (Goal) + Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic. + + + Put Users At The Heart Of All We Do (Goal) + Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic. + + + DOSP 2021-24 Goals + + + Enterprise First + 2.1. Enterprise First + +Name: Enterprise First +Statement: Provide maximum long-term benefits to the enterprise as a whole, while optimizing total costs of ownership and risks. +Rationale: +• Enterprise needs over business unit or project needs +• Enterprise priorities are above priorities of a business unit or a project +• Decisions based on the whole government have a greater long-term value than decisions with a certain perspective of a group with a specific interest + +Implications: +• Client needs must be addressed and opportunities leveraged for creating value by considering and selecting the appropriate approach and solutions in the following order: + o Pan-Canadian ; then; + o Government of Canada whole-of-government; then + o Government of Canada Cluster; then + o Department-wide, holistic and horizontal; then + o Program or project specific. +• The reach of an architecture should allow for Act as one +• Solutions must aim to maximize the cumulative business benefits over their entire lifecycle. +• Investment proposals must link to business/IT strategy and goals. +• Business value realization must be tracked and demonstrated on all major investments. +• Common solutions and shared services that benefit the enterprise over one-off solutions for one sector or region are preferred. +• Organizational readiness for adopting new solutions are analyzed and taken into account. + +References: +• TOGAF 9 Principle 2 +• DFO PRN_ARC_01: Enterprise value focus + + + Client Centric + 2.2. Client Centric + +Name: Client-Centric +Statement: Deliver high-quality, timely and accurate services that are responsive to current and emerging client needs and to continue to innovate and meet new standards of excellence. +Rationale: +• Clients expect seamless access to a suite of integrated programs and services based on their individual needs and abilities. +Implications: +• Services must be built around client needs +• Clients must be provided with a “one-stop service” that is simple and intuitive. +• Client and employee feedback data must be collected and analyzed to improve services and inform implementation. +• Clients are able to determine their level of engagement with the government and/or department as permitted by legislation, public policy and program policy +• Services must be delivered across multiple channels using modern architectures. +• Where appropriate, clients are directed into lower cost channels. +• Service levels must be defined for client services provided. +• Services must be measured to improve performance. +• A cross-government strategy must be built for common citizen and business data sets (e.g. name, address) and common client applications (e.g. authentication, payments, notifications). +• Services should be accessible by the client at anytime, anywhere and on any device. + +References: +• ESDC Service Strategy +• The OASIS Transformational Government Framework, Guiding Principles +• Digital Services Playbook - from the U.S. Digital Service +• DFO PRN_ARC_02: Citizen centered service + + + Digital First + 2.3. Digital First + +Name: Digital First +Statement: +Create and optimize the design of services and communications for delivery via responsive digital channels (i.e., web, mobile, social media, etc.) over the traditional channels, such as mail, fax, or in-person. +Rationale: +• Clients expect secure and easy-to-use online options to access services from the information and application stage up to a decision on their file. +• ESDC is committed to providing Canadians with access to high-quality online services, while ensuring that those who require additional assistance to access services online receive it. +• Clients can complete services using digital self-service.( Goal 1 of the ESDC Service Strategy ) + +Implications: Digital First means: +• We must optimize to digital channel +• We must embrace decisions enabling its fullest control +• We must design the channel to support +• We must ensure the full spectrum of services covers the non-digital +• We must enable business transformation to grow take up + +GC Digital Architectural Standards +o Align to the GC Business Capability model +  Define program services as business capabilities to establish a common vocabulary between business, development, and operation +  Identify capabilities that are common to the GC enterprise and can be shared and reused +  Model business processes using Business Process Modelling Notation (BPMN) to identify common enterprise processes +o Design for Users First & Deliver with Multidisciplinary Teams +  Focus on the needs of users, using agile, iterative, and user-centred methods +  Conform to both accessibility and official languages requirements +  Include all skillsets required for delivery, including for requirements, design, development, and operations +  Work across the entire application lifecycle, from development and testing to deployment and operations +  Ensure quality is considered throughout the Software Development Lifecycle +  Ensure accountability for privacy is clear +  Encourage and adopt Test Driven Development (TDD) to improve the trust between Business and IT +o Design Systems to be Measurable and Accountable +  Publish performance expectations for each IT service +  Make an audit trail available for all transactions to ensure accountability and non-repudiation +  Establish business and IT metrics to enable business outcomes +  Apply oversight and lifecycle management to digital investments through governance +o Data Collection +  Ensure data is collected in a manner that maximizes use and availability of data +  Ensure data collected aligns to existing enterprise and international standards +  Where enterprise or international standards don’t exist, develop Standards in the open with key subject matter experts +  Ensure collection of data yields high quality data as per data quality guidelines +  Ensure data is collected through ethical practices allowing for use that supports appropriate citizen and business-centric +  Data should only be purchased once and should align with international standards +  Where necessary, ensure collaboration with department/ agency data stewards/ custodians, other levels of government, & Indigenous people +o Data Management +  Demonstrate alignment with departmental data governance and strategies. +  Ensure accountability for data roles and responsibilities +  Design to maximize data use and availability. +o Data Storage +  Ensure data is stored in a secure manner in accordance with the National Cyber Security Strategy, and the Privacy Act. +  Follow existing retention and disposition schedules. +  Ensure data is stored in a way to facilitate easy data discoverability and accessibility. +o Data Sharing +  Data should be shared openly by default as per the Directive on Open Government. +  Ensure government-held data can be combined with data from other sources enabling interoperability and interpretability through for internal and external use +  Reduce the collection of redundant data +  Reuse existing data where possible +  Encourage data sharing and collaboration +o Use open standards and solutions by default +  Use open standards and open source software. Avoid lock-in and seek independence and substitutability where open source software or open standards are available. +  Enforce this order of preference: open source first, then platform-agnostic COTS, then proprietary COTS, and lastly custom-built +  Make source code open and reusable under an appropriate open source software license +  Expose public data to implement Open Data and Open Information initiatives +o Maximize Reuse +  Leverage and reuse existing solutions, components, and processes +  Select enterprise and cluster solutions over department-specific solutions +  Achieve simplification by minimizing duplication of components and adhering to relevant standards +  Inform the GC EARB about departmental investments and innovations +  Share code publicly when appropriate, and when not, share within the Government of Canada +o Enable Interoperability +  Expose all functionality as services +  Use micro services built around business capabilities. Scope each service to a single purpose +  Run each IT service in its own process and have it communicate with other IT services through a well-defined interface, such as an HTTPS-based application programming interface (API) as per Appendix D: Mandatory Procedures for Application Programming Interfaces +  Run applications in containers +  Leverage the GC Digital Exchange Platform for components such as the API Store, Messaging, and the GC Service Bus +o Use Cloud first +  Enforce this order of preference: Software as a Service (SaaS) first, then Platform as a Service (PaaS), and lastly Infrastructure as a Service (IaaS) +  Enforce this order of preference: Public cloud first, then Hybrid cloud, then Private cloud, and lastly non-cloud (on-premises) solutions +  Design for cloud mobility and develop an exit strategy to avoid vendor lock-in +o Design for Performance, Availability, and Scalability +  Design for resiliency +  Ensure response times meet user needs for availability +  Support zero-downtime deployments for planned and unplanned maintenance +  Use distributed architectures, assume failure will happen, handle errors gracefully, and monitor actively +o Design for Security and Privacy +  Implement security across all architectural layers +  Categorize data properly to determine appropriate safeguards +  Perform a privacy impact assessment (PIA) and mitigate all privacy risks when personal information is involved +  Balance user and business needs with proportionate security measures and adequate privacy protections. + +• Digital Principles (Canada.ca) +o Design Ethical Services +  Make sure that everyone receives fair treatment. +  Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence). +o Collaborate Widely +  Create multidisciplinary teams with the range of skills needed to deliver a common goal. +  Share and collaborate in the open. +  Identify and create partnerships which help deliver value to users. +References: +• ESDC Service Strategy +• GC Digital Standards +• GC Digital Architectural Standards +• Digital Princples (https://open.canada.ca/en/blog/digital-principles?page=1%2C0) + + + Mission-Driven + 2.4. Mission-driven + +Name: Mission-Driven +Statement: Achieving the mandate and strategic goals of ESDC +Rationale: +• A business led and focused architecture is more successful in: + o Supporting the department’s mandate + o Achieving the strategic goals + o Responding to changes in client and stakeholder needs and expectations +• For optimal Return on Investment (ROI) requires decisions to be aligned with the department’s mandate and strategic goals +• Architectures reflect the current and target state of the department so informed decisions can be made regarding achieving the department’s mandate and strategic goals +Implications: +• Architectures will demonstrate how business servers the organizational values and strategic goals +• Architecture must implement a complete vision that is focused on the business +• As new needs arise, priorities must be adjusted proportionally +• Priorities must be established by and for the entire company +• Ability to analysis the impact of change in laws, regulations, standards and directives has on the department carrying out its mission/mandate +• Ability to identify gaps between the current state and target sate +• Ability to identify barriers that impact the department’s transformation and recommendations to overcome the barriers +References: + + + Interoperability + 2.5. Interoperability + +Name: Interoperability +Statement: Interoperability allows the enterprise to interact, connect and operate with other parties within its business and IT ecosystem in an effective and efficient manner. +Rationale: +• Changes in the business and IT ecosystem may impact ESDC ability to meet its mandate and achieve its strategic goals. +• ESDC collaborates with other parties to meet its mandate and achieve its strategic goals. +• ESDC uses the services of 3rd Party Service Providers to meet its mandate and achieve its strategic goals. +Implications: +Service +• Interoperability requirements are defined and considered from the onset of an initiative +• Interoperability standards and industry standards must be followed unless there is a compelling business reason to implement a non-standard. +• Need to understand all the parties, including their role and responsibilities, that are part of the ESDC business and IT ecosystem. +• A party’s role and responsibilities within the ESDC ecosystem is formalized and underpinned by the appropriate vehicle (e.g. legislation, regulation, agreement, etc.). +• Need to understand how a party contributes to ESDC meeting its mandate and achieving its strategic goals. + +References: + + + Business Continuity + 3.1. Business Continuity + +Name: Business Continuity +Statement: Operations are maintained in case of events that may or are known to cause service or system interruptions. +Rationale: +• Business activities continue regardless of external events. +• Hardware failure, natural disasters, and data corruption do not disrupt or stop enterprise activities. +• The enterprise business functions are capable of operating leveraging redundant information delivery mechanisms. + +Implications: +• The risks of business interruption must be established in advance and managed. (Management includes but is not limited to planning, testing and monitoring business continuity and IT service recovery, periodic reviews, testing for vulnerabilities and exposure, or designing mission-critical services in a way that ensures business function continuity through redundant or alternative capabilities.) +• Services and applications must be assessed for criticality and impact on the ESDC’s mission to determine which continuity level is required and which corresponding recovery plan must be implemented. +• Recoverability, redundancy, and maintainability of enabling services and systems must be considered throughout their design and use. +• Technology lifecycle must be actively managed. +• Technology must be regularly and proactively upgraded. +References: +• TOGAF 9 Principle 4 + + + Accessibility + 3.2. Accessibility + +Name: Accessibility +Statement: ESDC services are accessible on an equitable basis to clients +Rationale: +• Government services needs to be accessible to the widest set of consumers. Channel independence ensures that clients have a choice of access options. While information and services need to be accessed in a variety of ways, the information and services must be delivered in an integrated, consistent fashion. +Implications: +• Services should be designed to operate consistently across multiple delivery channels. +• Programs will need to resource significant additional effort in human interface design. +• In designing services, programs will need to consider accessibility by, and interoperability with, automated services. +References: +• Australian Government Enterprise Architecture Principles (PR-6) + + + Value + 3.3. Value + +Name: Value +Statement: Government business initiatives and investments must represent value for money and return a business benefit. +Rationale: +• The value and cost of investments need to be measurable in objective terms. A government service that does not have an understood return on investment (ROI) is unlikely to receive the on-going support and commitment that will make it sustainable. +• Service delivery can create complicated cost/benefit models, particularly where there are cross-jurisdictional boundaries. The benefits realized through a service may not be recorded by the program and/or programs that are required to invest. A thorough understanding of the costs and benefits is required to establish an appropriate investment model to support the creation and on-going management of the service. +• It is mandatory for programs to meet the GC procurement rules for: + o value for money, + o encouraging competition, + o efficient, effective and ethical use of resources, and + o accountability and transparency. +Implications: +• Business initiatives will need to be fit for purpose and deliver value and benefit. +• Business initiatives will need to be prioritized in terms of their relation to the GC and department vision, policies, strategies and plans. +• The department will need to assess the ROI for each business initiative. +• Public ROI should be based on the department taking a rewards-based approach to ROI measurement and encompass the following three areas: + o Financial ROI: Traditional or “classic” measurement of financial gains with quantifiable results. These ROI is direct, measureable benefits and costs e.g., reduced transaction costs (such as in procurement by reducing the cost creating a purchase order from $28 to $21) or fewer steps in the workflow of approving a budget request + o Social ROI: Impact of government services on a societal level This ROI is indirect and difficult to measure public good benefits and costs e.g., are citizens safer? Are children in a particular jurisdiction receiving adequate social services? Are the vulnerable receiving sufficient support? + o Political ROI: Impacts the system of governing and policy decision making. This ROI is motivational feasibility of the project, or the benefits of interested parties (champions, opponents, decision makers) e.g., are we delivering government programs that match policies, legislation and mandates? Are we delivering on the promises of our politicians? +• In addition to assessing the public ROI for each business initiative, a total cost of ownership (TCO) approach will be required. The TCO will need to assess the investment against other priorities, as well as balancing the costs of development, support, security, risk mitigation, disaster recovery and retirement against the costs of government’s requirements for flexibility, scalability, ease of use and reduction of integration complexity. +• There will need to be improved whole-of-government usage of business benefit management and benchmarking, +References: +• Australian Government Enterprise Architecture Principles (PR-4) + + + Reliable + 3.4. Reliable + +Name: Reliable +Statement: Departmental services are reliable, accurate, relevant and timely. +Rationale: +• The take-up and use of lower cost channels will depend on users of government services trusting the ability of the government to provide reliable, accurate, relevant and timely information to consumers. +• Reliable services that provide consistent outcomes will help to reduce complaints, reviews and appeals from consumers. +Implications: +• The department will need to deliver services and information which clients can rely upon. +• The department, and programs will need to devote effort towards service design and service performance management to ensure reliable services +• Good processes create good services and data. Processes will need to be the focus of ongoing continuous improvement (which in turn will improve reliability, accuracy, relevancy and timeliness of the service). +• The department will need to provide trusted services and information to individuals, and organizations. The outcomes of these services and information will strengthened the trust in the department and Government of Canada. +• The department and programs will need to collaboration with other departments and programs to deliver, manage and measure services to ensure the services are achieving the desired outcomes + +References: +• Australian Government Enterprise Architecture Principles (PR-3) + + + Cohesiveness + 3.5. Cohesiveness + +Name: Cohesiveness +Statement: Departments shall present a consistent and unified face of government through a common and integrated approach to service delivery. +Rationale: +• Government services are presented to clients in a consistent and cohesive manner. This means that clients of government services should only need to present a piece of information to government once. Similarly, clients will be presented with a common look, feel and experience regardless of what department service or channel they are accessing at the time. This presentation of a consistent government face will reduce the impact of internal government change (for example, department/program amalgamations and restructures) on clients, and potentially reduce the flow on costs of such changes. Adoption and continued use of a service by clients will depend, to an extent, on ease of use enhanced by consistency of service delivery. +• With the introduction of common services and the reduction of duplicate services, the Government/Department has the opportunity to reduce costs. +Implications: +• Departments and Programs will need to collaborate in the development of services. This will require open sharing of information, cross-department/program planning, and understanding of whole-of-government service channels, segments and lines of business. +• To achieve consistent and interoperable service across the whole-of-government, the government, department and its programs will need to agree and use common technologies, open industry standards and open architectures. +• The department and programs will need to align service delivery with whole-of-government policies, strategies and frameworks. +• Departments and programs will need to reduce integration complexity. +• Departments and programs will need to incorporate the seamless use of interoperable applications, data and information across various sourcing models and operating environments. + +References: +• Australian Government Enterprise Architecture Principles (PR-2) + + + Optimize Services + 3.6. Optimize Services + +Name: Optimize Services +Statement: Across the business domain, we will enable simple, flexible, efficient and reusable services. +Rationale: +• By focusing on increasing the efficiency, effectiveness, value and quality of our processes we will increase the maturity and stability of what we do (our business capabilities). We won’t be dragged down by non-optimized solutions and designs and reduce risk. + +Implications: +• Test and iterate our models and plans more often. +• Favour small incremental pieces that integrate seamlessly and can be reused across the organization. +• Think enterprise first (instead of one-off solutions). +References: +• Business Architecture Team + + + Accessible-By-Default + 4.1. Accessible-by-Default + +Name: Accessible-by-Default + +Statement: Information and data is open, accessible and easy to use by default, however protected within closed environments when it includes personally identify and/or sensitive data +Rationale: +• The Government of Canada strives to provide Canadians with access to the data that is produced, collected, and used by departments and agencies across the federal government through a single and searchable window. +• Information and Data are easily findable and consumable, in the appropriate format for a variety of users and scenarios. +• Benefits of open data include: + o Support for innovation + o Advancing the government's accountability and democratic reform + o Leveraging public sector information to develop consumer and commercial products + o Better use of existing investment in broadband and community information infrastructure + o Support for research + o Support informed decisions for clients + o Proactive Disclosure +• Information and Data are ubiquitous, but to be of business value the constraints challenging its access and use must be mitigated as much as is appropriate to do so. + +Implications: +• Unless sensitive or containing personally identifiable data, the data is accessible to all employees of ESDC. +• When designing services and systems, opportunities for publishing open data must be explored. Data can be published in different formats, or made accessible through Application Programming Interfaces (APIs). +• Application Programming Interfaces (APIs) provide on-demand access to large, timely or complex data. +• Information and Data holdings must be aligned to business needs and functions. +• Information and Data are clearly catalogued, easily discoverable and easily accessible. +• Access must be closely tied to understanding of the data, otherwise inappropriate use may occur. +• Information and Data consumers’ awareness and education of data sources must be sustained. +• Information and Data are in the appropriate tool and format for use and users know how to access it. +• Efficient / timely access to information / data and its protection are not mutually exclusive concepts. +• Information and Data repositories need to be managed to reduce redundancies and duplication. +• Information and Data presentation must match generally accepted internal or external standards. +• Levels of aggregation or disaggregation are appropriate for consumption purposes. +• Timeliness of access permits the right data to be available when it is needed. +• Mashup of Information and Data will push the boundaries of user understanding and will need training and support. +• Knowledge repositories should capture enterprise information in ways to be useful as a basis for designing programs and services to improve future outcomes. +• Business and Information Professionals must partner to ensure user/consumer perspective is enabled. +• Information and data is now found in many forms and under many constraints. +• Boundaries or constraints can include legal, geographic, ownership, sovereignty, language, format, application, technology, security, privacy, etc.; the goal is to architect by considering these boundaries, not to circumvent them. +• Data architecture or lineage and flow must be such that we can utilize, process, and share data regardless of constraints. +• Data if possible should reside where it is and not re-created or moved. +• Intellectual property must be respected and maintained regardless of constraints. +• A federated management / stewardship approach may be applied in certain circumstances. +• Availability must not suffer due to insufficiently designed and implemented solutions. +• Third party processing (supply chain security) policies and architectures should be designed and monitored (i.e., our data must be under our rules at all times and locations). + +References: +• Canada's Open Data Principles +• CDO + + + Common Understanding and Trusted + 4.2. Common Understanding and Trusted + +Name: Common Understanding and Trusted +Statement: Business and program terminology and data are defined consistently throughout the Department, and the definitions and values are understandable, trusted and available to all users. +Rationale: +• A common vocabulary facilitates communications and enables effective dialogue. +• The data that will be used in the development of services must have a common definition throughout the Department to enable sharing of data. +• Information and Data are meaningfully defined from an enterprise perspective by the appropriate authorities, and are obtained from reliable, authoritative and understood data flows and sources. + +Implications: +• The Department must establish the initial common vocabulary for the business based on open standards where available. The definitions will be used uniformly throughout the Department. +• Multiple concurrent definitions must be replaced by a definition that is accepted and understood by the entire Department. +• Whenever a new definition is required, the definition effort will be co-coordinated and reconciled with the corporate "glossary". +• Clarity and integrity of information / data is crucial to supporting business processes +• Building trust in data requires a multi-faceted approach. +• Metadata capture and utilisation must be mandatory in all processes and systems +• Data and its associated metadata must be an integral part of any business process design +• Information and data lineage (flow) and applied business rules must be documented and available +• Stewards must clearly define business terms and data elements, aligned to business programs to provide a common enterprise vocabulary, thus allowing for enterprise-wide use and interoperability +• Stewards need a simple and repeatable process to define, have approved and publish definitions and other metadata for information and data elements +• Stewards and all consumers need a repository, tied to important systems to capture / consume metadata +• Stewards will direct custodians in their activities as relates data aspects +• Properly identified data custodians are solely responsible for data capture to ensure integrity and quality and reduce redundant efforts and storage/processing +• Data governance and stewardship provide the means to ensure that enterprise data can be trusted +• Enterprise Information and Data should be located in authoritative sources +• Without trust in data consumers may develop their own siloed and redundant solutions/repositories. + +References: +• TOGAF 9 Principle 14 +• CDO + + + Shared Assets + 4.3. Shared Assets + +Name: Shared Assets +Statement: Information and Data are Shared Assets. +Rationale: +• Information and Data are valuable enterprise assets, with clear accountability, and treated as ‘our’ data not ‘my’ data to fully deliver on its benefits. + +Implications: +• Information / Data are enterprise assets, much like capital, human or intellectual property assets. +• Most enterprise assets require careful management, and Information / Data are no exception. +• Information / Data assets exist to respond to business needs, support decision-making, enhance operational efficiencies and provide effective service delivery. +• Ownership resides at the enterprise level or higher, not at the individual or business line level. +• Clearly assigned stewardship is key to managing day-to-day data activities and data quality but requires the authority and the means to do so to ensure authoritative decisions are taken by the right parties. +• Discussion and decision forums and approaches must be inclusive, transparent, holistic and at the enterprise level and no longer strictly by business line or limited scope. +• Value is derived from sharing by reducing the number of authoritative sources, obliging data quality, permitting horizontal use / re-use and aggregation / dissemination to tap into unknown potential, and by allowing faster yet secured access. +• Managing and sharing requires policies, procedures, standards, roles & responsibilities, to govern data management capabilities and a significant cultural change at all enterprise levels. +• Various artefacts and tools such as an enterprise data model and a business glossary will assist with management, communication and sharing in support of the enterprise mandate. + +References: • CDO + + + Fit-for-Purpose + 4.4. Fit-for-Purpose + +Name: Fit-for-Purpose +Statement: +• Information and Data are Fit-for-Purpose + +Rationale: +• Information and Data are suitable and of the appropriate quality for the intended purpose, as defined by the business programs and tested as close to the source as possible. + +Implications: +• Often assumed to be a 100% data quality requirement and not the pragmatic reality. +• Approach should be to get the data ‘right’ for the need, as defined by the responsible party. +• Management and architecture of the information / data must support not only operational needs but also and analytical / research and marketing requirements, otherwise the data has no value in bettering program outcomes. +• Information and Data quality must be tested and remediated as close to the source as possible. +• Information and Data quality will degrade over time, even if nothing ‘happens’ to the actual data, therefore validation of its quality must be performed as an ongoing function, not one-time efforts and monitoring and reporting on quality metrics must be part of everyday operations. +• Data quality functional expertise (i.e., center of excellence) can establish a standardised framework and support to business programs in their quality validation processes. +• Dimensions of quality utilised to validate the appropriateness and usefulness of the data will vary by necessity (i.e., uniqueness, validity, completeness, accuracy, etc.). +• Business purpose of data must consider upstream and downstream uses, and not just the immediate use. +• Information and data repositories may need differing levels of quality if utilised for research versus operational needs. + +References: +• CDO + + + Managed Strategically + 4.5. Managed Strategically + +Name: Managed Strategically +Statement: Information and Data are Managed Strategically. +Rationale: +• Information and Data are managed across all data management capabilities and throughout its lifecycle, according to industry standards and best practices, for the purpose of answering current and future business needs. + +Implications: +• Data Management Functional leadership must exist to ensure all aspects of managing information and data are included to cover all facets of business data needs. +• Functional leadership must create and ensure their standards are applied and monitored for conformity. +• Interoperability is the target, and integration is the interim solution, to avoid data silos, replication and unnecessary processing and movement. +• Managing Information and data is often a collaborative effort between data professionals and business professionals. +• Measuring the maturity of information and data management practices is of value to ensure improvements and alignment to business needs. +• Full functional and lifecycle management is necessary to manage risks, compliance and should be auditable. + +References: +• CDO + + + Buy What We Can and Build What We Must + 5.1. Buy what we can and build what we must + +Name: Buy what we can and build what we must. +Statement: +Implement cloud services/COTS by default, open source where practical, and reserve custom development for unique requirements; adopt shared services and common government solutions where available. + +Rationale: +• Procuring commercial solutions (Cloud Services, COTS or open source) for common applications allows ESDC to focus its resources on application with Unique Requirements related specific configurations, customizations, and as a last resort custom development. + +Implications: +• When deploying new workloads, Departments must consider cloud service models in the following order: + o Cloud Services (SaaS) + o Open source + o COTS +This means that the preference will be given to subscribing to SaaS solutions rather than buying or developing new solutions that can be hosted on a PaaS or IaaS infrastructure. +• When SaaS is not available, ESDC will explore availability of packaged solutions, both commercially available (COTS) and open source. Only if no appropriate solution is available on the market (commercial or open sauce), development of a custom solution would be considered. +• Proprietary solutions restrict reuse, reduce asset management flexibility and can prevent government organizations from switching suppliers. +• Open source will be fairly assessed against proprietary solutions alternatives. Exit, rebid and rebuild costs will be taken into consideration during procurement decisions for best value for money comparisons between open source and proprietary solutions. + +References: +• Government of Canada Information Technology Strategic Plan 2016-2020 +• GC Cloud Adoption Strategy (2016) +• Accenture Paper on Technical Debt +• Correctional Service Canada (CSC) Enterprise Architecture Principles + + + Technology Independence + 5.2. Technology Independence + +Name: Technology Independence +Statement: Applications are independent of specific technology choices and therefore can operate on a variety of technology platforms. + +Rationale: +• Independence of applications from the underlying technology allows applications to be developed, upgraded, and operated in the most cost- effective and timely way. +• Ensure that an application is not dependent on specific hardware and operating systems software realizing that IT related decisions makes the organization dependent on that technology + +Implications: +• For SaaS and PaaS there may be limited choices given these services are technology and platform-dependent +• Interfaces will need to be developed to enable interoperability with services deployed under the enterprise architecture +• Middleware will be used to decouple services from specific software implementation. + + + Service Orientation + 5.3. Service Orientation + +Name: Service Orientation +Statement: The architecture is based on a design of services which mirror real-world business activities comprising the enterprise (or inter-enterprise) business processes. +Rationale: +• Service orientation supports enterprise agility and boundaryless information flow + +Implications: +• Need to think in terms of APIs, application services, and service-based integration that fulfills a business need +• Service representation utilizes business description to provide context (i.e. business process, goal, rule, policy service interface and service component) and implements services using service orchestration +• Service orientation places unique requirements on the infrastructure; implementations should use open standards to realise interoperability and location transparency. +• Implementations are environment specific; they are constrained by context and must be described within that context. +• Service orientation requires strong governance of service representation and implementation. +• ESDC needs to transform its acquisition of IT solutions from siloed systems to modern, modular service-based contracts exploiting common services. + +References: +• TOGAF 9.2 Principle 6 + + + Control Technical Diversity + 6.1. Control Technical Diversity + +Name: Control Technical Diversity +Statement: ‘Right-size’ the variety of technology platforms to use in alignment with our partners’ strategic choices (i.e. SSC, TBS). +Rationale: +• Limiting the number of different supported technologies: + o Improves maintainability and reduces total cost of ownership. + o Enhances staff focus on standardized technologies and reduces staff competency requirements. + o Improves solution interoperability + o Improves synergy. + +Implications: +• Consider benefits of introducing a new technology versus the required additional maintenance effort, additional staff competency requirements, increased complexity, and the potential lack of interoperability with existing technologies. +• Balance controlling technical diversity and IT-enabled business innovation. +• Prefer vendor-independent technologies to enable solution interoperability and avoid vendor lock-in. +• Reduce integration complexity by utilizing standardized integration approaches. +• Policies, standards, and procedures that govern acquisition of technology must be tied directly to this principle. +• Technology options will be constrained by the choices available within the supported standards. +• Technology options and preferred choices are published as “Technology Bricks” and governed through architecture governance. The “Bricks” are refreshed regularly to reflect appearance of new technologies and sunset of legacy technologies. +• Need to define and implement a lifecycle management process for all technology products + +References: +• TOGAF 9 Principle 20 + + + Responsive Change Management + 6.2. Responsive Change Management + +Name: Responsive Change Management +Statement: Changes to the enterprise information/data and technology environment are implemented in a timely manner +Rationale: +• If people are to be expected to work within the enterprise information /data and technology environment, this environment must be responsive to their needs + +Implications: +• Processes for managing and implementing change must be developed that do not create delays +• A user who feels a need for change will need to connect with a “business expert” to facilitate explanation and implementation of that need +• If changes are going to be made, the architecture must be kept updated + +References: +• TOGAF 9.2 Principle 19 + + + Quality Level Metrics (QLM) Approach + 6.3. Quality Level Metrics (QLM) Approach + +Name: QLM Approach +Statement: Technology implementations require quality level metrics (QLM) negotiations and tradeoff discussions to occur as early as possible in the architecture and design process between business stakeholders and systems stakeholders including application architects, technology architects, service providers and operations and maintenance staff. + +Rationale: +• Facilitates non-functional requirements gathering +• Avoids narrow discussions of requirements - business stakeholders will have a clearer idea of the system they are asking for / getting +• Better acceptance from the business on the system that is ultimately delivered – fewer surprises for both the business and I&IT +• Better fit of applications into the infrastructure +• Better security + +Implications: +• Need to ensure that processes, such as product selections, vendor of record, planning, requirements gathering, have quality level metrics as part of the requirements. The standard QLMs are: + o Scalability - The ability of the solution to scale up or down to meet the increase/ decrease in volume through increasing/decreasing the number of nodes/servers supporting the solution (horizontal scaling) or increasing/decreasing the resources of a single node/server (vertical scaling) + o Performance - The ability of the solution to meet the load and response time requires + o Availability - The ability of the solution to meet recovery time objectives, recovery point objectives and system up time + o Recoverability - The ability of the solution to transaction recovery\rollback, guarantee atomicity, transactional checkpoint logging and backup + o Integrity - The accuracy, completeness and timeliness of data at rest or in transit within a solution + o Interoperability - The degree with which the system can connect to, exchange and process data from other systems. + o Usability - The ability and extent the solution can be used by specific users to achieve specified goals effectively and efficiently + o Source-ability - The degree to which equivalent solutions/services/components can be obtained from multiple sources + o Affordability - The characteristics of a product or service that provides the government value for money and falls within their budget through the expected life span of the product or service + o Supportability - The ease with which the solution can be operated, configured and maintained by the operational staff during the useful life of the solution + o Adaptiveness / Modifiability-The degree to which a module, component or other work product ban be used in more than one solution. + o Upgradeability - The ease in which the solution in whole or components of the solutions can be modified to take advantage of new service, solution, software or hardware technologies + o Security -The ability in which the solution meets the security objectives and standards +• Need to document, publish and enforce the requirement for quality level metrics when developing solutions, services and infrastructure + + + Security-By-Design + 7.1. Security-by-Design + +Name: Security-by-Design +Statement: Enable and protect activities and assets of both people and enterprises are built-in to any business practice and corresponding IT solution +Rationale: +• ESDC’s IM/IT assets are protected against theft, loss, damage, or unauthorized modification, destruction or disclosure to assure public confidence in the Department. +• When security protection for confidentiality, availability and integrity are considered up front., it is more cost effective and results are more robust and resilient. + +Implications: +• Controls for the protection of confidentiality, integrity and availability must be designed into all aspects of solutions from initiation, not as an afterthought. +• Security must be designed in the business processes within which an IT system will be used. +• ESDC’s business solutions must be compliant with the Privacy Act; MITS; ATIP policies; FAA, etc. +• Security requirements must be determined with all stakeholders. +• Business driven security requirements based on legislation, policies, and business needs must be supported. +• A consistent, trusted and effective security model must be developed for use across all applications, data, systems, and infrastructure. +• Security Assessment and Audit (SA&A) , and Statement of Sensitivity (SoS) processes shall be used to identify threats and risks and select cost effective controls which meet control objectives. +• A Vulnerability Assessment (VA) process shall be used to identifying and quantifying vulnerabilities in a system. +• Program managers need to have business impact analysis and business continuity planning processes developed and implemented. +• Program managers need to be part of the process to conduct the business impact analysis and to select contingency and business continuity plans. +• Business impact analysis should be coordinated with value/risk analysis to identify potential countermeasures to exposures to the ESDC during the design of new business processes. +• A controlled variance process must be adhered to. +• Accountable parties are responsible for establishing or aligning to authorised purposes for their assets +• Risk tolerances, breach mitigation and breach outcomes must be clearly defined beforehand. +• Ethically and legally, ESDC is obligated to protect Information / Data under its care to retain the right to manage and use it. +• Information / Data are sheltered from unauthorised access, modification, use, disclosure or destruction. +• Intellectual property and confidentiality is safeguarded. +• Sharing must be balanced against classification, proprietariness or sensitivity of Information / Data. +• Aggregation of Information / Data, such as for residual data must also be reviewed for sensitivity. +• Security must be applied at the appropriate level, i.e., data level versus application level. +• Systems and Information / Data must be safeguarded from malevolent intentions and disaster. +• Emerging technologies such as cloud and data lakes, must be accounted for in modernised policies, standards and practices, and user awareness and training. +• Anonymization or masking techniques may be necessary and utilised before permitting certain access. +• Security controls must not hinder appropriate and timely access and sharing of assets s (e.g. Information / data). + +GC Security Architecture +• Information categorization – As the originator of a record, each department is responsible for a plan, the implementation of information categorization systems and the review of data and information prior to release on the Open Government Portal (the “Portal”) +• Should it be third-party information (government to government, government to industry, other), additional release mechanisms are up to department review +• Training and awareness on the requirements of the Portal is needed (to reduce additional work for other departmental stakeholders such as ATIP officer or Privacy analysts) +• Departments are also responsible to review the metadata and telemetry of datasets, to reduce the risk that combining smaller pieces of the data can enable a malicious user to action one of the risk scenarios +• Legal and policy framework – Departments must continue to observe all domestic and international laws as they relate to handling resources, and should be respectful when considering which resources are being shared and released on the Portal +• Respect for privacy and persons – Departments must protect personal information by not releasing it on the Portal +• Departments must ensure that all data and information released on the Portal contains no personal information or is properly de-identified/anonymized +• Departments should be transparent about how data and information will be collected, used and shared on the Portal +• Within an “Open by Default” environment, departments must identify situations and datasets which cannot be released or be made open by design +• Forward planning – Departments should consider privacy and security when releasing records on the Portal. Considerations should include: +• Consulting internally with business line and data / information owners / stewards to identify risks associated to the public, the organizations and the government as a whole +• Assessing privacy and security on an ongoing basis, as due diligence does not end with uploading a record but rather an ongoing responsibility to maintain the accuracy and completeness of all records +• Making plans prior to the release of records for their maintenance and periodic reviews of the privacy and security implications of the universe of relevant records available on the Portal +• Assigning clear accountabilities within departments and agencies for considering privacy and security implications of open government records +• Security and Privacy Incidents and Remediation – Departments and agencies will take steps to ensure their ability to respond effectively in the case of a privacy or security incident +• In the event of any real or suspected security incidents, departments and agencies will respond in accordance with the Directive on Departmental Security Management (DDSM), departmental and agency processes and procedures, and when applicable the Cyber Security Event Management Plan (GC CSEMP) +• In the event of any real or suspected privacy breach, departments and agencies will respond in accordance with the Directive on Privacy Practices. Departments and agencies should apprise themselves of TBS Guidelines for Privacy Breaches and the Privacy Breach Management Toolkit. These privacy instruments identify causes of privacy breaches, provide guidance on how to respond, contain and manage privacy breaches, delineate roles and responsibilities, and include links to relevant supporting documentation +• Considerations for maximizing release – When considering de-identifying information and data, the following should be noted: +• De-identification needs to be done by trained officials +• Software for de-identification is not always available and may need to be developed +• Effective de-identification may reduce the granularity of records and, as a result, data and information quality may decrease +• De-identification can be costly and require significant investments of resources, time, and data processing +• Extrapolation or aggregation risks may persist in spite of de-identification efforts + +References: +• Canada Border Services Agency (CBSA) defined Architecture Principles +• CDO +• See decomposition in Open Web Application Security Project (OWASP) +• GC Security and Privacy Guidelines- https://gcconnex.gc.ca/file/download/29788569 + + + Privacy-By-Design + 7.2. Privacy-by-Design + +Name: Privacy-by-Design +Statement: Respect and protect personal information are built-in to any business practice and corresponding IT solution. + +Rationale: +• ESDC’s IM/IT assets are protected against theft, loss, damage, or unauthorized modification, destruction or disclosure in order to assure public confidence in the Department. +• When security is considered up front the result is more cost effective, and the outcome is more robust and resilient security protections for privacy. +• Information / Data capture, access and usage processes ensure the protection of privacy without impeding or delaying access to it for justified needs. + +Implications: +• All of the Departments’ business solutions must be compliant with the Privacy Act; MITS; ATIP policies; FAA, etc. +• Privacy requirements must be determined with all stakeholders. +• Effective privacy administration processes and tools for assurance and accountability shall be required. +• A controlled variance process must be adhered to. +• Must align to necessary frameworks, both internal and external as pertains privacy protection (i.e., GDPR, Canadian laws and regulations). +• Automatic processing, trans-border and cross-entity flows of personal data create new forms of relationships among countries/entities and require compatible rules and practices be in place. +• Personal data shall not be transferred to any entity unless that entity ensures an adequate level of protection and authorisation from individuals. +• Current legislation and competing values might be a hurdle to sharing and free flow of private data. +• Data Stewards must aid in removing or avoid creating unjustified barriers to private data. +• We must prepare for breaches to permit a timely and appropriate response and course of action. +• Personal data collection needs and uses must be clearly defined up front. +• Personal data shall be adequate, relevant and not excessive in relation to the purpose. +• Private individuals must have the right and ability to view, edit their information, and the right to be forgotten in certain cases (i.e., data is disposed of at the end of the effective lifecycle of the data or process). +• Automated means of processing private data must be transparent to data subjects. +• Data classification will be necessary in all situations. +References: +• Canada Border Services Agency (CBSA) defined Architecture Principles +• CDO +• Government of Ontario. OPS Enterprise Architecture: Principles and Artefacts + + + Integrity-By-Design + 7.3. Integrity-by-Design + +Name: Integrity-by-Design +Statement: Provide clients with a high degree of trust that the system and its attendant data and information are correct (i.e., precise, accurate and meaningful), valid (created, modified and deleted only by authorized users) and invariant (i.e., consistent an unmodified). + +Rationale: +• Integrity is one of the three central pillars of securing corporate information assets along with confidentiality and availability. Integrity keeps data pure and trustworthy by protecting system and data from intentional or accidental changes. +• With data being the primary information asset, integrity provides the assurance that the data is accurate and reliable. Without integrity, the cost of collecting and maintaining the data cannot be justified. Therefore, policies and procedures should support ensuring that data can be trusted. +• Mechanisms put in place to ensure the integrity of the system, its data and information should prevent attacks on the storage of that data (contamination) and on its transmission (interference). Data that is altered on the network between the storage and the user's workstation can be as untrustworthy as the attacker altering or deleting the data on the storage media. Protecting data involves both storage and network mechanisms. +Implications: • Unauthorized users must be prevented from making modifications to data or programs. +• Unauthorized users must be prevented from making improper or unauthorized modifications. +• Internal and external consistency of data and programs must be maintained. +• Applying encryption to information that will be sent over the Internet or stored on digital media. +• Software must be built defensively. +• Users should be prevented from inadvertently storing inaccurate or invalid data by incorrect data entry, an incorrect decision made in running programs, or not following procedures. +• Users should be prevented from affecting integrity through system configuration errors at their workstations or even by using the wrong programs to access the data. +• Users should be taught about devicde and data integrity during their information security awareness training. +• The installation of any new software or devices must be prevented except when done by a limited set of authorized people. +• Check system integrity against a set of predefined validation policies or standards. + +References: +• Security Architecture Team + + + External Constraints + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Existing Legislation + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Potential Legislation + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Market Factors + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Time-To-Market Imperatives + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Customer Expectations + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Current Systems and Technology + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Current systems and technology: The set of information resources deployed within the enterprise, including systems documentation, equipment inventories, network configuration diagrams, policies, and procedures. + + + Emerging Industry Trends + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Emerging industry trends: Predictions about economic, political, technical, and market factors that influence the enterprise environment. + + + Understandable Principles + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization. + + + Robust Principles + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations. + + + Complete Principles + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived. + + + Consistent Principles + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations. + + + Stable Principles + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified. + + + Do The Right Thing + + + Do EA Right + + + EA Principles Value + 1.2. What are Principles? +Architecture principles are a set of statements that inform architecture decisions (e.g. “Doing the Right Thing”) and work (e.g. “Doing EA Right”). + +Bizbok and TOGAF, define principles as: +• An agreed upon truth that can guide one’s reasoning. (Bizbok 7.5 glossary) +• EA principles are general rules and guidelines, intended to be enduring and seldom amended, that inform and support the way in which an organization sets about fulfilling its mission (TOGAF 9.2 Chapter 20.1). +To that end the essence of ESDC EA Principles are: +• EA Assement Principles: “Doing the Right Thing” inform architecture decisions to ensure the department is doing the right thing to acheive its strategic goals and act on its mandate. +• EA Program Principles: “Doing EA Right”, inform architure work to ensure architectures are being developed and implemented the correct way. (e.g TOGAF EA Principles, GC Architectural Standards) + +In general, the EA Principles are high-level statements of the fundamental values that guide business and IM/IT decision-making. EA Principles the foundation for architectures, policies, standards and processes. Because the EA Principles define a value system, once they are defined and agreed upon, they are not likely to change frequently; however they will be reviewed on an annual basis. + +To be effective, EA Principles must be considered as a set, not individually. It is common to have sets of principles form a hierarchy in those more detailed principles are informed by and elaborate on the principles at a higher level. + +• Enterprise Architecture Principles are comprised of: + o Domain Architecture Principles (Business, Information and Data, Application, Technology, Security & Privacy) + o Reference Architecture Principles + o Security Architecture Principles + o Solution Architecture Principles +  Design Principles + +ESDC Enterprise Architecture Principles are informed and constrained by the Government of Canada and the ESDC Service Strategy principles. Employment and Social Development Canada’s Service Strategy Overview + +1.5. Value of EA Principles +The EA Principles are intended to simplify, not complicate business decisions. They are most valuable in evaluating complex situations with multiple competing goals and where no clear rules or directives have been established. Conformance to the EA Principles as outlined in this document will: +• Optimize business value and departmental benefits realization; +• Provide a framework for assessing and prioritizing changes; +• Allow for change to be accommodated in a less disruptive manner; +• Facilitate the fulfilment of the business requirements; +• Lower the overall life cycle cost of applications; +• Improve the manageability of the architectural components; +• Support an active vs. reactive approach to planning service delivery projects. + + + 1. New Target Operating Model and service continuity during the transition + BDM Architecture Principle 1: +Principle: New Target Operating Model and service continuity during the transition +Statement: BDM will implement a new Target Operating Model designed for the future. Transition will be gradual and iterative ensuring service continuity. +Rationale: BDM service modernization and service ambitions cannot be realized with technology modernization only – a new Operating Model is required. BDM will modernize services that deliver over $122B annually to Canadians, many of which are mission critical as they support most vulnerable clients in the time of need. Disruption to the delivery of these services is unacceptable. +Implications: • Architectures and solutions proposed as strategic and target state will be evaluated against the new Target Operating Model. +• To ensure service continuity, co-existence model where new solutions and legacy operate in parallel will be required. +• Co-existence model inherently leads to a greater complexity than the current or target state. Among different viable architectures that are fit to support the new Target Operating Model and co-existence, less complex ones will be favoured over more complex options. +• Evaluation of architectures and proposed solutions in regards to their ability to integrate and operate in a co-existence model will be presented to BDM-ARC. + + + 2. BDM will consume GC and ESDC Enterprise Solutions/Services where appropriate and available + BDM Architecture Principle 2: +Principle: BDM will consume GC and ESDC Enterprise Solutions/Services where appropriate and available. +Statement: BDM will consume a GC or ESDC enterprise solution/service where it exists and meets all BDM mandatory and majority of non-mandatory functional and non-functional requirements, as well as, when there is a commitment and plan for long-term investment in sustainment and support. +Rationale: With each decision to leverage an existing solution or service, BDM will inherit risks associated with the architecture, deployment, availability and operations of the solution/service. Solutions and services which may have not been designed for the scale required by BDM or lack appropriate investment commitments, product roadmaps and operational and support models, present a risk to the BDM Programme. +Implications: • GC and ESDC Enterprise Solutions/Services will be evaluated against BDM requirements. If gaps are identified, it is expected that an investment and a project plan are put in place to close the gaps. +• The architecture of the GC and ESDC Enterprise Solutions/Services will be evaluated for alignment and compatibility with the BDM solution architecture. +• BDM may present opportunities to enhance or modernize certain enterprise solutions and services. Such opportunities will be identified as architecture options and presented to BDM-ARC. + + + 3. Favour strategic over interim and tactical solutions + BDM Architecture Principle 3: +Principle: Favour strategic over interim and tactical solutions. +Statement: BDM will favour investment in strategic solutions and technologies over investment in interim and tactical ones. +Rationale: Strategic solutions and technologies are those that are selected and deployed with a plan to support service delivery over a long term (10+ years). Tactical and interim solutions are both expected to be replaced by Strategic solutions, either in a relatively short time period (tactical) or over longer term (interim). +Implications: • Investments in interim and tactical solutions, unless required for legislative, significant business value/savings or service continuity reasons, will be presented as architecture options with generally lower score for EA alignment than strategic solutions. +• BDM will support investments in interim and tactical solutions that are expected to deliver immediate business outcomes when they do not constitute an obstacle to the BDM implementation or significantly increase BDM technical debt. We advise to establish and monitor metrics for identified business outcomes throughout the lifecycle of the investment. +• Architecture of the interim or tactical solution may be reviewed if the solution needs to integrate with the BDM solution or support BDM implementation, for instance, by generating data and insights that would inform BDM service design and/or architecture. + + + 6. Open Solutions and standards + BDM Architecture Principle 6: +Principle: Open Solutions and standards. +Statement: Open solutions by default, proprietary by exception. SaaS and COTS that support open standards are considered open solutions. Open source will be considered where appropriate. +Rationale: In an ideal scenario, solutions (or their components) are interoperable and substitutable: each one can be substituted easily and independently. This can be achieved only when solutions support open standards. +Implications: • Open standards and industry best practices are and will continue to be embedded in BDM architecture and functional and non-functional requirements. +• Proprietary solutions that do not support open standards or are not substitutable for any reason must be identified and granted an exception by BDM-ARC and EARB. + + +Note on open standards and open source software (Reference: Open Standards Whitepaper on GitHub): +The following criteria define open standards: +process for the standard's development is open and transparent to all interested parties and cannot be controlled by any single person or entity with any vested interests; +platform independent, vendor neutral and usable for multiple implementations; +specifications and supporting material are freely available with limited restrictions; +supported by the community and demonstrate independence or approved through due process by rough consensus among participants. +Open source software (OSS) is a way of developing and distributing software. The code is often written collaboratively, and it can be downloaded, used and changed by anyone. +Open source software (OSS) and open standards are separate concepts, however there are strong ties between them. OSS tends to use and help define open standards and publicly available specifications. OSS are, by their nature, publicly available specifications, and the availability of their source code promotes open, democratic debate around their specifications, making them both more robust and interoperable. + + + 7. Security and Privacy-by-Design + BDM Architecture Principle 7: +Principle: Security and Privacy-by-Design. +Statement: Balance Service and Security. +Balance Service and proactive and personalized Service Experience and Privacy. +Rationale: Security measure can present constraints for data collection and client interaction. Similarly, proactive and personalized service requires collecting and analyzing client data and proactively initiating interactions with the client which can be viewed as at odds with respecting client’s privacy. +Implications: • BDM will seek to balance client and business needs with appropriate security measures. +• Evaluation of architectures and proposed solutions in regards to applicable and supported security measures will be presented to BDM-ARC. +• BDM will seek to reduce constraints related to data collection and data access and sharing, while maintaining a focus on privacy (e.g. leveraging a client consent-based model). +• Privacy considerations are key to legislation, operational policy, service and business rules design. Through architecture and solution design, BDM will ensure that their intent in regards to privacy is maintained in implementation. + + + 8. Integrity & Quality-by-Design + BDM Architecture Principle 8: + +Principle: Integrity & Quality-by-Design. +Statement: BDM will embed integrity and quality controls up-front and throughout processes and services. +Rationale: Embedded approach to integrity and quality management is required to move away from “pay-and-chase” model and enable continuous service improvement. +Implications: • BDM will ease burden of proof on clients, based on risk and complexity profile, while maintaining compliance and integrity checks. +• Client risk, priority and complexity profile will result from integrity and quality controls embedded in processes and services. +• Quality and continuous improvement will be embedded in all processes. + + + 9. Cloud First + BDM Architecture Principle 9: +Principle: Cloud First. +Statement: Cloud First. BDM will leverage cloud where appropriate and available. +Rationale: Cloud computing means providing infrastructure services and application services on demand. This is made possible through a high level of virtualization of hardware components by way of infrastructure service software. The result is highly scalable, elastic, available and programmable infrastructure. All these characteristics are of great importance to BDM. +Implications: • BDM will leverage cloud where applicable, available and where it meets BDM security requirements. +• All cloud deployment options (including SaaS) will be explored and evaluated as part of the solution design. +• BDM will ensure that requirements for performance, availability, and scalability (including peak traffic periods) are met by all BDM solutions and components (new and legacy) and the hosting infrastructure. + + + 4. Data is at the center of BDM + BDM Architecture Principle 4: +Principle: Data is at the center of BDM. +Statement: Data is at the center of BDM. BDM embraces Data Management-by-design by building services and processes that support and enable appropriate data access, standards and quality for ESDC clients, partners and staff. BDM advocates leveraging data from an authoritative source. +Rationale: Data has a great potential to support and inform better decisions both in service design and continuous improvement and in adjudicating and processing client applications and requests. To realize such potential, data needs to be relevant, reliable and available. +Implications: • BDM will strive to enable data driven approach to decision making in service design and continuous improvement . +• BDM will enable data-as-a-service approach by enabling access to authoritative sources of data whenever possible. +• Data gathered once. +• Collecting the same data from the client multiple times for the use in different programs will be avoided. +• Transferring and replicating data will be done judiciously and only when necessary for functional or performance reasons. +• Proposed data architectures, models and data flows will be presented to BDM-ARC for review. + + + 5. Digital First + BDM Architecture Principle 5: +Principle: Digital First. +Statement: Digital First. BDM will design and implement digital interfaces to enable and encourage submission of information in a digital format through the digital channel and third-party systems and end-user applications. +Rationale: BDM target state characteristics include digitally enabled services and responsive, proactive and inclusive service experience. BDM goals, among others, include: +• empowering clients to self-serve by providing an attractive, seamless and end-to-end service delivery option through the digital channel; +• leveraging the support of NGOs, public and private sector partners to optimize and deliver a better, more impactful client outcomes. +Implications: • BDM will design and implement new digital channel solutions that will enable seamless and accessible client self-service. +• Functionality will be exposed as services via APIs where applicable and of business value. +• BDM will encourage and work with service delivery partners to change their existing systems or develop new end-user applications for their staff and clients to submit data to ESDC in a digital format. +• Proposed external APIs will be presented to BDM-ARC for review. + + + 10. Minimize changes to legacy + BDM Architecture Principle 10: +Principle: Minimize changes to legacy. +Statement: Minimize changes and write-back to legacy. +Rationale: Co-existence model inherently leads to significant complexity. BDM needs to design deployment strategy, transition architecture, services, processes and integration between new solutions and legacy to control complexity and risk. One of the approaches to control complexity is to minimize changes to legacy. +Implications: Architecture objectives and planning assumptions (to be validated through prototyping): +• There will be one system of record for each transaction. +• Transactions will be process either in the new or legacy system, not in both. +• Data will be accessed in the other system as needed. +• Certain amount of data will be migrated to the new system. + + + 11. Architecting for Agility + BDM Architecture Principle 11: +Principle: Architecting for Agility +Statement: BDM solutions will be architected for agility, creating modular and flexible architecture and reducing risks of vendor lock-in. +Rationale: Architecting for agility is a fundamental shift in delivering IT services, moving away from operational inefficiencies to flexible, decoupled solutions. It will position ESDC to adapt to technology changes and ever-changing client and business needs and expectations. +Our objective is to create a flexible and resilient BDM architecture that enables agility to continuously innovate. An architecture that has greater agility will enable ESDC to have a more fluid and flexible technology landscape, setting us up to be more responsive and adaptable to future changes. +Implications: • Platforms and products that consist of individually deployable modules will be preferred over monolithic solutions. +• Solutions and modules will be decoupled whenever possible without causing performance or latency issues. +• Architecture decisions will be made just in time to enable procurement and implementation. Making them too early may create undesirable constraints on the scope and technology options. +• BDM will consider alternatives and keep them "open" as long as they remain viable. It should be recognized that not all technical decisions can be made at the same time: there is benefit to making some decisions later when they can be better informed by business decisions and through additional analysis and prototyping. +• BDM will be prepared to refactor (change) architecture. Architecture work products will evolve and be further developed throughout the BDM Programme lifecycle. We will iterate and improve architecture periodically and as needed. +• BDM will identify and analyze architectural dependencies and incorporate them into a responsive model: we will strive to integrate dependencies through loose coupling and have contingency plan when they are yet to be implemented. +• Caveat: This principle will compete with Principle #3: Favour strategic over interim and tactical solutions. Tactical solutions may be necessary to help us achieve desired level of agility. + + +BDM EA WG: The principle is well received and supported by the architecture community. It communicates that architecture practice is adapting and orienting to help enable business agility. +Recommendation: Accept + + + 12. Maximize Use of Core Technology + BDM Architecture Principle 12: +Principle: Maximize Use of Core Technology +Statement: Consider leveraging capabilities and functionality of the Core Technology (Cùram Social Program Management) before considering other solutions and applications for common benefit processing and service delivery. +Rationale: Leveraging investment in the platform and making use of OOTB business logic and processes will greatly improve ESDC agility and ability to implement new benefits and implement changes to existing benefits and processes. +Additionally, this will reduce complexity of implementation and cost of ownership minimizing the need for integration with other dependant applications. +Implications: • Business may have to accept that not all requirements will be fully met by the Core Technology solution. +• Design of some future state business processes may need to be adjusted to leverage OOTB business logic and processes. +• Evolving business needs may require moving away from specific capabilities of the Core Technology solution in the future. This situation would trigger changes in architecture, transition to either specialized best of breed or enterprise solutions and possibly procurement. Principle #11: Architecting for Agility mitigates this implication. +• Core Technology solution architecture becomes the architecture for the Common Benefit Delivery Platform. +• Enables alignment of the BDM solution evolution and improvements with the Cùram Social Program Management product roadmap and plans for future improvements. +• Supports an MVP approach. +• Caveat: Increased risk of vendor lock-in. + + +BDM EA WG: The remaining principles would lead to the same conclusions and outcomes. The principle is redundant. +Curam Capabilities Prototype did surface and supports the principle. +Recommendation: Consult BDM ARC + + + 13. Adoption of Event-Driven Architecture + BDM Architecture Principle 13: +Principle: Adoption of Event-Driven Architecture +Statement: Preference will be given to event-driven architecture to help build decoupled, responsive, adaptive and resilient solutions. +Rationale: Modernization of digital channels and services, as well as planned advances in service delivery and common benefit processing, require ability to access data and process events and transactions in (near) real time. Solutions and services need to be designed to “react to events” and process them in (near) real time where desirable and to the extent possible. +This type of architecture adds a layer that further decouples architecture components, making the overall architecture more adaptive and resilient. +Implications: • Key objective is to move from batch to predominantly (near) real-time services and transactions. +• Every integration should be considered for event driven approach. BDM will implement the most appropriate pattern for each integration with a view to move to event-driven integrations whenever this approach is aligned with the business processes the integration enables. +• We will assess supporting solutions and dependencies for their ability of being event driven and can participate without added complexity. +• Best practices and lessons learned from previous successful implementations of these technologies will be consulted prior to making the decision. +• We do not recommend “Everything is an Event” approach. Complementary integration patterns exist and will be considered for integrations that are not natively event-driven. Data integration technologies are available too! +• Selection and implementation of an Event Broker and Messaging Platform becomes high priority for Tranche 1. +• Caveat: Cùram SPM includes OOTB batch processes that need to be implemented as defined by the platform. No previous implementations of Cùram were based on event driven architecture. +• Caveat: This type of architecture requires highly-available and resilient network and infrastructure. Cost may increase. +• Caveat: Will require high transaction rate through SCED which raises performance and bandwidth concerns. + + +BDM EA WG: The principle is well received and supported by the architecture community. Despite caveats, this is a good principle to have to communicate desire to move from batch to predominantly real-time client services and transaction processing. +Recommendation: Accept + + + 14. Outcome-Driven + BDM Architecture Principle 14: +Principle: Outcome-driven (proposed by business architecture) +Statement: Architectural decisions will seek to maximize value to clients, partners, staff, ESDC, and the GoC driven by the overall Programme strategy. +Rationale: BDM will seek to realize benefits for clients, partners, staff, ESDC, and the GoC. Decisions regarding the architecture of BDM should be primarily focused on delivering on the outcomes outlined in the strategy. +Implications: • Decisions regarding the technical and solution architecture should be weighed against their ability to achieve strategic outcomes and impact on the targeted stakeholders +• Capabilities delivered as part of the BDM programme, enabled by the technology, will be linked to the outcomes that they support, value they deliver, and benefits realized + + +BDM EA WG: The principle is covered by the new GC Architecture Standards, therefore redundant. Also, the remaining principles would lead to the same conclusions and outcomes. +Recommendation: Reject + + + Open & Transparent Architecture Work (Goal) + + + Non-GC Network Access To EA Repository (Requirement) + + + Matured the EA Program (Outcome) + Mature the EA Program +Address the gaps in the pillars of a mature EA program. +• Implemented the ESDC EA Meta model in QualiWare; +• Put in place Version 1 of the Enterprise Architecture Content Management Framework; +• Identified trusted stakeholders for all EA services; +• Received approval to procure and implement an enterprise data catalogue; +• Put in place a mechanism to identify business process models that are approved; +• Integrated Business Process Management (BPM) within EA; +• Added Client Journey Maps to the EA tool set; +• Developed a process to address the management of cloud and DevOps tools in the technology standards for proper and agile oversight and approvals; and +• Streamlined the process for providing a product and functionality assessment of every new product/service brought to the Operations andChange Management Committee (OCMC) for approval. + + + Doing the Right Thing and Doing It Right (Outcome) + Department is Doing the Right Thing and Doing it Right +Provide architectural investment insights and decisions by assessing if projectsare “Doing the Right Thing” (e.g. delivering value and achieving businessoutcomes) and “Doing it Right” (e.g. aligning to standards and complyingwith guardrails). +• Received approval of ESDC Cloud Reference Architecture; +• Linked Benefits Delivery Modernization (BDM) tranche outcomes to the programme benefits; +• Received approval of the revised terms of references for the Architecture +• Review Committee (ARC); +• Onboarded System Integrators supporting the BDM pilot phase ontoQualiWare; +• Developed the foundation of the data architecture for BDM that reconciles enterprise data with program data; +• Assessed all technology standards and identified gaps in baseline technologies; +• Started putting in place the Enterprise Requirements Management framework; +• Shaped project proposals to align with and achieve departmental strategic goals; +• Ensured project benefits were identified and aligned to the project’s scope,business needs and drivers; and +• Received approval of the Open Source Software (OSS) framework and the associated OSS tool for compliancy of OSS code/solutions. + + + Delivered Client-Centric and Client Self-Service (Outcome) + Client-Centric and Client Self-Service +Deliver EA value that meets the needs of clientsin a timely manner. Clients in all levels of the organization can access architectural services, information, material, deliverables and insights through client self-service channels anytime, anywhere and with any device. +• Implemented and experimented with quick wins for streamlining the Enterprise Architecture Review Board processes; and +• Put in place a self-serve dashboard for tracking the progress of option-analysis requests. + + + Capitalized on Opportunities (Outcome) + Capitalizing on Opportunities +Identify: when business solutions can be reused; outcome achievement gaps and associated risks; as well as opportunity exploitation. Research products, services, business and IT trends that would deliver value to the organization. +• Participated in the BDM working group; +• Implemented a plan that revises quarterly all technology standards in retirement against what exists on the network for gaps assessment and removal; +• Identified alternative technologies for contained or retired technologies; +• Used Business Reference Architectures for horizontal analysis; +• Started defining the EA Staff Development Framework; and +• Started developing the architect onboarding process. + + + COVID-19 Impact (Constraint) + COVID-19 impact extending past September 2020, the date initially assumed fornormal business to resume + + + Reduced Staffing Capacity (Constraint) + • Reduction in staffing capacity, resulting in work reallocation to remaining employees; + + + Staffing Changes Across EA (Constraint) + • Staffing changes across EA, with new people transitioning into key positions.This directly affected the pace of maturing EA; + + + EA Demand Exceeds Supply (Constraint) + • EA demand is greater than the supply, resulting in an increase in the numberof projects needing EA involvement and a reduction in timelines to completeCOVID-related projects. + + + Strategic EA (Goal) + + + Understand and Demonstrate EA Value (Goal) + + + Adopt EA By Design (Goal) + + + Pulse of Canadians (Goal) + • pulse of Canadians + + + Business Agility (Goal) + • business agility + + + Innovative Organization Capitalizing On Opportunities (Goal) + • innovative organization that capitalizes on opportunities + + + EA Is The Fabric Of The Organization (Goal) + • EA is the fabric of the organization + + + BDM SI's Onboard To QualiWare (Outcome) + Year 1 (2020-2021 fiscal year) +• BDM System Integrators (SIs) Onboard onto QualiWare: SIs are using the QualiWare tool to create architecture information/data, models/diagrams, and deliverables for defining the BDM architecture. + + + BDM Data Architecture Developed (Outcome) + Year 1 (2020-2021 fiscal year) +• BDM Data Architecture: Foundational concepts of the information/data architecture are leveraged to develop the BDM data architecture. + + + BDM and EA Outcomes Linked (Outcome) + Year 1 (2020-2021 fiscal year) +• BDM Outcomes Integration: The program’s benefits and dependencies between projects are linked to BDM tranche outcomes. + + + Continue Research On BDM Ancillary Components (Goal) + Year 2 (2021-2022 fiscal year) +• Emerging Technologies for Ancillary Components for BDM: Research of suitable technologies for BDM ancillary components continues. + + + Develop Digital Government Platform Architecture (Goal) + Year 3 (2022-2023 fiscal year) +• Digital Government Platforms: Develop the Digital Government Platform architecture and the associated roadmap for the department while leveraging the BDM target-state architecture. + + + Connect to Benefits Delivery Modernization Milestones (Driver) + Connecting to Benefits Delivery Modernization Milestones +Benefits Delivery Modernization (BDM) is a large-scale transformation of the Employment Insurance (EI), Canada Pension Plan (CPP), and Old Age Security (OAS) programs and services, designed to deliver an improved client service delivery experience. Did you know that one of Enterprise Architecture’s main priorities for the next three years is the alignment and realization of the BDM programme? As Enterprise Architecture (EA) practitioners, we will be able to claim success when architectural investments: +• contribute to or accelerate the realization of the target state of BDM outcomes; and +• align to the BDM target state. +It can be daunting for an architect to have more questions than answers on the meaning of “BDM alignment and realization.” To help you wrap your head around this, here’s a look at how EA connects to BDM milestones: + + + EA Team Members As Trusted Advisors (Value) + The speed of change in today’s world requires Enterprise Architecture (EA) team members to become trusted advisors in helping ESDC become an integral part of a digital government. + + + Deliver Client Value and Business Outcomes (Goal) + “Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• focus on the delivery of client value and business outcomes; + + + Acceptance of Status Quo (Constraint) + Acceptance of the Status Quo obstructs EA in moving forward in its maturity andevolution by not addressing currentchallenges and pain points. Statements like“Why fix it? It is not broken” or “The processworks fine as is” ignore the fact that EA isnot being effective, efficient or valued. + + + Analysis Paralysis Mindset (Constraint) + Analysis Paralysis Mindset means concentrating on research and/or analysis somuch that it prevents making an architectural decision and/or recommendation quickly enough. This mindset also manifests itself in being paralyzed due to unfinished work, waiting for formal sign-off, or following a rigid process. This analysis paralysis mindset is rooted in the fear and the associated consequences of being wrong, failing, or not having the answer to every possible scenario. +Overcoming this mindset requires fostering a culture that allows: +1. saying “I do not know, but I will find out;” +2. learning through experimenting and failing; +3. taking initiative and using advantages and resources; and +4. making decisions based on evidence and calculated intuition. + + + Expect and Require Perfection (Constraint) + Expect and Require Perfection is the ESDC culture in which detail and quality prevail over the review of ideas, concepts and insights. To defeat this barrier, we need to promote a culture of delivering just enough architecture (e.g. Minimum Viable Architecture) that achieves value and business outcomes, as well as embracing the benefit, experience and learning that comes from experimentation. Another possible approach is the adoption of the 80/20 rule, where 80 percent of value is achieved with 20 percent of the total allocated time. The hardest 20 percent of value takes 80 percent of the time. + + + Perception and Misconceptions of EA (Constraint) + Perception and Misconceptions of EA affect and influence the perceived value of EA as well as what architecture does, says and thinks. Demonstrating EA’s true value to inform, decide and transform by providing architectural insight instead of architectural information is a strategy to conquer this barrier. + + + Principle 1 - Increase Return on Investment by Focusing on Making Continuous Flow of Value (Principle) + Principle 1 - Increase Return on Investment by Focusing on Making Continuous Flow of Value +Anybody associated with a change initiative (e.g. project, program) should focus the change initiative’s return on investment to the organization. The organization receives something of value. + + + Principle 2 - Engage Clients in Frequent Interactions and Shared Ownership (Principle) + Principle 2 - Engage Clients in Frequent Interactions and Shared Ownership +It’s critical that a digital enterprise moves the client to the centre ofattention for feedback that can be acted upon. The problem with many projects is defining a client. The client in this case is the set of individuals or groups who will actually end up involved in using the software or adopting the changed business process. + + + Principle 3 - Expect Uncertainty, Manage Through Iterations, Anticipation and Adaptation (Principle) + Principle 3 - Expect Uncertainty, and Manage for It Through Iterations, Anticipation and Adaptation +People like linearity: They generally like knowing what is expected of them atwork, and they like mastery of the work they do. They also like not having to think all the time because thinking is exhausting work. This has led to a trend in technology based on the belief that projects can be delivered consistently. To combat these people challenges, because change initiatives are inherently complex and uncertain, change initiatives in a business-Agile mindset need to be: +• iterative: helps to ease the cognitive load that uncertainty entails. An iteration is defined as a unit of valuable work; +• anticipable: based on intuition and “gut feeling,” a project team has theability to identify early warning signs that the iteration/project will not deliver value, and course-correct; and +• adaptive: relates to doing something different based on a change in circumstances. An organization with a business-Agile mindset takes advantage of a change in circumstances to do things better, more quickly or with potentially greater business value and better business outcomes. + + + Principle 4 - Unleash Creativity and Innovation, Recognize Individuals As The Ultimate Source of Value, Create an Environment Where They Can Make a Difference (Principle) + Principle 4 - Unleash Creativity and Innovation by Recognizing That Individuals Are the Ultimate Source of Value, and Create an Environment Where They Can Make a Difference +The essence of this principle is to, at all times, commit to the concept of “doing with” rather than “doing to.” A relentless focus on the “source of the problem” keeps organizations locked in “us versus them” thinking, and through blame trivializes the contribution of the people who currently work in the organization. + + + Principle 5 - Boost Performance Through Group Accountability for Results and Shared Responsibility for Team Effectiveness (Principle) + Principle 5 - Boost Performance Through Group Accountability for Results and Shared Responsibility for Team Effectiveness +Group accountability requires that individuals bring all of who they are and all of their respective backgrounds, skills and capabilities to the service of the group. + + + Principle 6 - Improve Effectiveness and Reliability Through Situation-Specific Strategies, Processes and Practices (Principle) + Principle 6 - Improve Effectiveness and Reliability Through Situation-Specific Strategies, Processes and Practices +While change and uncertainty are continuous, organizations still must have some level of reliable operational performance. + + + Attain “We” Culture Between Business and IT (Goal) + “Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• business and IT moving towards a “we” culture; + + + Respond Efficiently and Effectively To Changes in Business and IT Ecosystems, and Environmental Conditions (Goal) + “Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• efficient and effective response to changes in business and IT ecosystems, and environmental conditions (e.g. social-economic, risk events, etc. ); + + + Improve Business Outcomes (Goal) + “Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• improved business outcomes. + + + Design Principles + + + Drivers + + + + Efficiency + + + Cost & Risk Sharing + + + Leverage GC common services + + + Assessments + + + Log Data Growth & Proliferation + + + + Inadequate Event Logging Standardization + + + Improve Data Masking + + + Limited SOC Resources & Expertise + + + Goals + + + Reduce Resouces & Technical Dependence + + + Balance TCO with SOC Investments + + + Standardize Data logging + + + Ensure Security & Privacy + + + Stakeholders + + + SSC + + + ESDC + + + CCCS + + + Principle/Guidance + + + Event Logging Guidance + + + Enterprise Architecture Guidances + + + IT Security Guidances + + + Zero Trust Principle + + + Boundaryless Information Flow + It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. + + + Provides Basis For Future Data Integration Best Practices + By listing relevant standards, this document provides a useful body of reference. It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. It also provides a basis for future work from The Open Group to identify and describe data integration best practices. + + + Provide Useful Body of Reference + By listing relevant standards, this document provides a useful body of reference. + + + Make Efforts To Understand the Data + Understanding the Data +The first challenge of data integration is to understand the data. This is a problem at two levels. +At a higher level, there is the need to understand the business context and the value of the data: to know which parts of it are important, and which combinations of it can contribute to business deliverables. +At the most basic level, the problem is a lack of data models and documentation. The data is often described only by cryptic entity, attribute, and domain field names that meant something to the business subject matter expert, programmer, or database administrator who hurriedly created them to satisfy system constraints or a production deadline, but are incomprehensible to those conducting the data integration or data migration effort. +As discussed in An Information Architecture Vision: Moving from Data Rich to Information Smart (see References), possibly 10% of data holdings are documented, and the cryptic definition of entities, attributes, and domain values is often incomprehensible. In addition, without overarching data models there tends to be major redundancy, leading to poor data quality. + +There are four main issues that are encountered: +• Enterprise-structured data holdings are embedded within individual applications using incoherent tables in separate database files +• In some legacy systems, data may be embedded in the system code or retained using flat or indexed file paradigms that are inaccessible by current standard structured query languages +• When Commercial Off-The-Shelf (COTS) applications or cloud services are used, often the data structures are not provided and there is only limited data download access +• There is often no or limited metadata + +Metadata provides a context for the data, addressing items such as who created the data and when, the security classification, the data quality, and so on. Metadata is key to effective data integration, especially when redundant data must be consolidated, and new metadata generated. + + + Manage Complexity In Mapping Between Different Data Models + Mapping Between Different Data Models + +Typically, independently created data sources are based on different data models. This reflects the fact that they have different scopes, though often with some common elements, and represent different views of the world. For the sources to be integrated, there must be mappings between their data models and a third, common data model. +When the number of sources to be integrated is large, the problem of mapping them is extremely complex and difficult. There are, however, technologies that can help the data engineer to perform this task. + + + Keep Data Synchronized + Synchronizing Data +Often, different systems, or different applications on the same system, use the same data and maintain their own copies. These may be exact copies, or they may include only part of the data, or the data they include may be transformed from the original. +For example, a company may maintain core data as a “single source of truth” and different divisions and departments may transform it in different business-specific ways so that it has relevance and purpose for them. +Keeping these versions synchronized as the data changes can be a major challenge. + + + Address Organizational and Cultural Issues + Organizational and Cultural Issues +Even with the support of technology, data integration requires skill, and its results may impact different parts of the enterprise. Ensuring that the right people are in place, with the right training, and that the affected departments are prepared for the change, is a major challenge. +There may well be a need to review the enterprise’s data governance regimen. For major data integration projects in areas fundamental to the enterprise, there may be a need to review its culture, especially executive willingness to maintain and share data. + + + Avoid Poor Data Quality + Data Quality +Poor quality data will sabotage any data integration effort and subsequently harm the business. This is an issue for data integration projects that combine data from sources of variable quality. The quality of the result is crucial to its success. This means keeping track of the lineage of the integrated data, and always paying attention to its quality. + + + Contribute To Data Defense + Data Defense +Maintaining data quality is just one of the aspects of good data defense – minimizing the risks to a company that arise from its data. This also includes ensuring compliance with regulations, using analytics to detect and limit fraud, and building systems to ensure the security and integrity of the data. Data integration systems must be robust and secure, and contribute to the overall defense of the data. +Legislative compliance is a particular issue. Integrated data may contravene privacy or other legislation. Consequently, it may need to be further processed (e.g., anonymized) before it can be used, or perhaps even restructured to accommodate potentially costly legal requirements such as data subject access requests. + + + View Data Integration As A Continuous Process + Data Fabric +A data fabric enables frictionless access and sharing of data in a distributed data environment. It enables a single and consistent data management framework, which allows seamless data access and processing by design across otherwise siloed storage. It may use analytics to constantly monitor data pipelines and support the design, deployment, and utilization of diverse data. Gartner® Data and Analysis Trends, 2021 (see References) claim that this can reduce time for integration by 30%, deployment by 30%, and maintenance by 70%. +A data fabric has an application interface, and often also a user interface. It gives the ability to write data, as well as to read it. The sources may be on-premise or in the cloud. Data fabrics deliver a unified, intelligent, and integrated end-to-end platform to support data use-cases. They provide the ability to deliver use-cases quickly by leveraging innovation in dynamic integration, distributed, and multi-cloud architectures, graph engines, and distributed in-memory and persistent memory platforms. Data fabric focuses on automating the process integration, transformation, preparation, curation, security, governance, and orchestration to enable analytics and insights quickly for business success. It minimizes complexity by automating processes, workflows, and pipelines, generating code, and streamlining data to accelerate various use-cases. +An application can read data from or update data in multiple sources, describing the data in terms of a common data model. The read and update requests are converted by data platforms to requests that describe the data in terms of the source data models. The data is then obtained from the sources and integrated, or updated in the sources, by continual synchronization or dynamic query. + + + Assessment + + + CS-to-IT Classification Conversion (Constraint) + + + SAS SharePoint 2010 Migration Report (Assessment) + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/MigrationReports/dialogue_proj_ITCD-RMTI_SAS-SAS.aspx + +Site Report / Rapport de site + +General Info / Informations générales +Site URL / Lien du site : https://dialogue/proj/ITCD-RMTI/SAS-SAS +New planned URL / Nouveau ien planifié : https://014gc.sharepoint.com/sites/ITCD-RMTI/SAS-SAS +Site Title / Titre du site : SAS-SAS +Description : +Created on / Créé le : 2016-12-22 9:01:46 PM +Last Content Modified / Dernière de modification du contenu : 2021-06-25 5:05:07 PM +Litigation Status / Statut du litige : +Department / Ministère : Employment and Social Development Canada_Prior to 2021 +Branch/Region / Direction générale/région : Innovation, Information and Technology Branch +Directorate / Direction : Business Solutions Innovation +Division: +Site Collection Administrator / Administrateurs de collection de sites : +Site Content Owner / Propriétaire du site : +Template / Modèle : STS#0 +Indended Use / Utilisation du site : Community +Client Scope / Utilisateurs du site : +All Regions +Content Database / Contenu de la base de données : SP_Dialogue2-2010 +Is top level site / Site de premier niveau : False +Parent Site / Site de parent : https://dialogue/proj/ITCD-RMTI +Number Of Subsites / Nombre des sous sites : 0 +Site Collection Size / Taille de la collection du site : 15945.632033 MB / Mo +Storage Quota Used / Limite de stockage utilisé : 63.36% +Number Of Document Libraries / Nombre de bibliothèques de documents : 4 +Number of Documents / Nombre de documents : 4196 +Master Page / Page maître : None, /proj/itcd-rmti/SAS-SAS/_catalogs/masterpage/gcBranding2010v4.master +SP Designer Enabled / SharePoint Designer activé : True + +Active Directory Groups / Groupes Active Directory: +Group Name: domain users - Owner: - Permission: Limited Access, ContributeWithoutDelete +Group Name: na-iitb-dgiit-spam-spag-ta-at - Owner: Lipskie, Robert - Permission: Limited Access +na-iitb-dgiit-spam-spag-ta-at-dsr-rbl - does not exist + +Checked Out Files / Fichiers extraits: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.4-Checked-out-files.aspx?csf=1&web=1&e=Pqv9DL + +Alerts / Alertes: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.2-Alerts.aspx?csf=1&web=1&e=dqpXIT + +Customized Pages / Pages personnalisées: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.8-Customized-Pages.aspx?csf=1&web=1&e=Xlcg4B + +File Versions / Versions des fichiers: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.11-File-Versions.aspx?csf=1&web=1&e=PFsUeY + +In addition to the items above, some remediation items cannot be discovered via the scan tool. Please review the information below to determine if any apply to your site. / En plus des éléments ci-dessus, certains éléments de correction ne peuvent pas être découverts via l'outil d'analyse. Veuillez consulter les informations ci-dessous pour déterminer si certaines s'appliquent à votre site. + +Absolute URLs / URL absolues: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.1-Absolute-URL%E2%80%99s.aspx?csf=1&web=1&e=AIMu5v + +Client Dependencies / Dépendances des clients: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.5-Client-Dependencies.aspx?csf=1&web=1&e=erRnoS + +Custom Navigation / Navigation personnalisée: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.6-Custom-Navigation.aspx?csf=1&web=1&e=VkBlVi + +Data Connection Libraries / Bibliothèques de connexion de données: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.9-Data-Connection-Libraries.aspx?csf=1&web=1&e=LSAc0w + +Site Collection Settings / Paramètres de la collection du site: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.24-Site-Collection-Settings.aspx?csf=1&web=1&e=7GSela + +Web Part Maintenance / Maintenance du composant web part: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.29-Web-Part-Maintenance.aspx?csf=1&web=1&e=M9GM5r + + + Evolving Business Models (Driver) + • Evolving Business Models: +— Driven by changing business, regulatory, and technical environments +— Evolution of Digital as the single most disruptive element for organizations and the biggest driver for Zero Trust +— Outside-in business strategy emphasizing providing value to customers + + + Emerging Partnerships (Driver) + • Emerging Partnerships: +— Emerging partnerships, relationships, customers, supply chains, and organizational ecosystems; e.g., evolving integration of data and applications with partners + + + Rapidly Changing Technology (Driver) + • Rapidly Changing Technology: +— Cloud computing, often hybrid-cloud, and the adoption of Software as a Service (SaaS), serverless computing, edge computing, and microservices +— Complex communication patterns; e.g., REST, file, streaming, message-oriented, event-driven +— Artificial Intelligence (AI) and its variants; e.g., Robotic Process Automation (RPA), Machine Learning (ML), Natural Language Processing (NLP), Internet of Things (IoT), Industry 4.0 + + + Regulatory, Geopolitical, and Cultural Forces (Driver) + • Regulatory, Geopolitical, and Cultural Forces: +— Evolving and often lagging regulatory requirements driven by geopolitical forces, cultural forces, and maturation of the Internet +— Privacy policies, such as California Consumer Privacy Act (CCPA) and General Data Protection Regulation (GDPR), Chinese privacy laws +— Impacts to organizations selling in multiple environments or operating across multiple jurisdictions + + + Disruptive Events (Driver) + • Disruptive Events: +— Events such as 9/11, 2008 Great Recession, or the COVID-19 pandemic + + + Paradigm Shift to Remote Work (Driver) + • Paradigm Shift to Remote Work: +— Shifting to remote work, driven by organizational intent and laws +— Enabling mobility so that individuals can work or collaborate wherever they are +— Support for families and improved employee productivity +— Savings in real estate and maintenance +— Reduced impact on climate change + + + Exponentially Increasing Need for Agility (Requirement) + • Exponentially Increasing Need for Agility: +— Business models are rapidly evolving and must include strategic and tactical planning +— People organizations must plan for training and working with employees to adapt to continuous change and new capabilities +— Both business and technology processes must be agile and measurable +— Technology decisions must consider the rapid rate of change and disruption from ever-evolving technologies +— Risk models must be able to adapt to the continuous, rapid rate of change + + + Mounting Complexity Requiring Increasing Need to Simplify (Requirement) + • Mounting Complexity Requiring Increasing Need to Simplify: +— New business models +— Organizational ecosystems +— Diverse communication patterns +— Multiple and diverse data sources, with data becoming more critical for new technologies, such as AI + + + Support for Remote Work (Requirement) + • Support for Remote Work: +— Bring Your Own X (BYOX); e.g., device, application +— Unpredictable networks + + + Regulatory Requirements (Requirement) + • Regulatory Requirements: +— New business and technology models driving new regulations, but often with delays between the new models and the new regulations +— Rapid and unpredictable geopolitical changes +— Local cultural or political changes expressed in jurisprudence (e.g., CCPA, GDPR) + + + Support for Unpredictability (Requirement) + • Support for Unpredictability: +— Unpredictability driven by disruptive events; e.g., 9/11, 2008 Great Recession, Dodd-Frank Act, Basel III, the COVID-19 pandemic + + + Real-Time/Near Real-Time Response (Requirement) + • Real-Time/Near Real-Time Response: +— Real-time/near real-time response to new and evolving threats + + + Measurable Controls and Automated Audit (Requirement) + • Measurable Controls and Automated Audit + + + Advantages of a Zero Trust-Driven Future (Value) + Advantages of a Zero Trust-Driven Future +Zero Trust enables mobility and user choice because people can work anywhere on any (secure) device they choose, using the applications and data they need. This leads to improved organizational productivity, agility, and the ability to proactively support new and evolving capabilities. +Zero Trust improves confidence in the security mechanisms used to protect data and applications, further enabling the business. +Zero Trust provides support for quickly evolving organizational ecosystems, by enabling rapid creation and dissolution of business-to-business relationships. +As Figure 5 shows, in this digitized world, remote work is part of the norm. The digitization of organizations introduces complexity and the need for agility driven by, for example: +• Migration to the cloud +• The need to leverage SaaS providers +• Continued leveraging of legacy assets + + + 1. Modern Work Enablement (Principle) + Organizational Value and Risk Alignment +1. Modern Work Enablement – Users in organizational ecosystems must be able to work on any network in any location with the same security assurances, increasing productivity. +* Users include enterprise users, partners, and any other consumers including intelligent agents, humans, and IoT devices. + + + 2. Goal Alignment (Principle) + Organizational Value and Risk Alignment +2. Goal Alignment – Security must align with and enable organization goals within risk tolerance and threshold. + + + 4. People Guidance and Inspiration (Principle) + Guardrails and Governance +4. People Guidance and Inspiration – Organizational governance frameworks must guide people, process, and technology decisions with clear ownership of decisions, policy, and aspirational visions. + + + 3. Risk Alignment (Principle) + Organizational Value and Risk Alignment +3. Risk Alignment – Security risk must be managed and measured consistently using the organization’s risk framework and considering organizational risk tolerance and thresholds. + + + 5. Risk and Complexity Reduction (Principle) + Guardrails and Governance +5. Risk and Complexity Reduction – Governance must both reduce complexity (i.e., simplify) and reduce threat surface area. + + + 6. Alignment and Automation (Principle) + Guardrails and Governance +6. Alignment and Automation – Policies and security success metrics must map directly to organizational mission and risk requirements and should favor automated execution and reporting. + + + 7. Security for the Full Lifecycle (Principle) + Guardrails and Governance +7. Security for the Full Lifecycle – Risk analysis and confidentiality, integrity, and availability assurances must be sustained for the lifetime of the data, transaction, or relationship. Asset sensitivity must be reduced where possible (removing sensitive/regulated data, privileges, etc.), and assurances should be provided for the risk of data in use, in-flight, and at rest. + + + 9. Least Privilege (Principle) + Technology +9. Least Privilege – Access to systems and data must be granted only as required and removed when no longer required. + + + 11. Explicit Trust Validation (Principle) + Security Controls +11. Explicit Trust Validation – Assumptions of integrity and trust level must be explicitly validated against organization risk threshold and tolerance. Assets and/or data systems must be validated before being allowed to interact with anyone/anything else. + + + 10. Simple and Pervasive (Principle) + Security Controls +10. Simple and Pervasive – Security mechanisms must be simple, scalable, and easy to implement and manage throughout the organizational ecosystem (whether internal or external). + + + 8. Asset-Centric Security (Principle) + Technology +8. Asset-Centric Security – Security must be as close to the assets as possible (i.e., data-centric and application-centric approaches instead of network-centric strategies) to provide a tailored approach that minimizes productivity disruption. + + + No User Should Have Full Control Permissions (Principle) + This is for System Administration, only. +Any non-SysAdmin's previously granted this permission will have their permission downgraded. + + + Document Scope + Scope of this Document +This document is about technical standards. Its main scope is standards and practices that apply to IT systems and their components. +In terms of the problems listed above, the clarity arising from having components that conform to the standards listed in this document can help people understand the data, map between different data models, provide synchronization, and preserve data characteristics and relationships in the face of change. They cannot create higher-level understanding, ensure data quality, provide data defense, or cope completely with change. The final section of the document discusses some of the considerations for standards in these areas. + + + Document Structure + Structure of this Document +The remaining sections of this document identify and briefly describe the relevant standards and discuss some wider considerations. They are: +• Representation Standards – dealing with how information is represented as data at a fundamental level in data sets and APIs +These standards can apply to source data, integrated data, and contextual metadata. +• Structure Standards – dealing with how data is structured in data sets and APIs +These standards also can apply to source data, integrated data, and contextual metadata. +• API Standards – dealing with additional considerations where data is obtained from or posted to APIs, rather than being read from or written to data sets +• Metadata Standards – applying mainly to contextual metadata but in some cases also to metadata included in source data or integrated data +• Data Analysis and Transformation Standards – applying to software components that perform analysis or transformation +• Wider Considerations for Data Integration Standards – discussing some existing standards and best practices that might be relevant, and new standards work that might be useful in relation to non-technical aspects of data integration + + + Document Acronyms and Abbreviations + Acronyms and Abbreviations +ABB Architecture Building Block +ADM Architecture Development Method +AI Artificial Intelligence +AIDM Airline Industry Data Model +API Application Program Interface +BI Business Intelligence +BNF Backus-Naur Form +BoK Body of Knowledge +COBIT Control Objectives for Information and Related Technologies +CGI Command Gateway Interface +CLI Call-Level Interface +COTS Commercial Off-The-Shelf +CSV Comma-Separated Values +CWM Common Warehouse Metamodel +DAMA Data Management Association +DCMI Dublin Core Metadata Initiative +DII Data Integration and Interoperability +DM Data Management +DMBOK Data Management Body of Knowledge +DTD Document Type Definition +EIF European Interoperability Framework +EOTD ECCMA Open Technical Dictionary +ERA Entity-Relationship-Attribute +FAIR Factor Analysis of Information Risk +FHIR Fast Healthcare Interoperability Resources +FOAF Friend Of A Friend +GDPR General Data Protection Regulation +GTIN Global Trade Item Number +HDFS Hadoop Distributed File System +HL7 Health Level Seven +HTML Hypertext Markup Language +HS Harmonized System +HTTP HyperText Transfer Protocol +HTTPS HyperText Transfer Protocol Secure +IANA Internet Assigned Numbers Authority +IATA International Air Transport Association +IEC International Electrotechnical Commission +IETF Internet Engineering Task Force +IRI Internationalized Resource Identifier +ISDM Industry Standard Data Model +ISO International Organization for Standardization +JSON JavaScript Object Notation +JSON-LD JavaScript Object Notation for Linked Data +LDAP Lightweight Directory Access Protocol +MDR Metadata Registry +MIME Multipurpose Internet Mail Extensions +ML Machine Learning +NIEM National Information Exchange Model +NIST National Institute of Standards and Technology +NLP Natural Language Processing +OAS OpenAPI Specification +OData Open Data Protocol +ODBC Open Database Connectivity +O-DEF Open Data Element Framework +ODF Open Document Format +OFX Open Financial Exchange +OMG Object Management Group +O-RA The Open Group Risk Analysis Standard +O-RT The Open Group Risk Taxonomy Standard +OWL Web Ontology Language +RAML RESTful API Modeling Language +RDF Resource Description Framework +RDFS RDF Schema +REST Representational State Transfer +SAML Security Assertion Markup Language +SBB Solution Building Block +SGML Standard Generalized Markup Language +SIC Standard Industrial Classification +SOX Sarbanes-Oxley +SPARQL SPARQL Protocol and RDF Query Language +SPDI Sensitive Personal Data or Information +SQL Structured Query Language +TDQM Total Data Quality Management +Turtle Terse RDF Triple Language +TXL Turing eXtender Language +UCS Universal Coded Character Set +UNDP United Nations Development Programme +UN/EDIFACT United Nations/Electronic Data Interchange for Administration, Commerce and Transport +UNSPSC United Nations Standard Products and Services Code +URI Uniform Resource Identifier +URL Uniform Resource Locator +W3C World-Wide Web Consortium +XDM XPath Data Model +XHTML Extensible HyperText Markup Language +XML Extensible Markup Language +XPath XML Path Language +XQuery XML Query +XSD XML + + + T.I.M.E. Application Disposition (Assessment) + This assessment will identify the appropriate disposition of each application as per the GC guidelines (i.e. Tolerate (maintain), Invest, Move, or Eliminate) and based on ESDC medium and longer term business requirements. + + + Increased Risk Due To Continued Legacy Data Centre Use (Assessment) + 2.1.2 Consequence of Inaction + - Continued use of the legacy Data Centres would increase risks to security and service delivery. The aging datacentres are expensive to maintain and present an increasing risk to its data protection, disaster recovery capacity, and service delivery + + + Enable Effective and Timely Availability of Information (Goal) + Develop and implement modern IT infrastructure and platforms that enables the effective and timely availability of information across ESDC. +The workload migration to the new EDC and to cloud, going through an evaluation and adaptation of the solutions, is in line with the IT Infrastructure +Refresh project to provide a modernized and secured environment to the department. + + + WLM-and-CE Business Context (Assessment) + In Budget 2018, $110 million was earmarked over six years to support SSC’s Workload Migration program, with the objective to modernize and enhance the government’s digital services. These funds are to be accessed by SSC’s partner departments to help them to modernize and to migrate their applications from older data centres to cloud solutions or to more modern data centres. +Through the Benefits Delivery Modernization (BDM) program and the Technical Debt Remediation (TDR) initiatives, ESDC will be addressing many of the legacy systems and applications currently residing in legacy data centre. However, it will not address all of it; some applications will remain in the legacy data centres and will continue to present risks related to infrastructure, architecture as well as technology used. The WLM program plans on dealing with these remaining applications. +The preliminary assessment shows that out of 333 applications in the Montréal and Moncton Data Centres, 22 require immediate attention due to aging IT, and 162 require a high level of attention in the coming years. The application life cycle indicates that 272 of them will need to be replatformed/replaced/rebuilt/revised/retired in a near future in order to adapt to the ongoing and growing demands in IT. +Applications need to be hosted in a secured and stable environment, which they will not have if we leave them in the legacy data centres. + + + Applications Need To Be Hosted In A Secured and Stable Environment (Principle) + 2.3 Business Context +Applications need to be hosted in a secured and stable environment, which they will not have if we leave them in the legacy data centres. + + + 1. Align With Digital Transformation (Goal) + + + 2. Improve ESDC Security Posture and IT Service Delivery (Goal) + + + 3. Reduce Technical Debt and Modernize Applications (Goal) + Reduction of Technical Debt +The ESDC technical debt of the applications in scope will be reduced by updating the technological architecture and infrastructure of the solutions moved to cloud or EDC. + + + Work Closely With Partners To Align On Scope and Interdependencies (Requirement) + WLM-and-CE's Ecosystem +Due to the scale of operations tha will be carired out within WLM, WLM is working closely with its partners to align on scope and interdependencies. + + + Align With TBS Cloud Adoption Policy and GC Modernization Plan (Driver) + Once the WLM project is complete it will help ESDC align with the Treasury Board Secretariat Cloud Adoption Policy and the Government of Canada Modernization Plan. + + + Innovation, Information and Technology Branch (IITB) (Stakeholder) + WLM-and-CE Project 202000009 +IITB is co-leading the project initiative with SSC. This project will focus on modernization of the solutions and infrastructure to support ESDC's business into the future (i.e. cloud, data strategy, AI, channel convergence, mobile service offerings, etc.). In addition to the IITB WLM project team, services from other parts of IITB including, Architecture, IT Security, Development teams, Cloud Center of Expertise (CCOE), Application Portfolio Management (APM), Enterprise Operations, Strategic Partnership Management, Data and Analytics Services, Business Relationship Management, Branch PMO, and Testing Services. + + + ESDC Business Lines (Stakeholder) + WLM-and-CE Project 202000009 +A key initial step is consultation with Business leaders in ESDC to ensure the project aligns and supports their future policy and strategic directions as well as the Service Delivery Vision. Ensures all impacts from ESDC are captured and will be considered. + + + ESDC CFOB-Legal-and-HR (Stakeholder) + WLM-and-CE Project 202000009 +Central agencies as well as departmental enabling services and oversight services (such as project management COE, EPMO, FMAs, MPIB) are all critical to the successful delivery of this +project. PSDC, CFOB Contracting, CFOB Procurement, Legal and HR will also be consulted (if/when required). + + + Shared Services Canada (SSC) (Stakeholder) + WLM-and-CE Project 202000009 +SSC is the GC infrastructure provider. They are a leading partner on this project. The Data Centres (VM/Servers) will be upgraded by SSC. It will require the support of their Network Development and Architecture, Security, Project Management, Application Management, Cloud Center of Expertise, and Data Centres teams. + + + Treasury Board of Canada Secretariat (Stakeholder) + WLM-and-CE Project 202000009 +The Treasury Board of Canada Secretariat will be a key stakeholder ensuring the broader government perspective alignment and assisting with insights and learning in exercising +their oversight role. + + + Reduction of Technical Debt (Outcome) + + + Alignment to Cloud First GC Priority (Outcome) + WLM-and-CE Project 202000009 +Alignment to Cloud First GC priority +Not all applications can be moved to the cloud. Tools, mechanism and resources are in place to support the decision process for each application. + + + WLM-and-CE Metric - Number of Applications Migrated (Assessment) + Description +Number of applications moved out of the legacy data centres (Decommissioned, Cloud, EDC) +Assumptions +Technology and architecture in the destination centre is more up to date than the one in in the current legacy data centres. +All applications in scope will go through an update of its architecture to properly function in the destination. +The current WLM scope is 125 applications + + + WLM-and-CE Metric - Cloud Usage (Assessment) + Description +Number of application moved to cloud +Assumptions +GoC will continue to promote the cloud first priority +Procurement vehicle in place for cloud service provider will align with the requirements of the selected applications. +55 applications (or more) will be moved to a cloud environment through the WLM project. +Metric Name: Cloud Usage +Metric Formula: Cloud app count +Baseline: 0 +Target: 55 +Metric Type: Non-Monetary +Benefit: Alignment with digital transformation + + + Improve IT Security Posture and Compliance (Outcome) + WLM-and-CE Project 202000009 +Improve IT Security Posture and Compliance +All clouds and EDC applications will require a revision of their authorization to operate (ATO) +The cloud and EDC environments support the new ITSG33 standard +The network and firewalls configuration will support the ITSG33 for up to PBMM. + + + WLM-and-CE Metric - Increase Security Compliance (Assessment) + Description +Reduction of the number of IT security mitigations in the application's authorization to operate (ATO). +Assumptions +Each applications moved to EDC or Cloud will require a refresh of their ATO +The destination architecture will support a more compliant architecture + +Metric Name: Increase security compliance +Metric Formula: level of compliance in the ATO +Baseline: No ATO or multiple mitigations +Target: To be better defined *** + + + Improve Agility & Scalability (Goal) + + + Improved Agile Development Capability (Outcome) + Improved agile development capability +Outcome Description +IITB will have control over its Virtual Machines and Environments in the cloud +Cloud environments will support a faster turnaround time when requirements ask for a change in configuration or infrastructure (memory, hard drive space, environments). + + + WLM-and-CE Metric - Time to Provision Environments (Assessment) + Time to provision environments +Description +Time required to complete the release of an application, from its release request to its full implementation. +Assumptions +SSC will not require to be involved in each Cloud releases +The cloud release process, approved by Release Management Services (RMS), will be the one used by WLM +Cloud environments can be generated by IITB with no delay required. + + + Risk - Interdependencies With Partners (Assessment) + Risk Description: +Due to the collaborative nature of the work that is to be done within the scope of the WLM project, there is a risk that the partner processes outside of IITB may impact the progress of the work being done. These partners currently include SSC. A delay in the process of any of these partners could potentially affect the WLM Project timelines and cause delays and unexpected financial costs. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. The scope might also need to be revised if partners cannot proceed with the required activities. + + + Risk - Interoperability (Assessment) + Risk Description: +Due to the nature of the current environment and how it has some differences with the new environments, there is a risk that there will be a lack of interoperability between the old and new systems. +Impact Description: +The solution might require significant adaptation in order to perform in the new environment. There is a risk that the timeline is affected, also impacting the project costs. The level of change might affect the project benefits realisation + + + Risk - High Complexity Leading To Delays (Assessment) + Risk Description: +Due to the high volume of applications that are very complex, the change in architecture for both EDC and cloud destination, there is a risk that the schedule will not be maintained as some applications may require more time than others or that ESDC might not have the required expertise. This would lead to delays in the project timelines and unexpected financial costs, in addition to delays to the benefits realization. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. Additional modification to the architecture at the application and infrastructure level might be required. + + + Risk - Insufficient Funding (Assessment) + Risk Description: +Due to the long-term nature of the project and the possibility of changing priorities, there is a risk that the project funding might need to be adjusted throughout the project lifecycle or not sufficient for the full completion of the project and benefit realisation. +Impact Description: +If funding is not sufficient, the scope will need to be adjusted, affecting the level of benefits and project timelines + + + Risk - Change In Schedule (Assessment) + Risk Description: +Due to the many factors that could cause delays to the project, there is a risk that the project schedule will need to be changed and adjusted throughout the project lifecycle. +Impact Description: +There is a risk that the timeline is increased, also impacting the project costs. + + + Risk - Interdependencies With Other Projects (Assessment) + Risk Description: +Due to the collaborative nature of the work that is to be done within the scope of the WLM project, there is a risk that the partner processes within IITB may impact the progress of the work being done. These partners currently include the following teams: Application Portfolio Management, IT Security, IT Accessibility, Enterprise Architecture, BRM, CCOE, and Testing Services. A delay in the process of any of these partners could potentially affect the WLM Project timelines and cause delays and unexpected financial costs. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. + + + Risk - Insufficient IITB Support (Assessment) + Risk Description: +Due to the dependency of the project on the support of teams such as Application Portfolio Management and the Cloud Centre of Expertise, there is a risk that a disturbance in their environments may result in delays to the operation and progression of the WLM Project. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. + + + Risk - High Network Complexity and Performance (Assessment) + Risk Description: +Due to current problems related to the ESDC network performance and complexity, there is a risk that the level of difficulty may increase with workload migration activities and/or limit the ability of EDC to migrate the applications away from legacy datacentres and to EDCs or Cloud. +Impact Description: +There is a risk that the timeline is affected, either caused by delays on delivery or added work required, also impacting the project costs. + + + Risk - Delays In IT Security Policies and Procedures (Assessment) + Risk Description: +Due to the migration to cloud and to new environments, there is a risk that IT Security policies and procedures may need to be taken into consideration, thus potentially altering the project operations and timelines. Additional work might be required to respect security standards. The timeline and project costs might be affected. +Impact Description: +Additional work might be required to respect security standards. The timeline and project costs might be affected. The security implications might affect the level of benefits realised. + + + Risk - Unclear Scope (Assessment) + Risk Description: +Due to the scale of operations that will be carried out within the WLM project scope, there is a risk that Tech Debt & BDM may overlap the WLM scope when working on their respective mandates. This could result in the same application being picked up by multiple groups if there is a lack of clear communication and planning. +Impact Description: +There is a risk that the scope and timeline are affected, also impacting the project costs. + + + Risk - Availability Of Capability and Capacity (Assessment) + Risk Description: +Due to the large amount of applications that are included in the WLM scope, there is a risk that the knowledge & expertise required to effectively execute the work required may not be readily available. This could affect the project timeline, costing, and level of benefits realization. +Impact Description: +Lack of knowledge might affect the timeline, also impacting the project costs. + + + Risk - Application Decommissioning (Assessment) + Risk Description: +There is a risk that the decommissioning of application do not respect the established processes regarding information management or that the server remains active due to improper respect of procedures. +Impact Description: +Unused, yet active servers, will result in a reduction of benefit realisation. Added/delayed work will have an impact on schedule and project costs. + + + Ability To Implement WLM-and-CE is HIGH (Assessment) + 6.2.2. - Implementation and Capacity Considerations +Stakeholder Impacts: +1. IITB is currently working to modernize its service delivery and addressing its technical debt. This option would enable IITB to support the technical debt efforts by moving out of the legacy datacenters. +2. There is no planned changes to any interfaces or data manipulation. Clients should not perceive any changes, other than potential increase in network efficiency or application response time. +3. SSC has initiated the WLM program and requested ESDC to participate. SSC has provided a benefit map, reflecting the multiple possible gains from leaving the legacy datacentres. Due to the difference in infrastructure and architecture, this option would enable only part of the SSC benefits. + +Project Management Capacity +1. IITB has appointed a project management to supervise and manage the project. +2. IITB solution managers will act as subject matter expert for their respective solutions, providing plan, costs, risks and regular updates to the management team. +3. IITB project management is working in collaboration with SSC to plan and coordinate the project. + +Based on the Implementation and Capacity listed considerations above, the ability to implement this option is rated as: HIGH + + + WLM-and-CE In Scope Functional Requirements (Requirement) + 1. Migration of data up to and including Protected B. +2. Connectivity to remain same or better +3. The discovery and analysis of the application configuration, interdependencies and data centre infrastructure environment as well as application readiness for migration. +4. Assessment of Cloud and enterprise data centre environments to develop a migration strategy +5. Decommission of application services +6. The design and build of the end state environment +7. The final operational transition and cutover of workloads including system monitoring, incident management, change management, and help desk processes and procedures that are affected by the migration in order to preserve equivalent service levels +8. Completion of the Authority to Operate and Security Assessment as required +9. Provision of all infrastructure by SSC to meet the existing service levels as a minimum + + + WLM-and-CE Out Of Scope Functional Requirements (Requirement) + 1. Any application projects included in plans for Technical Debt, BDM, or included in business and/or IT operational plans +2. Upgrade and enhancements to business application functionality, upgrade to application products or versions of technologies from current “N” levels +3. Upgrade of infrastructure outside of end state environment standards required for WLM +4. Interactions with external third party services associated with business functionality +5. Migration of secret level data and workloads + + + Portfolio Backlog + https://www.scaledagileframework.com/portfolio-backlog/ + + + Product and Solution Backlog + https://www.scaledagileframework.com/program-and-solution-backlogs/ + + + Team Backlog + https://www.scaledagileframework.com/team-backlog/ + + + Capture Only Work Items (Constraint) + [12:12 p.m.] Tupitsyn, Oleg O [NC] ATTENTION - Non-Work Items in ADO +Team, please do not capture your non-work items (vacations/stat holidays and the like in ADO). We have SP Team Calendar and PeopleSoft+CATS to do this. Rabih, if you disagree, please voice your concerns. I am trying to minimize ADO Work Items down to ... well... Work Items. + + + Track All EA Work (SAS, ESA, IA) (Goal) + + + Enable Team Work Management (Goal) + + + Provide Easy Self-Serve Reporting (Goal) + + + Design With Users (Principle) (copy) + Design with users +Research with users to understand their needs and the problems we want to solve. Conduct ongoing testing with users to guide design and development. + +Guidance: Design with users +Services should not be built based on internal constraints or complexities of government, they should be built to address the needs of users. In order to deliver value to users, one must understand and prioritize their needs. Everything is a hypothesis until tested with the users of services. + +To validate one's hypotheses, one must validate their assumptions through direct and frequent interactions with those who will be using the services. Users may be members of the public, or government employees or a combination thereof. Keeping in mind that users will come from diverse backgrounds, varying in location, experience, knowledge, and abilities, requirements for services are built first and foremost with the needs of all users. When designing services, one must take a holistic approach to service delivery -- from each member's individual contributions to the end goal, as defined by user requirements. + +Aligned Behaviours +1. End-user feedback is used to establish the requirements of our service(s). +2. Our team has processes or tools in place for user feedback, including anonymous user feedback, to be incorporated into the design of the service. +3. Our team conducts user research prior to deciding upon a given implementation. +4. Our team has tested our primary systems in the users’ context with a wide range of users including users with varying needs and representing diverse backgrounds. +5. Our team considers user needs and feedback in defining key service metrics. +6. Our team uses automation to anticipate and detect operational or quality-of-service issues before our users tell us. +7. Our team has within it, or direct access to, the expertise required to conduct user research and usability testing. + +Misaligned Behaviours +1. Our team receives requirements through extensive documentation and builds against them. +2. Our team does not involve internal or external users to collaborate on the design of the service. +3. The technical development resources or IT senior management are prioritizing features. +4. Our team's prioritization of tasks is driven by senior management. +5. Senior executives and teams rely exclusively on desk-based research, or other proxy sources of information to inform policy, program and/or service design. + + + Iterate and Improve Frequently (Principle) (copy) + Iterate and improve frequently +Develop services using agile, iterative and user-centred methods. Continuously improve in response to user needs. Try new things, start small and scale up. + +Guidance: Iterate and improve frequently +In contrast to high risk and long lead time ‘big bang’ deployments, working services must be put in the hands of users as early as possible to get rapid feedback. Said feedback is then used to iterate upon to improve the service. + +One sets a north star to define a clear direction, then begins iterating towards this north star, keeping in mind that the path is not clear, and unexpected circumstances will require adjustments to be made along the way. By leveraging modern technologies and modern approaches to working, risk can be reduced by limiting the size of changes and increasing their frequency. Processes should empower teams to deliver value to services as often as possible, rather than increase risk by creating prolonged processes that use documentation in place of demonstrably functioning software. Focus on working software over comprehensive documentation and remember that perfect is the enemy of good. + +Aligned Behaviours +1. There are processes in place to prioritize and implement feedback from peers, stakeholders and end-users. +2. When a new or updated service or feature is being created our team understands the minimum requirements for the system to be of value to users. +3. Our team experiments with new approaches based on team reflections, lessons learned, and user feedback. +4. Our team collects metrics to improve upon which are used throughout the development and lifecycle of the service. +5. When resolving problems our team dedicates time to identify the root cause of the issue and address it. +6. Our team is relentlessly inspecting, adapting, and automating their processes to increase the speed at which our team can deliver value to users. +7. Our team has access to environments and resources to allow for rapid prototyping while initial requirements are being sought. +8. Our team embraces learning about and using new digital skills, approaches, and tools to incorporate into our daily work. + +Misaligned Behaviours +1. Our team only shares their work once it has been finalized and approved. +2. Decisions regarding the direction of our team are made without reference to any collected performance metrics. +3. Our team identifies solutions before it is clear what outcomes our team is working towards and how to measure them. +4. Processes are rarely, if ever, reviewed to find and implement efficiencies. +5. Our team must wait for the project to be approved and funded prior to environments being made available to teams to begin experimenting with solutions. +6. Our team fully architects the end to the service delivery solution prior to starting to build. + + + Work In The Open By Default (Principle) (copy) + Work in the open by default +Share evidence, research and decision making openly. Make all non-sensitive data, information, and new code developed in delivery of services open to the outside world for sharing and reuse under an open licence. + +Guidance: Work in the open by default +Working in the open increases the transparency of services, increases trust in government, creates an ecosystem that promotes innovation, prevents needing to reinvent the wheel by increasing collaboration within, and external to, government. Working in the open promotes understanding of government processes and services and creates an environment whereby innovation can take place throughout the Government of Canada and through non-governmental organizations leveraging the government data and information to improve service delivery for Canadians. + +This way of working aligns Canada with the Digital Nations Charter, of which it is a signatory and promotes “transparency and citizen participation and uses open licences to produce and consume open data”, and the Open Data Charter. Further, by working in the open the Government of Canada can increase its reuse of existing public solutions and allow others to reuse work conducted by the Government of Canada. + +Aligned Behaviours +1. Teams continually makes all non-sensitive and non-personal data, information, and new code publicly available, or at a minimum accessible across the GC, for sharing and reuse. +2. Our team contributes back to the public projects from which they borrow content. +3. Our team tracks and makes public the metrics upon which our team measures its success. +4. Our team tracks, and makes publicly available, or at a minimum accessible across the GC, information regarding how often a change to our services fails (e.g., the deployment or rollout of a service or feature experiences issues or complications). +5. Our team makes visual displays which show what they’re working on and the status of their work available publicly, or at least throughout the Government of Canada. +6. Our team publicly documents, including examples of reuse, how others can use their service’s APIs, open data, or information. + +Misaligned Behaviours +1. All of the team's work is done on systems behind the corporate firewall. +2. The work of our team has permissions set so that only members of our team can access the team's work. +3. Our team does not contribute to, or collaborate on, work being done by our colleagues. +4. Team applies blanket security classification for the digital system to all data stored by the application. +5. Our team has no process by which to declassify and release records when they are no longer protected or classified. +6. The documentation for our APIs is only available to internal approved consumers. + + + Use Open Standards and Solutions (Principle) (copy) + Use open standards and solutions +Leverage open standards and embrace leading practices, including the use of open source software where appropriate. Design for services and platforms that are seamless for Canadians to use no matter what device or channel they are using. + +Guidance: Use open standards and solutions +To maintain the trust of Canadians, the government must continually learn and improve by embracing leading practices to simplify access to government services to match the rising expectations of Canadians. + +In alignment with the Digital Nations Charter, which calls for both the use of Open Standards and Open Source, this Digital Standard aligns with the ultimate Digital Vision which reads, “The Government of Canada is an open and service-oriented organization that operates and delivers programs and services to people and businesses in simple, modern and effective ways that are optimized for digital and available anytime, anywhere and from any device.” By leveraging open source software, and leveraging open standards and solutions, the Government of Canada can mitigate vendor lock-in and expand its vendor pool from which to acquire digital services. + +Aligned Behaviours +1. Our team prioritizes solutions using open standards over solutions that do not. +2. Team members give back to the open source community as active contributors. +3. Our team designs their services to be interoperable with other services. +4. When searching for a new product, service or solution, our team considers open source solutions. +5. Our team supports clients using any device, from anywhere and at any time. + +Misaligned Behaviours +1. Our team renews existing contracts with vendors without first investigating open source tooling. +2. Our team does not have the competencies within it to deliver its services without the help of consultants or closed source vendor software. + + + Address Security and Privacy Risks (Principle) (copy) + Address security and privacy risks +Take a balanced approach to managing risk by implementing appropriate privacy and security measures. Make security measures frictionless so that they do not place a burden on users. + +Guidance: Address security and privacy risks +Digital services are core to service delivery, and they must securely store and manage the information of Canadians to maintain trust in government services. + +Security and privacy should be taken as a consideration from the onset of work for a given service, in alignment with Iterate and Improve. The implementation of security and privacy controls should be considered part of daily work. Similarly, processes should promote and monitor the continuous implementation of security and privacy controls throughout the lifecycle of a service. This will demonstrably increase the security and privacy posture of digital services by leveraging automated testing and real time reporting and monitoring over anecdotal document-heavy manual processes. Said processes, and the security and privacy controls themselves, should be frictionless, ensuring that services are designed first and foremost for users, not to satisfy existing legacy government procedures, tooling, or processes. Furthermore, by creating frictionless processes and permitting services to be iterated and improved upon quickly, the government is better situated to respond quickly to security or privacy risk. By responding to these operational needs within hours or minutes rather than months, the government can improve its security and privacy posture. + +Aligned Behaviours +1. Our team considers security and privacy throughout the service design process. +2. When implementing or enforcing security or privacy controls, our team takes into consideration how they would impact the quality or efficiency of the service and how it will impact the end users of the service. +3. Security measures are frictionless so that they do not place a burden on users. +4. Our team has privacy and security knowledge and understanding as a competency within the team. +5. The service has implemented automated security checks and privacy protections include role-based access and audit functions against the service. +6. There are procedures and processes in place to quickly respond to security or privacy breaches or incidents. + +Misaligned Behaviours +1. Team has no internal privacy or security knowledge, relying on other teams to identify nearly all security or privacy controls and best practices. +2. The core services upon which our team works have no automated security checks or privacy protections. +3. Our team relies on security through obscurity, hiding services or information rather than improving the security posture of the service. +4. Our team implements or enforces security or privacy controls without considering the impact on service usability. + + + Build In Accessibility From the Start (Principle) (copy) + Build in accessibility from the start +Services should meet or exceed accessibility standards. Users with distinct needs should be engaged from the outset to ensure what is delivered will work for everyone. + +Guidance: Build in accessibility from the start +Quality should be built in from the start, preventing the need to revisit previously implemented components due to issues, such as accessibility. The faster and earlier issues are found the less costly they are to fix. + +Accessibility in Canada is about creating communities, workplaces and services that enable everyone to participate fully in society without barriers. The Government of Canada is committed to taking a proactive and systemic approach for identifying, removing and preventing barriers to accessibility without delay complementing the rights of persons with disabilities under the Canadian Human Rights Act. To meet these commitments, accessibility should be a consideration throughout the service development lifecycle. This requires that accessibility be monitored and built into our processes to continually promote alignment with accessibility standards. While iterating and improving frequently and designing with users, accessibility should be a key consideration, and become a source of work items throughout the service design lifecycle. When designing with users, efforts should be made to identify a wide variety of users with a wide variety of needs, to ensure accessibility standards are met or exceeded. + +Aligned Behaviours +1. Starting at the outset, our team's service and platform design continually considers the lowest levels of digital skill, confidence and access. +2. Our team understands how to make their services or products accessible. +3. Our team considers accessibility throughout the service design process. +4. Research and testing are conducted to ensure our service is accessible to people of all abilities no matter how, where, or when they access the service. +5. Our team conducts ongoing user research with users with low level digital literacy, people with disability, and people from different cultural and linguistic backgrounds. +6. Our team implements automated accessibility checks for our services. + +Misaligned Behaviours +1. Our team has no competency with accessibility and relies on another team to identify accessibility shortcomings. +2. Accessibility compliance is added at the end of the development cycle in order to pass compliance checks or audits. + + + Empower Staff to Deliver Better Services (Principle) (copy) + Empower staff to deliver better services +Make sure that staff have access to the tools, training and technologies they need. Empower the team to make decisions throughout the design, build and operation of the service. + +Guidance: Empower staff to deliver better services +To promote innovation and create agility within our organizations the teams that makeup our organizations must be empowered. Innovation increasingly flows from the bottom up rather than from the top down, and to benefit from this trend teams must be empowered. + +Don’t hire good people to tell them what to do, hire good people to have them tell you what to do. The government manages large, highly complex and crucially important services for their users. A top-down command and control approach to service delivery and designs enforces a structure that aligns to the structure itself, rather than to the needs of the users, or based on the expertise of those building the services. Rather than bringing information to authority, bring authority to the information. Those best suited to solve a given problem, are those closest to the problem. By removing decision-making authority from the teams into complex governance structures, the innovative potential of teams is mitigated by legacy governance procedures and processes. To create organizations that can iterate and improve frequently, teams must be empowered to make decisions for themselves. Complex architectures that are responsive to the needs of users, including users within the organization, are emergent and are not derived through the compilation of hypotheses lacking the expertise of those closest to the complex problems needing to be solved. + +Aligned Behaviours +1. Team members self-organize and self-manage through self-assigning tasks. +2. Team members meet with liberty to openly discuss challenges without fear of blame or reproach. +3. Team members feel safe to challenge the status quo. +4. Our team values learning as part of daily work. +5. Team members can articulate how their work contributes to business outcomes. +6. Our team can choose the tools they use to deliver their service. +7. Our team's management actively removes impediments that prevent the team from focusing on delivering value. +8. Our team has access to environments to experiment with new approaches, tooling, or solutions. +9. Our team feels their feedback is valued. +10. Failures are treated in our team as opportunities to improve and learn. + +Misaligned Behaviours +1. Work is assigned directly to members of our team from management. +2. Our team is required to get a series of approvals prior to being able to make routine changes to their service. +3. Learning in our team is largely done through week or day long courses periodically throughout the year. +4. Our team is unable, or finds it difficult, to acquire productivity tooling. +5. Our team does not have access to Software as a Service (SaaS) productivity tools as they are blocked by the department. +6. On our team, learning through reading books, blogs, or watching videos, talks, or tutorials is not viewed as work. +7. Our team has restricted access to tools, training and software based on job classification. + + + Be Good Data Stewards (Principle) (copy) + Be good data stewards +Collect data from users only once and reuse wherever possible. Ensure that data is collected and held in a secure way so that it can easily be reused by others to provide services. + +Guidance: Be good data stewards +Good data stewardship is required to ensure data is clean, reusable, and managed responsibly to be leveraged for data driven decision making and promote reuse of information rather than duplication of efforts. + +This involves managing data and information responsibly and securely, which supports the sharing and reuse of data throughout the Government of Canada and through promoting its use through innovative new solutions within the private sector. In alignment with working in the open by default, data and information should be published to be readable, by humans or by machines by publishing well organized data in machine readable formats. In alignment with iterating and improving frequently, efforts should be made to continually improve the quality of the data, and the quality of the processes used to manage and publish said data. Further, by working in the open by default and properly managing data and information sources, issues such as duplication of data and information and rework can be mitigated, while promoting the creation of innovative solutions which are able to leverage information collected and published by the government. + +Aligned Behaviours +1. Our team strives to leverage data to continuously improve decision-making, operations, or service delivery. +2. Our team identifies what data is needed to support decision-making, operations, or service delivery and reuses existing data as appropriate before acquiring new data. +3. Our team strives to identify and remove barriers to data sharing and release. +4. Our team ensures that users of our services can make corrections to their personal information. +5. Our team publishes data and information on the open government portal. +6. Our team publishes data in plain language and machine-readable formats. +7. Our team has clearly defined roles, responsibilities, and accountabilities for data and information management and use. +8. Our team captures appropriate metadata to provide context for the information and data we create and capture, thereby enabling its discovery and reuse by others. +9. Our team has processes in place to regularly assess, maintain, and improve data quality. +10. Our service has in place processes for ensuring proper management of information and data prior to being collected, used, disclosed, retained, disposed of, or declassified. +11. Our team ensures that information and data of business value are saved in systems where it can be properly managed. +12. Our team has processes in place for determining the classification of data and information. +13. Our team is aware of which information and data has business value and prioritizes its management. + +Misaligned Behaviours +1. Our team, or the service our team manages, asks users for the same information more than once. +2. The service, or services, our team is responsible for collects all the data or information required without reusing existing data or information. +3. The documentation for our APIs is only available to internal approved consumers. +4. Our team does not have the data it needs to make informed policy, program, or service decisions. + + + Design Ethical Services (Principle) (copy) + Design ethical services +Make sure that everyone receives fair treatment. Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence). + +Guidance: Design ethical services +Designing ethical systems means that systems created by the government ensures that everyone receives equitable treatment. + +Services should address client needs and provide public benefits. In the digital age, the underlying systems that run Canada’s services come to conclusions that can be opaque to both the external users, and those managing the systems. Efforts are required to increase the transparency and address potential biases of computational decisions, and to ensure that decisions made or supported using these systems are legal, consistent, accurate and align with the expectations and intents of those managing them. The responsible use of automated-decision systems includes being open about their use and being able to explain how decisions are made. Through iterative service design where results are continuously monitored against expected and desired outcomes, the organization positions itself to ensure it is designing ethical services. Furthermore, with extensive monitoring solutions, one must ensure their services are not enforcing biases, whether conscious or unconscious. + +Aligned Behaviours +1. Our team continually seeks out indicators of bias and ensures their services are not reinforcing unintended biases. +2. Our team continually seeks out evidence of unintended consequences to the user in service design and delivery and works to mitigate these consequences for the user. +3. When automated decision-making is being leveraged by our team, possible biases in the data and algorithms are acknowledged, accounted for, and mitigated. +4. Our team designs services which address cultural, linguistic, geographical, disability, technological, socioeconomic, or other access barriers to uptake. +5. Our team has considered the impacts of decisions on the users and negative outcomes are reduced, when encountered. +6. Our team uses data in a manner consistent with the purpose of its collection. + +Misaligned Behaviours +1. No training is provided to our team regarding the potential impacts of the service they are designing or delivering. +2. Our team conducts little to no monitoring of outcomes of the service to identify implicit bias. +3. Our team delegates ethical analysis to a vendor or external service, without direct accountability to management. +4. Our team designs and deliver services without fully considering relevant legislation +5. Our team delivers services without assessing the impacts of negative outcomes. + + + Collaborate Widely (Principle) (copy) + Collaborate widely +Create multidisciplinary teams with the range of skills needed to deliver a common goal. Share and collaborate in the open. Identify and create partnerships which help deliver value to users. + +Guidance: Collaborate widely +Collaborating widely allows us to learn from others to minimize mistakes already experienced and reduces work through identifying and sharing existing solutions. The problems that government solves are often unique, though they are not unique amongst governments. + +Many of the same solutions by the same, or similar vendors, are used throughout the world, or at varying levels of government within different jurisdictions. When designing a service, or implementing a service using tools or systems, identify which other departments, jurisdictions, or organizations, have leveraged similar technologies to solve similar use cases in order to collaborate widely, reduce work, share solutions, and benefit from lessons already learned by others. Furthermore, using multidisciplinary teams, especially when coupled with the empowerment of staff, the government improves its posture to deliver modern and innovative services. Through wide collaboration, organizations begin to break down the silos developed over time through the overreliance on functionally based teams. Going forward, working across skill sets, and leveraging work from others, while learning from their lessons, promotes the development of modern services better able to meet the changing needs of citizens in the digital age. + +Aligned Behaviours +1. Our team is multidisciplinary, having all the skills and capabilities required to fully deliver our service to users. +2. Our team is active in communities of practice, events, or groups that pertain to the areas of expertise of team members. +3. Our team has identified, and collaborates with, other teams, in or outside of our organisation, including other levels of government, other governments, the public, or private sector organizations, who have done, or are doing, similar work. +4. Our team documents any APIs for our service using modern and common protocols and standards and provides examples to others regarding their use. +5. Our team uses data from performance monitoring tools to inform business decisions. + +Misaligned Behaviours +1. Our team develops most of the service on our own, without leveraging existing solutions and services to reduce duplication of effort. +2. Our team overwhelmingly relies on tickets to manage collaboration between internal stakeholders or teams. +3. The team does not consider the impacts on teams working across the value stream, or on the outcome of the service. + + + Communication Of EA Work (Value) + + + Improve Team Performance (Goal) + E.g.: Team Velocity + + + Team Contribution Awareness (Value) + + + Key Stakeholders (Stakeholder) + + + EARB Co-Chair (CIO) (Stakeholder) + + + EARB Co-Chair (Business) (Stakeholder) + + + Capture ADO Items Of Value (Principle) + Avoid items of less than 1 hour, especially ones of low value / criticality. + + + Knowing WHO is Doing WHAT (Value) + + + A.1: Authoring tool user interfaces follow applicable accessibility guidelines + + + Guideline A.1.1: (For the authoring tool user interface) Ensure that web-based functionality is accessible + Guideline A.1.1: (For the authoring tool user interface) Ensure that web-based functionality is accessible. +[Implementing A.1.1] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a11 +Rationale: When authoring tools (or parts of authoring tools) are web-based, conforming to WCAG 2.0 (https://www.w3.org/TR/ATAG20/#conf-rel-wcag) will facilitate access by all authors, including those using assistive technologies. + +A.1.1.1 Web-Based Accessible (WCAG): If the authoring tool contains web-based user interfaces, then those web-based user interfaces meet the WCAG 2.0 success criteria. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing A.1.1.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a111 + + + Guideline A.1.2: (For the authoring tool user interface) Ensure that non-web-based functionality is accessible + Guideline A.1.2: (For the authoring tool user interface) Ensure that non-web-based functionality is accessible. +[Implementing A.1.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a12 +Rationale: When authoring tools (or parts of authoring tools) are non-web-based, following existing platform accessibility guidelines and implementing communication with platform accessibility services facilitates access by all authors, including those using assistive technologies. + +A.1.2.1 Accessibility Guidelines: If the authoring tool contains non-web-based user interfaces, then those non-web-based user interfaces follow user interface accessibility guidelines for the platform. (Level A) +Note: The (optional) explanation of conformance claim results (https://www.w3.org/TR/ATAG20/#conf-explanation-results) should record the user interface accessibility guidelines that were followed. +Implementing A.1.2.1 +A.1.2.2 Platform Accessibility Services: If the authoring tool contains non-web-based user interfaces, then those non-web-based user interfaces expose accessibility information through platform accessibility services. (Level A) +Note: The (optional) explanation of conformance claim results (https://www.w3.org/TR/ATAG20/#conf-explanation-results) should record the platform accessibility service(s) that were implemented. +Implementing A.1.2.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a122 + + + A.2: Editing-views are perceivable + + + Guideline A.2.1: (For the authoring tool user interface) Make alternative content available to authors + Guideline A.2.1: (For the authoring tool user interface) Make alternative content available to authors. +[Implementing A.2.1] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a21 +Rationale: Some authors require access to alternative content in order to interact with the web content that they are editing. + +A.2.1.1 Text Alternatives for Rendered Non-Text Content: If an editing-view renders non-text content, then any programmatically associated text alternatives for the non-text content can be programmatically determined. (Level A) +Implementing A.2.1.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a211 +A.2.1.2 Alternatives for Rendered Time-Based Media: If an editing-view renders time-based media, then at least one of the following is true: (Level A) +(a) Option to Render: The authoring tool provides the option to render alternatives for the time-based media; or +(b) User Agent Option: Authors have the option to preview the time-based media in a user agent that is able to render the alternatives. +Implementing A.2.1.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a212 + + + Guideline A.2.2: (For the authoring tool user interface) Ensure that editing-view presentation can be programmatically determined + Guideline A.2.2: (For the authoring tool user interface) Ensure that editing-view presentation can be programmatically determined. +[Implementing A.2.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a22 +Rationale: Some authors need access to details about the editing-view presentation, via their assistive technology, when that presentation is used to convey status messages (e.g. underlining misspelled words) or provide information about how the end user will experience the web content being edited. + +A.2.2.1 Editing-View Status Indicators: If an editing-view adds status indicators to the content being edited, then the information being conveyed by the status indicators can be programmatically determined. (Level A) +Note: Status indicators may indicate errors (e.g. spelling errors), tracked changes, hidden elements, or other information. +Implementing A.2.2.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a221 +A.2.2.2 Access to Rendered Text Properties: If an editing-view renders any text formatting properties that authors can also edit using the editing-view, then the properties can be programmatically determined. (Level AA) +Implementing A.2.2.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a222 + + + A.3: Editing-views are operable + + + Guideline A.3.1: (For the authoring tool user interface) Provide keyboard access to authoring features + Guideline A.3.1: (For the authoring tool user interface) Provide keyboard access to authoring features. [Implementing A.3.1] +Rationale: Some authors with limited mobility or visual disabilities do not use a mouse and instead require keyboard interface access to all of the functionality of the authoring tool. + +A.3.1.1 Keyboard Access (Minimum): All functionality of the authoring tool is operable through a keyboard interface without requiring specific timings for individual keystrokes, except where the underlying function requires input that depends on the path of the user's movement and not just the endpoints. (Level A) +Note 1: Keyboard interfaces are programmatic services provided by many platforms that allow operation in a device independent manner. This success criterion does not imply the presence of a hardware keyboard. +Note 2: The path exception relates to the underlying function, not the input technique. For example, if using handwriting to enter text, the input technique (handwriting) requires path-dependent input, but the underlying function (text input) does not. The path exception encompasses other input variables that are continuously sampled from pointing devices, including pressure, speed, and angle. +Note 3: This success criterion does not forbid and should not discourage other input methods (e.g. mouse, touch) in addition to keyboard operation. +Implementing A.3.1.1 +A.3.1.2 No Keyboard Traps: If keyboard focus can be moved to a component using a keyboard interface, then focus can be moved away from that component using only a keyboard interface. If it requires more than unmodified arrow or tab keys or other standard exit methods, authors are advised of the method for moving focus away. (Level A) +Implementing A.3.1.2 +A.3.1.3 Efficient Keyboard Access: The authoring tool user interface includes mechanisms to make keyboard access more efficient than sequential keyboard access. (Level AA) +Implementing A.3.1.3 +A.3.1.4 Keyboard Access (Enhanced): All functionality of the authoring tool is operable through a keyboard interface without requiring specific timings for individual keystrokes. (Level AAA) +Implementing A.3.1.4 +A.3.1.5 Customize Keyboard Access: If the authoring tool includes keyboard commands, then those keyboard commands can be customized. (Level AAA) +Implementing A.3.1.5 +A.3.1.6 Present Keyboard Commands: If the authoring tool includes keyboard commands, then the authoring tool provides a way for authors to determine the keyboard commands associated with authoring tool user interface components. (Level AAA) +Implementing A.3.1.6 + + + Guideline A.3.2: (For the authoring tool user interface) Provide authors with enough time + Guideline A.3.2: (For the authoring tool user interface) Provide authors with enough time. +[Implementing A.3.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a32 +Rationale: Some authors who have difficulty typing, operating the mouse, or processing information can be prevented from using systems with short time limits or that require fast reaction speeds, such as clicking on a moving target. + +A.3.2.1 Auto-Save (Minimum): The authoring tool does not include session time limits or the authoring tool can automatically save edits made before the session time limits are reached. (Level A) +Implementing A.3.2.1 +A.3.2.2 Timing Adjustable: The authoring tool does not include time limits or at least one of the following is true: (Level A) +(a) Turn Off: Authors are allowed to turn off the time limit before encountering it; or +(b) Adjust: Authors are allowed to adjust the time limit before encountering it over a wide range that is at least ten times the length of the default setting; or +(c) Extend: Authors are warned before time expires and given at least 20 seconds to extend the time limit with a simple action (e.g. "press the space bar"), and authors are allowed to extend the time limit at least ten times; or +(d) Real-time Exception: The time limit is a required part of a real-time event (e.g. a collaborative authoring system), and no alternative to the time limit is possible; or +(e) Essential Exception: The time limit is essential and extending it would invalidate the activity; or +(f) 20 Hour Exception: The time limit is longer than 20 hours. +Implementing A.3.2.2 +A.3.2.3 Static Input Components: The authoring tool does not include moving user interface components that accept input where the movement of these components cannot be paused by authors. (Level A) +Implementing A.3.2.3 +A.3.2.4 Content Edits Saved (Extended): The authoring tool can be set to automatically save web content edits made using the authoring tool. (Level AAA) +Implementing A.3.2.4 + + + Guideline A.3.3: (For the authoring tool user interface) Help authors avoid flashing that could cause seizures + Guideline A.3.3: (For the authoring tool user interface) Help authors avoid flashing that could cause seizures. [Implementing A.3.3] +Rationale: Flashing can cause seizures in authors with photosensitive seizure disorder. + +A.3.3.1 Static View Option: If an editing-view can play visual time-based content, then playing is not necessarily automatic upon loading the content and playing can be paused. (Level A) +Implementing A.3.3.1 + + + Guideline A.3.4: (For the authoring tool user interface) Enhance navigation and editing via content structure + Guideline A.3.4: (For the authoring tool user interface) Enhance navigation and editing via content structure. [Implementing A.3.4] +Rationale: Some authors who have difficulty typing or operating the mouse benefit when authoring tools make use of the structure present in web content to simplify navigating and editing the content. + +A.3.4.1 Navigate By Structure: If editing-views expose the markup elements in the web content being edited, then the markup elements (e.g. source code, content renderings) are selectable and navigation mechanisms are provided to move the selection focus between elements. (Level AA) +Implementing A.3.4.1 +A.3.4.2 Navigate by Programmatic Relationships: If editing-views allow editing of programmatic relationships within web content, then mechanisms are provided that support navigation between the related content. (Level AAA) +Note: Depending on the web content technology and the nature of the authoring tool, relationships may include, but are not limited to, element nesting, headings, labeling, programmatic definitions, and ID relationships. +Implementing A.3.4.2 + + + Guideline A.3.7: (For the authoring tool user interface) Ensure that previews are at least as accessible as in-market user agents + Guideline A.3.7: (For the authoring tool user interface) Ensure that previews are at least as accessible as in-market user agents. [Implementing A.3.7] +Rationale: Preview features are provided by many authoring tools because the workflow of authors often includes periodically checking how user agents will display the web content to end users. Authors with disabilities need the same opportunity to check their work. + +A.3.7.1 Preview (Minimum): If a preview is provided, then at least one of the following is true: (Level A) +(a) In-Market User Agent: The preview renders content using a user agent that is in-market; or +(b) UAAG (Level A): The preview conforms to the User Agent Accessibility Guidelines 1.0 Level A [UAAG10]. +Implementing A.3.7.1 +A.3.7.2 Preview (Enhanced): If a preview is provided, then authors can specify which user agent performs the preview. (Level AAA) +Implementing A.3.7.2 + + + A.4: Editing-views are understandable + + + Part A: Make the authoring tool user interface accessible + Part A Conformance Applicability Notes: +Scope of "authoring tool user interface": The Part A success criteria apply to all aspects of the authoring tool user interface that are concerned with producing the "included" web content technologies. This includes views of the web content being edited and features that are independent of the content being edited (e.g. menus, button bars, status bars, user preferences, documentation). +Reflected content accessibility problems: The authoring tool is responsible for ensuring that editing-views display the web content being edited in a way that is more accessible to authors with disabilities (e.g. ensuring that text alternatives in the content can be programmatically determined). However, where an authoring tool user interface accessibility problem is caused directly by the content being edited (e.g. if an image in the content lacks a text alternative), then this would not be considered a deficiency in the accessibility of the authoring tool user interface. +Developer control: The Part A success criteria only apply to the authoring tool user interface as it is provided by the developer. They do not apply to any subsequent modifications by parties other than the authoring tool developer (e.g. user modifications of default settings, third-party plug-ins). +User agent features: Web-based authoring tools may rely on user agent features (e.g. keyboard navigation, find functions, display preferences, undo features) to satisfy success criteria. Conformance claims are optional, but any claim that is made must record the user agent(s). +Accessibility of features provided to meet Part A: The Part A success criteria apply to the entire authoring tool user interface, including any features added to meet the success criteria in Part A (e.g. documentation, search functions). The only exemption is for preview features, as long as they meet the relevant success criteria in Guideline A.3.7. Previews are treated differently than editing-views because all authors, including those with disabilities, benefit when preview features accurately reflect the functionality of user agents that are actually in use by end users. +Unrecognizable content: When success criteria require authoring tools to treat web content according to semantic criteria, the success criteria only apply when these semantics are encoded programmatically (e.g. text describing an image can only be considered a text alternatives for non-text content when this role is encoded within markup). + + + Guideline A.3.5: (For the authoring tool user interface) Provide text search of the content + Guideline A.3.5: (For the authoring tool user interface) Provide text search of the content. [Implementing A.3.5] +Rationale: Some authors who have difficulty typing or operating the mouse benefit from the ability to use text search to navigate to arbitrary points within the web content being edited. + +A.3.5.1 Text Search: If the authoring tool provides an editing-view of text-based content, then the editing-view enables text search, such that all of the following are true: (Level AA) +(a) All Editable Text: Any text content that is editable by the editing-view is searchable (including alternative content); and +(b) Match: Matching results can be presented to authors and given focus; and +(c) No Match: Authors are informed when no results are found; and +(d) Two-way: The search can be made forwards or backwards. +Implementing A.3.5.1 + + + Guideline A.3.6: (For the authoring tool user interface) Manage preference settings + Guideline A.3.6: (For the authoring tool user interface) Manage preference settings. [Implementing A.3.6] +Rationale: Some authors need to set their own display settings in a way that differs from the presentation that they want to define for the published web content. Providing the ability to save and reload sets of keyboard and display preference settings benefits authors who have needs that differ over time (e.g. due to fatigue). + +A.3.6.1 Independence of Display: If the authoring tool includes display settings for editing-views, then the authoring tool allows authors to adjust these settings without modifying the web content being edited. (Level A) +Implementing A.3.6.1 +A.3.6.2 Save Settings: If the authoring tool includes display and/or control settings, then these settings can be saved between authoring sessions. (Level AA) +Implementing A.3.6.2 +A.3.6.3 Apply Platform Settings: The authoring tool respects changes in platform display and control settings, unless authors select more specific display and control settings using the authoring tool. (Level AA) +Implementing A.3.6.3 + + + Guideline A.4.1: (For the authoring tool user interface) Help authors avoid and correct mistakes + Guideline A.4.1: (For the authoring tool user interface) Help authors avoid and correct mistakes. [Implementing A.4.1] +Rationale: Some authors with disabilities may be more susceptible to input errors due to factors such as difficulty making fine movements and speech recognition system errors. + +A.4.1.1 Content Changes Reversible (Minimum): All authoring actions are either reversible or the authoring tool requires author confirmation to proceed. (Level A) +Implementing A.4.1.1 +A.4.1.2 Settings Change Confirmation: If the authoring tool provides mechanisms for changing authoring tool user interface settings, then those mechanisms can reverse the setting changes, or the authoring tool requires author confirmation to proceed. (Level A) +Implementing A.4.1.2 +A.4.1.3 Content Changes Reversible (Enhanced): Authors can sequentially reverse a series of reversible authoring actions. (Level AAA) +Note: It is acceptable to clear the authoring action history at the end of authoring sessions. +Implementing A.4.1.3 + + + Guideline A.4.2: (For the authoring tool user interface) Document the user interface, including all accessibility features + Guideline A.4.2: (For the authoring tool user interface) Document the user interface, including all accessibility features. [Implementing A.4.2] +Rationale: Some authors may not be able to understand or operate the authoring tool user interface without documentation. + +A.4.2.1 Describe Accessibility Features: For each authoring tool feature that is used to meet Part A of ATAG 2.0, at least one of the following is true: (Level A) +(a) Described in the Documentation: Use of the feature is explained in the authoring tool's documentation; or +(b) Described in the Interface: Use of the feature is explained in the authoring tool user interface; or +(c) Platform Service: The feature is a service provided by an underlying platform; or +(d) Not Used by Authors: The feature is not used directly by authors (e.g. passing information to a platform accessibility service). +Note: The accessibility of the documentation is covered by Guideline A.1.1 and Guideline A.1.2. +Implementing A.4.2.1 +A.4.2.2 Document All Features: For each authoring tool feature, at least one of the following is true: (Level AA) +(a) Described in the Documentation: Use of the feature is explained in the authoring tool's documentation; or +(b) Described in the Interface: Use of the feature is explained in the authoring tool user interface; or +(c) Platform Service: The feature is a service provided by an underlying platform; or +(d) Not Used by Authors: The feature is not used directly by authors (e.g. passing information to a platform accessibility service). +Note: The accessibility of the documentation is covered by Guideline A.1.1 and Guideline A.1.2. +Implementing A.4.2.2 + + + Part B: Support the production of accessible content + Part B: Support the production of accessible content +Part B Conformance Applicability Notes: +Author availability: Any Part B success criteria that refer to authors only apply during authoring sessions. +Developer control: The Part B success criteria only apply to the authoring tool as it is provided by the developer. This does not include subsequent modifications by parties other than the authoring tool developer (e.g. third-party plug-ins, user-defined templates, user modifications of default settings). +Applicability after the end of an authoring session: Authoring tools are responsible for the web content accessibility (WCAG) of web content that they automatically generate after the end of an author's authoring session (see Success Criterion B.1.1.1). For example, if the developer changes the site-wide templates of a content management system, these would be required to meet the accessibility requirements for automatically-generated content. Authoring tools are not responsible for changes to the accessibility of content that the author causes, whether it is author-generated or automatically-generated by another system that the author has specified (e.g. a third-party feed). +Authoring systems: As per the ATAG 2.0 definition of authoring tool, several software tools (identified in any conformance claim) can be used in conjunction to meet the requirements of Part B (e.g. an authoring tool could make use of a third-party software accessibility checking tool). +Accessibility of features provided to meet Part B: The Part A success criteria apply to the entire authoring tool user interface, including any features that must be present to meet the success criteria in Part B (e.g. checking tools, repair tools, tutorials, documentation). +Multiple authoring roles: Some authoring tools include multiple author roles, each with different views and content editing permissions (e.g. a content management system may separate the roles of designers, content authors, and quality assurers). In these cases, the Part B success criteria apply to the authoring tool as a whole, not to the view provided to any particular authoring role. Accessible content support features should be made available to any authoring role where it would be useful. +Unrecognizable content: When success criteria require authoring tools to treat web content according to semantic criteria, the success criteria only apply when these semantics are encoded programmatically (e.g. text describing an image can only be considered a text alternatives for non-text content when this role is encoded within markup). + + + Guideline B.1.1: Ensure that automatically-specified content is accessible + Guideline B.1.1: Ensure that automatically-specified content is accessible. [Implementing B.1.1] +Rationale: If authoring tools automatically produce web content that includes accessibility problems (WCAG), then this will impose additional repair tasks on authors. + +B.1.1.1 Content Auto-Generation After Authoring Sessions (WCAG): The authoring tool does not automatically generate web content after the end of an authoring session, or, authors can specify that the content be accessible web content (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: This success criterion applies only to automatic processes specified by the authoring tool developer. It does not apply when author actions prevent generation of accessible web content (WCAG). +Implementing B.1.1.1 +B.1.1.2 Content Auto-Generation During Authoring Sessions (WCAG): If the authoring tool provides the functionality for automatically generating web content during an authoring session, then at least one of the following is true: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +(a) Accessible: The content is accessible web content (WCAG) without author input; or +(b) Prompting: During the automatic generation process, authors are prompted for any required accessibility information (WCAG); or +(c) Automatic Checking: After the automatic generation process, accessibility checking is automatically performed; or +(d) Checking Suggested: After the automatic generation process, the authoring tool prompts authors to perform accessibility checking. +Note 1: Automatic generation includes automatically selecting templates for authors. +Note 2: This success criterion applies only to automatic processes specified by the authoring tool developer. It does not apply when author actions prevent generation of accessible web content (WCAG). +Implementing B.1.1.2 + + + Guideline B.1.2: Ensure that accessibility information is preserved + Guideline B.1.2: Ensure that accessibility information is preserved. [Implementing B.1.2] +Rationale: Accessibility information (WCAG) is critical to maintaining comparable levels of web content accessibility (WCAG) between the input and output of web content transformations. + +B.1.2.1 Restructuring and Recoding Transformations (WCAG): If the authoring tool provides restructuring transformations or re-coding transformations, and if equivalent mechanisms exist in the web content technology of the output, then at least one of the following is true: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +(a) Preserve: Accessibility information (WCAG) is preserved in the output; or +(b) Warning: Authors have the default option to be warned that accessibility information (WCAG) may be lost (e.g. when saving a vector graphic into a raster image format); or +(c) Automatic Checking: After the transformation, accessibility checking is automatically performed; or +(d) Checking Suggested: After the transformation, the authoring tool prompts authors to perform accessibility checking. +Note 1: For text alternatives for non-text content, see Success Criterion B.1.2.4. +Note 2: This success criteria only applies when the output technology is "included" for conformance. +Implementing B.1.2.1 +B.1.2.2 Copy-Paste Inside Authoring Tool (WCAG): If the authoring tool supports copy and paste of structured content, then any accessibility information (WCAG) in the copied content is preserved when the authoring tool is both the source and destination of the copy-paste and the source and destination use the same web content technology. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.1.2.2 +B.1.2.3 Optimizations Preserve Accessibility: If the authoring tool provides optimizing web content transformations, then any accessibility information (WCAG) in the input is preserved in the output. (Level A). +Implementing B.1.2.3 +B.1.2.4 Text Alternatives for Non-Text Content are Preserved: If the authoring tool provides web content transformations that preserve non-text content in the output, then any text alternatives for that non-text content are also preserved, if equivalent mechanisms exist in the web content technology of the output. (Level A). +Note: This success criterion only applies when the output technology is "included" for conformance. +Implementing B.1.2.4 + + + Guideline B.2.1: Ensure that accessible content production is possible + Guideline B.2.1: Ensure that accessible content production is possible. [Implementing B.2.1] +Rationale: To support accessible web content (WCAG) production, at minimum, it is possible to produce web content that conforms with WCAG 2.0 using the authoring tool. + +B.2.1.1 Accessible Content Possible (WCAG): The authoring tool does not place restrictions on the web content that authors can specify or those restrictions do not prevent WCAG 2.0 success criteria from being met. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.2.1.1 + + + B.1: Fully automatic processes produce accessible content + Principle B.1: Fully automatic processes produce accessible content + + + B.2: Authors are supported in producing accessible content + Principle B.2: Authors are supported in producing accessible content + + + B.3: Authors are supported in improving the accessibility of existing content + + + Guideline B.2.3: Assist authors with managing alternative content for non-text content + Guideline B.2.3: Assist authors with managing alternative content for non-text content. [Implementing B.2.3] +Rationale: Improperly generated alternative content can create web content accessibility problems (WCAG) and interfere with accessibility checking. +Note: This guideline only applies when non-text content is specified by authors (e.g. inserting an image). When non-text content is automatically added by the authoring tool, see Guideline B.1.1. + +B.2.3.1 Alternative Content is Editable (WCAG): If the authoring tool provides functionality for adding non-text content, then authors are able to modify programmatically associated text alternatives for non-text content. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: An exception can be made when the non-text content is known to be decoration, formatting, invisible or a CAPTCHA. +Implementing B.2.3.1 +B.2.3.2 Automating Repair of Text Alternatives: The authoring tool does not attempt to repair text alternatives for non-text content or the following are all true: (Level A) +(a) No Generic or Irrelevant Strings: Generic strings (e.g. "image") and irrelevant strings (e.g. the file name, file format) are not used as text alternatives; and +(b) In-Session Repairs: If the repair attempt occurs during an authoring session, authors have the opportunity to accept, modify, or reject the repair attempt prior to insertion of the text alternative into the content; and +(c) Out-of-Session Repairs: If the repair attempt occurs after an authoring session has ended, the repaired text alternatives are indicated during subsequent authoring sessions (if any) and authors have the opportunity to accept, modify, or reject the repair strings prior to insertion in the content. +Implementing B.2.3.2 +B.2.3.3 Save for Reuse: If the authoring tool provides the functionality for adding non-text content, when authors enter programmatically associated text alternatives for non-text content, then both of the following are true: (Level AAA) +(a) Save and Suggest: The text alternatives are automatically saved and suggested by the authoring tool, if the same non-text content is reused; and +(b) Edit Option: The author has the option to edit or delete the saved text alternatives. +Implementing B.2.3.3 + + + Guideline B.2.4: Assist authors with accessible templates + Guideline B.2.4: Assist authors with accessible templates. [Implementing B.2.4] +Rationale: Providing accessible templates (WCAG) can have several benefits, including: immediately improving the accessibility of the web content (WCAG) of being edited, reducing the effort required of authors, and demonstrating the importance of accessible web content (WCAG). + +B.2.4.1 Accessible Template Options (WCAG): If the authoring tool provides templates, then there are accessible template (WCAG) options for a range of template uses. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.2.4.1 +B.2.4.2 Identify Template Accessibility: If the authoring tool includes a template selection mechanism and provides any non-accessible template (WCAG) options, then the template selection mechanism can display distinctions between the accessible and non-accessible options. (Level AA) +Note: The distinction can involve providing information for the accessible templates, the non-accessible templates or both. +Implementing B.2.4.2 +B.2.4.3 Author-Created Templates: If the authoring tool includes a template selection mechanism and allows authors to create new non-accessible templates (WCAG), then authors can enable the template selection mechanism to display distinctions between accessible and non-accessible templates that they create. (Level AA) +Note: The distinction can involve providing information for the accessible templates (WCAG), the non-accessible templates or both. +Implementing B.2.4.3 +B.2.4.4 Accessible Template Options (Enhanced): If the authoring tool provides templates, then all of the templates are accessible template (to WCAG Level AA). (Level AAA) +Implementing B.2.4.4 + + + Guideline B.2.5: Assist authors with accessible pre-authored content + Guideline B.2.5: Assist authors with accessible pre-authored content. [Implementing B.2.5] +Rationale: Providing accessible pre-authored content (WCAG) (e.g. clip art, synchronized media, widgets) can have several benefits, including: immediately improving the accessibility of web content (WCAG) being edited, reducing the effort required of authors, and demonstrating the importance of accessibility. + +B.2.5.1 Accessible Pre-Authored Content Options: If the authoring tool provides pre-authored content, then a range of accessible pre-authored content (to WCAG Level AA) options are provided. (Level AA) +Implementing B.2.5.1 +B.2.5.2 Identify Pre-Authored Content Accessibility: If the authoring tool includes a pre-authored content selection mechanism and provides any non-accessible pre-authored content (WCAG Level AA) options, then the selection mechanism can display distinctions between the accessible and non-accessible options. (Level AA) +Note: The distinction can involve providing information for the accessible pre-authored content, the non-accessible pre-authored content or both. +Implementing B.2.5.2 + + + Guideline B.2.2: Guide authors to produce accessible content + Guideline B.2.2: Guide authors to produce accessible content. [Implementing B.2.2] +Rationale: By guiding authors from the outset toward the creation and maintenance of accessible web content (WCAG), web content accessibility problems (WCAG) are mitigated and less repair effort is required. + +B.2.2.1 Accessible Option Prominence (WCAG): If authors are provided with a choice of authoring actions for achieving the same authoring outcome (e.g. styling text), then options that will result in accessible web content (WCAG) are at least as prominent as options that will not. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.2.2.1 +B.2.2.2 Setting Accessibility Properties (WCAG): If the authoring tool provides mechanisms to set web content properties (e.g. attribute values), then mechanisms are also provided to set web content properties related to accessibility information (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: For the prominence of the mechanisms, see Success Criterion B.4.1.4. +Implementing B.2.2.2 + + + Guideline B.3.1: Assist authors in checking for accessibility problems + Guideline B.3.1: Assist authors in checking for accessibility problems. [Implementing B.3.1] +Rationale: When accessibility checking is an integrated function of the authoring tool, it helps make authors aware of web content accessibility problems (WCAG) during the authoring process, so they can be immediately addressed. + +B.3.1.1 Checking Assistance (WCAG): If the authoring tool provides authors with the ability to add or modify web content in such a way that a WCAG 2.0 success criterion can be violated, then accessibility checking for that success criterion is provided (e.g. an HTML authoring tool that inserts images should check for alternative text; a video authoring tool with the ability to edit text tracks should check for captions). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: Automated and semi-automated checking is possible (and encouraged) for many types of web content accessibility problems (WCAG). However, manual checking is the minimum requirement to meet this success criterion. In manual checking, the authoring tool provides authors with instructions for detecting problems, which authors carry out by themselves. For more information on checking, see Implementing ATAG 2.0 - Appendix B: Levels of Checking Automation. +Implementing B.3.1.1 +B.3.1.2 Help Authors Decide: If the authoring tool provides accessibility checking that relies on authors to decide whether potential web content accessibility problems (WCAG) are correctly identified (i.e. manual checking and semi-automated checking), then the accessibility checking process provides instructions that describe how to decide. (Level A) +Implementing B.3.1.2 +B.3.1.3 Help Authors Locate: If the authoring tool provides checks that require authors to decide whether a potential web content accessibility problem (WCAG) is correctly identified (i.e. manual checking and semi-automated checking), then the relevant content is identified to the authors. (Level A) +Note: Depending on the nature of the editing-view and the scope of the potential web content accessibility problem (WCAG), identification might involve highlighting elements or renderings of elements, displaying line numbers, or providing instructions. +Implementing B.3.1.3 +B.3.1.4 Status Report: If the authoring tool provides checks, then authors can receive an accessibility status report based on the results of the accessibility checks. (Level AA) +Note: The format of the accessibility status report is not specified and they might include a listing of problems detected or a WCAG 2.0 conformance level, etc. +Implementing B.3.1.4 +B.3.1.5 Programmatic Association of Results: If the authoring tool provides checks, then the authoring tool can programmatically associate accessibility checking results with the web content that was checked. (Level AA) +Implementing B.3.1.5 + + + Guideline B.3.2: Assist authors in repairing accessibility problems + Guideline B.3.2: Assist authors in repairing accessibility problems. [Implementing B.2.3] +Rationale: When repair is an integral part of the authoring process, it greatly enhances the utility of checking and increases the likelihood that web content accessibility problems (WCAG) will be properly addressed. + +B.3.2.1 Repair Assistance (WCAG): If checking (see Success Criterion B.3.1.1) can detect that a WCAG 2.0 success criterion is not met, then repair suggestion(s) are provided: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: Automated and semi-automated repair is possible (and encouraged) for many types of web content accessibility problems (WCAG). However, manual repair is the minimum requirement to meet this success criterion. In manual repair, the authoring tool provides authors with instructions for repairing problems, which authors carry out by themselves. For more information on repair, see Implementing ATAG 2.0 - Appendix C: Levels of Repair Automation. +Implementing B.3.2.1 + + + B.4: Authoring tools promote and integrate their accessibility features + Principle B.4: Authoring tools promote and integrate their accessibility features + + + Guideline B.4.1: Ensure the availability of features that support the production of accessible content + Guideline B.4.1: Ensure the availability of features that support the production of accessible content. [Implementing B.4.1] +Rationale: The accessible content support features will be more likely to be used, if they are turned on and are afforded reasonable prominence within the authoring tool user interface. + +B.4.1.1 Features Active by Default: All accessible content support features are turned on by default. (Level A) +Implementing B.4.1.1 +B.4.1.2 Option to Reactivate Features: The authoring tool does not include the option to turn off its accessible content support features or features which have been turned off can be turned back on. (Level A) +Implementing B.4.1.2 +B.4.1.3 Feature Deactivation Warning: The authoring tool does not include the option to turn off its accessible content support features or, if these features can be turned off, authors are informed that this may increase the risk of content accessibility problems (WCAG). (Level AA) +Implementing B.4.1.3 +B.4.1.4 Feature Prominence: All accessible content support features are at least as prominent as features related to either invalid markup, syntax errors, spelling errors or grammar errors. (Level AA) +Implementing B.4.1.4 + + + Guideline B.4.2: Ensure that documentation promotes the production of accessible content + Guideline B.4.2: Ensure that documentation promotes the production of accessible content. [Implementing B.4.2] +Rationale: Some authors need support in determining how to use accessible content production features (e.g. how to respond to prompts for text alternatives, how to use accessibility checking tools). Demonstrating accessible authoring as routine practice, or at least not demonstrating inaccessible practices, will help to encourage acceptance of accessibility by some authors. + +B.4.2.1 Model Practice (WCAG): A range of examples in the documentation (e.g. markup, screen shots of WYSIWYG editing-views) demonstrate accessible authoring practices (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.4.2.1 +B.4.2.2 Feature Instructions: Instructions for using any accessible content support features appear in the documentation. (Level A) +Implementing B.4.2.2 +B.4.2.3 Tutorial: The authoring tool provides a tutorial for an accessible authoring process that is specific to that authoring tool. (Level AAA) +Implementing B.4.2.3 +B.4.2.4 Instruction Index: The authoring tool documentation contains an index to the instructions for using any accessible content support features. (Level AAA) +Implementing B.4.2.4 + + + Add W3C ATAG 2.0 Into Selection Criteria When Purchasing New Web Authoring Tools + In implementing the Standard on Web Accessibility, have you: +- Added the World Wide Web Consortium's draft Authoring Tool Accessibility Guidelines (ATAG) 2.0 into selection criteria when purchasing new Web authoring tools? + + + "Simple Site" (Meaning) + "Simple Sites" in SharePoint 2010 that contain only Lists and/or Libraries. Owners of Simple Sites will be notified at least four weeks before their migration date and, in most cases, will have a handful of items to address in their site before and after migration to SharePoint Online. + + + Business Architecture IAG Assessment Report [2021-08-30] (Assessment) + BusinessArchitecture IAG Assessment +Project Number: 202100024 +Project Name: Learning Management System Renewal +BizArch Lead IAG: Dan R + +Alignment to Strategy +This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries. + +BizArch Recommendations: +This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions. This will create a more enterpriseable solution to be reuse by many other solutions and supported for many years to come. + +BizArch Category: Life Cycle Management +BizArch Category Reasoning: Business Architecture consider this project as a Life Cycle Management type of initiatives. It is replacing technology at end of vendor support (SABA) with newer technology supporting GC and ESDC priorities in accessibility and security to name a few. + +BizArch Criticality: Medium +BizArch Criticality Reasoning: Business Architecture consider Criticality to Medium in view of the current solution that support most of the requirements and will still do so while this organization are addressing new concerns and priorities to be supported and implemented in the new solution. + +BizArch Alignment: Medium +BizArch Alignment Reasoning: Accessible, Cloud based and Secure solution are priorities of both GC and ESDC. Please keep in mind that opportunities to interoperate with other HR related solutions should be considered as much as possible to be relevant in the future of this organization. + +BizArch Urgency: Medium +BizArch Urgency Reasoning: August 2023 is the end of support of SABA. At this time, with a 24 months time frame to accomplish the transition to another solution is acceptable and doable. + +Business Impact Assessment +Value Stream: Develop Employee Career +Value Stage: Develop Employee +Value Item: Skills & experience improved to match career opportunity +Capability: 10.4.3 Training and Development Management +Impact Type: Improving PPIT + - People: 1 - Low + - Process: 2 - Medium + - Information: 2 - Medium + - Technology: 2 - Medium + + + Meet Accessibility Requirements (Constraint) + This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions. + + + Interoperate With Enterprise Solutions (Constraint) + This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions. + + + Comply With Accessible Canada Act (Driver) + Accessible Canada Act (S.C. 2019, c. 10) +https://laws-lois.justice.gc.ca/eng/acts/A-0.6/ + +This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries. + + + Comply With GC EA Framework - Use Cloud First (Driver) + This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries. + + + Skills & experience improved to match career opportunity (Value) + Skills & experience improved to match career opportunity + + + Protected Cloud B (Requirement) + Protected Cloud B +To provide a secure and protected learning management system for data storage, transfer, retrieval and identity and access management + +Protected B +Third Party Assurance +CSP IT Security Assessment +Data Protection +Data Isolation +Data Location +Data Transfer and Retrieval +Data Disposition and Returning to Records to Canada +Cryptographic Protection +Key Management +Endpoint Protection +Secure Development +Identity and Access Management +Privileged Access Management +Network and Communications Security +Security Incident Management and Response +Personnel Security Screening +Physical Data Security + + + System Configuration (Requirement) + System Configuration +To implement a consolidated learning management system that can meet privacy and digital standards for compliance and auditing + +API +Auditing +Content Standards +Digital Signature +Integration +Log In +Organizations +Privacy Statement +Profile +SKU Barcodes +System +System Roles +Target Audience + + + Competency Development (Requirement) + Competency Development +To implement a learning management system that improves competency development with enhanced assessment, planning and reporting capabilities + +Assessments +Expert Tagging +Job Paths +Planning and Reporting +Skills and Competencies + + + Reporting (Requirement) + Reporting +To provide a customized, adaptable learning reporting system for managers and administrators + +Dashboards +Data +Report Types +Target Audiences + + + Learning Administration (Requirement) + Learning Administration +To provide a seamless, integrated learning management system in various learning administration areas for administrators and course registrants i.e. evaluation, grading, testing and learning plans, course offerings, financial coding and course completion and progress tracking + +Authoring Tool +Certificates +Content Management +Course Catalogue +Financial Coding +Learning Plans +Notifications +Resource Management +Tests and Evaluations +Training and Administration +Transcript +UI + + + Learning Delivery (Requirement) + Learning Delivery +To provide a comprehensive, adaptable learning management system customized to a range of learning delivery types, grading, review and registration needs for course registrants, trainers, administrators and managers + +Assignment Review and Grading +Class Delivery +Delivery Modes +Registrations +Social Learning + + + Accessibility (Requirement) + Accessibility +To provide an accessible and inclusive learning management system for all learners and users in compliance with Departmental Accessibility Standards and Policies + + + Content Standards (Requirement) + Content Standards +Ability to support the xAPI standard, including Learning Record Stores within the LMS +Ability to support the CMI5 standard for interoperability of learning content within the LMS +Ability to support the LTI standard for interoperability of learning content with the LMS + + + Digital Signature (Requirement) + Digital Signature + + + Data Location (Requirement) + Data Location +"The Contractor must store and protect Canada’s Data, at rest, including data in backups or maintained for redundancy purposes. This includes the ability to isolate data in Canada in approved data centers. An approved Data Centre is defined as the following: +(a) A data centre that meets all security requirements and certifications identified in Section 30 for Physical (Data Centre / Facilities) Security; +(b) Ensures the infeasibility of finding a specific customer’s data on physical media; and +(c) Employs encryption to ensure that no data is written to disk in an unencrypted form, in accordance with Section 13 - Cryptographic +Protection." +Data Location "The Contractor must certify that the delivery and provisioning of Cloud Services under this contract is from countries within the North Atlantic Treaty Organization (NATO) (https://www.nato.int/cps/en/natohq/nato_countries.htm) or the European Union (EU) (https://europa.eu/european-union/about-eu/countries_en), or from countries with which Canada has an international bilateral industrial security instrument. The Contract Security Program (CSP) has international bilateral industrial security instruments +with the countries listed on the following PSPC website: http://www.tpsgcpwgsc.gc.ca/esc-src/international-eng.html " +Data Location "The Contractor must have the ability for Canada to isolate Canada’s Data hosted in Cloud Services in data centers that are geographically located in Canada, and must: +(a) Provide the GC with an up-to-date list of the physical locations, including city, which may store Canada’s Data at rest; and +(b) Identify which portions of the Cloud Services are delivered from outside of Canada, including all locations where data is stored and processed and where the Contractor manages the service from." + + + Third Party Assurance (Requirement) + Third party assurance +The Contractor must ensure that Canada’s Data, Contractor Infrastructure and Service Locations are secured with appropriate security measures by providing third party assesment reports or certifications and audit reports for each layer (computers, computing environment, physical data centers) within the cloud service offering, including: + +(a) ISO/IEC 27001:2013 Information technology -- Security techniques -- Information security management systems – Certification achieved by an accredited certification body; AND +(b) ISO/IEC 27017:2015 Information technology -- Security techniques -- Code of practice for information security controls based on ISO/IEC 27002 for Cloud Services achieved by an accredited certification body; AND +(c) AICPA Service Organization Control (SOC) 2 Type II Audit Report 2 Type II for the trust principles of security, availability, processing integrity, and confidentiality - issued by an independent Certified Public Accountant + + + CSP IT Security Assessment (Requirement) + CSP IT Security assessment +The Contractor must demonstrate compliance with the security requirements selected in the GC Security Control Profile for Cloud-Based GC IT Services for Protected B, Medium Integrity and Medium Availability (PBMM) (https://www.canada.ca/en/government/system/digital-government/modernemergingtechnologies/cloud-computing/government-canada-security-controlprofile-cloud-based-itservices.html). Contractor compliance must be demonstrated through the mapping of +security controls to the applicable industry certifications identified below: +(a) Compliance will be assessed and validated through the Canadian Centre for Cyber Security (CCCS) Cloud Service Provider (CSP) Information Technology (IT) Security Assessment Process (ITSM.50.100) (https://cyber.gc.ca/en/guidance/cloud-service-provider-information-technologysecurity-assessment-process-itsm50100). The Contractor must demonstrate that they participated in the process by successfully on-boarded, participated in, and completed the program. This includes providing the following documentation: +(i) A copy of the confirmation letter that confirms that they have on-boarded into the program; +(ii) A copy of the most recent completed assessment report provided by CCCS; and +(iii) A copy of the most recent summary report provided by CCCS. + + + Security Incident Management (Requirement) + <MANDATORY> +Security Incident Management + + + Protected B (Requirement) + Ability to provide physical access security policies recognized by the Communication Security Establishment +Ability to provide Protected B status at the Canadian Federal Department level +Is your system installed on standard server hosting, private cloud or a public cloud? (Comments section) +If you selected Cloud-based, are all of your data-cloud servers located in Canada? (Comments section) +Ability to provide encryption for data in motion +Ability to support encryption at rest +Ability to support encryption for the authentication process (2-factor) +If yes to #20, what encryption protocol do you use (list of industry protocols)? (Comments section) +Ability to provide integrated APIs in your system +If yes to #22, have they been validated by the Communication Security Establishment via the Supply Chain Integrity Assessment? (Comment section) +The system shall provide security provisions to meet the storage of data for the following classifications: Protect B, Protected A + + + Data Protection (Requirement) + Data Protection +The contractor must Transmit Canada’s Data in a secure manner including ability for the GC to implement encryption for data in transit for all transmissions of Canada’s Data, in accordance with Section 13 - Cryptographic Protection and Section 21- Network and Communications Security +The contractor must Implement security controls that restricts administrative access to Canada’s Data and Systems by the Contractor and provides the ability to require the approval of Canada before the Contractor can access Canada’s Data to perform support, maintenance or operational activities. +The contractor must take reasonable measures to ensure that Contractor Personnel do not have standing or ongoing access rights to Canada’s Data, and access is restricted to Contractor Personnel with a need-to-know, including resources that provide technical or customer support, based on approval from Canada. + + + Data Isolation (Requirement) + Data Isolation +The Contractor must provide a description of the approach for implementing controls to ensure appropriate isolation of resources such that Canada’s Data are not co-mingled with other tenant data, while in use, storage or transit, and throughout all aspects of the Cloud Services and Contractor Infrastructure’s functionality and system administration. This includes implementing access controls and enforcing appropriate logical or physical +segregation to support: +(a) The separation between Contractor’s internal administration from resources used by its customers; +(b) The separation of customer resources in multi-tenant environments in order to prevent one malicious or compromised consumer from affecting the service or data of another; and +(c) Ability for the GC to support isolation within GC-managed tenant environment + + + Organizations (Requirement) + Organizations +Ability to have multiple organizations in the systems (multi-tenancy) +Ability to have sub organizations within an organization in the system +Ability to assign organizations and alternate organizations to a learner profile +Ability to manage the movement (permanent and temporary) of learners across organizations + + + Privacy Statement (Requirement) + Privacy Statement + + + Log In (Requirement) + Log In + + + System (Requirement) + System + + + System Roles (Requirement) + System Roles + + + SKU Barcodes (Requirement) + SKU Barcodes + + + Profile (Requirement) + Profile + + + Integration (Requirement) + Integration +Ability to integrate various Virtual Learning applications such as Webex or Zoom +Ability to integrate connectors for learning content vendors or applictions such as: Harvard Business, Linkdin Learning, Lynda.com, OpenSesame, Skillsoft, SLACK etc + + + Security Incident Response (Requirement) + <MANDATORY> +Security Incident Response + + + Peronnel Security Screening (Requirement) + <MANDATORY> +Peronnel security Screening + + + Physical Data Security (Requirement) + <MANDATORY> +Physical Data Security + + + API (Requirement) + API + + + Auditing (Requirement) + Auditing + + + Identity & Access Management (IAM) (Requirement) + <MANDATORY> +Identity and access management + + + Key Management (Requirement) + Key Management + + + Data Transfer and Retrieval (Requirement) + Data transfer and retrieval +"The Contractor must provide the capability including tools and services that allow Canada to: +(a) Extract all online, nearline, and offline Canada’s Data, including, but not limited to, databases, object and file storage, system configurations, cloud activity logs, source code hosted in a Canada code repository, and network configurations such that any Canada End User can use these instructions to migrate from one environment to another environment; and +(b) Securely transfer all Canada’s Data, including content data and associated metadata, in a machine-readable and usable format, including CSV format, and in accordance with the Library and Archives Canada Guidelines on File Formats for Transferring Information Resources of Enduring Value (https://www.baclac.gc.ca/eng/services/governmentinformationresources/guidelines/Pages/guidelines-file-formats-transferringinformationresources-enduring-value.aspx)." + + + Secure Development (Requirement) + <MANDATORY> +Secure Development + + + Cryptographic Protection (Requirement) + Cryptographic Protection +"The Contractor must: +(a) Configure any cryptography used to implement confidentiality or integrity safeguards, or used as part of an authentication mechanism (e.g., VPN solutions, TLS, software modules, PKI, and authentication tokens where applicable), in accordance with Communications Security Establishment (CSE)-approved cryptographic algorithms and cryptographic key sizes and crypto periods; +(b) Use cryptographic algorithms and cryptographic key sizes and crypto periods that have been validated by the Cryptographic Algorithm Validation Program (http://csrc.nist.gov/groups/STM/cavp/), and are specified in ITSP.40.111 Cryptographic Algorithms for Unclassified, Protected A, and Protected B Information, or subsequent versions (https://cyber.gc.ca/en/guidance/cryptographic-algorithms-unclassifiedprotectedand-protected-b-information-itsp40111); +(c) Ensure that FIPS 140 validated cryptography is employed when encryption is required, and is implemented, configured, and operated in a Cryptographic Module, validated by the Cryptographic Module Validation Program (https://www.cse-cst.gc.ca/en/groupgroupe/crypto-module-validation-program), in an either approved or an allowed mode to provide a high degree of certainty that the FIPS 140-2 validated cryptographic module is providing the expected security services in the expected manner; and +(d) Ensure that any FIPS 140-2 modules in use have an active, current, and valid certification. FIPS 140 compliant/validated products will have certificate numbers. " + + + Privileged Access Management (Requirement) + <MANDATORY> +Privileged access management + + + Endpoint Protection (Requirement) + <MANDATORY> +Endpoint Protection + + + Network & Communications Security (Requirement) + <MANDATORY> +Network and Communications security + + + Data Disposition, In Canada (Requirement) + Data Disposition and Returning Records to Canada +The Contractor must provide confirmation that demonstrates how they will successful erase, purge or destroy all resources, and an ability to prevent re-instantiation of any removed or destroyed system, capability (software or process), data, or information instances once Canada discontinues its use of the Cloud Services. + + + Target Audience (Requirement) + Target Audience + + + Reduces Technical Debt + Description: Proposal reduces key department Technical Debt and/or other technology related risks + +Scoring Guide: + 0 = Adds to Department Technical Debt + 1 = No impact + 2 = Reduces Technical Debt for one system + 3 = Reduces Technical Debt for multiple systems + 4 = Reduces Technical Debt department-wide + +WHY +2020-23 Departmental IT Plan - English +http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf +Section 1.2 IT Risk Analysis +Risk :Technical Debt There is a risk that ESDC does not have the ability to continuously operate, transform, and innovate to adequately deliver on the digital government priorities that support ESDC programs and services and ensure IT Service Continuity. +Response :. Mature and improve ESDC’s EA, supported by the creation of the departmental EA function and the launch of the Department’s EA Review Board, where EA will facilitate tracking the amount of technical debt against a set of portfolio level standards and/or targets and favour advancing EA-based projects that avoid increasing technical debt. + +Digital Operations Strategic Plan: 2021-2024 +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +Priority 1.1. Strengthen the overall health of the government’s application portfolio +Several issues can weaken this health and lead to “technical debt.” Technical debt occurs when the vendor hasn’t upgraded and no longer supports an application, or when an application is so old that it’s hard to find people who have the skills to maintain it. In some cases, technical debt makes applications costly to maintain and at risk of performance and security failures. In other cases, it means that applications are too outdated to deliver fully digital services. + + + Following Enterprise SDLC + Description: Proposal operates in a standardized technical environment within department guardrails and standards + +Scoring Guide: + 0 = Creates an exception to established standards + 1 = Adds to complexity but supports standards + 2 = Supports standards. No impact on complexity + 3 = Reduces complexity using a CI/CD pipeline supporting standards + 4 = Reduces complexity of IT environment using a shared CI/CD pipeline impacting multiple systems/components while supporting standards + +WHY +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Design for performance, availability and scalability +ensure response times meet user needs, and critical services are highly available +support zero‑downtime deployments for planned and unplanned maintenance +use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively +establish architectures that supports new technology insertion with minimal disruption to existing programs and services +control technical diversity; design systems based on modern technologies and platforms already in use +Follow DevSecOps principles +use continuous integration and continuous deployments +ensure automated testing occurs for security and functionality +include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Design for Interoperability +design systems as highly modular and loosely coupled services +expose services, including existing ones, through APIs +make the APIs discoverable to the appropriate stakeholders +Enable Interoperability +expose data and functionality through service interfaces +applications must communicate with each other via those interfaces +services interfaces must be published and discoverable + + + Consolidate Solutions + Description: Proposal consolidates business solutions by reducing the total number of solutions in the department application portfolio + +Scoring Guide: + 0 = Proposal adds to portfolio + 1 = No portfolio impact + 2 = 1 for 1 consolidation / retirement of system + 3 = Consolidation/retirement of 2+ minor systems producing net reduction + 4 = Consolidation / retirement of 2+ major systems producing net reduction + +WHY +2020-23 Departmental IT Plan - English - for iService.pdf (esdc.prv) +http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf +Section 1.2 +Risk Service Delivery +There is a risk that ESDC will not be able to maintain the delivery of high-quality services while changing how it is delivering them. + +Utilize the APM methodology to analyze, standardize and modernize IT applications, including: +develop multi-year plans to decommission and replace redundant application; +prioritize future IT investments based on risk mitigation, cost efficiency and reusability; and, +analyze and provide standardized direction for all IT enabled projects through ESDC’s EARB. + +Utilize a holistic, multidimensional business view of capabilities and associated Business Architecture tools to better position the Department for effective service delivery to Canadians, such that: +investments and proposed investments are favourably aligned with identified priorities and strategies; +objectives are measurable and requirements traceable; and, +enterprise solutions are leveraged where possible to avoid duplication of effort. + + + Standard Business Process + Description: Proposes standard business processes + +Scoring Guide: + 0 = No process standardization + 1 = Limited process standardization / single LoB + 2 = Significant process standardization / single LoB + 3 = Limited process standardization / multi LoBs + 4 = Significant process standardization / multi LoBs + +WHY +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Promote horizontal enablement of the enterprise +identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders +reuse common business capabilities, processes and enterprise solutions from across government and private sector +publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services + + + Leverages Cloud Services + Proposal leverages Cloud services to reduce IT run costs +Description: SaaS, PaaS, IaaS + +Scoring Guide: + 0 = No cloud + 1 = IaaS, PaaS + 2 = IaaS in public cloud using open source solutions + 3 = PaaS in public cloud using open source solutions + 4 = SaaS + +WHY +Use cloud first +adopt the use of the GC Accelerators to ensure proper security and access controls +enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) +Fulfil cloud services through SSC Cloud‑Brokering Services +enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions +design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + +Use open source solutions hosted in public cloud +select existing solutions that can be reused over custom built +contribute all improvements back to the communities +register open source software to the Open Resource Exchange + +Use software as a service (SaaS) hosted in public cloud +choose SaaS that best fit for purpose based on alignment with SaaS capabilities +choose a SaaS solution that is extendable +configure SaaS and if customization is necessary extend as open source modules + + + Enterprise / Reusable + Description: Proposal implements or leverages an enterprise solution for a key capability that could be leveraged by more than one business line + +Scoring Guide: + 0 = No reuse + 1 = Limited reuse (e.g., single web service) + 2 = Moderate reuse + 3 = Reuses enterprise solution or creates significant reuse opportunity + 4 = Establishes reusable enterprise solution + +WHY +Digital Operations Strategic Plan: 2021-2024 +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +Strategic Pillar 3: Implement Enterprise +Priority 3.2. Plan and govern for the sustainable and integrated management of service, information, data, IT and cybersecurity + +Integrated planning using the right data, processes and technology, will help provide data‑driven insights across the GC portfolio of investments, assets and services + + + IT Strategic Alignment + Description: Proposal is aligned with the 2020-23 Departmental IT Plan and Digital Operations Strategic Plan: 2021–2024 + +Scoring Guide: + 0 = break from direction + 1 = No impact or alignment demonstrated. + 2 =limited alignment with a few components New ABBs and SBBs + 3 = some alignment for multiple components Shared ABBs and SBBS + 4 = well aligned , all components. Reusable ABBs and SBBs + +WHY +ESDC IT Plan: +Departmental IT Plan: 2020-2023 +http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf +GC IT Plan: +Digital Operations Strategic Plan: 2021-2024 +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +GC Digital Standards website +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-standards.html +GC Enterprise Architecture Framework; +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + + + TBS-Defined APM Assessment Scores for TIME + TBS defined APM assessment scores for TIME (e.g. Architecture and Security): https://www.gcpedia.gc.ca/gcwiki/images/9/96/Application_Lifecycle_Management_-_English.docx + + + Product / Service Type + Description: Does the solution exist at ESDC today? + +Scoring Guide: + 0 = External solution (neither ESDC or SSC) + 1 = Existing COTS/SaaS + 2 = Existing Custom + 3 = New COTS/SaaS + 4 = New Custom + +WHY +New systems that require ESDC administration are more complex. Custom solutions are more complex than Out of the Box or SaaS solutions. + + + Solution Deployment + Description: How is the solution deployed and how widely distributed? + +Scoring Guide: + 0 = Cloud-based/external + 1 = Desktop or browser/Single location OR server-only (no UI) + 2 = Browser-based/any distribution + 3 = Desktop component/multiple offices or devices + 4 = Desktop component/enterprise wide + +WHY +If the solution requires a desktop client it will be more difficult and complex to manage. + + + Solution Integration + Description: Interfaces with other Solution /partners + +Scoring Guide: + 0 = Completely standalone + 1 = 3 or less/internal only + 2 = > 3 internal only + 3 = Multiple interfaces/internal and GC + 4 = Multiple interfaces/multiple internal and/or external partners (non-GoC) + +WHY +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Design for Interoperability +design systems as highly modular and loosely coupled services +expose services, including existing ones, through APIs +make the APIs discoverable to the appropriate stakeholders + +Enable Interoperability +expose data and functionality through service interfaces +applications must communicate with each other via those interfaces +services interfaces must be published and discoverable + + + Requirements Maturity + Description: How well are the requirements / business processes defined? + +Scoring Guide: + 0 = No requirements or processes are changing + 1 = Requirements are understood, documented, and stable + 2 = Requirements are understood, documented, but subject to change + 3 = Requirements are understood but not documented + 4 = Requirements are not understood + +WHY +Important to include both Business and Non-functional requirements in discussion. Need to be understood by business and developer / operator or complexity rises. + + + Technology Expertise + Description: How well supported is the underlying technology? + +Scoring Guide: + 0 = Well known and supported within ESDC/SSC and the broader industry + 1 = Known and supported + 2 = Known but limited support - training and/or additional resources required + 3 = New to ESDC/SSC or legacy. Limited support available - training required. + 4 = New to ESDC/SSC or legacy. No support available - training required + +WHY +<TO BE DRAFTED> + + + System Integrators / Professional Services + Description: How will this proposal use professional services / System Integrators? +Scoring Guide: + 0 = None required + 1 = Staff augmentation with minor role + 2 = Staff augmentation with major role + 3 = Partner with systems integrator + 4 = Project delivered by external partner + +WHY +<TO BE DRAFTED> + + + Scheduling / Resources + Description: How aggressive is the schedule and are sufficient resources available? + +Scoring Guide: + 0 = No scheduling or resource concerns + 1 = Reasonable schedule/resources available + 2 = Reasonable schedule/significant resource concerns + 3 =Aggressive schedule/resources available + 4 = Aggressive schedule/significant resource concerns + +WHY +<TO BE DRAFTED> + + + External Access + Description: + +Scoring Guide: + 0 = Custom IAM, no antibot, no MFA, not shared + 1 = Shared Custom, Antibot and MFA controls in place. + 2 = CSP provided, Antibot and MFA controls in place. + 3 = Enterprise ECAS enabled solution + 4 = iSAMS onboarding roadmap / or no external access + +WHY + + + Internal Access + Description: + +Scoring Guide: + 0 = None + 4 = Enterprise Internal Access Controls (AD, IAAM, RBAC, Onboarding, Offboarding) + +WHY + + + Edge Protection + Description: + +Scoring Guide: + 0 = none + 4 = Enterprise Threat Intelligence (SIEM, UEBA, WAF, AI/ML) + +WHY + + + Secure Data Exchange + Description: +Scoring Guide: + 0 = Custom exchange manged by point to point partners, no policy enforcement point. + 4 = API LM (API Store and Gateway used for exchange) + +WHY + + + Security Operations + Description: +Scoring Guide: + 0 = no active monitoring or operations. + 4 = Enterprise Cyber Security Operations + +WHY + + + Policy Enforcement + Description: +Scoring Guide: + 0 = none + 4 = Enterprise Policy Enforcement and Management (Data Encryption, IAM, credentials, Tokens) + +WHY + + + Asset Protection + Description: +Scoring Guide: + 0 = none or limited. + 4 = Data Encryption, Endpoint protection, Integrated Risk Management, IT Service Management + +WHY + + + Stabilized Data and Analytics Capacity in CDO + This proposal seeks $XM in funding over the next two years to stabilize current data and analytics capacity in ESDC’s Chief Data Office, and to support an incremental increase in capacity designed to respond to gaps in ESDC data foundations that require immediate attention. + + + Increased Response Capacity To Data Foundations Gaps + This proposal seeks $XM in funding over the next two years to stabilize current data and analytics capacity in ESDC’s Chief Data Office, and to support an incremental increase in capacity designed to respond to gaps in ESDC data foundations that require immediate attention. + + + Ability To Trust And Use Data + The ability to trust and use data is at the core of generating value for Canadians + + + Program Performance Reporting Is Limited & Siloed + + + Visualizations Are Dated & Fail To Leverage Modern Options + Visualizations are dated and fail to leverage modern options. + + + Ad-Hoc Forecasting Is Done Rather Than Continuously + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + Disparately Sourced Data Does Not Always Agree, Unlear Terminology Causes Doubt As To Meaning + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + Executives Are Unsure Of What To Trust + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + Crises Response Delayed In Getting Data Access + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + Data Managers Cannot Quickly Ascertain Data Access (WHO-WHAT-WHY) + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + Data Foundations Key Stakeholder 1 + + + Data Foundations Key Stakeholder 2 + + + Growing Need to Obtain & Integrate Data From Beyond ESDC + In addition, there is a growing need to obtain and integrate data from beyond ESDC. Efforts to better understand our clients and support vulnerable, racialized and marginalized groups can only go so far without bringing in critical pieces of data from key players, including provinces and territories, municipalities and third-party organizations. Issues such as chronic homelessness need national support, but the data to understand such issues is scattered across stakeholders. + + + Provinces & Territories, Municipalities & 3rd Party Org's + + + Data To Understand Issues Is Scattered Across Stakeholders + Issues such as chronic homelessness need national support, but the data to understand such issues is scattered across stakeholders. + + + Provide Trusted, Horizontally Integrated Data + This investment will provide trusted, horizontally integrated data supporting better policy analysis, including Gender-Based Analysis+ and Strategic Environmental Assessments. + + + Improve Management of Data To Ensure It Is Accessible & Organized To Support Analysis + Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions. + + + Improve Use Of Modern Techniques To Extract Full Value Of Data + Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions. + + + Better Enable People Performing Critical Data Functions + Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions. + + + Manage Privacy Effectively + More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly. + + + Deliver Greater Privacy & Transparency In WHO Accesses WHAT Data, WHY, and Using Which Tools + More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly. + + + Deliver Faster, Simpler, More Reliable and Less Costly Ethical, Authorized Access + More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly. + + + ESDC Needs To Mature Its Data Foundations To Support Accelerated Research, Policy and Decision-Making Cycles + The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example: +• GC, and ESDC in particular, has experienced policy development at an unprecedented speed. The pandemic touches all aspects of our business (voluntary sector, housing and homelessness, employment, early learning and child care, horizons for seniors, student benefits, etc.) and the ability to respond quickly is expected. Pressure to support accelerated research, policy and decision-making cycles to address the immediate crisis and the move towards a “new normal” is very real and the effects will be lasting. + + + ESDC Needs To Mature Its Data Foundations To Address Significant Changes to Benefits Delivery Modernization + The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example: +• ESDC is addressing some of the most significant changes to Employment Insurance in its history and the push to build a system for the future is even more pronounced. + + + ESDC Needs To Mature Its Data Foundations To Ensure Services To Those Most Vulnerable + The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example: +• The need to ensure the application of a GBA+ lens has never been greater. ESDC must ensure that gaps in data collection and analysis are identified and addressed so that ESDC can ensure that we are serving the members of our society who are most vulnerable. + + + Lessons Learned In Response To COVID-19 + 1.2.3. Lessons learned in response to the Covid-19 response +The experience of reporting on the Canadian Emergency Response Benefit (CERB) has highlighted weaknesses in our data foundations. Data gaps and a lack of clear and effective processes and procedures for data sharing and management delayed or prevented analysis of the socioeconomic impact of the pandemic on marginalized and racialized groups. Reporting of summary data by province, age and gender was not achievable within timeframes required for rapid analysis and response. Data from different parts of the department were in conflict, and executives did not have confidence in the quality of the data. This proposal builds on the rapidly deployed assets CDO has created to address these urgent problems, and will help the department be prepared to quickly and accurately provide consistent and reliable answers to business questions by ensuring that data is ready, detailed and reliable to support reporting and analysis needs. + + + Need For Consistency With Department of Employment and Social Development Act (DESDA) And Other Relevant Legislation + 1.2.4. Legislative / Regulatory Context +All enterprise data foundations as proposed in this business case, and all expected outcomes, are consistent with existing provisions of the Department of Employment and Social Development Act (DESDA), the Privacy Act and all relevant program legislation. The recommended option of using internal resources to stabilize funding for data foundations development will move forward with solutions that are possible within the existing legislative framework, will be highly responsive to legislative change, and will assure a permanent advance of capability. + + + Apply Best Practices and Lessons Learned From Statistics Canada’s Trust Centre + 1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. +Data use and analytics undergo waves of public interest and scrutiny, often concentrated around privacy breach incidents in the private sector. As such, transparency and effective privacy controls are central to the vision and key messages on responsible, ethical data use and public trust are an important element in an overall communications plan. ESDC’s close working relationship also positions the department to apply best practices and lessons learned from Statistics Canada’s Trust Centre. + + + Statistics Canada’s Trust Centre + 1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. +Data use and analytics undergo waves of public interest and scrutiny, often concentrated around privacy breach incidents in the private sector. As such, transparency and effective privacy controls are central to the vision and key messages on responsible, ethical data use and public trust are an important element in an overall communications plan. ESDC’s close working relationship also positions the department to apply best practices and lessons learned from Statistics Canada’s Trust Centre. + + + Canadian Provinces and Territories + 1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. + + + Canadian Municipalities + 1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. + + + Legislative Authority + Legislative Authority +Authorities support modern data needs +Policy is simplified where required to support the use of authoritative data in benefit processing + + + Collection, Storage and Analysis of Data Is Widely Dispersed Across Multiple Branches, Program Areas and Regions + • The collection, storage and analysis of data is widely dispersed across multiple branches, program areas and regions within the department. This has many consequences: +o Employees face barriers to accessing information they need to perform analysis that will benefit Canadians and the department +o Privacy controls and transparency of use of data for citizens is inconsistent across data holding and business lines +o Data from different program areas cannot be linked to accurately and efficiently support necessary, authorized policy insights requested by government +o Performance reporting, forecasting and workload management are limited and inconsistent across programs. There are inadequate performance measures that focus on outcomes. + + + Authorities' Tactical Data Priorities View of Program-Project First Stunts Advancement Toward Strategic Outcomes + • Program and project authorities take a tactical “program/project first, enterprise second” view toward data priorities resulting in little or no advancement toward strategic enterprise outcomes. + + + Low Data Literacy Is Limiting Data Value + • In some areas where data is accessible and usable, low data literacy is limiting data value. + + + Executives Lack Understanding, Tools and Skills To Manage Data As A Resource + • Executives, accustomed to managing human and financial resources, lack the understanding, tools and skills needed to manage data as a resource with comparable skill. + + + Lack Of Enterprise Infrastructure To Support Advanced and Emerging Data & Analytics + • Enterprise infrastructure to support advanced and emerging data analytics, for example modern data visualization practices, forecasting, machine learning and artificial intelligence does not exist at the enterprise level and cannot be consistently or effectively implemented in small program/project silos. + + + Data Collected From Surveys, Research and Partners Is Difficult To Integrate With Program Data + • ESDC has a very large investment portfolio with Statistics Canada that is scattered among many divisions and branches. Data collected from surveys, research and partners is difficult to integrate with program data to derive insights into how the program is responding to intended outcomes, or unintended consequences. + + + Spreadmarts and Black Books Mean A Lack of Clarity Around Data Access and Use + • To get work done, employees often extract data from secure systems into network assets such as Excel work sheets to manipulate data. Executives often do not have clear line of sight into who has access to what data, and for what purpose. + + + Information Management + information management +A discipline that directs and supports effective and efficient management of information in an organization, from planning and systems development to disposal or long-term preservation. Source: Policy Framework for Information and Technology +http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12452 + + + Information Technology + information technology +Includes any equipment or system that is used in the automatic acquisition, storage, manipulation, management, movement, control, display, switching, interchange, transmission, or reception of data or information. It includes all matters concerned with the design, development, installation and implementation of information systems and applications to meet business requirements. Source: Policy Framework for Information and Technology +http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12452 + + + 1: Client and Service-Centred Design + Principle 1: client and service-centred design +GC solutions and services are designed from a client-centred and end-to-end digital service delivery perspective to increase the value they bring to clients through: +• early user engagement +• convenient access and availability through multiple channels +• pre-population of information when possible and where appropriate +• simplified, streamlined and joined-up workflows +• reuse of information where appropriate +• rigorous user testing + + + 2: Open + Principle 2: open +GC information and data is open by default, ensuring that: +• information and data are made open to the public to the greatest extent possible +• new processes are designed to enable and facilitate proactive release of government data and information by default +• the public actively participates in policy, program and service design +• citizens are consulted and engaged in government decisions and operations +• GC employees work “in the open” + + + 4: Secure + Principle 4: secure +GC information is safeguarded for security, privacy and confidentiality, is monitored to prevent leaks, and is protected for future generations. + + + 5: Cloud First Approach + Principle 5: cloud first approach +Departments will explore “… as a service” (XaaS) cloud services before developing solutions in-house. This includes private and public cloud offerings. + + + 6: Enable A Modern Workplace: Anywhere, Anytime With Anyone + Principle 6: enable a modern workplace: anywhere, anytime with anyone +The GC strives to be an innovative organization that: +• provides its employees with modern technology that supports information retrieval, use, sharing and collaboration by making information and data accessible when and where needed +• provides customizable tools and resources with minimized learning requirements for users +• provides automated, digital processes in support of better services +• attracts, retains and encourages public servants to work smarter and be innovative, greener and healthier so that they better serve Canadians + + + 3: Enterprise First + Principle 3: enterprise first +Departments will follow common standards, approaches and direction, and use existing enterprise assets, such as processes, data, contracts and solutions, as accelerators where: +• information is created once, reused numerous times, and managed GC-wide as a single-aligned asset that is consistent, standardized and interoperable +• solutions support the use of open standards, are scalable and can be rapidly deployed +• cost-effective and efficient business solutions facilitate information and data integration, reuse, management, sharing and analytics +• common business needs are addressed through enterprise or shared solutions, and departments stop investing in departmental legacy systems and refocus efforts, resources and funds on becoming ready to adopt an enterprise or shared solution and on accelerating its implementation +• efforts across the GC are more coherent, integrated, secure and effective + + + Business Intelligence + Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy. + + + Analytics + Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends. + + + Big Data + Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives. + + + 1: Service + Strategic goal 1: service +A responsive, open and innovative IM-IT environment supports the delivery of integrated, accessible, client-centred programs and services to Canadians and: +• aligns architecture and plans to a “whole of government as one enterprise” vision +• simplifies IM processes and systems to ensure that they are effective, support objectives for openness and relieve burden on GC workers +• continues the enterprise-wide approach to delivering IM-IT services +• adopts emerging technology to improve program and service delivery such as artificial intelligence and blockchain + + + 2: Value + Strategic goal 2: value +Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and: +• encourage collective use of resources, tools, processes and systems +• develop enterprise-wide solutions to address common business needs +• ensure sustainability of IM-IT systems and infrastructure +• strengthen data governance and accountabilities +• adopt more agile procurement approaches, where possible + + + 3: Security + Strategic goal 3: security +A secure and resilient enterprise infrastructure protects information and data, enables the trusted delivery of programs and services, and: +• enhances security measures to minimize risk +• provides more consistent management of government networks +• protects personal and sensitive information +• broadens awareness of cybersecurity risks + + + 4: Agility + Strategic goal 4: agility +An agile, connected and high-performing workforce with modern tools: +• attracts and retains highly skilled and diverse IM-IT talent +• provides a technologically advanced workplace that supports mobility +• promotes digital literacy and collaboration +• pilots new practices, processes and solutions that exploit information as a strategic asset +• rethinks how data and information professionals can help meet current and future business needs + + + Strengthen Data Governance and Accountabilities + Strategic goal 2: value +Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and: +• strengthen data governance and accountabilities + + + Master Data Management + Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability. + + + Accessible Canada Act Compliance + + + ESDC's Mission + Employment and Social Development Canada (ESDC) +The mission of ESDC, including the Labour Program and Service Canada, is to build a stronger and more inclusive Canada, to support Canadians in helping them live productive and rewarding lives while improving Canadians’ quality of life. + + + Change Attitudes, Behaviors and Mindsets and Give ESDC Employees the Tools and Confidence to Deliver Service Going Beyond Client Expectations + It is the organization's strategic lever for achieving cultural change. The objective is to change attitudes, behaviors and mindsets and give our employees the tools and confidence to deliver service that goes beyond client expectations. + + + MUST Include Bilingual (French and English) User Interface, Documentation and On-Line Support + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + MUST Include Canadian Data Residency For Captured System Data + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + MUST Meet GC Security Requirements for Protected-B, including 2FA + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + MUST Interface With ESDC’s Corporate Financial System + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + MUST Include Robust Backup and Recovery Including Replication + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + a) Flexibility Across Access Points For Learning + Flexibility across access points for learning, whether in formally structured face-to-face, hybrid and flipped, or fully online learning, and whether for certification-seeking learners, self-directed learners, community-based social learning, or open educational resources + + + b) Platform and Device-Agnostic, Cloud-Based SaaS, Accessible By All Users + Business Requirements +b) A cloud-based SaaS that is platform and device-agnostic, accessible by all users, including system administrators, without the need for any additional software installation. + + + c) Cloud-Based Solution Certified for PBMM Use As Per IT Security Standards for GC + Business Requirements +c) Cloud-based Solution that is certified in accordance with IT security requirements for the Government of Canada Security Control profile PBMM. + + + d) Complies With GC Accessibility Requirements, As Per Accessible Canada Act + Business Requirements +d) The LMS complies with GoC Accessibility requirements, including full accessibility in agreement with the Accessible Canada Act and industry standards WCAG 2.1 on all technology platforms used by the solution. + + + e) Any And All Upgrades Are Included In The Costs + Business Requirements +e) All upgrades, including regulatory updates, are provided at no additional cost. + + + f) User-Created / Selected Course Material (English / French) + Business Requirements +f) Create and select for use course material in both official languages, all users need to be able to toggle/switch between both official languages (English / French). + + + g) Must Scale To At Least 40,000 Authorized Users And To Meet Needs Over Time + Business Requirements +g) The Solution must scale to at least 40,000 Authorized Users and allow for scalability over the lifespan of the Contract. + + + h) Allow Learners and Special Access Rights Users To Login via Web Browsers or App On A Variety Of Devices + Business Requirements +h) Allow all users (both learners and those with special access rights) to login and use the LMS solution via web browsers on laptops/tablets/computers as well as either web browser or app on a variety of mobile devices (including Android and Apple). + + + i) Compatible With External 3rd Party E-Learning Content Suppliers Via Single Sign-On (SSO) + Business Requirements +i) Compatibility with external 3rd party e-learning content suppliers via single sign-on. + + + j) Multiple SaaS Environments (Dev-Test-Prod) Hosted In A Secure Data Center Environment Located In Canada + Business Requirements +j) Multiple SaaS environments (Development, Testing and Production) hosted in a secure data center environment located in Canada + + + k) Multi-Tenancy Configurations With Granular Access, Individual Branding and RBAC + Business Requirements +k) Multi-tenancy configurations with granular access, individual branding and roles (reflecting a departmental structure of approximately 11 organizations, each with approximately 1 to 2 sub-organizations) to distinguish between functional areas, learning activities, content, and other differences identified by the Project Authority in Phase 1. + + + l) Allows ESDC to Configure and Maintain the Solution As Required + Business Requirements +l) Must allow ESDC to configure and maintain the solution as required + + + m) Solution Has Capacity To Host Over 200 Different Courses, XXXX Learning Objects (SCORM, MP4, MP3, etc.) and Provide 1 TB or More Storage + Business Requirements +m) Have the capacity to host over 200 different courses??, host XXXX number of Learning objects (SCORM, MP4, MP3 etc.) provide at least 1 TB of storage. + + + n) Support A Variety of Delivery Methods (e.g. Virtual/In Person Classrooms, Blended Learning, Self-Paced, etc.) + Business Requirements +n) Support a wide variety of delivery methods (e.g., classroom, virtual/online classroom, blended learning, self-paced, asynchronous online, blog, e-reference, forums, webinars, micro-learning, etc.). + + + o) Support Social Learning via Blogs, Forums, Groups sites, Communities of Practice, File Sharing, etc. + Business Requirements +o) Support social learning through blogs, forums, groups sites, Communities of Practice, file sharing, etc. + + + q) Product Roadmap and Releases (Minimum of Two Product Releases Per Year) + Business Requirements +q) Product Roadmap and Releases - Based on previous product releases, the Contractor must demonstrate continuing product investment by having a minimum of two substantive product releases per year based on previous product releases. + + + s) Allow For User Community-Driven Enhancements and Features. Product Features and Releases, etc. + Business Requirements +s) The Contractor must demonstrate a process that defines how the user community can propose enhancements and new features and how and when product features are decided, prioritized, developed and released. + + + r) Produces and Shares Product Roadmap + Business Requirements +r) The Contractor must demonstrate the availability of a product roadmap. + + + p) Publish Content From Integrated Authoring Tool For Testing and Course Use + Business Requirements +p) Ability to publish content from the integrated authoring tool directly to the LMS for testing and use in course. + + + a) Commercial-Off-The-Shelf (COTS) System Available As A SaaS, IAAS or Managed Service + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + b) Transition Methodology To Migrate To Vendor Solution + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + c) Proposed Solution Should Be Available Via Workstation, Laptop and Tablet Devices + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + d) Solution Provides Standard and Ad Hoc Reporting Capabilities and API's for Corporate Analytics + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + Official Languages Compliance + + + CCCS Protected-B Accreditation + https://cyber.gc.ca/en/guidance/cloud-service-provider-information-technology-security-assessment-process-itsm50100 + + + API Capabilities To Interoperate With ESDC's HRMS + + + Terminology + • Curriculum – A high level grouping of courses that constitute an area of specialization. The curriculum is designed to serve as a roadmap for the courses that lead to a completion status. +• Course – A block representing a particular learning element. In Saba this could equate to all the content that makes up a simple course, or it can become a learning element that is a component of a curriculum. +• Delivery type – The method for delivering the course. Example – Instructor led, Web Based Training, or Blended. +• Class – The actual learning product that the learner registers for, completes, and is tracked in the LMS. +• Path – A grouping of modules and courses which a learner needs to complete in order to complete a Curriculum/Certification. A Curriculum/Certification can have multiple paths, but a learner only needs to acquire one path for completion. +• Module - The main component in a path, a module is logical grouping of courses (learning elements). Paths can (and usually should) have multiple modules. + +ABBREVIATIONS +ARIA techniques The purpose of this technique is to provide a label for objects that can be read by assistive technology. +ATAG Authoring Tool Accessibility Guidelines +CSS Cascading Style Sheets +CSV Comma-separated values +ESDC Employment and Social Development Canada +HTML Hyper Text Markup Language +IE 11+ Internet Explorer 11 +LMS Learning Management System +RFI Request for Information +SCORM Sharable Content Object Reference Model +WCAG Web Content Accessibility Guidelines + + + Provide Canadians Ability To Apply, Be Considered Access to CDCP For Oral Heath Needs (Outcome) + + + Seek Help and Guidance on Eligibility, How To Apply and Programme Information (Outcome) + + + Maintain or Renew Their Status Throughout the Year (Outcome) + + + Benefits and Integrated Services Branch (Stakeholder) + Responsible for overall project management, and national direction for specialized call centre and processing operations. + + + Citizen Services Branch (Stakeholder) + Responsible for partnerships, digital services, national direction for in-person and outreach operations + + + Integrity Services Branch (Stakeholder) + + + Service Canada Regions (Stakeholder) + Responsible for in-person, call centre, and processing operations + + + Service Canada College (Stakeholder) + Responsible for training needs identification and training development/ delivery + + + Privacy Management Division (Stakeholder) + + + Innovation and Information Technology Branch (Stakeholder) + Lead on the technical development of solutions + + + Health Canada (Stakeholder) + Accountable department for the implementation of the CDCP benefit. + + + Public Services and Procurement Canada (Stakeholder) + Responsible for letter production and delivery + + + Canada Revenue Agency (Stakeholder) + Enabling the transmission of data to confirm eligibility of client. + + + Chief Data Officer (Stakeholder) + + + 3 - Final Approved December 2023 Release Scope (Risk) + Category: Scope Boundaries +Status: New Identified +Transferred to: +Risk Introduced to the Department: No +Risk Event: Without an approved final scope, there is a risk that the project will not be able to deliver for the December timeline. +Risk Cause: Scope document has not been signed off for approval. +Risk Context: Risk for December 2023 Release June 30: Have addressed comments from both CRA and HC, and have sent back to both departments for final approval. +Origin of Risk: Internal +Nature of Risk: +Owner: +Date Identified: 2023-06-19 +Risk Consequence: Scope, Schedule, Cost, Benefits Realization +Risk Consequence Description: Without an approved final scope, there is a risk that the project will not be able to deliver for the December timeline. +Risk Impact Perspective: +Existing Control / Mitigation: +Current Probability: High +Current Impact: High +Current Exposure: HIGH +Risk Trigger: +Risk Trigger Date: +Risk (Score): 9 + +Response +Risk Management Action: MITIGATE (Requires Future Control/Mitigation actions) +Escalation Level: +Mitigation Plan Complete: No + + + 4 - BRs and IT Development (Risk) + + + 6 - CDCP Implementation Date (Risk) + + + 9 - Delay in TPA Contract (Risk) + + + 11 - Aggressive Timelines for December 2023 Release (Risk) + + + Ability for Canadians to Apply for CDCP (Requirement) + Ability for Canadians to apply for the CDCP + + + [Service Canada] Find/View Client Appications, Assist Clients (Requirement) + Digital solution for Service Canada call centre and inperson / outreach staff to Find/View Applications, Assist clients, enter information (on behalf of clients) + + + Process Client Applications, Adjudicate, Communicate Eligibility Status To Client (Requirement) + Digital solution for processing CDCP client applications, validating eligibility of applicants, and communicating decision to applicants + + + Support Clients Via Specialized CDCP Call Centre (Requirement) + Ability to provide client support through a CDCP specialized call centre + + + Eligibility Appeals Portal and Services (Requirement) + Eligibility Appeals Portal and Services + +There will not be an accessible digital portal through which applicants may submit an appeal request to a denial or change of membership and the supporting team to adjudicate appeals. + + + Further Program Enhancements (Requirement) + Further Program Enhancements + +Any ongoing enhancements to the Program will be handled through continuous improvement and subsequent projects may be created if needed. + + + Feature Gap + + + Epic + https://www.scaledagileframework.com/epic/ + + + Feature + https://www.scaledagileframework.com/features-and-capabilities/ + + + Investment Event + + + Theme + https://www.scaledagileframework.com/strategic-themes/ + + + Fraud Risk Management + Federal organizations are expected to manage the risk of fraud within their programs with appropriate controls to help reduce exposure to loss. ESDC established the Integrity Services Branch (ISB) to help address this expectation. ISB’s activities can be seen as taking positive steps along a continuum of integrity elements shown below. +Education +Prevention +Detection +Admininstrative Penalties and Sanctions +ENFORCEMENT + + + Enforcement as a Practice (EaaP) Project + In 2016, ISB completed an audit of the enforcement function that was executed by former Canada Revenu Agency (CRA) executive Dennis Meunier. This audit resulted in what has been termed the Meunier Report. The Meunier report provides 44 recommendations to ISB on how to improve the enforcement function and a related project – Enforcement as a Practice (EaaP) has been started to implement these improvements. The EaaP project has scheduled a Beta trial starting on June 7, 2021 and has requested that the electronic solution be in place so the software and new processes can be validated together. + + + Option 1: Continue As-Is Use of NIIS + 6.2.1 Option 1 – Status Quo +The Status Quo option represents the continuation of Integrity Operations using the current suite of applications including SharePoint and the Compliance legacy application, the National Integrity Investigation System (NIIS) to provide basic tombstone and case data. Enforcement needs will continue to be addressed as follows: +• Enforcement functions will continue to be managed through a SharePoint site where case workload is assigned manually to regions; +• Minimal Business Intelligence (BI) and reporting capacity will be available as it is a manual process; +• Manual processes will need to be created to support work between Enforcement and Compliance; +• Manual processes will need to be created to satisfy the legal requirements for a successful prosecution when files are referred to PPSC or external police forces; Changes will be required to SharePoint and Excel to support the new manual processes. +   +Option Dependencies: +• Current business needs are treated on a case-by-case fashion and limited to a defined scope of schedule, assigned resource level (less than $500K) and limited complexity. This is to limit the disruption impact on the legacy system, regional resources and Innovation, Information and Technology Branch (IITB) resources; +• The current SharePoint site and Excel sheets continue to operate properly; +• IITB are able to assign staff to create new SharePoint capabilities; +• The SharePoint and Excel capabilities are approved by the legal group as sufficient to support Enforcement moving forward; any new requirements can be met with SharePoint and Excel. + +Option Assumptions: +• There are sufficient IITB staff available to perform the work efforts required to maintain and enhance the systems; +• Individuals with obsolete skill sets can be retained; +• Additional developmental requirements can be identified; and +• SharePoint and Excel can provide sufficient capabilities to match legal requirements. + +Option Constraints: +• The SharePoint site is not robust enough to handle all enforcement-related requirements including standardization, case automation objectives, and legal requirements necessary for referral to PPSC when prosecution is suitable; +• Without a modern toolset the National Enforcement and Intelligence Division (NEID) business process re-engineering might not fully achieve its expected level of outcome; +• There may not be sufficient IITB staff available to maintain or change the legacy systems; +• Although a very flexible tool, SharePoint and Excel may not be able to support the rigours required by the legal aspects of each case; and +• The Department’s plan does not include using SharePoint as a tool to support program level solutions. + +Feasibility: Not feasible +Reasoning: +Option 1 – Status Quo, does not meet the criteria for supporting the commitment to implementing a robust enforcement system for the programs under ISB Integrity control. The cost to implement would require increasing staff within IITB and there could be scale-ability and adaptability issues by adding new features. It is not aligned with the strategic commitments of ISB and ESDC, and is not a sustainable model. It is therefore not a viable option. The use of the current system requires investigators to report multiple times, in different places, the same information for tracking and reporting purposes. This is not an efficient use of valuable resources and a drain on efficiency and morale. +ISB needs to be agile and be able to keep abreast of technology evolution and adapt its internal functions accordingly. +Furthermore, as previously indicated, ISB’s investigations function continues to grow, particularly in the area of Enforcement. With the recent federal governments COVID-19 response plan, there will be increased opportunities for fraud and ISB will require robust systems and processes to discover and make referrals to LE for eventual prosecution of such individuals. The existing SharePoint and Excel implementation has not been sufficient to handle the workload and many resources have been borrowed from the regions to deal with capacity. This demostrates and urgent need for a new system as the manual interventions required by the current system far outweigh the resources to manage them. The status quo poses significant challenges to workload management of investigation, intelligence gathering and security of information. Use of different systems impedes regional standardization and the ability to have a consistent approach for Integrity Operations across Canada, both increase the risk to successful prosecutions, and were challenges identified in the 2014 OAG audit of ESDC’s investigations framework. +Option 1 rating against the evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – some basic capabilities would be available by the due date but the development of SharePoint based Enforcement capabilities will continue after this date, there is uncertainty about the time required to deliver the entire solution; +2. Cost to implement, operate and retire solution –the cost to develop a solution may be higher than estimated as we do not know the entire timeframe for implementation; +3. Degree and timeliness of benefits realization – the implementation of a basic enforcement solution by the TBS due date will support some, but, not all of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – developing new code to provide a solution on the SharePoint product will have the additional risk to the project timeframe of having to test all new code and reject code that does not pass testing leading to a longer development schedule; +5. Implementation considerations – the IITB team will have to ensure sufficient knowledgeable resources are available to fulfill the Enforcement requirements on SharePoint; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will have to support the new business process revisions; +7. Ability to deliver on the following requirements : audit trail, data security, evidence security and compatibility with external agencies – the status quo does not support these requirements; and +8. Scalability of the solution and the adaptability to add new features in the future – the SharePoint system would use the newest technologies that have scalability and adaptability built in. New features will be added during subsequent releases of the solution. + +Option Cost Identification +The following table defines the estimated costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure + Salary & Services $TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services $TBD +Training of user community Implementation Services $TBD +Total Costs $TBD + + +Option Cost Summary + +The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD From IITB Cost Work Book +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once the Financial Management Advisor (FMA) approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received. + +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB.  +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements The existing solution may not have the capabilities to meet all standard business requirements as the internal processes mature. +Internal – Data migration This option does not plan for any data migration. There is a risk that some migration may be required and has not been planned. +Internal – Loss of Data There is a risk that data may be lost if issues occur with the existing legacy systems before the replacement solution is available. +Internal – Impact on Business (change management) Implementing new system changes will modify existing operational processes, embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the Transformation Management Branch (TMB), Benefits and Integrated Services Branch (BISB) and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The existing solution does not have the capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will not receive any costs savings by modifiying the existing application; +2. Canadian Citizens will not experience increased fairness; +3. IITB Development staff will obtain no new skills; +4. ESDC Personnel – ISB-NHQ and regional staff will continue to spend more time processing each case and have minimal case management with supported automation, reporting, and business rules; +5. ESDC personnel – Regional Integrity Operations will have no consistency in the delivery of services and processes; +6. ESDC Personnel will be using an outdated application that does not provide the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability; +7. IITB Development staff will be impacted by the inability to retain programmers and systems analyst talent; +8. Benefit Delivery Service Branch will have minimal reliability on the data provided by the existing Application; and +9. External LE Agencies will see minimal improvement in the cases provided by ESDC. + +Project Management Capacity: +Over the last fiscal year, ISB has created a Project Delivery Office (PDO) to centralize the function and to help increase its overall maturity level in Project Management (PM). Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s Enterprise Project Management Office (EPMO). ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The solution development will be undertaken by IITB, who will be assigning a technical manager to coordinate the development efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives. +The solution will be developed using an Agile PM approach. The list of user requirements will be tracked and software development will occur during a series of “Sprints”. The timeframes for each sprint will be defined by IITB and new software will be provided at the end of each sprint. Using an Agile process allows the development team to provide a solution quicker to the user community and tailor their development efforts on the most critical or required changes. +Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. + +  +Organizational Readiness Analysis +The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High. + + +• Enforcement function +Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes. + + + Option 2: Enhance NIIS For Enforcement + 6.2.2 Option 2 – Developing required functionality in ISB’s existing case management system (NIIS) +Option Description +This option requires assigning resources to work on the NIIS system, contrary to current departmental priorities. Development would be performed in house using existing IT resources. Changes would include: +• Making changes to the automated workload distribution module to address EI, CPP and OAS enforcement work distribution requirements; +• Database changes to handle the new data imported into the system; +• Developing a screen that would display the EI, CPP/OAS and SIN data that would be imported to the system; +• Develop mechanisms for automated loading of data/cases being referred to ISB from Information Collection and Synthesis Team (ICST); +• Development of actions/forms/correspondence to address work related to Enforcement; +• Creating a fraud module to handle criminal investigations and enforcement; and +• Integration with the Information Technology Renewal Delivery System (ITRDS) – the CPP system of record. + +Option Dependencies: +• Current business needs are treated on a case-by-case fashion and limited to a defined scope of schedule, assigned resource level (less than $500K) and limited complexity. This is to limit the disruptive impact on the legacy system and IITB resources. + +Option Assumptions: +• There are sufficient IITB staff available to perform the work efforts required to maintain the systems; +• The department is committed to supporting these older applications for 10+ years; +• Individuals with the obsolete skill sets can be retained; and +• The mainframe will be decommissioned when BDM is available. + +Option Constraints: +• There may not be sufficient IITB staff available to perform the work effort; +• Knowledgeable and trained individuals to perform this work are not readily available and the cost to hire and train individuals is too high; +• The equipment used to execute the applications is near end-of-life and may not be operational in 10+ years; difficulty in sourcing replacement parts; +• Individuals with the obsolete skill sets may not be available; and +• The Department’s plan may not allow modifications to these older applications. + +Feasibility: Not Feasible +  +Reasoning: +Option 2 meets the immediate need for supporting the commitment of implementing a robust enforcement system to support the EI, CPP/OAS and SIN programs Enforcement needs. Yet, this option goes against the current transformation effort and IT renewal initiatives undertaken in the last 10 years at ESDC. The cost to implement the system modification within NIIS would require an increase in IITB resources, adding systems and staff risks. The existing NIIS system may not be able to deliver on all key requirements and may not meet the enforcement deadline of March 31, 2022. The existing system is therefore only a partially viable option. +Option 2 rating against the evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – minimal capabilities would be available by the due date but the development of Enforcement capabilities would not be completed and it is uncertain that the system can be modified to support the new Enforcement requirements; +2. Cost to implement, operate and retire solution – the cost to develop a solution may be higher than estimated as we do not know the entire timeframe for implementation; +3. Degree and timeliness of benefits realization – the implementation of some basic enforcement capabilities by the TBS due date will support some, but, not all, of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – as the development will be completed using older technology, there is a risk of delays to the timeline and capabilities provided; +5. Implementation considerations – the IITB team will have to ensure sufficient knowledgeable resources are available to fulfill the Enforcement requirements on the existing platform; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will not match the revision timeframes; +7. Ability to deliver on the following requirements: audit trail, data security, evidence security and compatibility with external agencies – the solution would be developed to deliver full audit trails, enhance data security and improve the data provided to external agencies, but, the timeframe will be extended as the project will require additional releases in addition to the original release; and +8. Scalability of the solution and the adaptability to add new features in the future – it is uncertain if the existing application can provide the scalability and adaptability required to support the new Enforcement capabilities. + +  +Option Cost Identification + +The following table defines the estimated costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure + Salary & Services $TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services $TBD +Training of user community Implementation Services $TBD +Total Costs $TBD + +Option Cost Summary +The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD From IITB Cost Work Book +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received. + +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB. + +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements The existing solution may not have the capabilities to meet all standard business requirements as the internal processes mature. +Internal – Data migration There is a risk that the fields created in SharePoint do not exist within the existing application and some data may be lost. +Internal – Loss of Data There is a risk that data may be lost if issues occur with the existing legacy systems as they continue to age. +Internal – Impact on Business (change management) Implementing new system changes will modify existing operational processes, embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the increased efficiency in the handling of enforcement cases within the affected programs; +2. Canadian Citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. IITB Development staff will be impacted by the retention of staff with the older skill set; +4. ESDC Personnel – ISB-NHQ and regional staff will continue to use the existing application and may require additional training due to re-engineered business processes; +5. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; +6. IITB Development staff will be impacted by the retention of programmer and systems analyst talent as a by-product of keeping the older systems and development languages; and +7. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management application and the improved service access. +  +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The solution development will be undertaken by IITB, who will be assigning a technical manager to coordinate the development efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives. +The solution will be developed using an Agile PM approach. The list of user requirements will be tracked and software development will occur during a series of “Sprints”. The length timeframes for each sprint will be defined by IITB and new software will be provided at the end of each sprint. Using an Agile process allows the development team to provide a solution quicker to the user community and tailor their development efforts on the most critical or required changes. +Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. +Organizational Readiness Analysis +The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. + +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High. + + + Option 3: Onboard To Integrity Case Management System (ICMS) + 6.2.3 Option 3 – Onboarding to the Integrity Case Management System (ICMS). +Option Description: +This option consists of configuring the required changes to support the commitment of implementing a robust enforcement system for the EI program and the Pensions program (CPP and OAS). This option consists of starting with an instance of the existing ICMS Microsoft (MS) Dynamics system and configuring workflows for each specific program and function. There would need to be a secure wall between enforcement and the TFW/IMP/Compliance work and ISB would need to assign special roles and access to Enforcement data has to be guaranteed to be locked down. This will allow ISB to have a common case management system across its functional delivery network and leverage existing knowledge, expertise, processes, and tools to create a synergy across programs. This option builds on the success of developing a robust case management system for the TFWP and the IMP. Quality monitoring and control will be incorporated within the solution. + +This option will allow ISB to leverage the enterprise system and acquired knowledge obtained during the first phase of the project. Undertaking the configuration in-house, therefore reduces the dependency on external suppliers, and continues to build the confidence and expertise achieved during the first phase of the Modernization of Integrity Case Management (MICM). This option will also allow building additional knowledge about case management within ESDC to ensure sustainability of the developed product, and therefore reduce maintenance cost in the long term. + +In addition, onboarding all ISB’s programs to the same system ensures a common transition plan for the long-term transformation objectives of ESDC. As ESDC moves forward with innovative service delivery methods, ISB would realize economies of scale by having a common system for the delivery of all its services. + +Finally, senior developers that configured the ICMS are the same that currently maintain NIIS. This in-house expertise has gained business knowledge and deep understanding in development of investigative-oriented tools and this expertise can be leveraged. + +Option Dependencies: +• IITB areas continue to have IT capacity to develop automated data and information transfers to ISB. + +Option Assumptions: +• Government supports the established direction and visions on technology transformations; and +• Government supports moving forward with enterprise solutions and standard applications. + +Option Constraints: +• A shortage of key subject experts (program or technical) dedicated to the project could impact the project schedule and timelines; +• The ICMS solution will be reviewed to understand if the application may/may not be able to support the required documentation and processing standards required by the Enforcement team; +• The ICMS solution will be reviewed to understand if the application may/may not be able to attach images, video files, audio files, scanned documents, photos, etc. with the required security and tracking. We need to keep in mind the full suite of requirements for prosecution which also includes change tracking, security of data and evidence recording and tracking; + + +Feasibility: Feasible but not recommended +Reasoning: +Option 3 rating against the following evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – the project would be unable to deliver the basic Enforcement capabilities by the due date; Enhanced capabilities could be delivered in future releases; +2. Cost to implement, operate and retire solution – MICM2 cost is defined below; the cost to develop a solution could be higher than purchasing software; +3. Degree and timeliness of benefits realization – the implementation of a basic enforcement solution by the TBS due date will support some, but, not all, of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – developing a solution on a COTS product will have additional risks than purchasing a purpose-built solution due to the development of new code; +5. Implementation considerations – a similar application was successfully implemented for TFWP and IMP from the MICM project. ISB is using the lessons learned from that project to improve our delivery capabilities with this new project; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will be closely tied to the revision timeframes; +7. Ability to deliver on the following requirements: audit trail, data security, compatibility with external agencies – the solution will be developed to deliver full audit trails, enhance data security and improve the data provided to external agencies, but, the project will require additional releases in addition to the original release; and +8. Scalability of the solution and the adaptability to add new features in the future – the ICMS system would use the newest technologies that have scalability and adaptability built in. + +  +Option Cost Identification + +The following table defines the estimated costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure + Salary & Services TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services TBD +Training of user community Implementation Services TBD +Total Costs TBD + +Option Cost Summary +The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD From IITB Cost Work Book +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received. + +  +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB. + +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the new system may be more complex than anticipated. +Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated. +Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is depending on evolving priorities. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of compliance and enforcement cases within the affected programs; +2. Canadian Citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. IITB Development staff will be positively impacted by the new skills they will learn and the ability to support current equipment and software solutions; +4. ESDC Personnel – ISB-NHQ and regional staff will have an application that will enable case management with supported automation, such as auto-distribution, reporting, and business rules; +5. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; +6. ESDC Personnel will be using an application that provides the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability; +7. IITB Development staff will be impacted by the retention of programmer and systems analyst talent as a by-product of using modern systems and development languages; +8. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management Application and the improved service access; and +9. External LE Agencies will be impacted by the consistent service and cases provided by ESDC. + +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The solution implementation will be monitored by IITB, who will be assigning a technical manager to coordinate the efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives. +Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. + +Organizational Readiness Analysis +The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High. + + + Option 4: Specialized Enforcement COTS or SaaS + 6.2.4 Option 4 – Selecting a third-party vendor off-the-shelf product or Software as a Solution (SaaS) implementation that is specialized in the enforcement work space +Option Description: +This option consists of creating high-level requirements, developing and distributing a Request for Proposal (RFP) with associated evaluation criteria and rating analysis, accepting proposals from external vendors or system integrators, and selecting a third-party software solution. Once selected, the winning bidder’s solution is to be acquired and implemented to IT-enable the enforcement functions for the EI, CPP, OAS, SIN programs and associated Quality Control (QC) business functions. The implementation will also consist of developing the associated level of access, workload and case management functionality. IITB will be involved to determine the best approach establish physical IT gateways and interfaces between a COTS enforcement product and other systems within the departments (if required). +In an attempt to contain costs, ISB would use the out-of-box functionalities and map/modify internal business processes to match the selected solution and then develop the necessary interfaces to other systems as required. +Option Dependencies: +A third-party solution that meets the Enforcement requirements, which can be acquired within an acceptable timeframe and within a reasonable implementation schedule, priority could be given to a Software as a Service (SaaS) implementation as this will shorten the overall implementation schedule. However, there are privacy and security concerns that will have to be assessed to ensure ISB could proceed with a SaaS implementation. +• There will be heavy reliance on the vendor to provide configuration, build and deployment services including stabilization; and +• Public Services and Procurement Canada (PSPC) will be involved for contract award including the solution, implementation and 10 years of support. + +Option Assumptions: +• Third-party vendors have IT capacity to provide training on how to use, develop or configure the selected application, if required; ISB will also need to provide training on our own processes independent of the actual software; +• The processes for Enforcement are detailed and stable enough to facilitate the configuration of the selected solution; +• The selected solution will fit within an approved Government of Canada (GoC) or ESDC systems environment; +• IITB is not constrained by existing delivery commitments so as to be able to deliver interface capabilities that connect between the new solution and existing ISB systems, if required; +• The out-of-box functionality meets the minimum requirements for Enforcement; +• Development of new interfaces is supported by the solution, ISB will perform a technical assessment and make initial inquiries with potential vendors to determine if this is even possible; +• Option to validate the product features before program-wide deployment by using a Beta test period; and +• There is support to use other-than-government standard applications and no internal governance exceptions are required or triggered. +Option Constraints: +• The processing time and resource availability to complete the Request for Information (RFI), RFP and other procurement activities; +• The selected solution may not be customizable; +• ISB may need to negotiate support and design configuration with vendor; and +• ISB may have to modify business processes and procedures to fit the capabilities of the solution. + +Feasibility: Feasible and recommended. +Reasoning: +Option 4 rating against the following evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – the project would focus on delivering the full product suite by the due date; +2. Cost to implement, operate and retire solution – the cost to purchase a solution is expected to be lower than developing a solution; +3. Degree of and timeliness of benefits realization – the implementation of an enforcement solution by the TBS due date will support accomplishment of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – the purchasing on an off-the-shelf software solution will minimize the risks associated with tailoring or developing a proprietary solution; +5. Implementation considerations – purchasing a COTS application will allow ISB to purchase the appropriate servers and database to support the application with our original release, if required. If the selected software is available in a SaaS environment, we will be recommending this approach as it will minimize the purchasing of servers, etc.; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on the recommendations and the introduction of a new software solution will be closely tied to the revised timeframes; +7. Ability to deliver on the following requirements: audit trail, data security, compatibility with external agencies – these requirements will be used as the rating criteria during product selection and we will be selecting a product that meets most requirements; and +8. Scalability of the solution and the adaptability to add new features in the future – the CMS selected will use best practices and be most suitable for ISB case processing and integration needs that have scalability and adaptability built in. + + + +  +Option Cost Identification – Estimates will be finalized with FMA guidance + +The following table defines the estimates costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Third-Party Costs Third-party software and Services Services TBD New product procurement. +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training and closure Salary and Services TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services TBD +Training of user community Implementation Services $0 +Total Cost TBD + +Option Cost Summary +The option cost summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD + Assumptions based on taking the ongoing costs for Option3 and using the same figure for Annual Operating Cost +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Lifecycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing received. +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB. + +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the COTS application may be more complex than anticipated. +Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated, or not possible +Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is depending on evolving priorities. There will be certain legal standards and requirements as well regarding how the application is used and data is captured and shared. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of enforcement cases within the affected programs; +2. Canadian citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; +4. ESDC Personnel will be using an application that provides the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability; +5. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management Application and the improved service access; and +6. External LE Agencies and PPSC will be impacted by the consistent service and cases provided by ESDC. +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The third-party vendor will provide his own internal PM staff to ensure that the implementation is delivered when required by ESDC. ESDC PM will establish ongoing project update meetings with the third-party vendor that will allow for the sharing of status information and ongoing project discussions. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. + +Organizational Readiness Analysis +The following concerns have been identified regarding ISB’s readiness to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as high. + + + Option 5: Wait For Benefits Delivery Modernization (BDM) To Implement + 6.2.5 Option 5 – Wait for the implementation of the Benefits Delivery Modernization Program. +Option Description: +This option consists of putting this project on hold while ESDC completes the BDM. ESDC is working on the BDM program and this program will support the EI, CPP, and OAS programs in the future. ISB could decide to wait for the implementation of BDM and then migrate the existing (legacy) systems to the new solution at that time. Based on information received at the time of this writing, although this approach is feasible, it would not meet the TBS requirement to have an Enforcement solution in place by March 31, 2022. + +Thus, waiting for the completion of the BDM program is not recommended due to timing constraints. + +Option Dependencies: +• Due to the limited knowledge of the BDM solution, we cannot add any dependencies. + +Option Assumptions: +• Due to the limited knowledge of the BDM solution, we cannot add an assumption. + +Option Constraints: +• Due to the limited knowledge of the BDM solution, we cannot add any constraints. + +Feasibility: Feasible but not recommended +Reasoning: +Option 5 rating against the following evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – this approach cannot deliver by the due date; +2. Cost to implement, operate and retire solution – the cost to develop the solution is unknown at this time as no service provider has been contracted; +3. Degree and timeliness of benefits realization – it is unknown at this time if BDM solution would realize the defined benefits; +4. Risk associated with solution implementation and benefits realization – waiting for the completion of BDM will add additional risks to the daily operations of the department and could result in the loss of data due to the age of the equipment and case processing delays; +5. Implementation considerations – it is unknown at this time what the implementation considerations are for the BDM solution; +6. Organizational readiness to adopt and take full advantage of solution – it is unknown at this time what the nature of the BDM solution and therefore we cannot comment on the organizational readiness; +7. Ability to deliver on the following requirements— audit trail, data security, compatibility with external agencies — due to our limited knowledge on the BDM solution we are unable to state if all key requirements will be delivered; and +8. Scalability of the solution and the adaptability to add new features in the future – due to our limited knowledge on the BDM solution we are unable to comment on the scalability of the solution. + + + +  +Option Cost Identification – Estimates cannot be provided as the project would be unable to meet the TBS commitment date and we are uncertain of the BDM product capabilities. + +The following table defines the estimates costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Third-party costs Third-party software and services Services TBD New product procurement. +Project costs for ISB staff and consulting to support business initiatives Planning, implementation, testing, training and closure Salary and Services TBD Timing is unknown. +Project costs for IITB staff and consulting for system configuration Planning, development, testing, implementation Salary and Services TBD +Training of user community Implementation Services TBD +Total Cost TBD + +Option Cost Summary +The option cost summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD +Annual Operating Cost (AOC) TBD +Decommissioning Cost (DC) TBD +Total Lifecycle Cost (TLC) TBD +Average Annual Lifecycle Costs (AALC) TBD + +  +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the BDM application may be more complex than anticipated. +Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated, or not possible. +Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff. +Internal – Loss of data As the deliverable timelines are unknown at this time, there is a risk that we could have problems with the existing systems and the possibility of data loss increases as equipment ages. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Non-Compliance While waiting on the BDM solution to be implemented, there is a risk that our Enforcement may be in non-compliance with legal requirements affecting our ability to properly process cases. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities. There will be certain legal standards and requirements as well regarding how the application is used and data is captured and shared. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of enforcement cases within the affected programs; +2. Canadian citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; and +4. External LE Agencies will be impacted by the consistent service and cases provided by ESDC. + + +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The BDM vendor will provide his or her own internal PM staff to ensure that the implementation is delivered when required by ESDC. ESDC PM will establish ongoing project update meetings with the third-party vendor that will allow for the sharing of status information and ongoing project discussions. +Based on the implementation and capacity listed above, the ability to implement the option is rated as high. + +Organizational Readiness Analysis +The following concerns have been identified regarding ISB’s readiness to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High. + + + 20201201-0930-touch-point + + + deleteme1 + + + Work Package + + + + + + + + + + + + + + + Work Package + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Implemented Security Control + Definition: Security control already existed and implemented in the IT system. +Note: The existence and strength of security control in the IT system need to be clarified during the SA&A process. + + + Launch of OneGC Platform (Plateau) + Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca. + + + Process Improvement + Appendix B: Development of EA Principles +The development of architecture principles is typically influenced by the following : +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). + + + Current State QualiWare Topology (Plateau) + + + Future State QualiWare Topology (Plateau) + + + Protected-B Certification (Gap) + + + Protected-B Certification of QualiWare Cloud + + + Procurement of Additional Licenses (Implementation Event) + + + Horizon 1: Stones in EA Shoes (Plateau) + Horizon 1: Stones in EA Shoes +Overall Goals +• mature the EA program +• department is doing the right thing and doing it right +• client-centric service and client self-service +• capitalizing on opportunities +FY20/21 + +Over a year ago, the development and execution of the Enterprise Architecture (EA) Strategy and Roadmap began. Since we are now at the end of the Roadmap’s first phase, Horizon 1, it’s worth asking whether we have successfully addressed those irritants affecting EA's capability to deliver organizational value efficiently and effectively. Have we focused on putting the “EA house in order” so it can become a trusted advisor in assisting and advising the organization in strategic, tactical and operational directions and decisions? +Given the numerous COVID-19 challenges and setbacks experienced so far,EA has made great progress on the Horizon 1 Roadmap activities. <Its achievements include:> + +Unexpected challenges this year led Roadmap Leads to adjust course to capitalizefully on the Roadmap’s value. To that end, these leads will be holding review and adjustment sessions with the different Enterprise Architecture (EA) domains in the coming weeks. +During these unprecedented times, EA employees should know that the team responsible for the Strategy and Roadmap has heard you and understands that the following challenges directly affect the realization of your planned Horizon 1 activities: <Horizon 1 Constraints> + + + Horizon 2: Stones in the Department's Shoes (Plateau) + Horizon 2: Stones in the Department’s Shoes +Overall Goals +• strategic EA +• understanding and demonstrating EA value +• EA by design +FY21/22 - FY 22/23 + + + Horizon 3: Evolving the Organization (Plateau) + Horizon 3: Evolving the Organization +Overall Goals +• pulse of Canadians +• business agility +• innovative organization that capitalizes on opportunities +• EA is the fabric of the organization +FY23/24 & BEYOND + + + Deliver H2 (Work Package) + + + Deliver H3 (Work Package) + + + ESDC Technical Debt (Gap) + 2.1.2 Consequence of Inaction +Not proceeding with this project will further increase ESDC’s technical debt. + + + ESDC Unable To Meet Digital Transformation Targets (Gap) + 2.1.2 Consequence of Inaction +Inaction will result in increasing ESDC’s inability to meet targets for digital transformation + - To keep up with the technical requirements of the future, in digital service delivery; + - To move to a cloud first model, and thus achieving the associated financial and operational advantages. + + + Not Leveraging New Technology (Gap) + 2.1.2 Consequence of Inaction +Inaction by ESDC would prevent SSC to achieve its objective to modernise its infrastructures and close the legacy datacentres +We would not leverage the new end state datacentre technology, cloud nor migrate to the four newly created data centers + + + Workload Migration and Cloud Enablement (Work Package) + + + [Team] Able To Manage & Track Training Tasks (Gap) + Want: +- Avoid inputting Mandatory courses multiple times, for multiple people, as Tasks. + + + [Management] Self-Discover Who Is Doing What (Gap) + + + Who Decides What Is A Fire For EA? (Gap) + Need more guidance around this: + - WHO decides / approves? + - Should we assume *automatic approval* for "Key Stakeholders?" + - What thresholds should exist for Fires (e.g. # hours, Level of Effort, Scope, etc.)? + + + CURRENT State SharePoint Topology (Plateau) + + + MIGRATED State SharePoint Topology (Plateau) + + + SAS Team Prep Work (Work Package) + + + Wave 3 IM Migration (Work Package) + Migration performed as part of the IM Migration effort underway, from SharePoint 2010 to SharePoint Online (M365). +Wave 3 is due to happen on the weekend of September 2nd to September 6th, 2021. + +Countdown to Migration +The Project Team will migrate your site over a weekend – from Friday night to Sunday night. Before migration starts, your SharePoint 2010 site will be converted to Read Only. Plan for you site to be in Read Only mode for 4 days – from Wednesday night to Sunday night. +We will provide a message template you can use to alert your site contributors and visitors ahead of your site’s conversion to Read Only +You can still view all site contents while in Read Only +You will not be able to change or add content after it is converted to Read Only. If you need to work on a document, you will need to save it in a different location and then upload it to your site in SharePoint Online, after migration is complete. + + + Validate and GO! (Work Package) + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-the-Migration-Process.aspx + +Validate and GO! +Your Remediation Items checklist may include tasks to complete when your site is in SharePoint Online. In addition to any rebuilding of functionality after your site contents have been replicated in your new SharePoint Online environment, you should check that your contents and their metadata (e.g. Created, Created By, Modified By etc.) have moved successfully, by comparing them with the SharePoint 2010 source. This comparison should include actual content itself and the metadata associated with it. + + + +Your SharePoint Online site is live as soon as migration is complete. Before you advise your site contributors and visitors your site is ready for use, be sure to review it to make sure it is working the way you expected. + + + +Expect some final reminders from the Project Team to guide you through these last steps. + +Post-Migration Message from the Project Team Confirms your migration status with a reminder to validate your site . +Final Project Team Message A final message that includes a message template for owners to copy/paste and send to their site contributors/visitors . +Owner Experience Survey We need your insight and feedback! Help us enhance the experience for owners in future migration waves. + + + Junction + + + Junction + + + Junction + + + Junction + + + Runtime Plane + The runtime plane is a set of containerized runtime services that you set up and maintain in your own Kubernetes cluster running on a supported Kubernetes platform. All API traffic passes through and is processed within the runtime plane.​ + + + Management Plane + Management Plane Management Plane : monitoring and configuration for all layers of stacks, centralized control area. These services include the UI, management API, and analytics.​ + + + Common Services + + + Junction (copy) (copy) + + + Junction (copy) (copy) (copy) + + + Users + + + User Devices + + + Network + + + Resource Protection + + + Continuous Monitoring + + + Implemented Control Measures + + + Users (copy) + + + User Devices (copy) + + + Network (copy) + + + Resource Protection (copy) + + + Continuous Monitoring (copy) + + + UC7 API Management - Control Measures + + + Zero Trust Control Objectives + + + Zero Trust Assets + + + UC6 Application Delivery Pipeline Security - Implemented Control Measures + + + UC6 Application Delivery Pipeline Security + + + UC5 Microservices - Implemented Control Measures + + + UC5 Microservices - Implemented Control Measures + + + UC4 Application to Application Communication - Control Measure + + + UC4 Application to Application Communication - Implemented Control Measures + + + UC8 On Premise Application to Cloud Application - Control Measures + + + UC8 On Premise Application to Cloud Application - Implemented Control Measures + + + UC9 -Layer 7 Attacks and Lateral Movement Protection - Control Measures + + + UC3 Authorized user access through unmanaged devices - Control Measures + + + UC2 Administrator access through managed devices - Control Measures + + + UC1 Authorized User Access + + + UC9 -Layer 7 Attacks and Lateral Movement Protection - Implemented Contorl Measures + + + UC7 API Management - Implemented Control Measures + + + UC1 Authorized User Access- Implemented Control Measures + + + UC2 Administrator access through managed devices - Implemented Control Measures + + + UC3 Authorized user access through unmanaged devices - Implemented Control Measures + + + Vunerabilities + + + Assets at Risk + + + Threat Events + + + Loss Events + + + Threat Agents + + + Threat Agents + + + VACCINE EFFORTS + + + CANADA'S TOP SCIENTIFIC MINDS + From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way. + + + CREATING JOBS + + + SUPPORTING WORKERS AND THEIR FAMILIES + + + WOMEN IN THE ECONOMY + + + SUPPORTING BUSINESSES + As the Government invests in people, it will continue to support +job-creating businesses. + + + FISCAL SUSTAINABILITY + + + ADDRESSING GAPS IN OUR SOCIAL SYSTEMS + + + A STRONGER WORKFORCE + + + TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE + + + ADDRESSING SYSTEMIC RACISM + + + PROTECTING TWO OFFICIAL LANGUAGES + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + CANADA IN THE WORLD + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + A WELCOMING CANADA + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + RECONCILIATION + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + VACCINE EFFORTS + + + CANADA'S TOP SCIENTIFIC MINDS + From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way. + + + CREATING JOBS + + + SUPPORTING WORKERS AND THEIR FAMILIES + + + WOMEN IN THE ECONOMY + + + SUPPORTING BUSINESSES + As the Government invests in people, it will continue to support +job-creating businesses. + + + FISCAL SUSTAINABILITY + + + ADDRESSING GAPS IN OUR SOCIAL SYSTEMS + + + A STRONGER WORKFORCE + + + TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE + + + ADDRESSING SYSTEMIC RACISM + + + PROTECTING TWO OFFICIAL LANGUAGES + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + CANADA IN THE WORLD + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + A WELCOMING CANADA + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + RECONCILIATION + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + Integrity Services Branch - Service Canada + + + Innovation, Information and Technology Branch + + + INTERNAL CLIENTS + + + EXTERNAL CLIENTS + + + MICM2 BENEFITS + + + REQUIRED CAPABILITIES (LEVEL 3) + + + MICM2 INPUTS + From BC Solution Context Diagram + + + MICM2 OUTPUTS + From BC Solution Context Diagram + + + MICM2 Solution Users + + + MISSION FULFILLMENT + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + PARTNERS / ENABLERS + + + PROJECT / PROGRAMME + + + TASK TEAM / PROJECT TEAM + + + PARTNERS / ENABLERS + + + REGIONS + + + Threat Agents + + + Implemented Control Measures + + + Vunerabilities + + + Assets at Risk + + + Threat Events + + + Loss Events + + + Recommended Security Controls + + + Junction (copy) + + + Recommended Security Control (SA&A process) + Definition: A management, operational, or technical high-level security requirement prescribed for an information system to protect the confidentiality, integrity, and availability of its IT assets. Security controls are implemented using various types of security solutions that include security products, security policies, security practices, and security procedures. (ITSG-33/HTRA) + + + Recommended Security Control (SA&A process) + Definition: A management, operational, or technical high-level security requirement prescribed for an information system to protect the confidentiality, integrity, and availability of its IT assets. Security controls are implemented using various types of security solutions that include security products, security policies, security practices, and security procedures. (ITSG-33/HTRA) + + + Junction + + + ESDC 2020-2023 Departmental Information Technology (IT) Plan (PARTIAL) + + + Digital Operations Strategic Plan - Strategic Actions (PARTIAL) + From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 11 – Digital Operations Strategic Plan – Strategic Actions + + + Digital Operations Strategic Plan - Modernization Priorities (PARTIAL) + From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 12: Digital Operations Modernization Priorities (DOMP) + + + Junction + + + Junction + + + SECURITY ARCHITECTURE + Security architecture +click here for Security Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/SecurityGuide +The GC Enterprise Security Architecture program is a government‑wide initiative to provide a standardized approach to developing IT security architecture, ensuring that basic security blocks are implemented across the enterprise as the infrastructure is being renewed. + + + BUSINESS ARCHITECTURE + Business architecture +click here for Business Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/BusinessGuide + +Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus. + + + INFORMATION ARCHITECTURE + Information architecture +click here for Information/Data Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/DataGuide + +Information architecture includes both structured and unstructured data. The best practices and principles aim to support the needs of a business service and business capability orientation. To facilitate effective sharing of data and information across government, information architectures should be designed to reflect a consistent approach to data, such as the adoption of federal and international standards. Information architecture should also reflect responsible data management, information management and governance practices, including the source, quality, interoperability, and associated legal and policy obligations related to the data assets. Information architectures should also distinguish between personal and non‑personal data and information as the collection, use, sharing (disclosure), and management of personal information must respect the requirements of the Privacy Act and its related policies. + + + TECHNOLOGY ARCHITECTURE + Technology architecture +click here for Technology Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/TechnologyGuide +Technology architecture is an important enabler of highly available and adaptable solutions that must be aligned with the chosen application architecture. Cloud adoption provides many potential advantages by mitigating the logistical constraints that often negatively impacted legacy solutions hosted “on premises.” However, the application architecture must be able to enable these advantages. + + + APPLICATION ARCHITECTURE + Application architecture +click here for Application Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/ApplicationGuide +Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases. + + + Enterprise Architecture Principles + 2. Enterprise Architecture Principles + + + Business Architecture Principles + 3. Business Architecture Principles + + + Information Architecture Principles + 4. Information Architecture Principles + + + Application Architecture Principles + 5. Application Architecture Principles + + + Technology Architecture Principles + 6. Technology Architecture Principles + + + Security and Privacy Architecture Principles + 7. Security and Privacy Architecture Principles + + + Architecture Principles Influencers + + + EA Repository-Related Principles (Grouping) + + + ESDC EA Repository Topology (CURRENT) (Grouping) + + + ESDC EA Repository Topology (FUTURE) (Grouping) + + + Horizon 1 Outcomes (Grouping) + + + Horizon 2 Goals (Grouping) + + + Horizon 3 Goals (Grouping) + + + Horizon 1 Constraints (Grouping) + + + BDM Milestones, Year 1 (Grouping) + Year 1 (2020-2021 fiscal year) +• BDM System Integrators (SIs) Onboard onto QualiWare: SIs are using the QualiWare tool to create architecture information/data, models/diagrams, and deliverables for defining the BDM architecture. +• BDM Data Architecture: Foundational concepts of the information/dataarchitecture are leveraged to develop the BDM data architecture. +• BDM Outcomes Integration: The program’s benefits and dependencies between projects are linked to BDM tranche outcomes. + + + BDM Milestones, Year 2 (Grouping) + Year 2 (2021-2022 fiscal year) +• Emerging Technologies for Ancillary Components for BDM: Research of suitable technologies for BDM ancillary components continues. + + + BDM Milestones, Year 3 (Grouping) + Year 3 (2022-2023 fiscal year) +• Digital Government Platforms: Develop the Digital Government Platform architecture and the associated roadmap for the department while leveraging the BDM target-state architecture. + + + EA Roadmap Resources (Grouping) + + + EA Strategy Resources (Grouping) + + + Lean Or Agile? That Is The Question (Grouping) + Lean or Agile? That is the question + - SAFe (Scaled Agile Framework). + - Lean-Agile transformation. + - Agile Manifesto. + - Lean thinking. + +These terms have been circulating since the inception of the EA Strategy and Roadmap. As Lean-Agile leaders, we need to drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential. + +Becoming a “Lean” enterprise is neither simple nor easy. Business agility requires anew approach to leadership. To inspire and motivate you to pursue a better way of working, below are the principles of the SAFe Lean-Agile Mindset. + +"The leaders of companies set the tone and direction for thepeople. Hypocrites, liars, and self-interested leaders createcultures filled with hypocrites, liars, and self-interested employees. The leaders of companies who tell the truth, in contrast, will create a culture of people who tell the truth. It is not rocket science. We follow the leader." +- Simon Sinek, Leaders Eat Last: Why Some Teams Pull Together and Others Don’t + + + Barriers Hindering EA (Grouping) + Barriers can hinder the Enterprise Architecture (EA) discipline at ESDC. In theface of such adversity, we need to confront these hurdles to pave the way for the digital government transformation journey. + +“There is a need for a paradigm shift in the way we define and deliver change in the organization. We need to weigh our decisions based on their value to clients and key stakeholders, and be outcome-drivenin our design approach to ensure that our changes are properly scoped and laser-focused. Changes should be considered across the enterprise to ensure that there is always common value derived from investments. We must also ensure that we are not reinforcing silos and creating disparate architectures, essentially sacrificing long-term business agility for short-term project agility. Adopting an approach that takes all of this into consideration is key and needs to be ingrained in the way we do business to ensure future success.”- Kevin Herman (Manager, Business Architecture) + +As EA practitioners, we need to remember that we are master change agents, and innovative and out-of-box thinkers. Moving forward, architects will need strong business skills and a proficiency in human interactions to guide investments and decisions across business and IT. This will allow the organization to create value by exploiting new digital government/business opportunities and innovation. + + + "Lean" and "Agile" Expected Outcomes (Grouping) + + + Lean and Agile Architectural Philosophy (Grouping) + + + Sources + + + References + References +(Please note that the links below are good at the time of writing but cannot be guaranteed for the future.) +In addition to the references listed below, Table 1 through Table 17 provide comprehensive links to relevant information. + + + Data Integration Challenges + Data Integration Challenges +Data integration projects are often conceived at a high level; for example, “Following the merger with our major rival, we will have a large, combined customer base to which we will market our products”. Such simple high-level statements typically omit to mention some difficult problems that Technical Architects and Data Architects must solve. For example, the major rival may well identify its customers in a different way to the group that it is joining, and collect different information about them. +This section outlines some of the key data integration challenges. + + + SAS-Identified Constraints (Grouping) + + + Further Readings (Grouping) + Further Readings +Working in the open is something we should all strive to get accustomed with. As public servants, this is a unique opportunity to change our mindset and get closer to the people we work for as well as to increase the chances of reusing existing ideas and solutions instead of starting from scratch. + +On the topic of reusability, which probably should be its own post, it’s important to realize that various jurisdictions have very similar needs and challenges, yet we work in isolation by default given our varied levels of responsibilities, mandates, and legislations. A few examples could be around signing in a government account (or many!), creating web forms, displaying web content in an accessible manner, etc. + +There are many articles and research exploring this topic so here are a few links if you are interested. Needless to say that public administrations in general are ripe for reusing solutions and ideas to increase the quality of their services to citizens! Working in the open is essential to enable the discoverability of such reusable solutions! + + + SharePoint 2010 Permission Levels (Grouping) + From: Domond, Christine C [NC] +Sent: July 20, 2021 11:40 AM +Subject: ticket 8013542 - FULL Access (Addition to SP2010 Group SAS_Owners) + +SharePoint Permission Levels +The first step to managing permissions in SharePoint is to understand what actions the various permission levels authorize a person to perform. As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. + + + Information Management Lifecycle (Grouping) + https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + Zero Trust Key Drivers (Grouping) + Figure 2: Zero Trust Key Drivers + + + Zero Trust Key Requirements (Grouping) + Zero Trust Requirements +Figure 3: Zero Trust Key Requirements +The drivers above help define the requirements to determine the capabilities that a Zero Trust must support. +As Figure 3 shows, these requirements tend to disrupt existing processes and models, defining capabilities that must be supported by a modern information security architecture for the Digital Age. + + + Zero Trust Capabilities (Grouping) + Zero Trust Capabilities +The Digital Age does not give us the luxury of time to meet the requirements using traditional network-based solutions, or individualized, interface, or per client, vendor, or supplier-level integrations; nor can we predict what changes it will bring. Zero Trust helps prevent lengthy audits in order to meet organizational needs. +Zero Trust provides organizations with a modern information security paradigm able to meet the capabilities that can support those requirements. Figure 4 describes the key capabilities. + + + Zero Trust Core Principles (Grouping) + Core Principles +When organizations undertake the journey towards a new, enterprise-wide change, a core set of principles7 provides a succinct, easily shared “North Star” to guide and coalesce the organization. +This set of Core Principles acts as a set of fundamental guidelines for organizations to adopt Zero Trust and implement ZTAs. They focus on factors specific to Zero Trust – linking people, processes, and technology – and should both be used for all new security initiatives and retroactively applied to old security activities. +The Core Principles are grouped into common themes that address different aspects of Zero Trust: +• Organizational Value and Risk Alignment principles address key goals for business, IT, and security stakeholders to address overall strategic drivers +• Guardrails and Governance principles address compliance, risk, and information security stakeholders to guide the adoption of Zero Trust and ensure sustainability of assurances, addressing: +— Rapidly evolving compliance and regulatory needs, requiring proactive integration of industry and organizational controls +— Lagging industry controls and compliance standards, resulting in an expectation to create supplemental organizational controls +— Increasing complexity and agility requirements that drive the need for rapid, near real-time or real-time audits, requiring automation of data collection, traceability, and processes +• Technology principles address the IT organization, information security, and risk and compliance stakeholders and determine technology decisions that underlie the development of a ZTA, including concerns associated with identity, access, and reduced threat surface area +• Security Controls principles address security and IT architects to ensure strong foundations of confidentiality, integrity, and availability assurances +All of the elements of the Core Principles must fit within the business strategy and organizational culture. Simple axioms are provided below to aid in communicating and remembering the principles. Guardrails and Governance help bind business goals and technical reality, and these principles are depicted to the side in Figure 7 as they should not impede direct connections between the organizational mission and the technology and security that support it. + +Figure 7: Summary of Zero Trust Core Principles +Organizational Value and Risk Alignment +1. Modern Work Enablement – Users8 in organizational ecosystems must be able to work on any network in any location with the same security assurances, increasing productivity. +2. Goal Alignment – Security must align with and enable organization goals within risk tolerance and threshold. +3. Risk Alignment – Security risk must be managed and measured consistently using the organization’s risk framework and considering organizational risk tolerance and thresholds. +Guardrails and Governance +4. People Guidance and Inspiration – Organizational governance frameworks must guide people, process, and technology decisions with clear ownership of decisions, policy, and aspirational visions. +5. Risk and Complexity Reduction – Governance must both reduce complexity (i.e., simplify) and reduce threat surface area. +6. Alignment and Automation – Policies and security success metrics must map directly to organizational mission and risk requirements and should favor automated execution and reporting. +7. Security for the Full Lifecycle – Risk analysis and confidentiality, integrity, and availability assurances must be sustained for the lifetime of the data, transaction, or relationship. Asset sensitivity must be reduced where possible (removing sensitive/regulated data, privileges, etc.), and assurances should be provided for the risk of data in use, in-flight, and at rest. +Technology +8. Asset-Centric Security – Security must be as close to the assets as possible (i.e., data-centric and application-centric approaches instead of network-centric strategies) to provide a tailored approach that minimizes productivity disruption. +9. Least Privilege – Access to systems and data must be granted only as required and removed when no longer required. +Security Controls +10. Simple and Pervasive – Security mechanisms must be simple, scalable, and easy to implement and manage throughout the organizational ecosystem (whether internal or external). +11. Explicit Trust Validation – Assumptions of integrity and trust level must be explicitly validated against organization risk threshold and tolerance. Assets and/or data systems must be validated before being allowed to interact with anyone/anything else. + + + Organizational Value and Risk Alignment (Grouping) + Organizational Value and Risk Alignment +1. Modern Work Enablement – Users in organizational ecosystems must be able to work on any network in any location with the same security assurances, increasing productivity. +2. Goal Alignment – Security must align with and enable organization goals within risk tolerance and threshold. +3. Risk Alignment – Security risk must be managed and measured consistently using the organization’s risk framework and considering organizational risk tolerance and thresholds. + + + Guardrails and Governance (Grouping) + Guardrails and Governance +4. People Guidance and Inspiration – Organizational governance frameworks must guide people, process, and technology decisions with clear ownership of decisions, policy, and aspirational visions. +5. Risk and Complexity Reduction – Governance must both reduce complexity (i.e., simplify) and reduce threat surface area. +6. Alignment and Automation – Policies and security success metrics must map directly to organizational mission and risk requirements and should favor automated execution and reporting. +7. Security for the Full Lifecycle – Risk analysis and confidentiality, integrity, and availability assurances must be sustained for the lifetime of the data, transaction, or relationship. Asset sensitivity must be reduced where possible (removing sensitive/regulated data, privileges, etc.), and assurances should be provided for the risk of data in use, in-flight, and at rest. + + + Technology (Grouping) + Technology +8. Asset-Centric Security – Security must be as close to the assets as possible (i.e., data-centric and application-centric approaches instead of network-centric strategies) to provide a tailored approach that minimizes productivity disruption. +9. Least Privilege – Access to systems and data must be granted only as required and removed when no longer required. + + + Security Controls (Grouping) + Security Controls +10. Simple and Pervasive – Security mechanisms must be simple, scalable, and easy to implement and manage throughout the organizational ecosystem (whether internal or external). +11. Explicit Trust Validation – Assumptions of integrity and trust level must be explicitly validated against organization risk threshold and tolerance. Assets and/or data systems must be validated before being allowed to interact with anyone/anything else. + + + SharePoint Online Roles (From Migration Page) (Grouping) + + + SharePoint (365) Online Groups (Grouping) + + + SharePoint 2010 High-Level Roles (From SharePoint 2010 Support Team) (Grouping) + + + Data Integration Context + Data Integration Context +A data integration may be architected as part of a Solution or Capability Architecture development or as part of an Enterprise Architecture development. The TOGAF® Standard (see References) defines an Architecture Development Method (ADM), and its Enterprise Continuum provides an overall context for architectures and solutions, and classifies assets that apply across the entire scope of the enterprise. +One of the key aspects of Enterprise Architecture implementation is data migration from the existing to the target environment. The target environment is generally rationalized and streamlined, entailing a major data integration effort to migrate the data. +Most data integration architectures are in the organization-specific part of that continuum, guiding and supporting organization-specific data integration solutions. Portals, integrated information environments (An Information Architecture Vision: Moving from Data Rich to Information Smart; see References), information sharing environments, and emerging data fabric/data mesh concepts are common systems architecture concepts, and they guide and support the use of vendor and open source data platforms that are common systems solutions. +A data integration is typically preceded by planning, discovery, and extraction, and followed by verification before the integrated data “goes live”. From that point, it is subject to lifecycle management, which determines its storage, use, and eventual disposal. These activities are all carried out in accordance with information governance, as illustrated in Figure 1: +• Plan: includes representing information holdings and identifying shortfalls, such as a lack of requisite quality +• Discover & Extract: includes analyzing the shortfalls, finding sources and information quality (often through metadata), assessing privacy and legality of extraction, cost-benefit analysis, and getting the information required directly or indirectly (e.g., through data as a service) +• Transform & Integrate: includes transforming data into a standard enterprise format, assessing information loss and resultant quality, information sub-integration (e.g., multi-sensor), creating metadata for integrated data, and integration with existing information holdings +• Verify: includes establishing the legal/privacy/policy framework, determining whether the integration is legal, determining whether the integration is in line with enterprise values and brand, and determining the need to transform (e.g., anonymize) integrated data +• Use: includes operations, decision support, and analytics; for example, Business Intelligence (BI) and Machine Learning (ML) + +<Figure 1: Data Integration Context> + +In a complex case – for example, following a merger – there may be many data integrations carried out in parallel, and the integration may not be a “one-off” event, but a continuous process operating on data that is continually changing. This process may be partly or entirely automated. Establishing such processes can be a significant part of a Solution or Enterprise Architecture. +The Technology Architecture phase of a TOGAF architecture development includes the identification of appropriate technical standards. The standards described in this document are candidates for inclusion in the Technology Architecture of an architecture development that covers data integration. + + + How Data Integration Works + A typical data integration scenario is illustrated in Figure 2:. Source data is analyzed and transformed to produce integrated data. The nature of the analysis and transformation is determined by contextual metadata. +Figure 2: Data Integration + + + Data Fabric and Data Mesh + Data Fabric and Data Mesh +A data fabric is an architected system that provides uniform access to data held in multiple, disparate sources. To do this, it uses data integration as the underlying implementation. A data mesh is an architected system which, like a data fabric, uses data integration implicitly, but which need not provide uniform access, and is based on data products. Relatively few enterprises have data fabrics or data meshes today, but their use is growing. + + + Representation Standards + + + Structure Standards + Structure Standards +According to the Encyclopedia of Computer Science (see References), a data structure is a collection of data values, the relationships among them, and the functions or operations that can be applied to the data. A data structure standard defines such a collection in general terms, so that it is possible to determine whether a particular collection of data values is an instance. +(There are differing definitions of structured data, semi-structured data, and unstructured data, and the industry has not yet reached consensus on them. Arguably, any collection of data values has some structure. How non-trivial that structure must be for the collection to qualify as structured or semi-structured is for debate.) +There are generic data structure standards that can apply to any application domain, and domain-specific data structure standards that define data structures appropriate to specific application domains. + + + API Standards + API Standards +Web service APIs are interfaces for data transmission or exchange using the Web’s HyperText Transfer Protocol (HTTP).4 +An API client can obtain data from an API or post data to an API. Analysis and transformation software can obtain source data and contextual metadata from APIs, can post integrated data to APIs, or can serve APIs from which integrated data is obtained. +There were 22,000 APIs registered with the ProgrammableWeb™ API Directory5 in June 2019, with the number growing at 220 APIs per month. Many domain-specific data structure standards (including FHIR, OFX, and the Open Banking Standard) define data structures used in APIs. + + + Wider Considerations for Data Integration Standards + + + Metadata Standards + Metadata Standards +Metadata is data that describes and gives information about other data. It can describe structured data or human-readable content. +The Data Management Body of Knowledge (DMBOK®) (see References), defines metadata as “data used to manage and use data”, and says that it “describes what data an organization has, how it is classified, where it came from, how it moves within the organization, how it evolves through use, who can and cannot use it, and whether it is of high quality”. +Metadata is often used to describe the semantics of data. Semantics can be defined as the meaning or relationship of meanings of a sign or set of signs (Merriam-Webster Dictionary; see References). In the context of data, this is the meaning or relationship of meanings of a data value or collection of data values. Data semantics standards generally assume some kind of data structure. +Metadata can also be used to hold information that supports data management and integration processes, such as data synchronization, governance, quality control, defense, and security. For example, creation/modification time information can support data synchronization. +Metadata may be provided by a data storage system such as those shown in Table 9. +Table 9: Examples of Data Storage Systems + + + Data Analysis and Transformation Standards + Data Analysis and Transformation Standards +Data analysis22 is a process of inspecting, cleansing, transforming, and modeling data with the goal of discovering useful information, informing conclusions, and supporting decision-making. +Data transformation23 is the process of converting data from one format or structure into another format or structure. Generally, it does so while preserving the semantics of the data. +“Datafication” is a technological trend turning many aspects of our life into data (Cukier; see References). This often includes the transformation of unstructured and semi-structured data into structured data. Examples include natural language processing, computer vision, and signal (e.g., satellite imagery) processing. +There are standards that apply to data analysis and transformation professionals and processes, and there are standards for software data analysis and transformation programs. + + + WLM-and-CE Objectives (Grouping) + The business context diagram below represents the project drivers and scope. WLM will focus on the Montréal and Moncton Data Centres, and exclude the applications in scope of BDM and Tech Debt. Canadians and internal ESDC users will benefit from the workload migration. + + + WLM-and-CE Stakeholders (Grouping) + + + WLM-and-CE Required Capabilities (Grouping) + + + WLM-and-CE Preliminary Risk Identification (Grouping) + + + WLM-and-CE Solution Scope (Grouping) + + + Data Storage Systems + + + EA CoP Presentation 2021-09-09 (Grouping) + Content within this Grouping relates to work in preparation to present at the (GC) Enterprise Community of Practice, on 2021-09-09, as requested by the GC Chief Architect. +Includes: + - Guidance from TBS (email). + + + EDC (Grouping) + + + Legacy Data Centres (Grouping) + + + Junction + + + SA Services (Grouping) + + + SharePoint Online (365) SAS Custom Groups (Grouping) + + + HL Solution Requirements (Grouping) + + + HL Business Requirements (Grouping) + + + SharePoint Online (365) Permission Levels (Grouping) + + + Enterprise Architecture Alignment + The IM/IT Alignment category is based on a weighted average score across 7 criteria: +1. Reducing Aging IT +2. Simplifying/Standardizing the Environment +3. Consolidating solutions +4. Standardizing business process(es) +5. Lowering overall IM/IT demand +6. Reusability across the Enterprise, and +7. Alignment to GC IM/IT strategic goals + + + IT Complexity + A preliminary high-medium-low complexity rating based on workshop consultations and a weighted average score across 7 criteria. +http://architecture/ATS-SAT/ARPLite1516/Shared%20Documents/2015-16/Scoring/Alignment%20Scoring%20-%20Business,%20IT,%20Complexity%20SD%20scores.xlsx + + + Security Architecture + + + Mandate + 1. Core – the proposed solution directly supports core departmental business or is otherwise critical to enabling the department (11-BDM) to deliver its mandate. ​ +2. Non-core – the proposed solution is not critical to fulfilling the departmental mandate or is a common, commoditized service not unique to ESDC (11-BDM). + + + Architecture Outcome + 1. Enterprise/Strategic – the target state solution/architecture.​ +2. Tactical – a solution/architecture that is a step towards the target state.​ +3. Interim – a solution/architecture that is for a period of time that may or may not move towards the target state. + + + Deployment Model + This is an indication of the preferred deployment model. The deployment models are defined in the GC Cloud Adoption Strategy.​ +1. Public Cloud – a commercially available offering procured and security-assessed for the use of all Canadian public sector organizations. Under this deployment model, the public sector will securely share tenancy with private companies, non-profits, and individuals.​ +2. Private Cloud – a non-commercially available cloud offering tailored to the GC. Under this deployment model, the GC will be the only tenant residing in the cloud.​ +3. Non-Cloud – a traditional IM/IT environment for hosting legacy applications that cannot be deployed to a cloud environment.​ + + + Data Classification + 1. Unclassified The data managed by the architecture has a data classification of unclassified.​ +2. Protected A The data managed by the architecture has a data classification of Protected A.​ +3. Protected B The data managed by the architecture has a data classification of Protected B.​ +4. Secret The data managed by the architecture has a data classification of Secret.​ + + + Run-Grow-Transform + From the Government of Canada Application Portfolio Management Strategy, “GC will leverage IM/IT Plan Investment categories Run, Grow and Transform to determine the type of discretionary and non-discretionary investments being made to balance mandatory and discretionary investments to both sustain and renew existing applications and improve service delivery.”​ +1. Run – “Non-discretionary investment that is required to sustain regulatory compliance or ongoing operational and maintenance costs to support business outcomes and service delivery.”​ +2. Grow – “Discretionary investment that is required to enhance or change existing business outcomes and service delivery.”​ +3. Transform – “Discretionary investment that is required to transform business outcomes and service delivery through innovation.”​ + + + Capability + Indicates a GC-wide requirement that is not ​unique to ESDC. We should always “act as one” and seek all-of-government solutions wherever possible.​ + + + BDM Alignment + Alignment to BDM Target State Architecture (if applicable): +1. High – high degree of alignment to multiple IM/IT objectives or strong support of a major strategic objective. ​ +2. Medium – a good degree of alignment to multiple objectives.​ +3. Low – lower impact support for 1 or more objectives. ​ +4. Not aligned – vague or ambiguous relationship to objectives. + + + BDM Core + 1. Core – the proposed solution directly supports core departmental business or is otherwise critical to enabling the department (11-BDM) to deliver its mandate. ​ +2. Non-core – the proposed solution is not critical to fulfilling the departmental mandate or is a common, commoditized service not unique to ESDC (11-BDM). + + + APM Assessment + This area contains Application Portfolio Management (APM) information related to affected applications (if applicable). It is used to highlight the current status of applications plus the short term and long term disposition as follows: ​ + +​1. Sustain​ - To leave as is and maintain.​ +2. Decommission ​- To retire (sunset) application.​ +3. Remediate ​- To improve code quality, developer productivity and overall reliability of application.​ +4. Re-Platform ​- To port an application from one technical platform to another by reusing (partially or fully) the code asset in the target platform.​ +5. Replace ​- Removing the existing application by decommissioning it and replacing it with another solution​ +6. Consolidate ​- Replace an application with another existing application capable of scaling.​ +7. Enhance/Expand ​- Reuse and extend functionality via development or additional software components/modules.​ + + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +In the APM context, an application is designated as Strategic, Core Delivery, or Supporting based on the top level capability within the Departmental Business Capability Model (DBCM) that it supports. It is deemed mission critical through the Business Impact Analysis (BIA) process according to TBS criteria. ​ + + + ESDC Chief Data Officer (CDO) Directives + + + BDM Capabilities and Enablers + + + Data Foundations Drivers For Change + 1.2.7. Drivers for Change +In the first year after its creation, the CDO consulted broadly within ESDC and examined industry trends and challenges faced across Government of Canada (GC). Numerous challenges were identified by multiple stakeholders, and the following themes emerged: +• The collection, storage and analysis of data is widely dispersed across multiple branches, program areas and regions within the department. This has many consequences: +o Employees face barriers to accessing information they need to perform analysis that will benefit Canadians and the department +o Privacy controls and transparency of use of data for citizens is inconsistent across data holding and business lines +o Data from different program areas cannot be linked to accurately and efficiently support necessary, authorized policy insights requested by government +o Performance reporting, forecasting and workload management are limited and inconsistent across programs. There are inadequate performance measures that focus on outcomes. +• Program and project authorities take a tactical “program/project first, enterprise second” view toward data priorities resulting in little or no advancement toward strategic enterprise outcomes. +• Enterprise infrastructure to support advanced and emerging data analytics, for example modern data visualization practices, forecasting, machine learning and artificial intelligence does not exist at the enterprise level and cannot be consistently or effectively implemented in small program/project silos. +• ESDC has a very large investment portfolio with Statistics Canada that is scattered among many divisions and branches. Data collected from surveys, research and partners is difficult to integrate with program data to derive insights into how the program is responding to intended outcomes, or unintended consequences. +• In some areas where data is accessible and usable, low data literacy is limiting data value. +• Executives, accustomed to managing human and financial resources, lack the understanding, tools and skills needed to manage data as a resource with comparable skill. +• To get work done, employees often extract data from secure systems into network assets such as Excel work sheets to manipulate data. Executives often do not have clear line of sight into who has access to what data, and for what purpose. + +As a result of these and other challenges, ESDC is facing missed opportunities to generate strategic insights, to pursue opportunities, to reduce risks and to realize greater efficiencies. The department is also challenged to advance its commitment to open up more of its data holdings to the public and Canada’s research community. +Resources are limited and must be invested with probity and efficiency. ESDC must maximize opportunities and investments in data while reducing the burden on its own resources and on Canadian taxpayers. + + + Research, Vision and Strategy Activities + 1.4.1. Research, Vision & Strategy +The first step in any business is “know thy customer”. For ESDC, this entails collecting information through partners, research and surveys to understand our clients: people and businesses. This information, describing client needs and the operating environment of the business, needs to be integrated with departmental data holdings. This will enable us to serve our clients, but also to meet the needs of our own executive and our partners. This critical first step, understanding both business challenges and challenges in domains such as data, policy, technology, etc., forms the first part of foundations: Research, Vision and Strategy comprising five activities: +• Demographic Data Intake Partnerships Establish the capability to obtain on a continuous basis partner available data that describes the ever-changing operational environment of the business, particularly the client base and their needs. +• Surveys and Research Identify gaps in available data that describes the operational environment of the business, and act proactively to fill those gaps. +• Data Strategy Define the path and provisions needed to progress the business management of data as an asset. +• Data Policy Support the strategy with overarching policy that provides guidance to ensure that organization acts in a manner that is consistent with successful implementation of the strategy. +• Data Governance Define the roles and procedures that assure the effective management of data, i.e. to ensure that as a critical resource, data is available as needed to support the business and safeguarded to ensure its availability, confidentiality and integrity. + + + Appendix E: Definitions + + + Guiding Principles + Guiding principles (GC Strategic Plan For IM&IT 2017-21) + +Principle 1: client and service-centred design +GC solutions and services are designed from a client-centred and end-to-end digital service delivery perspective to increase the value they bring to clients through: +early user engagement +convenient access and availability through multiple channels +pre-population of information when possible and where appropriate +simplified, streamlined and joined-up workflows +reuse of information where appropriate +rigorous user testing + +Principle 2: open +GC information and data is open by default, ensuring that: +information and data are made open to the public to the greatest extent possible +new processes are designed to enable and facilitate proactive release of government data and information by default +the public actively participates in policy, program and service design +citizens are consulted and engaged in government decisions and operations +GC employees work “in the open” + +Principle 3: enterprise first +Departments will follow common standards, approaches and direction, and use existing enterprise assets, such as processes, data, contracts and solutions, as accelerators where: +information is created once, reused numerous times, and managed GC-wide as a single-aligned asset that is consistent, standardized and interoperable +solutions support the use of open standards, are scalable and can be rapidly deployed +cost-effective and efficient business solutions facilitate information and data integration, reuse, management, sharing and analytics +common business needs are addressed through enterprise or shared solutions, and departments stop investing in departmental legacy systems and refocus efforts, resources and funds on becoming ready to adopt an enterprise or shared solution and on accelerating its implementation +efforts across the GC are more coherent, integrated, secure and effective + +Principle 4: secure +GC information is safeguarded for security, privacy and confidentiality, is monitored to prevent leaks, and is protected for future generations. + +Principle 5: cloud first approach +Departments will explore “… as a service” (XaaS) cloud services before developing solutions in-house. This includes private and public cloud offerings. + +Principle 6: enable a modern workplace: anywhere, anytime with anyone +The GC strives to be an innovative organization that: +provides its employees with modern technology that supports information retrieval, use, sharing and collaboration by making information and data accessible when and where needed +provides customizable tools and resources with minimized learning requirements for users +provides automated, digital processes in support of better services +attracts, retains and encourages public servants to work smarter and be innovative, greener and healthier so that they better serve Canadians + +Early thinking on new digital principles is in progress in support of the shift to digital (see Appendix F). + + + Strategic Actions: Information and Data Sharing + Information and data sharing +Interoperable platforms are the backbone of data and information sharing, big data analytics and collaboration. By seizing on these opportunities, government can create a modern workplace in which employees have the enabling tools needed to keep pace with the expectations of the Canadians and businesses they serve. + +Determine the feasibility of developing a “tell us once” approach for government (planned actions) +TBS will investigate the “tell us once” approach for the GC from various perspectives to understand possible risks and challenges including: security, privacy, IM and IT. + +Build a platform for enterprise interoperability (actions underway) +TBS will continue to work with stakeholders to develop a unified service approach and to create a set of modern integration tools called the GC Interoperability Platform (GCIP). This platform acts as an information broker, enabling the exchange of data and information between enterprise systems, departments and governments. + +The GCIP project will implement a central data exchange where information can be shared securely and reliably between government applications. Three core solutions for financial management, human resource management and information management will be connected to seamlessly exchange information, regardless of the technologies underpinning them. These systems operate on a “tell us once” principle, where data is entered in one system and then reused by multiple other systems, as legislation and policy permit, thus reducing the need for duplicate data entry while improving data integrity and accuracy. + +This work will lay the foundation to link internal departmental information with solutions for delivering programs and services and enable greater GC-wide collaboration when designing digital services. + +TBS will continue to lead the adoption of a common GCIP to support information sharing inside and outside the GC domain. This approach will enable business process improvement within the government and across jurisdictions, leading to improved program and service delivery for citizens and businesses. + +Through the creation and use of a governance framework (policies, directives, guidelines and open standards) for the GCIP, TBS will: + +foster openness and collaboration +promote digital services +advance enterprise interoperability and information sharing across the government +Introduce a strategy for use of open source software and open standards (planned actions) +The use of open source software supports interoperability and information sharing and should be considered in the assessment of IM-IT solutions. Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications, making them more robust and interoperable. The use of open standards ensures interoperability between products and systems, and maintains flexibility within the IM-IT environment. TBS will lead the development of a strategy to set direction for the government on the use and release of open source software and open standards that will be ratified by GC EARB. + +Introduce a mobile application strategy and framework (planned actions) +Canadians and business want to use mobile applications to interact with government data and obtain government services. As part of the overall web strategy, TBS will lead the development of a strategy and framework for the development and management of mobile applications that are easy to use and trusted that will be validated through GC EARB. GC mobile applications will be identified on Canada.ca and available through application stores. + +Develop an application programming interface strategy (actions underway) +APIs are used to reveal GC digital capabilities and can be combined and reused to create digital services. APIs are increasingly becoming the way to facilitate sharing of government data and information and, as such, are foundational building blocks that support the GC’s commitment to digital services. TBS will develop an API strategy for the GC. + +Introduce a government API store (actions underway) +TBS will lead the creation of an API store to support information sharing with Canadians, business and other entities external to government. Departments have already made available a number of APIs. The GC API store will offer a consistent means to discovering APIs and subscribing to them. The store will provide API publishers and users with a central, multi-tenant API management platform that includes: + +a searchable catalogue +version control +automated access provisioning workflows +Operating under a self-service model, API publishers will be allowed to sign up and benefit from “active documentation” that allows them to drill into API definitions, try APIs and share their feedback in the store’s forum. + +Interoperability, mobile applications and APIs are key elements to supporting digital services for the GC. + +Enhance online infrastructure to enable departments to release their data and information (actions underway) +Having reliable infrastructure in place to ensure the maximum release of government data and information ultimately results in: + +a platform for Canadians that enables access to open government data and information +the opportunity to meaningfully engage on related issues +The long-term goals of these activities are to deliver value to Canadians through open information and data that: + +fosters greater citizen participation in government +promotes innovation +creates economic opportunities +Canada’s Open Data Exchange (ODX) is an organization that helps Canadian companies make use of open data. TBS will work with the ODX to deepen insight into the commercial open data landscape and to understand what challenges need to be overcome in order to make Canadian open data companies more competitive. + +Develop a master data management program (planned actions) +In an open and distributed operational environment such as the GC, there is a risk that business-critical data becomes redundant, inconsistent and scattered throughout the enterprise. + +Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability. + +TBS will work with key business owners (for example, the Office of the Comptroller General and the Office of the Chief Human Resources Officer) to establish a government-wide MDM program to formally identify standard data elements and single authoritative sources for key information domains, where appropriate. + +Advance analytics (planned actions) +Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy. Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends. Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives. + +TBS, working with departments, will lead the development of requirements for an enterprise analytics platform. + +TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing. + +Implement a platform for external collaboration (actions underway) +Technology makes it easier for citizens, academia, scientists, businesses and government to share ideas and information and to collaborate with one another. TBS will lead the establishment of an external collaboration service provider to host departments and provide them with a dedicated workspace and computing storage for unclassified and transitory data. Cloud pilot projects will test-drive requirements and determine the most suitable platform to meet government business, information and security needs. + +TBS, in collaboration with departments, including PSPC and SSC, provides departments with a secure platform called GCCollab to: + +share opinions, information and analyses +collaborate with external partners, academia, businesses, other governments and citizens +While meeting the government’s requirements for security classification, disposition and recordkeeping, the platform will support an array of functions such as document sharing, co-authoring, assigning tasks, organizing meetings and holding discussions. + +Implement GCDOCS (actions underway) +Time and productivity are frequently lost due to the lack of consistent tools and systems to help employees store, search and find the information and data they need to do their jobs. Enterprise IM solutions such as GCDOCS streamline and simplify these processes, but they need to be configured properly to make back-end IM processes as invisible as possible to users. + +Automation can provide opportunities to: + +simplify and streamline key IM processes and practices +deliver a seamless user experience that relieves burden on individual GC workers +Furthermore, implementing integrated and standardized solutions across departments can help make it easier for GC employees to find, use and share the information and data they need to do their job, while ensuring consistent, foundational management of GC information assets. Information and data can be leveraged to help departments achieve their business objectives and meet their mandated requirements. + +TBS and PSPC will enhance the government-wide GCDOCS service for departments, including: + +full deployment by 2022 +broadening its integration with back office systems +piloting its use as a tool for increasing the openness of government information +Migrate websites to Canada.ca and assess options for a single GC digital service platform (actions underway) +The GC’s Web Renewal Initiative will improve Canadians’ access to GC online services through a single online window (Canada.ca). This initiative will bring hundreds of existing sites into one, designed to better meet the needs of Canadians. TBS will develop a new strategy to set further direction on providing a single window to Canadians for all GC information and services and create the conditions required to transition to a single GC service platform. + + + GC Strategic Plan for IM/IT: Strategic Coals + Strategic goals +The overarching strategic goals of service, value, security and agility, along with the IM-IT mission statement, set the direction for the GC Strategic Plan for IM-IT. The GC is committed to: +• offering responsive and innovative IM-IT services that meet business needs, enhance the end-user experience and enable digital service delivery +• making smart investments that ensure high-value and cost-effectiveness +• ensuring a secure, accessible and resilient enterprise infrastructure that enables the trusted delivery of programs and services +• providing a connected and high-performing workforce that uses modern tools + +Strategic goal 1: service +A responsive, open and innovative IM-IT environment supports the delivery of integrated, accessible, client-centred programs and services to Canadians and: +• aligns architecture and plans to a “whole of government as one enterprise” vision +• simplifies IM processes and systems to ensure that they are effective, support objectives for openness and relieve burden on GC workers +• continues the enterprise-wide approach to delivering IM-IT services +• adopts emerging technology to improve program and service delivery such as artificial intelligence and blockchain + +Strategic goal 2: value +Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and: +• encourage collective use of resources, tools, processes and systems +• develop enterprise-wide solutions to address common business needs +• ensure sustainability of IM-IT systems and infrastructure +• strengthen data governance and accountabilities +• adopt more agile procurement approaches, where possible + +Strategic goal 3: security +A secure and resilient enterprise infrastructure protects information and data, enables the trusted delivery of programs and services, and: +• enhances security measures to minimize risk +• provides more consistent management of government networks +• protects personal and sensitive information +• broadens awareness of cybersecurity risks + +Strategic goal 4: agility +An agile, connected and high-performing workforce with modern tools: +• attracts and retains highly skilled and diverse IM-IT talent +• provides a technologically advanced workplace that supports mobility +• promotes digital literacy and collaboration +• pilots new practices, processes and solutions that exploit information as a strategic asset +• rethinks how data and information professionals can help meet current and future business needs + + + ESDC's Mandate and Role + + + LMS-R Expected Compulsory Requirements + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + LMS-R Business Requirements + Business Requirements +a) Flexibility across access points for learning, whether in formally structured face-to-face, hybrid and flipped, or fully online learning, and whether for certification-seeking learners, self-directed learners, community-based social learning, or open educational resources +b) A cloud-based SaaS that is platform and device-agnostic, accessible by all users, including system administrators, without the need for any additional software installation. +c) Cloud-based Solution that is certified in accordance with IT security requirements for the Government of Canada Security Control profile PBMM. +d) The LMS complies with GoC Accessibility requirements, including full accessibility in agreement with the Accessible Canada Act and industry standards WCAG 2.1 on all technology platforms used by the solution. +e) All upgrades, including regulatory updates, are provided at no additional cost. +f) Create and select for use course material in both official languages, all users need to be able to toggle/switch between both official languages (English / French). +g) The Solution must scale to at least 40,000 Authorized Users and allow for scalability over the lifespan of the Contract. +h) Allow all users (both learners and those with special access rights) to login and use the LMS solution via web browsers on laptops/tablets/computers as well as either web browser or app on a variety of mobile devices (including Android and Apple). +i) Compatibility with external 3rd party e-learning content suppliers via single sign-on. +j) Multiple SaaS environments (Development, Testing and Production) hosted in a secure data center environment located in Canada +k) Multi-tenancy configurations with granular access, individual branding and roles (reflecting a departmental structure of approximately 11 organizations, each with approximately 1 to 2 sub-organizations) to distinguish between functional areas, learning activities, content, and other differences identified by the Project Authority in Phase 1. +l) Must allow ESDC to configure and maintain the solution as required +m) Have the capacity to host over 200 different courses??, host XXXX number of Learning objects (SCORM, MP4, MP3 etc.) provide at least 1 TB of storage. +n) Support a wide variety of delivery methods (e.g., classroom, virtual/online classroom, blended learning, self-paced, asynchronous online, blog, e-reference, forums, webinars, micro-learning, etc.). +o) Support social learning through blogs, forums, groups sites, Communities of Practice, file sharing, etc. +p) Ability to publish content from the integrated authoring tool directly to the LMS for testing and use in course. +q) Product Roadmap and Releases - Based on previous product releases, the Contractor must demonstrate continuing product investment by having a minimum of two substantive product releases per year based on previous product releases. +r) The Contractor must demonstrate the availability of a product roadmap. +s) The Contractor must demonstrate a process that defines how the user community can propose enhancements and new features and how and when product features are decided, prioritized, developed and released. + + + LMS-R Non-Functional Requirements + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + LMS-R Key Drivers + + + LMS-R Question Sections + + + IN SCOPE + + + OUT OF SCOPE + + + + + Peer Review + + + + + + + + + Yes + + + + + + + Fail + + + No + + + + Pass + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + SAFe + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Guardrails + + + + + + + + + Peer Review + + + SAFe + + + + Guardrails + + + No + + + + + + Yes + + + Fail + + + Pass + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Peer Review + + + Fail + + + Pass + + + No + + + + SAFe + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + has + + + pose + + + mitigate + + + exploit + + + realize + + + + has + + + has + + + has + + + + + + + has + + + + pose + + + + + + + + + realize + + + + + exploit + + + has + + + + + + + + + mitigate + + + + Implement and test + Implement the recommended security controls and test the security capabilities + + + + + + has + + + + + + pose + + + exploit + + + + has + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Bi-Directional QualiWare Cloud-and-On Prem Synchronization + + + + + + + + + + + + + + + + + + + + + + + Governance & Oversight + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Realization + + + + + + Data Feed + + + + + + + Data feed + + + + + + + + + + + + + + + + + Realization + + + Realization + + + + + + + + + + + + Realization + + + + + + + + + + + Realization + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Go Live + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Basic Permission + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Some EA's + Key individuals: + - 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An entity can perform one or more roles in the digital ecosystem. There are two types of entities: atomic entities and compound entities. An atomic entity is an entity that cannot be decomposed into smaller units. Persons are atomic entities. A compound entity is an entity that is comprised of one or more atomic entities. Organizations are compound entities. + + + + + + + + + + + + + + + + + + + + + PCTF 1.2 Credential + + + + + + + + + + + + + + + PCTF 1.3 Atomic Processes + Reference: https://canada-ca.github.io/PCTF-CCP/ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC EARB EA Assessment (CURRENT) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC EARB EA Assessment (TARGET) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Lite Project EA Assessment (CURRENT) + Solution Architects playing role of all EA Domains. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC EARB EA Scoring (All Domains) + This work is tied to the new EA Assessment slide for EARB, modeled off the one for GC EARB, with ESDC-specific icons and assessment methodologies / criteria. +Azure DevOps Links: +1. Feature 2079: EA Alignment Scoring Discussion and Working Group + https://dev.azure.com/ESDC-IITB-SA/DASHBOARDS/_workitems/edit/2079 + +TO DO: Produce a Glossary for this artifact (e.g. what is meant by "Technical Debt"?) +CONSIDER: List, and drill down. + +OVERALL RECOMMENDATION: +This is the overall architecture recommendation:​ +1. Proceed – proposal should proceed as proposed.​ +2. Significant Changes – proposal may proceed subject to recommendations / constraints.​ +3. Change Direction – proposal should be deferred, cancelled, or an alternative solution should be proposed.​ +4. Decision Required​ +The specific recommendations provide details.​ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC EARB EA Scoring (Mapped To Principles) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + BDM Architecture Principles + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GC EA Framework + GC Enterprise Architecture/Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Version: 1.34 +February 24, 2021 +Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Principles Catalog + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC EA Principles + ESDC EA Principles V0.18.1- Final.docx +https://dialogue/grp/BU5946064/EA%20Reference%20Material/02%20-%20ESDC%20EA%20Principles/ESDC%20EA%20Principles%20V0.18.1-%20Final.docx +2019-12-12 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Principles Catalog HL + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GC Digital Standards + https://www.canada.ca/en/government/system/digital-government/government-canada-digital-standards.html +Date modified: 2021-05-12 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Authoring Tool Accessibility Guidelines (ATAG) + https://www.canada.ca/en/treasury-board-secretariat/services/government-communications/guidance-implementing-standard-web-accessibility.html + +Checklist for Chief Information Officers (CIOs) +In implementing the Standard on Web Accessibility, have you: +- Integrated Web accessibility considerations into the development of IM/IT plans? +- Ensured that the department's software and systems provide the functionality necessary to meet the requirements of the Standard on Web Accessibility? +- Incorporated Web accessibility into the business requirements when developing new or updating existing websites and Web applications? +- Incorporated the use of Web metrics and identified how they will be used during the implementation of the Standard on Web Accessibility? +- Ensured ongoing content review and management of redundant, outdated and trivial (ROT) content? +- Ensured that Web pages are archived, where possible, online or offline in accordance with the definition of "archived" in this document and with the Secretariat's policies on information management? +- Ensured that websites and Web applications under the responsibility of the CIO conform to the Standard on Web Accessibility? +- ***** Added the World Wide Web Consortium's draft Authoring Tool Accessibility Guidelines (ATAG) 2.0 into selection criteria when purchasing new Web authoring tools? +- Supported the SDO by ensuring that your staff have the knowledge and expertise necessary to comply with the Standard on Web Accessibility? + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + QualiWare Topology + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC EA Strategy and Roadmap + Introduction: Where We Stand + +The Enterprise Architecture (EA) Strategy and accompanying Roadmap detail the multi-year plan to evolve EA within Employment and Social Development Canada (ESDC). This evolution will ensure that the EA program has the capabilities, capacities, and competencies needed to help ESDC towards its goal of becoming an integral part of a digital government. + +"We need to be cautious about our tactical approach: Success can kill innovation. We need to re-assess our level of maturity, and try to fill in any gaps that we might have forgotten about.” - Jean B. Lapierre (Enterprise Architect, Solution Architecture Services) + +The EA Strategy and Roadmap represent a collaborative effort among all the architecture domains, and consultation with key stakeholders, to mature, given the Government of Canada’s Directive on Service and Digital and ESDC’s Transformation Agenda. The evolution of EA and corresponding paradigm shift to Lean and Agile methodologies will happen across three horizons over the next seven years. + +The development and execution of the EA Strategy and Roadmap began at the end of the 2019-2020 fiscal year and continues to date, not withstanding the challenges of COVID-19. In fact, in the spring of 2020, coordinators of the Strategy and Roadmap adjusted them in response to the pandemic. This resulted in a new focus of the first phase of the Roadmap, being those activities central to either enhancing and expanding EA capacities, or innovating and driving EA’s Lean and Agile paradigm shift. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC EA Strategy and Roadmap - SAS + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ITST - Working in the Open - Part 2 + https://sara-sabr.github.io/ITStrategy/2021/07/09/working-in-the-open-part-2.html + +Information Technology Strategy Team +Working in the Open: Part 2 +2021-07-09 - Written by Guillaume Charest, in collaboration with the IT Strategy team + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + SharePoint Role Based Access (Main-Ongoing) + SharePoint Permission Levels +The first step to managing permissions in SharePoint is to understand what actions the various permission levels authorize a person to perform. As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. + +SharePoint Permission Level - Description + - Read - Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. + - Contribute - Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents. + - Design - Designers can do everything that Contributors can do, plus they have the ability to create lists, libraries, views and metadata columns. + - DesignerPlus - A DesignerPlus can do everything a Designer can do, plus they have the ability to manage and customize permissions to control content access. + - Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. + - Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4). + - View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents. + +SHAREPOINT MIGRATION RESOURCE CENTRE +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/Your-Role.aspx + +Your Role +​​​​​​​Each of us has a role to play in ensuring your site's successful migration! + + + +With Microsoft ending support to SharePoint 2010, ESDC will manage and protect the content (including metadata) in our existing sites through their transition to the stable and supported environment offered in SharePoint Online. +Here's how we'll work together to make that happen.​​​​​​​​​​​​​​ +​​​​​​​SharePoint Migration Project Team +IM Lead +Site Owner +Site Designer +Business Analyst +Technical Consultant + +Are you ready to work in SharePoint Online? + +Visit the Learning Essentials page on iService, to learn the basics in managing your lists, libraries and permissions in SharePoint Online. +SharePoint Migration Project Team +Creates new URL for site in SharePoint Online +Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation +Consults with Branch/Regional IM Leads to schedule sites in migration waves +Migrates site to new SharePoint Online environment +Point of contact to Site Owners/Designers through the migration process +May assign additional resources to support Site Owners/Designers of more complex sites +IM Lead +Reviews sites and proposed migration dates with the Project Team +May update name(s) “Site Owner” role for migration, in the site metadata +Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) +Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers +Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +Point of contact to Site Owners/Designers through the migration process +Site Owner +Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities +Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed +Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +Confirms completion of final steps in SharePoint Online, with the Project Team +Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online​​​​​​​​​​​​​​ +The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC SAS - Azure DevOps Boards + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC SAS - IM (SharePoint) Migration + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-the-Migration-Process.aspx + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + SharePoint Role Based Access (Migration) + SharePoint Permission Levels +The first step to managing permissions in SharePoint is to understand what actions the various permission levels authorize a person to perform. As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. + +SharePoint Permission Level - Description + - Read - Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. + - Contribute - Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents. + - Design - Designers can do everything that Contributors can do, plus they have the ability to create lists, libraries, views and metadata columns. + - DesignerPlus - A DesignerPlus can do everything a Designer can do, plus they have the ability to manage and customize permissions to control content access. + - Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. + - Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4). + - View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents. + +SHAREPOINT MIGRATION RESOURCE CENTRE +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/Your-Role.aspx + +Your Role +​​​​​​​Each of us has a role to play in ensuring your site's successful migration! + + + +With Microsoft ending support to SharePoint 2010, ESDC will manage and protect the content (including metadata) in our existing sites through their transition to the stable and supported environment offered in SharePoint Online. +Here's how we'll work together to make that happen.​​​​​​​​​​​​​​ +​​​​​​​SharePoint Migration Project Team +IM Lead +Site Owner +Site Designer +Business Analyst +Technical Consultant + +Are you ready to work in SharePoint Online? + +Visit the Learning Essentials page on iService, to learn the basics in managing your lists, libraries and permissions in SharePoint Online. +SharePoint Migration Project Team +Creates new URL for site in SharePoint Online +Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation +Consults with Branch/Regional IM Leads to schedule sites in migration waves +Migrates site to new SharePoint Online environment +Point of contact to Site Owners/Designers through the migration process +May assign additional resources to support Site Owners/Designers of more complex sites +IM Lead +Reviews sites and proposed migration dates with the Project Team +May update name(s) “Site Owner” role for migration, in the site metadata +Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) +Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers +Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +Point of contact to Site Owners/Designers through the migration process +Site Owner +Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities +Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed +Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +Confirms completion of final steps in SharePoint Online, with the Project Team +Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online​​​​​​​​​​​​​​ +The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC SAS - IM (M365) Ongoing + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-the-Migration-Process.aspx + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Archi-to-QualiWare Export-Import Process + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + BI/A Layered + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Data Integration - Technical Standards + Technical Standards for Data Integration (opengroup.org): https://publications.opengroup.org/white-papers/architecture/w211 +Copy available in SP2010: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Governance/Training/TOGAF%209.2/The%20Open%20Group%20Documents + +DETAILS +This document identifies and briefly describes the technical standards relevant to structured data integration, and discusses some wider non-technical considerations. It covers de facto best practice standards, standards from industry consortia, and standards from formal standards bodies. It is intended for Technical Architects and Data Architects. + +By listing relevant standards, this document provides a useful body of reference. It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. It also provides a basis for future work from The Open Group to identify and describe data integration best practices. + +Author(s) Chris Harding, Principal, Lacibus Ltd. and The Data Integration Work Group of the Architecture Forum +Published 24 Jun 2021 +Pages 45 +Type White Papers +Subject Enterprise Architecture + +Document No.: W211 +Published by The Open Group, June 2021. +Any comments relating to the material contained in this document may be submitted to: +The Open Group, Apex Plaza, Forbury Road, Reading, Berkshire, RG1 1AX, United Kingdom +or by email to: ogpubs@opengroup.org + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + WLM and CE - Business Case + The Workload Migration (WLM) and Cloud Enablement project is seeking to address the migration of the majority of ESDCs applications that are currently hosted in legacy Shared Services Canada (SSC) data centres to Enterprise Data Centres or to Cloud, per the Government of Canada’s strategy to consolidate data centres across the Government of Canada (GC). +The existing legacy data centres no longer meet SSC standards that are now in place in Enterprise Data Centres, creating a risk to several aspects of these applications such as their infrastructure, operational risks, IT security, and network related risks. Applications hosted in legacy data centres may also be limited in implementing future business needs. +The applications currently hosted in legacy data centres will undergo thorough assessment while following the GC guidelines of Cloud First and TIME (tolerate, invest, move, eliminate) to determine their end-state hosting environments (Enterprise Data Centres or Cloud). The WLM project has several goals, the first of which is to serve as a risk response to the risks that have been identified should the movement of these applications not occur. Another goal of the WLM project is to improve the ESDC Security Posture and IT Service Delivery by moving applications to hosting environments that maintain a higher standard of security and compliance than in existing legacy data centres. +Lastly, the WLM project seeks to help in the reduction of technical debt and in the modernization of applications, consistent with the departmental transformation agenda. +This document seeks to recommend the adoption of the implementation of TIME assessment recommendations, at an approximate cost of $M over XX years. The realization of benefits that will occur as a result of this option include the improvement of IT security posture and compliance, the improvement of productivity, the reduction of risk exposure and versatility in application development. The options analysis described in this document has concluded that remaining with the status quo is not a feasible option, and that the option of a lift and shift will provide only part of the benefits, yet increase the departmental technical debt in coming years. +The WLM Project has many risks listed throughout this business case. The number of applications in scope, their complexity and interdependencies are key considerations. ESDC’s expertise in Cloud technology and the differences between the targeted architectures (Cloud and Enterprise Data Centres) and current legacy data centres, as well as the Network complexity, are other important considerations. +SSC and ESDC have identified mitigation measures that will be implemented. These measures, paired with a strong governance and continuous risk monitoring, will bring the risks described below to an acceptable level. + +2.1 Problem/Opportunity +The majority of ESDC systems are currently hosted in legacy Shared Services Canada (SSC) data centre facilities with aging infrastructure. These centres have not been designated as Enterprise Data Centres (thereby limiting further investment). The data centres are not designed to support 24/7 operations with 99.99% uptime and therefore are subject to outages and rely on older technologies to operate. This introduces infrastructure, operational, IT security, and network risks while greatly limiting the type of solutions that can be housed in these data centres to meet new business requirements. As part of the Government of Canada(GC) strategy to consolidate GC data centres and implement Cloud First, ESDC is initiating an assessment of 385 applications hosted within the Moncton and Montréal legacy data centres. This assessment will identify the appropriate disposition of each application as per the GC guidelines (i.e. Tolerate (maintain), Invest, Move, or Eliminate) and based on ESDC medium and longerterm business requirements. ESDC will develop a roadmap based on this assessment to address risks and known technical debt, in concert with the transformation agenda currently underway at ESDC. This involves migrating departmental applications from existing SSC legacy data centres into new hosting environments. ESDC will work with Treasury Board Secretariat (TBS) and SSC to identify target hosting environments, including Cloud based hosting services operated by the Government of Canada and private industry and at new, state-of-the-art data centres operated by SSC. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + DSMLP Analytics Tools Realization (Layered Viewpoint) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + HRSB - LMS-R + Project Number: 202100024 +Project Name: Learning Management System Renewal + + +Research and Collaboration Opportunities -- Projects and Initiatives with the same Value Stream and Business Capabilities +• HRSB Modernization Programme: Talent Management Project (201700042), Case Management Project (201700028) and Onboarding Project (20170004) +• Learning Content Management System (LCMS) for ESDC (201700023) +• W-T Employee Wellness Passport (202100017) +• Project Management Competency Development (PMCD) Training Tracker (Learning Management System) +• Benefits Delivery Modernization (BDM) Programme + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + HRSB - LMS-R RFI + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + CDO Data Foundations HL + Information sourced from "ESDC Chief Data Office (CDO) Data Foundations Business Case" [v0.4 - DRAFT] + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GC Strategic Plan for IM-and-IT 2017-21 + https://www.canada.ca/en/treasury-board-secretariat/services/information-technology/strategic-plan-2017-2021.htm +ISBN: 978-0-660-24007-7 + +TABLE OF CONTENTS: +About this document / what’s new +Message from the Government of Canada Chief Information Officer +Introduction +Citizens’ expectations +Workplace and workforce evolution +Privacy and security +The enterprise approach +IM-IT sustainability and aging IT +The vision +Digital services +Open and accessible +Security +Enterprise management +Community +Workplace +Mission statement +Guiding principles +Principle 1: client and service-centred design +Principle 2: open +Principle 3: enterprise first +Principle 4: secure +Principle 5: cloud first approach +Principle 6: enable a modern workplace: anywhere, anytime with anyone +Strategic goals +Strategic goal 1: service +Strategic goal 2: value +Strategic goal 3: security +Strategic goal 4: agility +Strategic actions +Service +Service management +Cloud first +Technology modernization +Information and data sharing +Manage +Governance +Enterprise architecture alignment and practices +Agility and innovation +Sustainability +Secure +Defence in depth +Trusted solutions and services +Awareness and understanding +Community +IM-IT workforce +Modern workplace +Digital collaboration +The way forward +Implementing the Strategic Plan +Risks and mitigation strategies +Measuring progress +Staying evergreen +Appendix A: Government of Canada IM/IT modernization priorities +Appendix B: implementation roadmap +Appendix C: key performance indicators +Appendix D: roles and responsibilities +Appendix E: definitions +Appendix F: draft digital principles + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + CDCP - Business Case + Executive Summary +Following the 2023 budget proposal to implement the new Canadian Dental Care Plan (CDCP) to provide dental coverage for uninsured Canadians, the CDCP will: +· provide Canadians the ability to apply and be considered access to the CDCP for their oral heath needs, +· seek help and guidance on eligibility, how to apply and information on the program, and +· maintain or renew their status throughout the year. +This business case details the CDCP business need, business context, background, options analysis, evaluation criteria, and solution scope to deliver the solution project. + +Business Context Diagram Description +Budget 2023 proposes providing $13 billion over five years, starting in 2023-24, and $4.4 billion ongoing, to Health Canada (HC) to implement the new Canadian Dental Care Plan (CDCP). The CDCP will provide dental coverage for uninsured Canadians with an annual family income of less than $90,000, with no co-pays for those with family incomes under $70,000. +It is estimated that approximately 9 million Canadians will be eligible for the CDCP. (Family income <$90k, resident of Canada, no access to a comparable dental insurance plan). The CDCP will be an insurance program delivered via a third-party benefits administrator (TPA). The CDCP will be launched in phases, starting with a targeted eligible population of seniors, people with disabilities, and people under 18 (totaling 4.7M) in 2024. Seniors and persons with disabilities should be prioritized for coverage as of April 1, 2024. In addition, children under 12* must be enrolled and be able to access dental coverage under the Canada Dental Care Plan as of July 1, 2024. (given that the existing interim dental benefit for children under 12 ends July 1, 2024). Full program eligibility for all families within an income less than $90,000 and who do not have access dental care through an employer, pension or private plan will start January 2025. + +ESDC/Service Canada (SC) is entering in a partnership agreement to deliver services on behalf of HC to Canadians as the plan starts up and on an ongoing basis. +HC is the lead for program implementation and works in collaboration with ESDC/Service Canada and partners on this implementation. This business case encompasses the CDCP service delivery implementation project that will deliver the required capabilities to intake CDCP applications, process applications and determine eligibility, communicate the decision to applicants and provide client support in the Service Canada network. The capabilities will support delivery of the following target client experience and flow: <May 4, 2023 Service Delivery Process Flow Diagram (A-to-H)> + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + DevOps Business Functions + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 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+ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Zero Trust UC2 Administrator access through managed devices + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Conceptual Security Model + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Speech From The Throne 2020-EN + HONOURABLE SENATORS, MEMBERS OF THE HOUSE OF COMMONS, LADIES AND GENTLEMEN, +Every day on our shared planet, millions face hardships that test the human spirit. Extreme weather, wildfires, poverty, conflicts, discrimination and inequalities. Rarely though, has all of humanity faced a single common insidious enemy. An invisible enemy that respects no borders, thrives anywhere, hits anyone. +To overcome a pandemic requires the work and resolve of every order of government, every community, and every one of us. +We don’t decide when hardship comes, but here in Canada, we have decided how we wanted to address it. We have adapted in remarkable ways. +We Canadians did our part. We changed our habits, postponed our plans, switched to teleworking or had to completely reinvent our work, all this, while caring for one another. +We owe an immense debt to those who served and still serve on the frontlines, to health care personnel and essential workers, women and men in uniform, volunteers and leaders, everywhere in the country. +There has been a lot of suffering and we all mourn those who have passed. +We trust science to lead the fight until a safe and effective vaccine becomes available. But until then, we must keep our guard up, using the tools that are available to us now – such as testing, treatments and physical distancing measures. +Like a reed in high winds, we might sway but we will not break. Because our roots are firmly in place, our goals clear, and because we have hope – the hope that lifts the soul on dark days and keeps us focused on the future. +Canadians have lived through uncertain times before and have always prevailed because determination, concern for others, courage, and common sense define our nation. +We must bring all those qualities to bear once again and continue to work for the common good, and for a better, safer and more just society. +This is who we are and what will see us through to brighter days. + +OPENING +For over 150 years, Parliamentarians have worked together to chart Canada’s path forward. +Your predecessors met when Confederation was only a few months old, setting the course for a young country. They stood united through Canada’s toughest days, leading the nation through wars and depression. And as they did, each Parliamentarian was called to meet their times. +Today, Canadians expect you to do the same. They expect you to work together on their behalf and meet this crucial moment. +Less than a year ago, we gathered here for a Throne Speech to open the 43rd Parliament. Since then, our realities have changed. And so must our approach. +This pandemic is the most serious public health crisis Canada has ever faced. +Over 9,000 Canadians have died in six months. For our neighbours in the United States, this figure is over 200,000. Globally, it’s nearly a million. +But these aren’t just numbers. These are friends and family. Neighbours and colleagues. +The pandemic is the story of parents who have died alone, without loved ones to hold their hand. +It is the story of kids who have gone months without seeing friends. +Of workers who have lost their jobs. +The last six months have laid bare fundamental gaps in our society, and in societies around the world. This pandemic has been hard for everyone. But for those who were already struggling, the burden has been even heavier. +For parents – and especially moms – who are facing impossible choices between kids and career. +For racialized Canadians and Indigenous Peoples who are confronted by systemic barriers. +For young people who are worried about what their future will hold. +For seniors who are isolated, frightened, and most at risk. +And for workers who, while earning the lowest wages in the most precarious sectors, have been on the frontlines of the pandemic. +We must address these challenges of today. But we also cannot forget about the tests of the future. +The world came into this pandemic facing the risks and consequences of climate change. A lesson that COVID-19 has taught us, is that we need to match challenges with decisiveness and determination. +On all of these fronts – health and the economy, equality and the environment – we must take bold action. +The Government will meet these challenges. +The Government’s approach will have four foundations. +The first foundation of this plan is to fight the pandemic and save lives. +The second foundation of the Government’s plan is supporting people and businesses through this crisis as long as it lasts, whatever it takes. Effectively dealing with the health crisis is the best thing we can do for the economy. Government action has already helped Canadians stay safe, and buffered the worst economic impacts. +The third foundation is to build back better to create a stronger, more resilient Canada. To do this, we must keep strengthening the middle class and helping people working hard to join it, and continue creating jobs and building long-term competitiveness with clean growth. We must also keep building safer communities for everyone. +The fourth and final foundation of this plan is to stand up for who we are as Canadians. We cannot forget what has made us a country that is welcoming. A country that celebrates two official languages. That achieves progress on gender equality, walks the road of reconciliation, and fights discrimination of every kind. +This is our generation’s crossroads. +Do we move Canada forward, or let people be left behind? Do we come out of this stronger, or paper over the cracks that the crisis has exposed? +This is the time to remember who we are as Canadians. +This is the opportunity to contain the global crisis and build back better, together. + +CONCLUSION +Taken together, this is an ambitious plan for an unprecedented reality. +The course of events will determine what needs to be done when. But throughout, protecting and supporting Canadians will stay the top priority. +And the core values that have driven the Government since day one remain the same. +In 2015, Canadians asked their government to deliver real change on everything from middle class jobs to climate change. In 2019, the people chose a Parliament that would keep moving forward on these shared goals. And in 2020, Canadians expect nothing less. +It is no small task to build a stronger, more resilient country. +It will take hard work. It will require a commitment to finding common ground. +Parliamentarians, Canadians have placed a trust in you to guide this country forward. They have placed their faith in you to work together to meet whatever challenges we face. +Remember that we are here today because of the generations of Canadians who came before us. We are here because of the women and men – our parents, grandparents, and great-grandparents – who had the courage to reach for a better future. +Today, it is our turn. Our moment to build a stronger and more resilient Canada for everyone. +Members of the House of Commons, you will be asked to appropriate the funds to carry out the services and expenditures authorized by Parliament. +Members of the Senate and Members of the House of Commons, may you be equal to the profound trust bestowed on you by Canadians, and may Divine Providence guide you in all your duties. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Speech From The Throne 2020-EN (ESDC) + HONOURABLE SENATORS, MEMBERS OF THE HOUSE OF COMMONS, LADIES AND GENTLEMEN, +Every day on our shared planet, millions face hardships that test the human spirit. Extreme weather, wildfires, poverty, conflicts, discrimination and inequalities. Rarely though, has all of humanity faced a single common insidious enemy. An invisible enemy that respects no borders, thrives anywhere, hits anyone. +To overcome a pandemic requires the work and resolve of every order of government, every community, and every one of us. +We don’t decide when hardship comes, but here in Canada, we have decided how we wanted to address it. We have adapted in remarkable ways. +We Canadians did our part. We changed our habits, postponed our plans, switched to teleworking or had to completely reinvent our work, all this, while caring for one another. +We owe an immense debt to those who served and still serve on the frontlines, to health care personnel and essential workers, women and men in uniform, volunteers and leaders, everywhere in the country. +There has been a lot of suffering and we all mourn those who have passed. +We trust science to lead the fight until a safe and effective vaccine becomes available. But until then, we must keep our guard up, using the tools that are available to us now – such as testing, treatments and physical distancing measures. +Like a reed in high winds, we might sway but we will not break. Because our roots are firmly in place, our goals clear, and because we have hope – the hope that lifts the soul on dark days and keeps us focused on the future. +Canadians have lived through uncertain times before and have always prevailed because determination, concern for others, courage, and common sense define our nation. +We must bring all those qualities to bear once again and continue to work for the common good, and for a better, safer and more just society. +This is who we are and what will see us through to brighter days. + +OPENING +For over 150 years, Parliamentarians have worked together to chart Canada’s path forward. +Your predecessors met when Confederation was only a few months old, setting the course for a young country. They stood united through Canada’s toughest days, leading the nation through wars and depression. And as they did, each Parliamentarian was called to meet their times. +Today, Canadians expect you to do the same. They expect you to work together on their behalf and meet this crucial moment. +Less than a year ago, we gathered here for a Throne Speech to open the 43rd Parliament. Since then, our realities have changed. And so must our approach. +This pandemic is the most serious public health crisis Canada has ever faced. +Over 9,000 Canadians have died in six months. For our neighbours in the United States, this figure is over 200,000. Globally, it’s nearly a million. +But these aren’t just numbers. These are friends and family. Neighbours and colleagues. +The pandemic is the story of parents who have died alone, without loved ones to hold their hand. +It is the story of kids who have gone months without seeing friends. +Of workers who have lost their jobs. +The last six months have laid bare fundamental gaps in our society, and in societies around the world. This pandemic has been hard for everyone. But for those who were already struggling, the burden has been even heavier. +For parents – and especially moms – who are facing impossible choices between kids and career. +For racialized Canadians and Indigenous Peoples who are confronted by systemic barriers. +For young people who are worried about what their future will hold. +For seniors who are isolated, frightened, and most at risk. +And for workers who, while earning the lowest wages in the most precarious sectors, have been on the frontlines of the pandemic. +We must address these challenges of today. But we also cannot forget about the tests of the future. +The world came into this pandemic facing the risks and consequences of climate change. A lesson that COVID-19 has taught us, is that we need to match challenges with decisiveness and determination. +On all of these fronts – health and the economy, equality and the environment – we must take bold action. +The Government will meet these challenges. +The Government’s approach will have four foundations. +The first foundation of this plan is to fight the pandemic and save lives. +The second foundation of the Government’s plan is supporting people and businesses through this crisis as long as it lasts, whatever it takes. Effectively dealing with the health crisis is the best thing we can do for the economy. Government action has already helped Canadians stay safe, and buffered the worst economic impacts. +The third foundation is to build back better to create a stronger, more resilient Canada. To do this, we must keep strengthening the middle class and helping people working hard to join it, and continue creating jobs and building long-term competitiveness with clean growth. We must also keep building safer communities for everyone. +The fourth and final foundation of this plan is to stand up for who we are as Canadians. We cannot forget what has made us a country that is welcoming. A country that celebrates two official languages. That achieves progress on gender equality, walks the road of reconciliation, and fights discrimination of every kind. +This is our generation’s crossroads. +Do we move Canada forward, or let people be left behind? Do we come out of this stronger, or paper over the cracks that the crisis has exposed? +This is the time to remember who we are as Canadians. +This is the opportunity to contain the global crisis and build back better, together. + +CONCLUSION +Taken together, this is an ambitious plan for an unprecedented reality. +The course of events will determine what needs to be done when. But throughout, protecting and supporting Canadians will stay the top priority. +And the core values that have driven the Government since day one remain the same. +In 2015, Canadians asked their government to deliver real change on everything from middle class jobs to climate change. In 2019, the people chose a Parliament that would keep moving forward on these shared goals. And in 2020, Canadians expect nothing less. +It is no small task to build a stronger, more resilient country. +It will take hard work. It will require a commitment to finding common ground. +Parliamentarians, Canadians have placed a trust in you to guide this country forward. They have placed their faith in you to work together to meet whatever challenges we face. +Remember that we are here today because of the generations of Canadians who came before us. We are here because of the women and men – our parents, grandparents, and great-grandparents – who had the courage to reach for a better future. +Today, it is our turn. Our moment to build a stronger and more resilient Canada for everyone. +Members of the House of Commons, you will be asked to appropriate the funds to carry out the services and expenditures authorized by Parliament. +Members of the Senate and Members of the House of Commons, may you be equal to the profound trust bestowed on you by Canadians, and may Divine Providence guide you in all your duties. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Modernization of Integrity Case Management - Phase 2 (MICM2) + Proposal Name: Modernization of Integrity Case Management – Phase II +Project Number: 201800049 +Sponsoring Branch: Integrity Services Branch +Executive Sponsor: Elise Boisjoly +Business Owner: Jeremy Sales +Author: Nadia Benoit +Version: 0.12 +Submission Date: 2020-September-26 + + +9.1 Glossary +Term/Acronym Definition +AALC Average Annual Lifecycle Cost +ACFE Association of Certified Fraud Examiners +ADM Assistant Deputy Minister +AOC Annual Operating Cost +BDM Benefit Delivery Modernization +BI Business Intelligence +BISB Benefits and Integrated Services Branch +CER Cost-Effectiveness Ratio +CFO Chief Financial Officer +CMS Case Management System +COTS Commercial of the Shelve +CPP Canada Pension Plan +CRA Canada Revenue Agency +CRM Client Relationship Management +DC Decommissioning Cost +DGPOC Director General Project Oversight Committee +EaaP Enforcement as a Practice +EI Employment Insurance +EMM Enforcement Maturity Model +EPMO Enterprise Project Management Office +ESDC Employment and Social Development Canada +eSIN Electronic Social Insurance Number +FMA Financial Management Advisor +FTE Full-Time Equivalent Enrollment +FY Fiscal Year +GoC Government of Canada +Gs&Cs Grants and Contributions +IBAD Integrity Business Analytics Division +IC Implementation Cost +ICMS Integrity Case Management Solution +ICST Information Collection and Synthesis Team +IITB Innovation, Information and Technology Branch +IMP International Mobility Program (foreign worker program belonging to IRCC) +InSNC Integrity Services National Committee +IO Integrity Operations +ISB Integrity Services Branch +IT Information Technology +ITRDS Information Technology Renewal Delivery System +LE Law Enforcement +MICM Modernization of Integrity Case Management. +MISCIS Major Investigation and Sensitive Case Information System +MS Microsoft +NEID National Enforcement and Intelligence Division +NHQ National Headquarters +NIIS National Integrity Investigation System +OAG Office of the Auditor General +OAS Old Age Security +PAA Program Alignment Architecture +PDO Project Delivery Office +PM Project Management +PMB Project Management Board +PMD Privacy Management Division +PMP Project Management Plan +POB Program Operations Branch +PPSB Processing and Payment Services Branch +PPSC Public Prosecution Services of Canada +PSPC Public Services and Procurement Canada +QC Quality Control +QM Quality Management +RCMP Royal Canadian Mountain Police +RFI Request for Information +RFP Request for Proposal +SaaS Software as a Service +SIN Social Insurance Number +SME Subject Matter Expert +TBS Treasury Board Secretariat +TFWP Temporary Foreign Worker Program +TLC Total Lifecycle Cost +TMB Transformation Management Branch +UAT User Acceptance Testing +UK United Kingdom +US United States + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 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It is not a “standard” as such, but is, instead, a framework that relates and applies existing standards, policies, guidelines, and practices, and where such standards and policies do not exist, specifies additional criteria. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + test + + + + + + + + + API Guardrails + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Architecture Guardrails + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + API Design Principles + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + API Security + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + API Performance Management + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + API Lifecycle Management + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + API Consumption + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + API Encoding and Metadata + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + API Design Pattern + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + API Documentation + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Enterprise Security Model with Architecture & IT Security + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + IT Security Model + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GC Digital Operations Strategic Plan 2021-24 + https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +Date modified: 2021-05-13 + +Table of Contents +• Document purpose and what’s new +• Message from the Chief Information Officer of Canada +• Context: a rapidly changing digital landscape +• Digital government +• Our strategy: transitioning to a more digital government to improve client service +• Our strategy in action: priorities for the next 3 years (2021–2024) + o Strategic pillar 1: modernize legacy IT systems +  Priority 1.1. Strengthen the overall health of the government’s application portfolio +  Priority 1.2. Provide modern, reliable and secure networks and infrastructure + o Strategic pillar 2: improve services +  Priority 2.1. Improve the service experience of all clients +  Priority 2.2. Maximize public value of data and information +  Priority 2.3. Build and use secure common solutions for digital service delivery + o Strategic pillar 3: implement enterprise +  Priority 3.1. Manage and use data and information as strategic assets +  Priority 3.2. Plan and govern for the sustainable and integrated management of service, information, data, IT and cybersecurity +  Priority 3.3. Deploy modern and accessible workplace tools and devices + o Strategic pillar 4: transform the institution +  Priority 4.1. Support fully digital delivery by managing a government-wide culture shift +  Priority 4.2. Build a workforce for digital first delivery +• Appendix A: Related policy instruments, guidance, plans and strategies +• Appendix B: Minister of Digital Government Mandate Letters +• Appendix C: Government of Canada service and digital target state enterprise architecture +• Appendix D: Progress report on 2018–2022 DOSP strategic actions + + +*Document Purpose And What's New* +The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + +Developed by the Treasury Board of Canada Secretariat (TBS), the 2021–2024 DOSP builds on the 2018–2022 one. In line with the GC Digital Standards, TBS designed the plan with users in mind. It incorporates feedback received on previous strategic plans and complements other key policies, guidelines, plans and strategies that set out the requirements for departments’ planning processes (see Appendix A). + +The latest DOSP consolidates the 6 strategic themes of the previous one into 4 strategic pillars that support the government’s digital transformation. + +This DOSP recognizes the progress achieved, sets government‑wide priorities and lists key activities for departments and agencies,Footnote1 including those that serve other government organizations by working to modernize service delivery, improve sustainability and promote digital stewardship. These priorities and activities will help departments move toward digital program and service delivery for Canadians. The updated DOSP was developed by the Digital Government team, with support from Public Services and Procurement Canada and the Canada School of Public Service. + +Departments will develop their own integrated plans that align with the DOSP and that support their departmental mandates and requirements. TBS will update the DOSP annually, to address any emerging priorities and actions, and will prepare an annual progress report. + +The 2021–2024 DOSP supports Canada’s Digital Government Strategy, led by the GC’s first Minister of Digital Government (see Appendix B for the Minister’s mandate letters). The strategy will help improve service delivery by accelerating the GC’s digital transformation and increasing collaboration with all levels of government. To align efforts across the GC and build a consistent digital experience, the Minister leads the Digital Government team, which includes, TBS (specifically, the Office of the Chief Information Officer, Digital Transformation Office and Canadian Digital Service) and Shared Services Canada. + +*Message from the Chief Information Officer of Canada* +I am pleased to release the Digital Operations Strategic Plan (DOSP) for 2021–2024 at this pivotal time for Canada and Canadians. + +The COVID‑19 pandemic significantly accelerated the global shift to online services and the trend toward remote work. From the onset of the pandemic, public servants rose to the occasion, working across traditional divides and innovating to rapidly deliver essential services digitally to millions of Canadians, including emergency benefits and the COVID Alert app. Shared Services Canada worked tirelessly with departments and agencies to maintain quick, efficient and secure delivery of critical front‑line services. + +As Canada’s economy recovers from the pandemic, the need for digital government is more pronounced than ever: a government that is more open and more collaborative and that provides improved digital‑first, user‑centred services and programs. + +To make digital government a reality in an unpredictable environment, we in the Government of Canada (GC) must modernize how we manage technology and technological change to keep government responsive and resilient so that it meets the changing needs and expectations of Canadians and Canadian businesses. + +Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca. + +Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic. + +The 2021–2024 DOSP provides the strategic direction for the GC’s integrated management of service, information, data, IT and cybersecurity. It sets out priorities and actions to accelerate our efforts. Given our shifting operating environment, we will review this document annually. + +Our priorities include: + +making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations +developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language +improving data-driven decision‑making +getting the most value for the public from the data and information the GC holds +modernizing funding and procurement approaches to support more agile execution practices +acting ethically and in environmentally sustainable ways +Our employees remain our most valuable resource. We need to attract and retain top‑notch talent. We will make sure that our multidisciplinary workforce has the right digital skills, that these skills are put to use in the right place, and that employees have modern tools and are supported by enabling leadership. We will also continue to strive to make our workforce inclusive and diverse. + +The journey to fully digital service delivery requires collaboration, experimentation and continual improvement across the GC. I am humbled and proud to be on this journey with you, working together to make digital service delivery better, faster, greener and more reliable. + +Marc Brouillard +Acting Chief Information Officer of Canada + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Cyber Security Operation Centre (CSOC) Log Monitoring + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Zero Trust Core Principles (The Open Group) + Zero Trust Core Principles +Document No.: W210 +Published by The Open Group, April 2021 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/f0f9d7b8/csv/elements.csv b/dataset/processed-models/f0f9d7b8/csv/elements.csv new file mode 100644 index 00000000..f66c8d76 --- /dev/null +++ b/dataset/processed-models/f0f9d7b8/csv/elements.csv @@ -0,0 +1,277 @@ +"ID","Type","Name","Documentation","Specialization" +"f0f9d7b8","ArchimateModel","FullSheduleModel","","" +"c3596d8a","BusinessActor","Бизин Дмитрий","","" +"a408e9bb","BusinessActor","Иванов А.М.","","" +"44778782","BusinessActor","Иванов Иван (факультет ВМК МГУ)","","" +"583254fb","BusinessActor","Кодер","Естественно,менее крутой,чем Алексей Лот.","" +"74d93ad7","BusinessActor","Лот А.С.","","" +"adbe918a","BusinessActor","Марина Леонидовна","","" +"a91b98e9","BusinessActor","Назарова Света","","" +"0735b68c","BusinessActor","Родители","","" +"bb86fa8a","BusinessActor","Рожкова Диана","","" +"5529f700","BusinessActor","Терехова Н. 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Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана.","" +"d413fa35","BusinessRole","Секретариат кафедры ИУ3","Или секретариат любой другой кафедры (так как электронное расписание занятий создается для университета в общем, а не только для нашей кафедры). +Права доступа: просмотр и редактирование. +Может не только просматривать расписание занятий, но и вносить изменения в него. +Непосредственно взаимодействует с диспетчерской (согласование расписания занятий по части распределения аудиторий).","" +"2df0a028","BusinessRole","Сотрудничающее лицо","Студент, аспирант другого ВУЗа, научный сотрудник, представитель какой-либо компании и т.д. +Права доступа: просмотр. +Сотрудничающее лицо может: +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые разрешен вход для лиц, не являющихся студентами, аспирантами или преподавателями МГТУ им. Н.Э.Баумана); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана.","" +"8f4faef2","BusinessRole","Студент группы ИУ3-71","Или любой другой студент, зарегистрированный на сайте электронного расписания занятий. +Студент может: +-просматривать расписание занятий своей группы; +-просматривать расписание занятий интересующего преподавателя; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые вход для студентов МГТУ им. Н.Э.Баумана свободный); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (опять же открытых, на которые вход для студентов свободный либо после предварительной регистрации).","" +"7b0532ca","Product","Расписание занятий","Продукт.","" +"12a37312","ApplicationComponent","Felix","","" +"bcdbb536","ApplicationComponent","JCR","","" +"6ff41738","ApplicationComponent","Sakai OAE","","" +"400906cc","ApplicationComponent","Модуль поиска","","" +"58e34040","ApplicationComponent","Модуль расписания внеучебных занятий","","" +"a76c2fbe","ApplicationComponent","Модуль расписания занятий","","" +"c3f3c0ec","ApplicationComponent","Модуль роли","","" +"368d4ae8","ApplicationComponent","Расписание занятий","","" +"c80afe66","ApplicationService","Работа с ОО данными хранилища","","" +"16e5e341","DataObject","Аспирант","Аспирант МГТУ им. Н. Э. Баумана. +Права доступа: просмотр. +Аспирант может: +-просматривать свое расписание занятий (если он что-то преподает); +-просматривать расписание занятий интересующего преподавателя (научного руководителя); +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний));","" +"4ec8703b","DataObject","Внесение изменения в расписание","","" +"3943def5","DataObject","Гость","Мамы-папы-бабушки-дедушки и т.д., которые могут просматривать расписание занятий своего чада, +чтобы потом ежедневно отдирать бездыханное тело от кровати в пять утра (ибо теперь они знают,что у этого бездельника пары ежедневно начинаются с 8:30, а не с 12).","" +"be20172e","DataObject","Деканат","Права доступа: только просмотр. +Не имеет возможности редактирования расписания занятий (в общем и целом, ему это не нужно).","" +"2b1fb551","DataObject","Идентификаторы","","" +"f3d0743b","DataObject","Пользователь","","" +"c4006964","DataObject","Пользователь системы расписания занятий","","" +"5b3bea3b","DataObject","Преподаватель","Права доступа: просмотр и редактирование (может вносить изменения только в расписание своих занятий, предварительно согласовав изменения с секретариатом своей кафедры). +Преподаватель может: +-просматривать свое расписание и вносить в него изменения; +-просматривать расписание заседаний кафедры; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана.","" +"576074c4","DataObject","Расписание занятий группы ИУ3-71","","" +"431a2ca1","DataObject","Расписание занятий по университету","","" +"7303e193","DataObject","Расписание занятий преподавателя","","" +"19ffe90d","DataObject","Роли","","" +"332173a5","DataObject","Секретариат","Или секретариат любой другой кафедры (так как электронное расписание занятий создается для университета в общем, а не только для нашей кафедры). +Права доступа: просмотр и редактирование. +Может не только просматривать расписание занятий, но и вносить изменения в него. +Непосредственно взаимодействует с диспетчерской (согласование расписания занятий по части распределения аудиторий).","" +"d1f6997d","DataObject","Сотрудничающее лицо","Студент, аспирант другого ВУЗа, научный сотрудник, представитель какой-либо компании и т.д. +Права доступа: просмотр. +Сотрудничающее лицо может: +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые разрешен вход для лиц, не являющихся студентами, аспирантами или преподавателями МГТУ им. Н.Э.Баумана); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана.","" +"12f45452","DataObject","Студент","Или любой другой студент, зарегистрированный на сайте электронного расписания занятий. +Студент может: +-просматривать расписание занятий своей группы; +-просматривать расписание занятий интересующего преподавателя; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые вход для студентов МГТУ им. Н.Э.Баумана свободный); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (опять же открытых, на которые вход для студентов свободный либо после предварительной регистрации).","" +"e07aeb30","Artifact","JAR Sakai","","" +"4aba6c36","Artifact","JAR Расписания занятий","","" +"ee4aed8c","CommunicationNetwork","Сеть","","" +"3aa147e8","Device","Устройство","","" +"24d58017","SystemSoftware","JavaVM","","" +"cdf18a91","SystemSoftware","СУБД ","","" +"5bb56b90","TechnologyService","Загрузка библиотек Jar","","" +"d8517287","TechnologyService","Работа с данными","","" +"f08be85f","Assessment","Команда","Команда обслуживания. +Состав команды изменяется изменяется. +Состав команды составляет 10 человек, из которых хотя бы 1 является экспертом в конкретной области знаний. +Система поддерживает состав команды или увеличивает его. +Состав команды может уменьшаться не более чем на 1 чел в семестр.","" +"aa1ca4e3","Assessment","Целевая аудитория","Целевая аудитория. +Объем целевой аудитории изменяется. +Целевая аудитория составляет 10 тыс человек. +Система поддерживает объем целевой аудитории или увеличивает его. +Объемы целевой аудитории могут уменьшаться не более чем на 100 чел в неделю.","" +"25d26e3f","Constraint","Платформа Felix","","" +"a9cd378d","Constraint","Платформа OSGI","","" +"c4dbec14","Constraint","Платформа Sakai","","" +"6048ddf1","Constraint","Язык Java","","" +"8550d326","Goal","В интерфейсе реализованы все требуемые функции","","" +"52cb961d","Goal","Внешний вид системы привлекателен для пользователя","","" +"bdbaf639","Goal","Необходимые изменения внесены в расписание внеучебных мероприятий и донесены до сведения преподавателей, студентов, аспирантов и сотрудничающих с университетом лиц","","" +"bb9e86ed","Goal","Необходимые изменения внесены в расписание и донесены до студентов","","" +"ae141abe","Goal","Отсутствие накладок в распределении аудиторий","","" +"24c65ed5","Goal","Полномочия строго разграничены","","" +"04a34604","Goal","Получена информация о внеучебных мероприятиях","","" +"3f5493c9","Goal","Получена полная информация о графике работы преподавателя","О расписании занятий и заседаниях кафедры","" +"6d417a28","Goal","Получена полная информация о расписании занятий, включая последние изменения","","" +"6bfc3654","Goal","Получение конечного продукта, соответствующего заданным требованиям","Руководитель доносит до исполнителей высшего уровня (менеджеров проекта) основную концепцию сайта. +","" +"361b92b6","Goal","Правильность работы программы во всем диапазоне исходных данных","","" +"d3d2e466","Goal","Произведена попытка входа в систему","","" +"34f3168f","Goal","Работоспособность всех функций и правильность всех возможных настроек","","" +"18600826","Goal","Расписание занятий составлено в соответствии с временем работы преподавателей","","" +"7eb37467","Goal","Реализованы все требуемые функции","","" +"27b9301e","Goal","Сайт расписания занятий эффективно работает","","" +"229b108b","Goal","Соблюдены все требования по надежности и целостности данных","","" +"7e2e82d6","Goal","Создан дружественный к пользователю интерфейс (интерфейс интуитивен)","","" +"18b316ae","Goal","Сроки выполнения заказа не нарушены"," +","" +"cc18b9ae","Goal","ТЗ составлено","","" +"595cefc6","Goal","Требуемая реакция системы на неверные входные данные","","" +"560f59c4","Requirement","Авторские права соблюдены","","" +"3c9fd8f5","Requirement","Более 70% пользователей довольны дизайном системы","","" +"c00737b3","Requirement","Отображение данных в поиске занимает не более 1 мин","Стимул - загрузка страницы с результатами поиска +Источник стимула - пользователь +Артефакт - модель представления страницы +Реакция - система запрашивает код для страницы +Мера реакции - процесс длится не более 1 мин +Условия работы - средней загруженности +(около 15 тысяч пользователей зарегистрировано в системе; +в среднем ежедневно сайт расписания занятий посещают не более 2 тысяч пользователей, из них не более 700 пользуются функцией поиска. Таким образом, в среднем в день система обрабатывает около 700 поисковых запросов)","" +"4e54c8ed","Requirement","Система оформлена по современным стандартам W3C XHTML, CSS","","" +"82f358ab","Requirement","Система прошла итоговый контроль и тестирование","","" +"6a9ea18f","Requirement","Создание новой роли занимает не более 10 мин","Стимул - добавление роли пользователя +Источник стимула - администратор (секретариат) +Артефакт - роли пользователей +Реакция - система запрашивает права для новой роли +Мера реакции - создание новой роли занимает не более 10 мин +Условия работы - высокой загруженности сразу после установки продукта в университете (регистрация порядка 500-800 пользователей в день) + и малой загруженности спустя 3-6 мес (регистрация не более 50-70 новых пользователей в день)","" +"619c95f7","Requirement","Учтены особенности пользователей по восприятию различных типов графической информации (таблицы, картинки, текст)","","" +"dc62f0f8","Stakeholder","Архитектор сайта с расписанием занятий","Ему рассказали концепцию сайта. +На нем общие требования по дизайну и функциям, которые должна реализовывать разрабатываемая программа (составление ТЗ), разработка архитектуры, разграничение полномочий.","" +"7f3b260d","Stakeholder","Аспирант","Аспирант МГТУ им. Н. Э. Баумана. +Права доступа: просмотр. +Аспирант может: +-просматривать свое расписание занятий (если он что-то преподает); +-просматривать расписание занятий интересующего преподавателя (научного руководителя); +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана.","" +"72e59b25","Stakeholder","Гость","Мамы-папы-бабушки-дедушки и т.д., которые могут просматривать расписание занятий своего чада, +чтобы потом ежедневно отдирать бездыханное тело от кровати в пять утра (ибо теперь они знают,что у этого бездельника пары ежедневно начинаются с 8:30, а не с 12).","" +"7125ba1a","Stakeholder","Деканат","Права доступа: только просмотр. +Не имеет возможности редактирования расписания занятий (в общем и целом, ему это не нужно).","" +"89fc4654","Stakeholder","Дизайнер","Занимается разработкой дизайна сайта, в соответствиии с требованиями, предъявленными архитектором.","" +"899d33fd","Stakeholder","Диспетчерская","Отвечает за распределение аудиторий. +Права доступа: как и у деканата, только просмотр. +Для внесения каких-либо изменений в расписание занятий (конкретно, замена аудитории) диспетчерской необходимо будет взаимодействовать с секретариатом кафедры (другим заинтересованным лицом).","" +"59a0bbd7","Stakeholder","Исполнительные лица","Следят за выполнением проекта в соответствии с указаниями руководителя (прекрасная половина группы ИУ3-71).Помимо, этого, занимаются еще и дизайном сайта.","" +"4e3d50b8","Stakeholder","Кодер","Студент-практик. +Знаток экстремального програмирования. +Особо усидчив. +Смотрит на функции свысока, хочет изменить мир и сайт расписания занятий, чтобы студенты перестали жаловаться на его глюки. ","" +"e08f3fdf","Stakeholder","Посторонний пользователь","Спамер.","" +"5946e490","Stakeholder","Преподаватель","Права доступа: просмотр и редактирование (может вносить изменения только в расписание своих занятий, предварительно согласовав изменения с секретариатом своей кафедры). +Преподаватель может: +-просматривать свое расписание и вносить в него изменения; +-просматривать расписание заседаний кафедры; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана.","" +"dee06141","Stakeholder","Руководитель проекта","Главный идеолог (Алексей Михайлович).","" +"7a64f35c","Stakeholder","Секретариат кафедры ИУ3","Или секретариат любой другой кафедры (так как электронное расписание занятий создается для университета в общем, а не только для нашей кафедры). +Права доступа: просмотр и редактирование. +Может не только просматривать расписание занятий, но и вносить изменения в него. +Непосредственно взаимодействует с диспетчерской (согласование расписания занятий по части распределения аудиторий).","" +"b4e38f09","Stakeholder","Сотрудничающее лицо","Студент, аспирант другого ВУЗа, научный сотрудник, представитель какой-либо компании и т.д. +Права доступа: просмотр. +Сотрудничающее лицо может: +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые разрешен вход для лиц, не являющихся студентами, аспирантами или преподавателями МГТУ им. Н.Э.Баумана); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана.","" +"4d1cf4c9","Stakeholder","Студент группы ИУ3-71","Или любой другой студент, зарегистрированный на сайте электронного расписания занятий. +Студент может: +-просматривать расписание занятий своей группы; +-просматривать расписание занятий интересующего преподавателя; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые вход для студентов МГТУ им. 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расписания занятий по части распределения аудиторий). + + + Аспирант МГТУ им. Н. Э. Баумана. +Права доступа: просмотр. +Аспирант может: +-просматривать свое расписание занятий (если он что-то преподает); +-просматривать расписание занятий интересующего преподавателя (научного руководителя); +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Права доступа: только просмотр. +Не имеет возможности редактирования расписания занятий (в общем и целом, ему это не нужно). + + + Или любой другой студент, зарегистрированный на сайте электронного расписания занятий. +Студент может: +-просматривать расписание занятий своей группы; +-просматривать расписание занятий интересующего преподавателя; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые вход для студентов МГТУ им. Н.Э.Баумана свободный); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (опять же открытых, на которые вход для студентов свободный либо после предварительной регистрации). + + + Пользователь просматривает расписание занятий. +Система: +-поддерживает подключение; +-проверяет возможность просмотра; +-отображает данные. + + + Пользователь просматривает расписание занятий. +Система: +-поддерживает подключение; +-проверяет возможность просмотра; +-отображает данные. + + + Добавление,удаление,редактирование данных. + + + + Мамы-папы-бабушки-дедушки и т.д., которые могут просматривать расписание занятий своего чада, +чтобы потом ежедневно отдирать бездыханное тело от кровати в пять утра (ибо теперь они знают,что у этого бездельника пары ежедневно начинаются с 8:30, а не с 12). + + + + + + + + + Естественно,менее крутой,чем Алексей Лот. + + + Студент, аспирант другого ВУЗа, научный сотрудник, представитель какой-либо компании и т.д. +Права доступа: просмотр. +Сотрудничающее лицо может: +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые разрешен вход для лиц, не являющихся студентами, аспирантами или преподавателями МГТУ им. Н.Э.Баумана); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Права доступа: просмотр и редактирование (может вносить изменения только в расписание своих занятий, предварительно согласовав изменения с секретариатом своей кафедры). +Преподаватель может: +-просматривать свое расписание и вносить в него изменения; +-просматривать расписание заседаний кафедры; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Добавление,удаление,редактирование данных. + + + + Пользователь: выбирает данные для удаления. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + удаляет данные из базы, + отображает обновленную страницу. + + + + + + Пользователь: добавляет новые данные. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + добавляет новые данные в базу, + вычисляет данные, + добавляет новые данные на страницу, + отображает страницу с новыми данными. + + + Пользователь: выбирает данные для удаления. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + удаляет данные из базы, + отображает обновленную страницу. + + + Пользователь: добавляет новые данные. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + добавляет новые данные в базу, + вычисляет данные, + добавляет новые данные на страницу, + отображает страницу с новыми данными. + + + + Пользователь: редактирует данные. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + обновляет данные в базе, + вычисляет данные, + обновяет данные на странице, + отображает страницу с обновленными данными. + + + П - вводит поисковый запрос +С - запускает поиск, + отображает результаты поиска + +П- просматривает результаты поиска +С- хранит результаты поиска + +П- закрывает окно поиска или переходит на другую страницу +С- удаляет результаты поиска + + + + + + + Права доступа: только просмотр. +Не имеет возможности редактирования расписания занятий (в общем и целом, ему это не нужно). + + + + + + + + + Или секретариат любой другой кафедры (так как электронное расписание занятий создается для университета в общем, а не только для нашей кафедры). +Права доступа: просмотр и редактирование. +Может не только просматривать расписание занятий, но и вносить изменения в него. +Непосредственно взаимодействует с диспетчерской (согласование расписания занятий по части распределения аудиторий). + + + + + Права доступа: просмотр и редактирование (может вносить изменения только в расписание своих занятий, предварительно согласовав изменения с секретариатом своей кафедры). +Преподаватель может: +-просматривать свое расписание и вносить в него изменения; +-просматривать расписание заседаний кафедры; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Или любой другой студент, зарегистрированный на сайте электронного расписания занятий. +Студент может: +-просматривать расписание занятий своей группы; +-просматривать расписание занятий интересующего преподавателя; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые вход для студентов МГТУ им. Н.Э.Баумана свободный); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (опять же открытых, на которые вход для студентов свободный либо после предварительной регистрации). + + + Аспирант МГТУ им. Н. Э. Баумана. +Права доступа: просмотр. +Аспирант может: +-просматривать свое расписание занятий (если он что-то преподает); +-просматривать расписание занятий интересующего преподавателя (научного руководителя); +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); + + + Студент, аспирант другого ВУЗа, научный сотрудник, представитель какой-либо компании и т.д. +Права доступа: просмотр. +Сотрудничающее лицо может: +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые разрешен вход для лиц, не являющихся студентами, аспирантами или преподавателями МГТУ им. Н.Э.Баумана); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Мамы-папы-бабушки-дедушки и т.д., которые могут просматривать расписание занятий своего чада, +чтобы потом ежедневно отдирать бездыханное тело от кровати в пять утра (ибо теперь они знают,что у этого бездельника пары ежедневно начинаются с 8:30, а не с 12). + + + + + + + + + + + + + + + + + + + + + + + + + + Тестирует то, что наваяли совместными усилиями дизайнер и кодер, проверяет работоспособность системы и ее пригодность, +оценивает интерфейс с позиций удобства его использования и реализации всех требуемых по тз функций. + + + + + + + О расписании занятий и заседаниях кафедры + + + + Права доступа: только просмотр. +Не имеет возможности редактирования расписания занятий (в общем и целом, ему это не нужно). + + + Мамы-папы-бабушки-дедушки и т.д., которые могут просматривать расписание занятий своего чада, +чтобы потом ежедневно отдирать бездыханное тело от кровати в пять утра (ибо теперь они знают,что у этого бездельника пары ежедневно начинаются с 8:30, а не с 12). + + + Занимается разработкой дизайна сайта, в соответствиии с требованиями, предъявленными архитектором. + + + Отвечает за распределение аудиторий. +Права доступа: как и у деканата, только просмотр. +Для внесения каких-либо изменений в расписание занятий (конкретно, замена аудитории) диспетчерской необходимо будет взаимодействовать с секретариатом кафедры (другим заинтересованным лицом). + + + Права доступа: просмотр и редактирование (может вносить изменения только в расписание своих занятий, предварительно согласовав изменения с секретариатом своей кафедры). +Преподаватель может: +-просматривать свое расписание и вносить в него изменения; +-просматривать расписание заседаний кафедры; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Ему рассказали концепцию сайта. +На нем общие требования по дизайну и функциям, которые должна реализовывать разрабатываемая программа (составление ТЗ), разработка архитектуры, разграничение полномочий. + + + Спамер. + + + Или любой другой студент, зарегистрированный на сайте электронного расписания занятий. +Студент может: +-просматривать расписание занятий своей группы; +-просматривать расписание занятий интересующего преподавателя; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые вход для студентов МГТУ им. Н.Э.Баумана свободный); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (опять же открытых, на которые вход для студентов свободный либо после предварительной регистрации). + + + + + + + Целевая аудитория. +Объем целевой аудитории изменяется. +Целевая аудитория составляет 10 тыс человек. +Система поддерживает объем целевой аудитории или увеличивает его. +Объемы целевой аудитории могут уменьшаться не более чем на 100 чел в неделю. + + + Команда обслуживания. +Состав команды изменяется изменяется. +Состав команды составляет 10 человек, из которых хотя бы 1 является экспертом в конкретной области знаний. +Система поддерживает состав команды или увеличивает его. +Состав команды может уменьшаться не более чем на 1 чел в семестр. + + + + + + + + + + Или секретариат любой другой кафедры (так как электронное расписание занятий создается для университета в общем, а не только для нашей кафедры). +Права доступа: просмотр и редактирование. +Может не только просматривать расписание занятий, но и вносить изменения в него. +Непосредственно взаимодействует с диспетчерской (согласование расписания занятий по части распределения аудиторий). + + + Аспирант МГТУ им. Н. Э. Баумана. +Права доступа: просмотр. +Аспирант может: +-просматривать свое расписание занятий (если он что-то преподает); +-просматривать расписание занятий интересующего преподавателя (научного руководителя); +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Студент-практик. +Знаток экстремального програмирования. +Особо усидчив. +Смотрит на функции свысока, хочет изменить мир и сайт расписания занятий, чтобы студенты перестали жаловаться на его глюки. + + + Следят за выполнением проекта в соответствии с указаниями руководителя (прекрасная половина группы ИУ3-71).Помимо, этого, занимаются еще и дизайном сайта. + + + Главный идеолог (Алексей Михайлович). + + + Руководитель доносит до исполнителей высшего уровня (менеджеров проекта) основную концепцию сайта. + + + + + + + + + + + + + + + Студент, аспирант другого ВУЗа, научный сотрудник, представитель какой-либо компании и т.д. +Права доступа: просмотр. +Сотрудничающее лицо может: +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые разрешен вход для лиц, не являющихся студентами, аспирантами или преподавателями МГТУ им. Н.Э.Баумана); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + + Стимул - загрузка страницы с результатами поиска +Источник стимула - пользователь +Артефакт - модель представления страницы +Реакция - система запрашивает код для страницы +Мера реакции - процесс длится не более 1 мин +Условия работы - средней загруженности +(около 15 тысяч пользователей зарегистрировано в системе; +в среднем ежедневно сайт расписания занятий посещают не более 2 тысяч пользователей, из них не более 700 пользуются функцией поиска. Таким образом, в среднем в день система обрабатывает около 700 поисковых запросов) + + + Стимул - добавление роли пользователя +Источник стимула - администратор (секретариат) +Артефакт - роли пользователей +Реакция - система запрашивает права для новой роли +Мера реакции - создание новой роли занимает не более 10 мин +Условия работы - высокой загруженности сразу после установки продукта в университете (регистрация порядка 500-800 пользователей в день) + и малой загруженности спустя 3-6 мес (регистрация не более 50-70 новых пользователей в день) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Диаграмма показывает, как функционал разбит на программные сервисы и какие компоненты реализуют эти сервисы или используют сервисы других компонентов. + +Компонент это и отдельный OSGi плагин, и вся подсистема, состоящая из нескольких плагинов + +На диаграмме показано, как "поверх" Sakai OAE (с использованием его сервисов) будут реализованы компоненты разрабатываемого модуля + + + diff --git a/dataset/processed-models/f0f9d7b8/model.json b/dataset/processed-models/f0f9d7b8/model.json new file mode 100644 index 00000000..f6576780 --- /dev/null +++ b/dataset/processed-models/f0f9d7b8/model.json @@ -0,0 +1 @@ +{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/f0f9d7b8","archimateId":"f0f9d7b8","name":"FullSheduleModel","description":"","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"agentlab/sakai-apps","license":"Unspecified","sourceFile":"raw-data/github/archimate/1.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:43:57","tags":[],"duplicates":[],"language":"ru","elements":[{"id":"7b0532ca","name":"Расписание занятий","type":"Product","layer":"business"},{"id":"74d93ad7","name":"Лот А.С.","type":"BusinessActor","layer":"business"},{"id":"a91b98e9","name":"Назарова Света","type":"BusinessActor","layer":"business"},{"id":"0735b68c","name":"Родители","type":"BusinessActor","layer":"business"},{"id":"4df48af5","name":"Диспетчерская","type":"BusinessRole","layer":"business"},{"id":"d413fa35","name":"Секретариат кафедры ИУ3","type":"BusinessRole","layer":"business"},{"id":"61087c05","name":"Аспирант","type":"BusinessRole","layer":"business"},{"id":"b28ed3ef","name":"Деканат","type":"BusinessRole","layer":"business"},{"id":"8f4faef2","name":"Студент группы ИУ3-71","type":"BusinessRole","layer":"business"},{"id":"92725b91","name":"Просмотр расписания занятий","type":"BusinessFunction","layer":"business"},{"id":"33091a74","name":"Просмотр сайта в целом","type":"BusinessFunction","layer":"business"},{"id":"1e6a5258","name":"Редактирование расписания занятий","type":"BusinessFunction","layer":"business"},{"id":"4375ddd4","name":"Просмотр расписания внеучебных мероприятий","type":"BusinessFunction","layer":"business"},{"id":"9c66cc0f","name":"Гость","type":"BusinessRole","layer":"business"},{"id":"5529f700","name":"Терехова Н. 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Заинтересованные лица и их цели","viewpoint":"17"},{"id":"b20ef40e","name":"1. Заинтересованные лица и системы","viewpoint":""},{"id":"476951b8","name":"2. Люди и заинтересованные лица","viewpoint":""},{"id":"fa49fde4","name":"4. Границы системы и Интерфейсы","viewpoint":""},{"id":"26722a4d","name":"6. Ограничения и показатели Качества","viewpoint":""},{"id":"a6141105","name":"5. Сценарии","viewpoint":""},{"id":"358f7402","name":"7.Логическая модель данных","viewpoint":""},{"id":"915771ac","name":"9. Развертывание компонентов на оборудовании","viewpoint":""},{"id":"e504cd7e","name":"8. Компоненты и сервисы","viewpoint":""}]} \ No newline at end of file diff --git a/dataset/processed-models/f0f9d7b8/model.xml b/dataset/processed-models/f0f9d7b8/model.xml new file mode 100644 index 00000000..2b68740f --- /dev/null +++ b/dataset/processed-models/f0f9d7b8/model.xml @@ -0,0 +1,3516 @@ + + + FullSheduleModel + + + Расписание занятий + Продукт. + + + Лот А.С. + + + Назарова Света + + + Родители + + + Диспетчерская + Отвечает за распределение аудиторий. +Права доступа: как и у деканата, только просмотр. +Для внесения каких-либо изменений в расписание занятий (конкретно, замена аудитории) диспетчерской необходимо будет взаимодействовать с секретариатом кафедры (другим заинтересованным лицом). + + + Секретариат кафедры ИУ3 + Или секретариат любой другой кафедры (так как электронное расписание занятий создается для университета в общем, а не только для нашей кафедры). +Права доступа: просмотр и редактирование. +Может не только просматривать расписание занятий, но и вносить изменения в него. +Непосредственно взаимодействует с диспетчерской (согласование расписания занятий по части распределения аудиторий). + + + Аспирант + Аспирант МГТУ им. Н. Э. Баумана. +Права доступа: просмотр. +Аспирант может: +-просматривать свое расписание занятий (если он что-то преподает); +-просматривать расписание занятий интересующего преподавателя (научного руководителя); +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Деканат + Права доступа: только просмотр. +Не имеет возможности редактирования расписания занятий (в общем и целом, ему это не нужно). + + + Студент группы ИУ3-71 + Или любой другой студент, зарегистрированный на сайте электронного расписания занятий. +Студент может: +-просматривать расписание занятий своей группы; +-просматривать расписание занятий интересующего преподавателя; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые вход для студентов МГТУ им. Н.Э.Баумана свободный); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (опять же открытых, на которые вход для студентов свободный либо после предварительной регистрации). + + + Просмотр расписания занятий + Пользователь просматривает расписание занятий. +Система: +-поддерживает подключение; +-проверяет возможность просмотра; +-отображает данные. + + + Просмотр сайта в целом + Пользователь просматривает расписание занятий. +Система: +-поддерживает подключение; +-проверяет возможность просмотра; +-отображает данные. + + + Редактирование расписания занятий + Добавление,удаление,редактирование данных. + + + Просмотр расписания внеучебных мероприятий + + + Гость + Мамы-папы-бабушки-дедушки и т.д., которые могут просматривать расписание занятий своего чада, +чтобы потом ежедневно отдирать бездыханное тело от кровати в пять утра (ибо теперь они знают,что у этого бездельника пары ежедневно начинаются с 8:30, а не с 12). + + + Терехова Н. Ю. + + + Тетя из диспетчерской + + + Марина Леонидовна + + + Иванов А.М. + + + Рожкова Диана + + + Бизин Дмитрий + + + Кодер + Естественно,менее крутой,чем Алексей Лот. + + + Сотрудничающее лицо + Студент, аспирант другого ВУЗа, научный сотрудник, представитель какой-либо компании и т.д. +Права доступа: просмотр. +Сотрудничающее лицо может: +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые разрешен вход для лиц, не являющихся студентами, аспирантами или преподавателями МГТУ им. Н.Э.Баумана); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Преподаватель + Права доступа: просмотр и редактирование (может вносить изменения только в расписание своих занятий, предварительно согласовав изменения с секретариатом своей кафедры). +Преподаватель может: +-просматривать свое расписание и вносить в него изменения; +-просматривать расписание заседаний кафедры; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Редактирование расписания внеучебных мероприятий + Добавление,удаление,редактирование данных. + + + Поиск по форуму + + + Удаление заниятия из расписания + Пользователь: выбирает данные для удаления. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + удаляет данные из базы, + отображает обновленную страницу. + + + Добавление роли + + + Изменение роли + + + Удаление роли + + + Добавление в расписание внеучебных занятий + Пользователь: добавляет новые данные. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + добавляет новые данные в базу, + вычисляет данные, + добавляет новые данные на страницу, + отображает страницу с новыми данными. + + + Удаление из расписания внеучебных занятий + Пользователь: выбирает данные для удаления. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + удаляет данные из базы, + отображает обновленную страницу. + + + Добавление занятия в расписание + Пользователь: добавляет новые данные. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + добавляет новые данные в базу, + вычисляет данные, + добавляет новые данные на страницу, + отображает страницу с новыми данными. + + + Просмотр роли + + + Изменение расписания внеучебных занятий + Пользователь: редактирует данные. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + обновляет данные в базе, + вычисляет данные, + обновяет данные на странице, + отображает страницу с обновленными данными. + + + Поиск + П - вводит поисковый запрос +С - запускает поиск, + отображает результаты поиска + +П- просматривает результаты поиска +С- хранит результаты поиска + +П- закрывает окно поиска или переходит на другую страницу +С- удаляет результаты поиска + + + Иванов Иван (факультет ВМК МГУ) + + + Пользователь системы расписания занятий + + + Деканат + Права доступа: только просмотр. +Не имеет возможности редактирования расписания занятий (в общем и целом, ему это не нужно). + + + Идентификаторы + + + Пользователь + + + Sakai OAE + + + Расписание занятий + + + Расписание занятий группы ИУ3-71 + + + Расписание занятий преподавателя + + + Секретариат + Или секретариат любой другой кафедры (так как электронное расписание занятий создается для университета в общем, а не только для нашей кафедры). +Права доступа: просмотр и редактирование. +Может не только просматривать расписание занятий, но и вносить изменения в него. +Непосредственно взаимодействует с диспетчерской (согласование расписания занятий по части распределения аудиторий). + + + Роли + + + Расписание занятий по университету + + + Преподаватель + Права доступа: просмотр и редактирование (может вносить изменения только в расписание своих занятий, предварительно согласовав изменения с секретариатом своей кафедры). +Преподаватель может: +-просматривать свое расписание и вносить в него изменения; +-просматривать расписание заседаний кафедры; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Студент + Или любой другой студент, зарегистрированный на сайте электронного расписания занятий. +Студент может: +-просматривать расписание занятий своей группы; +-просматривать расписание занятий интересующего преподавателя; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые вход для студентов МГТУ им. Н.Э.Баумана свободный); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (опять же открытых, на которые вход для студентов свободный либо после предварительной регистрации). + + + Аспирант + Аспирант МГТУ им. Н. Э. Баумана. +Права доступа: просмотр. +Аспирант может: +-просматривать свое расписание занятий (если он что-то преподает); +-просматривать расписание занятий интересующего преподавателя (научного руководителя); +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); + + + Сотрудничающее лицо + Студент, аспирант другого ВУЗа, научный сотрудник, представитель какой-либо компании и т.д. +Права доступа: просмотр. +Сотрудничающее лицо может: +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые разрешен вход для лиц, не являющихся студентами, аспирантами или преподавателями МГТУ им. Н.Э.Баумана); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Гость + Мамы-папы-бабушки-дедушки и т.д., которые могут просматривать расписание занятий своего чада, +чтобы потом ежедневно отдирать бездыханное тело от кровати в пять утра (ибо теперь они знают,что у этого бездельника пары ежедневно начинаются с 8:30, а не с 12). + + + Внесение изменения в расписание + + + Felix + + + JCR + + + Работа с ОО данными хранилища + + + Модуль расписания занятий + + + Модуль поиска + + + Модуль расписания внеучебных занятий + + + Модуль роли + + + Устройство + + + СУБД + + + JavaVM + + + JAR Расписания занятий + + + JAR Sakai + + + Работа с данными + + + Загрузка библиотек Jar + + + Сеть + + + Получена информация о внеучебных мероприятиях + + + Отсутствие накладок в распределении аудиторий + + + Необходимые изменения внесены в расписание и донесены до студентов + + + Тестировщик + Тестирует то, что наваяли совместными усилиями дизайнер и кодер, проверяет работоспособность системы и ее пригодность, +оценивает интерфейс с позиций удобства его использования и реализации всех требуемых по тз функций. + + + Работоспособность всех функций и правильность всех возможных настроек + + + Внешний вид системы привлекателен для пользователя + + + Полномочия строго разграничены + + + Соблюдены все требования по надежности и целостности данных + + + Получена полная информация о графике работы преподавателя + О расписании занятий и заседаниях кафедры + + + Получена полная информация о расписании занятий, включая последние изменения + + + Деканат + Права доступа: только просмотр. +Не имеет возможности редактирования расписания занятий (в общем и целом, ему это не нужно). + + + Гость + Мамы-папы-бабушки-дедушки и т.д., которые могут просматривать расписание занятий своего чада, +чтобы потом ежедневно отдирать бездыханное тело от кровати в пять утра (ибо теперь они знают,что у этого бездельника пары ежедневно начинаются с 8:30, а не с 12). + + + Дизайнер + Занимается разработкой дизайна сайта, в соответствиии с требованиями, предъявленными архитектором. + + + Диспетчерская + Отвечает за распределение аудиторий. +Права доступа: как и у деканата, только просмотр. +Для внесения каких-либо изменений в расписание занятий (конкретно, замена аудитории) диспетчерской необходимо будет взаимодействовать с секретариатом кафедры (другим заинтересованным лицом). + + + Преподаватель + Права доступа: просмотр и редактирование (может вносить изменения только в расписание своих занятий, предварительно согласовав изменения с секретариатом своей кафедры). +Преподаватель может: +-просматривать свое расписание и вносить в него изменения; +-просматривать расписание заседаний кафедры; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Архитектор сайта с расписанием занятий + Ему рассказали концепцию сайта. +На нем общие требования по дизайну и функциям, которые должна реализовывать разрабатываемая программа (составление ТЗ), разработка архитектуры, разграничение полномочий. + + + Посторонний пользователь + Спамер. + + + Студент группы ИУ3-71 + Или любой другой студент, зарегистрированный на сайте электронного расписания занятий. +Студент может: +-просматривать расписание занятий своей группы; +-просматривать расписание занятий интересующего преподавателя; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые вход для студентов МГТУ им. Н.Э.Баумана свободный); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (опять же открытых, на которые вход для студентов свободный либо после предварительной регистрации). + + + Язык Java + + + Платформа Sakai + + + Платформа OSGI + + + Платформа Felix + + + Целевая аудитория + Целевая аудитория. +Объем целевой аудитории изменяется. +Целевая аудитория составляет 10 тыс человек. +Система поддерживает объем целевой аудитории или увеличивает его. +Объемы целевой аудитории могут уменьшаться не более чем на 100 чел в неделю. + + + Команда + Команда обслуживания. +Состав команды изменяется изменяется. +Состав команды составляет 10 человек, из которых хотя бы 1 является экспертом в конкретной области знаний. +Система поддерживает состав команды или увеличивает его. +Состав команды может уменьшаться не более чем на 1 чел в семестр. + + + Сайт расписания занятий эффективно работает + + + Система оформлена по современным стандартам W3C XHTML, CSS + + + Более 70% пользователей довольны дизайном системы + + + Учтены особенности пользователей по восприятию различных типов графической информации (таблицы, картинки, текст) + + + Система прошла итоговый контроль и тестирование + + + Авторские права соблюдены + + + Расписание занятий составлено в соответствии с временем работы преподавателей + + + Секретариат кафедры ИУ3 + Или секретариат любой другой кафедры (так как электронное расписание занятий создается для университета в общем, а не только для нашей кафедры). +Права доступа: просмотр и редактирование. +Может не только просматривать расписание занятий, но и вносить изменения в него. +Непосредственно взаимодействует с диспетчерской (согласование расписания занятий по части распределения аудиторий). + + + Аспирант + Аспирант МГТУ им. Н. Э. Баумана. +Права доступа: просмотр. +Аспирант может: +-просматривать свое расписание занятий (если он что-то преподает); +-просматривать расписание занятий интересующего преподавателя (научного руководителя); +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Кодер + Студент-практик. +Знаток экстремального програмирования. +Особо усидчив. +Смотрит на функции свысока, хочет изменить мир и сайт расписания занятий, чтобы студенты перестали жаловаться на его глюки. + + + Исполнительные лица + Следят за выполнением проекта в соответствии с указаниями руководителя (прекрасная половина группы ИУ3-71).Помимо, этого, занимаются еще и дизайном сайта. + + + Руководитель проекта + Главный идеолог (Алексей Михайлович). + + + Получение конечного продукта, соответствующего заданным требованиям + Руководитель доносит до исполнителей высшего уровня (менеджеров проекта) основную концепцию сайта. + + + Сроки выполнения заказа не нарушены + + + + Создан дружественный к пользователю интерфейс (интерфейс интуитивен) + + + В интерфейсе реализованы все требуемые функции + + + ТЗ составлено + + + Реализованы все требуемые функции + + + Правильность работы программы во всем диапазоне исходных данных + + + Требуемая реакция системы на неверные входные данные + + + Произведена попытка входа в систему + + + Сотрудничающее лицо + Студент, аспирант другого ВУЗа, научный сотрудник, представитель какой-либо компании и т.д. +Права доступа: просмотр. +Сотрудничающее лицо может: +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые разрешен вход для лиц, не являющихся студентами, аспирантами или преподавателями МГТУ им. Н.Э.Баумана); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Необходимые изменения внесены в расписание внеучебных мероприятий и донесены до сведения преподавателей, студентов, аспирантов и сотрудничающих с университетом лиц + + + Отображение данных в поиске занимает не более 1 мин + Стимул - загрузка страницы с результатами поиска +Источник стимула - пользователь +Артефакт - модель представления страницы +Реакция - система запрашивает код для страницы +Мера реакции - процесс длится не более 1 мин +Условия работы - средней загруженности +(около 15 тысяч пользователей зарегистрировано в системе; +в среднем ежедневно сайт расписания занятий посещают не более 2 тысяч пользователей, из них не более 700 пользуются функцией поиска. Таким образом, в среднем в день система обрабатывает около 700 поисковых запросов) + + + Создание новой роли занимает не более 10 мин + Стимул - добавление роли пользователя +Источник стимула - администратор (секретариат) +Артефакт - роли пользователей +Реакция - система запрашивает права для новой роли +Мера реакции - создание новой роли занимает не более 10 мин +Условия работы - высокой загруженности сразу после установки продукта в университете (регистрация порядка 500-800 пользователей в день) + и малой загруженности спустя 3-6 мес (регистрация не более 50-70 новых пользователей в день) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Обсуждение и согласование распределения аудиторий + + + Обсуждение,исправление замечаний + + + Согласование и утверждение расписания преподавателя + + + Донесение до студентов информации об изменениях в расписании + + + Обсуждение просмотренной информации о расписании занятий + + + Донесение до аспиранта информации о графике работы научного руководителя + + + + + + + + + + + + + + + + + Обсждение прсмотренной информации о внеучебных мероприятиях с преподавателем,курирующим данное мероприятие + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 3. Заинтересованные лица и их цели + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 1. Заинтересованные лица и системы + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 2. Люди и заинтересованные лица + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 4. Границы системы и Интерфейсы + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 6. Ограничения и показатели Качества + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 5. Сценарии + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 7.Логическая модель данных + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 9. Развертывание компонентов на оборудовании + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 8. Компоненты и сервисы + Диаграмма показывает, как функционал разбит на программные сервисы и какие компоненты реализуют эти сервисы или используют сервисы других компонентов. + +Компонент это и отдельный OSGi плагин, и вся подсистема, состоящая из нескольких плагинов + +На диаграмме показано, как "поверх" Sakai OAE (с использованием его сервисов) будут реализованы компоненты разрабатываемого модуля + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/csv/elements.csv b/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/csv/elements.csv new file mode 100644 index 00000000..1ae87357 --- /dev/null +++ b/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/csv/elements.csv @@ -0,0 +1,18 @@ +"ID","Type","Name","Documentation","Specialization" +"f613457c-e177-4e1c-bdc4-5f864ab643e9","ArchimateModel","AlexSintuSandbox","","" +"75c2b0f3-3f0b-4861-baeb-2a599a11eb00","BusinessActor","ESDC User","","" +"208556ac-04b3-45c0-9f17-95b6ae498294","BusinessRole","ESDC Users","","" +"4f5ae878-ec89-4226-86e1-c9222c9b1007","ApplicationCollaboration","ESDC instance","","" +"3533a1b8-219b-4916-ac16-ed344b5bf770","ApplicationComponent","Application Instance","","" +"ffba81b4-8a9e-4b9d-bafd-f960801f0c59","ApplicationComponent","ESDC applications","","" +"e1b0a962-7257-4a7c-9280-36e8a8ebef59","ApplicationFunction","ESDC Data Layer","","" +"a850ec69-1a6d-44d4-965f-1994a396e787","ApplicationInterface","API","","" +"ffb02174-fb73-4128-8cde-e5b03c504a7a","DataObject","Cassandra Datastore","","" +"e7cbf287-964b-4fd2-b43b-2ede4a7aabda","DataObject","ESDC Data","","" +"91c7f239-9446-4f3b-b4f8-ef22dad8a074","SystemSoftware","API Gateway Agent - Cloud Install","","" +"8669b170-9295-4d46-8eda-ef1a78c6354b","SystemSoftware","Kubernetes","","" +"2de932c1-d5f8-486c-acea-77d122777c82","SystemSoftware","Management API for Runtime Data (MART)","","" +"ed755fb6-4981-4494-bb46-4853759c7172","SystemSoftware","Message Processor","","" +"843c6577-a263-4504-8052-14d8701f214b","SystemSoftware","Synchronizer","","" +"b856c831-0f47-4236-806b-e69f908f1bd7","SystemSoftware","Universal Data Collection Agent (UDCA)","","" +"baccac80-4905-401d-8486-fbec49c62847","Location","Cloud Service Provider","","" \ No newline at end of file diff --git a/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/csv/properties.csv b/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/csv/properties.csv new file mode 100644 index 00000000..5da72c19 --- /dev/null +++ b/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/csv/properties.csv @@ -0,0 +1,12 @@ +"ID","Key","Value" +"75c2b0f3-3f0b-4861-baeb-2a599a11eb00","20200527source","QLM (b235ea98-5563-4edb-a314-5ae233d568ae)" +"4f5ae878-ec89-4226-86e1-c9222c9b1007","20200527source","created in CommonSandbox" +"ffba81b4-8a9e-4b9d-bafd-f960801f0c59","20200527source","QLM (c493ec5d-5822-4d88-b252-246d459a5128)" +"e1b0a962-7257-4a7c-9280-36e8a8ebef59","20200527source","created in CommonSandbox" +"e7cbf287-964b-4fd2-b43b-2ede4a7aabda","20200527source","QLM (5e680c10-822b-4eb7-a92b-e3381a6ad803)" +"3533a1b8-219b-4916-ac16-ed344b5bf770","20200527source","created in CommonSandbox" +"45e855cd-dd8a-4457-96d6-a47109ca5367","Access_Type","Write" +"1414b1a7-8f0a-4bdf-b6d2-46ed1bca5ca9","Access_Type","Write" +"000ecd0f-21a9-4e54-9229-480bcb7b6db0","Directed","false" +"312cfce5-f432-4b6a-9bed-fd3dc119db65","Directed","false" +"24f16b8a-f1be-4daa-980f-1b2353bbf4f3","Directed","false" \ No newline at end of file diff --git a/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/csv/relations.csv b/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/csv/relations.csv new file mode 100644 index 00000000..bcce70e5 --- /dev/null +++ b/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/csv/relations.csv @@ -0,0 +1,23 @@ +"ID","Type","Name","Documentation","Source","Target","Specialization" +"45e855cd-dd8a-4457-96d6-a47109ca5367","AccessRelationship","","","8669b170-9295-4d46-8eda-ef1a78c6354b","ffb02174-fb73-4128-8cde-e5b03c504a7a","" +"1414b1a7-8f0a-4bdf-b6d2-46ed1bca5ca9","AccessRelationship","","","e1b0a962-7257-4a7c-9280-36e8a8ebef59","e7cbf287-964b-4fd2-b43b-2ede4a7aabda","" +"c4ce1be2-2541-4891-bb95-24949d2fd7a4","AggregationRelationship","","","baccac80-4905-401d-8486-fbec49c62847","208556ac-04b3-45c0-9f17-95b6ae498294","" +"883985dd-5195-46ff-bc97-41cc7c5761ba","AggregationRelationship","","","baccac80-4905-401d-8486-fbec49c62847","3533a1b8-219b-4916-ac16-ed344b5bf770","" +"24c988fe-0f73-4f65-bd21-e2bf601cdb66","AggregationRelationship","","","baccac80-4905-401d-8486-fbec49c62847","4f5ae878-ec89-4226-86e1-c9222c9b1007","" +"4e764774-e6f4-4e4a-abbc-09ac761a63a7","AggregationRelationship","","","4f5ae878-ec89-4226-86e1-c9222c9b1007","ffba81b4-8a9e-4b9d-bafd-f960801f0c59","" +"47f5ad0c-c482-4033-bd51-483852025c39","AggregationRelationship","","","baccac80-4905-401d-8486-fbec49c62847","91c7f239-9446-4f3b-b4f8-ef22dad8a074","" +"614dcc88-5123-40ff-90e2-8b99fc821e48","AssignmentRelationship","","","75c2b0f3-3f0b-4861-baeb-2a599a11eb00","208556ac-04b3-45c0-9f17-95b6ae498294","" +"000ecd0f-21a9-4e54-9229-480bcb7b6db0","AssociationRelationship","","","ffb02174-fb73-4128-8cde-e5b03c504a7a","2de932c1-d5f8-486c-acea-77d122777c82","" +"312cfce5-f432-4b6a-9bed-fd3dc119db65","AssociationRelationship","","","ed755fb6-4981-4494-bb46-4853759c7172","ffb02174-fb73-4128-8cde-e5b03c504a7a","" +"24f16b8a-f1be-4daa-980f-1b2353bbf4f3","AssociationRelationship","","","a850ec69-1a6d-44d4-965f-1994a396e787","91c7f239-9446-4f3b-b4f8-ef22dad8a074","" +"21138b77-e528-4b5d-9ccb-16ad9d8a635f","CompositionRelationship","","","8669b170-9295-4d46-8eda-ef1a78c6354b","843c6577-a263-4504-8052-14d8701f214b","" +"7190f7d4-66a5-42b8-a378-5644af6b190e","CompositionRelationship","","","91c7f239-9446-4f3b-b4f8-ef22dad8a074","8669b170-9295-4d46-8eda-ef1a78c6354b","" +"4119299c-4463-4671-9799-bb4411612811","CompositionRelationship","","","8669b170-9295-4d46-8eda-ef1a78c6354b","b856c831-0f47-4236-806b-e69f908f1bd7","" +"6f11eb53-7938-4005-90a1-679dd5594dc4","CompositionRelationship","","","8669b170-9295-4d46-8eda-ef1a78c6354b","2de932c1-d5f8-486c-acea-77d122777c82","" +"a270edb9-424c-4d7b-9d91-78443942ee4c","CompositionRelationship","","","8669b170-9295-4d46-8eda-ef1a78c6354b","ed755fb6-4981-4494-bb46-4853759c7172","" +"015f7bf7-65a0-4526-8b87-cb0edd0ea26f","CompositionRelationship","","","ffba81b4-8a9e-4b9d-bafd-f960801f0c59","a850ec69-1a6d-44d4-965f-1994a396e787","" +"bd336454-7308-444d-80c0-e4dc51bec79a","RealizationRelationship","","","4f5ae878-ec89-4226-86e1-c9222c9b1007","e1b0a962-7257-4a7c-9280-36e8a8ebef59","" +"4b64e0bc-466a-4772-b7ec-922e56a724f4","RealizationRelationship","","","3533a1b8-219b-4916-ac16-ed344b5bf770","a850ec69-1a6d-44d4-965f-1994a396e787","" +"26114fb0-3a26-4eeb-9ba9-feb5fca0eb8d","ServingRelationship","","","ed755fb6-4981-4494-bb46-4853759c7172","843c6577-a263-4504-8052-14d8701f214b","" +"0107c020-3073-418c-815c-9c843209fa38","ServingRelationship","","","ed755fb6-4981-4494-bb46-4853759c7172","b856c831-0f47-4236-806b-e69f908f1bd7","" +"3343c4f1-aa89-473e-af5b-9bc76023884f","ServingRelationship","","","208556ac-04b3-45c0-9f17-95b6ae498294","ffba81b4-8a9e-4b9d-bafd-f960801f0c59","" \ No newline at end of file diff --git a/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/model.archimate b/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/model.archimate new file mode 100644 index 00000000..727ab9bc --- /dev/null +++ b/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/model.archimate @@ -0,0 +1,144 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/model.json b/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/model.json new file mode 100644 index 00000000..658ba1d2 --- /dev/null +++ b/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/model.json @@ -0,0 +1 @@ +{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/f613457c-e177-4e1c-bdc4-5f864ab643e9","archimateId":"f613457c-e177-4e1c-bdc4-5f864ab643e9","name":"AlexSintuSandbox","description":"","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"sara-sabr/EA-models","license":"CC0-1.0","sourceFile":"raw-data/github/archimate/AlexSintuSandbox.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:21:46","tags":[],"duplicates":[],"language":"en","elements":[{"id":"208556ac-04b3-45c0-9f17-95b6ae498294","name":"ESDC Users","type":"BusinessRole","layer":"business"},{"id":"75c2b0f3-3f0b-4861-baeb-2a599a11eb00","name":"ESDC User","type":"BusinessActor","layer":"business"},{"id":"4f5ae878-ec89-4226-86e1-c9222c9b1007","name":"ESDC instance","type":"ApplicationCollaboration","layer":"application"},{"id":"ffba81b4-8a9e-4b9d-bafd-f960801f0c59","name":"ESDC applications","type":"ApplicationComponent","layer":"application"},{"id":"e1b0a962-7257-4a7c-9280-36e8a8ebef59","name":"ESDC Data Layer","type":"ApplicationFunction","layer":"application"},{"id":"e7cbf287-964b-4fd2-b43b-2ede4a7aabda","name":"ESDC Data","type":"DataObject","layer":"application"},{"id":"3533a1b8-219b-4916-ac16-ed344b5bf770","name":"Application Instance","type":"ApplicationComponent","layer":"application"},{"id":"a850ec69-1a6d-44d4-965f-1994a396e787","name":"API","type":"ApplicationInterface","layer":"application"},{"id":"ffb02174-fb73-4128-8cde-e5b03c504a7a","name":"Cassandra Datastore","type":"DataObject","layer":"application"},{"id":"91c7f239-9446-4f3b-b4f8-ef22dad8a074","name":"API Gateway Agent - Cloud Install","type":"SystemSoftware","layer":"technology"},{"id":"8669b170-9295-4d46-8eda-ef1a78c6354b","name":"Kubernetes","type":"SystemSoftware","layer":"technology"},{"id":"ed755fb6-4981-4494-bb46-4853759c7172","name":"Message Processor","type":"SystemSoftware","layer":"technology"},{"id":"843c6577-a263-4504-8052-14d8701f214b","name":"Synchronizer","type":"SystemSoftware","layer":"technology"},{"id":"b856c831-0f47-4236-806b-e69f908f1bd7","name":"Universal Data Collection Agent (UDCA)","type":"SystemSoftware","layer":"technology"},{"id":"2de932c1-d5f8-486c-acea-77d122777c82","name":"Management API for Runtime Data (MART)","type":"SystemSoftware","layer":"technology"},{"id":"baccac80-4905-401d-8486-fbec49c62847","name":"Cloud Service 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Gateway Concept","viewpoint":""}]} \ No newline at end of file diff --git a/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/model.xml b/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/model.xml new file mode 100644 index 00000000..bcb8e6f9 --- /dev/null +++ b/dataset/processed-models/f613457c-e177-4e1c-bdc4-5f864ab643e9/model.xml @@ -0,0 +1,337 @@ + + + AlexSintuSandbox + + + ESDC Users + + + ESDC User + + + QLM (b235ea98-5563-4edb-a314-5ae233d568ae) + + + + + ESDC instance + + + created in CommonSandbox + + + + + ESDC applications + + + QLM (c493ec5d-5822-4d88-b252-246d459a5128) + + + + + ESDC Data Layer + + + created in CommonSandbox + + + + + ESDC Data + + + QLM (5e680c10-822b-4eb7-a92b-e3381a6ad803) + + + + + Application Instance + + + created in CommonSandbox + + + + + API + + + Cassandra Datastore + + + API Gateway Agent - Cloud Install + + + Kubernetes + + + Message Processor + + + Synchronizer + + + Universal Data Collection Agent (UDCA) + + + Management API for Runtime Data (MART) + + + Cloud Service Provider + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 20200527source + + + + + + API Gateway Concept + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/csv/elements.csv b/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/csv/elements.csv new file mode 100644 index 00000000..a31d36c1 --- /dev/null +++ b/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/csv/elements.csv @@ -0,0 +1,18 @@ +"ID","Type","Name","Documentation","Specialization" +"id-1a1c3d5df2fb4c51bc065150b9043550","ArchimateModel","(new model)","","" +"id-9dd5df2ae5084c8d93ca7a4b38462f1e","BusinessActor","Генеральный директор","","" +"id-407dfc2c71f14a059d88d1992e99c95a","BusinessActor","Директор по общим вопросам","","" +"id-88533fe328e44ff9a84e6fdefd253ef1","BusinessActor","ИТ Специалист","","" +"id-8d92f32cdfac4d59a839b67fb8bfdb7a","BusinessActor","ИТ-Специалист","","" +"id-6b6d0b044e7742e5a44359ec4a0431fb","BusinessActor","Коммерческая деятельность","","" +"id-be1f1598a7ca405583a1cb6bfca8b0ca","BusinessActor","Коммерческий директор","","" +"id-f5775ef24c874f509b26f2712e6c8c09","BusinessActor","Маркетолог","","" +"id-eef7f0e5a944468cb4521dfbe405cdac","BusinessActor","Маркетолог","","" +"id-4a73746fa26d450aad4f6102087a254a","BusinessActor","Менеджеры (4 чел)","","" +"id-5a8a069348904858bc9e9442bcb7042b","BusinessActor","ООО Пальма","","" +"id-e7753457441c4b748219028ca80fece9","BusinessActor","Офис продаж","","" +"id-91d1625dbffb4844beddab5f8f64cb84","BusinessActor","Секретари (2 чел)","","" +"id-59cdd8df5e1f4eea99219fe9ff802a89","BusinessRole","Выполнение плана продаж","","" +"id-9c313da52b944457a2cf304d93ab002e","BusinessRole","ИТ Поддержка","","" +"id-9d9a3a8dc10d4ab2a22472a67b3a5df9","BusinessRole","ИТ-Специалист","","" +"id-c9ffc079c3034020b586e2761fad724c","BusinessRole","Коммерческая деятельность","","" \ No newline at end of file diff --git a/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/csv/properties.csv b/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/csv/properties.csv new file mode 100644 index 00000000..de7b7437 --- /dev/null +++ b/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/csv/properties.csv @@ -0,0 +1,6 @@ +"ID","Key","Value" +"id-7c83b8d8412240e08687e513ac20c650","Directed","false" +"id-e2cc1650ef604d52bc2ff66dc4f4d870","Directed","false" +"id-16d4441052a44cddb3b46fa7a098992e","Directed","false" +"id-71244c73bb374d8cb5752f9cda388410","Directed","false" +"id-f19c8152e1dc4e9ca332b8a91c8bcecf","Directed","false" \ No newline at end of file diff --git a/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/csv/relations.csv b/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/csv/relations.csv new file mode 100644 index 00000000..40ae63f1 --- /dev/null +++ b/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/csv/relations.csv @@ -0,0 +1,6 @@ +"ID","Type","Name","Documentation","Source","Target","Specialization" +"id-7c83b8d8412240e08687e513ac20c650","AssociationRelationship","","","id-9dd5df2ae5084c8d93ca7a4b38462f1e","id-be1f1598a7ca405583a1cb6bfca8b0ca","" +"id-e2cc1650ef604d52bc2ff66dc4f4d870","AssociationRelationship","","","id-9dd5df2ae5084c8d93ca7a4b38462f1e","id-407dfc2c71f14a059d88d1992e99c95a","" +"id-16d4441052a44cddb3b46fa7a098992e","AssociationRelationship","","","id-be1f1598a7ca405583a1cb6bfca8b0ca","id-c9ffc079c3034020b586e2761fad724c","" +"id-71244c73bb374d8cb5752f9cda388410","AssociationRelationship","","","id-eef7f0e5a944468cb4521dfbe405cdac","id-59cdd8df5e1f4eea99219fe9ff802a89","" +"id-f19c8152e1dc4e9ca332b8a91c8bcecf","AssociationRelationship","","","id-88533fe328e44ff9a84e6fdefd253ef1","id-9c313da52b944457a2cf304d93ab002e","" \ No newline at end of file diff --git a/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/model.archimate b/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/model.archimate new file mode 100644 index 00000000..f8bb6df5 --- /dev/null +++ b/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/model.archimate @@ -0,0 +1,79 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/model.json b/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/model.json new file mode 100644 index 00000000..04cf9b84 --- /dev/null +++ b/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/model.json @@ -0,0 +1 @@ +{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/id-1a1c3d5df2fb4c51bc065150b9043550","archimateId":"id-1a1c3d5df2fb4c51bc065150b9043550","name":"(new model)","description":"","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"GeorgiyDemo/FA","license":"WTFPL","sourceFile":"raw-data/github/archimate/Семинар2_ready.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:35:06","tags":[],"duplicates":[],"language":"ru","elements":[{"id":"id-9dd5df2ae5084c8d93ca7a4b38462f1e","name":"Генеральный директор","type":"BusinessActor","layer":"business"},{"id":"id-be1f1598a7ca405583a1cb6bfca8b0ca","name":"Коммерческий директор","type":"BusinessActor","layer":"business"},{"id":"id-407dfc2c71f14a059d88d1992e99c95a","name":"Директор по общим вопросам","type":"BusinessActor","layer":"business"},{"id":"id-5a8a069348904858bc9e9442bcb7042b","name":"ООО Пальма","type":"BusinessActor","layer":"business"},{"id":"id-e7753457441c4b748219028ca80fece9","name":"Офис продаж","type":"BusinessActor","layer":"business"},{"id":"id-f5775ef24c874f509b26f2712e6c8c09","name":"Маркетолог","type":"BusinessActor","layer":"business"},{"id":"id-8d92f32cdfac4d59a839b67fb8bfdb7a","name":"ИТ-Специалист","type":"BusinessActor","layer":"business"},{"id":"id-4a73746fa26d450aad4f6102087a254a","name":"Менеджеры (4 чел)","type":"BusinessActor","layer":"business"},{"id":"id-91d1625dbffb4844beddab5f8f64cb84","name":"Секретари (2 чел)","type":"BusinessActor","layer":"business"},{"id":"id-c9ffc079c3034020b586e2761fad724c","name":"Коммерческая деятельность","type":"BusinessRole","layer":"business"},{"id":"id-9d9a3a8dc10d4ab2a22472a67b3a5df9","name":"ИТ-Специалист","type":"BusinessRole","layer":"business"},{"id":"id-6b6d0b044e7742e5a44359ec4a0431fb","name":"Коммерческая деятельность","type":"BusinessActor","layer":"business"},{"id":"id-59cdd8df5e1f4eea99219fe9ff802a89","name":"Выполнение плана продаж","type":"BusinessRole","layer":"business"},{"id":"id-88533fe328e44ff9a84e6fdefd253ef1","name":"ИТ Специалист","type":"BusinessActor","layer":"business"},{"id":"id-eef7f0e5a944468cb4521dfbe405cdac","name":"Маркетолог","type":"BusinessActor","layer":"business"},{"id":"id-9c313da52b944457a2cf304d93ab002e","name":"ИТ Поддержка","type":"BusinessRole","layer":"business"}],"relationships":[{"id":"id-7c83b8d8412240e08687e513ac20c650","sourceId":"id-9dd5df2ae5084c8d93ca7a4b38462f1e","targetId":"id-be1f1598a7ca405583a1cb6bfca8b0ca","type":"Association"},{"id":"id-e2cc1650ef604d52bc2ff66dc4f4d870","sourceId":"id-9dd5df2ae5084c8d93ca7a4b38462f1e","targetId":"id-407dfc2c71f14a059d88d1992e99c95a","type":"Association"},{"id":"id-16d4441052a44cddb3b46fa7a098992e","sourceId":"id-be1f1598a7ca405583a1cb6bfca8b0ca","targetId":"id-c9ffc079c3034020b586e2761fad724c","type":"Association"},{"id":"id-71244c73bb374d8cb5752f9cda388410","sourceId":"id-eef7f0e5a944468cb4521dfbe405cdac","targetId":"id-59cdd8df5e1f4eea99219fe9ff802a89","type":"Association"},{"id":"id-f19c8152e1dc4e9ca332b8a91c8bcecf","sourceId":"id-88533fe328e44ff9a84e6fdefd253ef1","targetId":"id-9c313da52b944457a2cf304d93ab002e","type":"Association"}],"views":[{"id":"id-0010053adcdc4126a183da6a7c51a84a","name":"Default View","viewpoint":""}]} \ No newline at end of file diff --git a/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/model.xml b/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/model.xml new file mode 100644 index 00000000..d199542d --- /dev/null +++ b/dataset/processed-models/id-1a1c3d5df2fb4c51bc065150b9043550/model.xml @@ -0,0 +1,216 @@ + + + (new model) + + + Генеральный директор + + + Коммерческий директор + + + Директор по общим вопросам + + + ООО Пальма + + + Офис продаж + + + Маркетолог + + + ИТ-Специалист + + + Менеджеры (4 чел) + + + Секретари (2 чел) + + + Коммерческая деятельность + + + ИТ-Специалист + + + Коммерческая деятельность + + + Выполнение плана продаж + + + ИТ Специалист + + + Маркетолог + + + ИТ Поддержка + + + + + + + + + + + + + Default View + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/id-26d1f6c79e77468b9dac9d5bc278c0bd/csv/elements.csv b/dataset/processed-models/id-26d1f6c79e77468b9dac9d5bc278c0bd/csv/elements.csv new file mode 100644 index 00000000..3f793fa3 --- /dev/null +++ b/dataset/processed-models/id-26d1f6c79e77468b9dac9d5bc278c0bd/csv/elements.csv @@ -0,0 +1,35 @@ +"ID","Type","Name","Documentation","Specialization" +"id-26d1f6c79e77468b9dac9d5bc278c0bd","ArchimateModel","(new model)","","" +"id-638c36f2706a4f91b9377efc855c4616","BusinessActor","ИТ-Специалист","","" +"id-fc5ffc9f7c9e430e8012de963c5b865b","BusinessActor","Коммерческий отдел","","" +"id-89cece64d20847c9a628f972e83ada5e","BusinessActor","Маркетолог","","" +"id-5d4342895c3d4f00930ad21a485cc2dd","BusinessActor","Отдел кадров","","" +"id-7369d0da3e1b4a649520faa6b6a19d4c","BusinessActor","Офис продаж","","" +"id-56b659ab50c3478ab6eb225fc93926fd","BusinessActor","Производственный отдел","","" +"id-a96a8eac36c64cc3ab9e6a3c2e321b29","BusinessActor","Секретарь","","" +"id-def78a5e2adb43a7af15c69f58a78306","BusinessActor","Юридический отдел","","" 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View","viewpoint":""}]} \ No newline at end of file diff --git a/dataset/processed-models/id-26d1f6c79e77468b9dac9d5bc278c0bd/model.xml b/dataset/processed-models/id-26d1f6c79e77468b9dac9d5bc278c0bd/model.xml new file mode 100644 index 00000000..535a05ec --- /dev/null +++ b/dataset/processed-models/id-26d1f6c79e77468b9dac9d5bc278c0bd/model.xml @@ -0,0 +1,643 @@ + + + (new model) + + + Юридический отдел + + + Производственный отдел + + + Офис продаж + + + Коммерческий отдел + + + Отдел кадров + + + ИТ-Специалист + + + Маркетолог + + + Секретарь + + + Строительство жилых многоэтажных домов, торговых и бизнес-центров + + + Продажа квартир и нежилых помещений + + + Аренда нежилых помещений в строящихся и построенных объектах + + + Выполнение функций управляющей компании жилых домов + + + Прием на работу, управление кадровыми перемещениями, ведение кадров + + + Управление наполнением сайта + + + Реклама и продвижение ее + + + Прием звонков,коресподенции и посетителей + + + Оказание юридических услуг + + + Управление строительством жилых и нежилых помещений + + + Прием платежей за оказанные услуги и проданные продукты + + + Обеспечение безопасности объектов недвижимости + + + Поддержка функционирования ИТ инфраструктуры + + + Оказание юридических услуг (copy) + + + Управление строительством эилыъ и нежилых помещений (copy) + + + Прием платежей за оказанные услуги и проданные продукты (copy) + + + Обеспечение безопасности объектов недвижимости (copy) + + + Поддержка функционирования ИТ инфраструктуры (copy) + + + Система управления взаимоотношениями с клиентами + + + Система управления кадрами + + + Сайт компании + + + Личный рекламный кабинет + + + Система управления финансами (copy) + + + Система управления финансами (copy) + + + Система управления персоналом + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Default View + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/id-648a088b850540e8ab486dffd620076c/csv/elements.csv b/dataset/processed-models/id-648a088b850540e8ab486dffd620076c/csv/elements.csv new file mode 100644 index 00000000..85844a0a --- /dev/null +++ b/dataset/processed-models/id-648a088b850540e8ab486dffd620076c/csv/elements.csv @@ -0,0 +1,40 @@ +"ID","Type","Name","Documentation","Specialization" +"id-648a088b850540e8ab486dffd620076c","ArchimateModel","(new model)","","" +"id-4c70cd1aede64c668603b893344c360a","BusinessService","Сервис онлайн продаж","","" +"id-d279d2529307448e805841172c580a4e","ApplicationComponent","Сайт","","" +"id-d504e4f5198145198c76a471ad3c4115","ApplicationService","Сервис онлайн продаж","","" +"id-e23bfd36db1f49da98d8d9c6138446f8","Assessment","Высокие издержки на содержвание менеджеров и офисов","","" +"id-8b9ae156dc1c4992b9e95d22658b905c","Driver","Переориентация клиентов на обслуживание в онлайн формате","","" +"id-56c1972a13ba429581ed4e19a8b209cc","Driver","Повысить число объявлений по сдаче недвижимостиПовысить число сделок по аренде","","" +"id-1c7794a02d4f44b68d8304a860fd5580","Driver","Повысить число сделок по аренде","","" +"id-6ef8e347119b49908d6e7f3382df5203","Driver","Расширение каналов продаж","","" +"id-d0496ef4590b407baa1ef415ce67a8f5","Driver","Расширение числа услуг","","" +"id-6a234f8d59cd427d82512598a3269773","Driver","Снижение издержек","","" +"id-ab48ec607f0941a096e97c0157dccaed","Driver","Сокращение числа офисов","","" +"id-8a0d2045b6804c0782b0c5f9c748c2d9","Driver","Уведичение кол-ва онлайн-сделок","","" +"id-d3413f5c21d74fe4b974502458126a5d","Driver","Увеличение объема продаж","","" +"id-0c2c15eb62654cfea589366e6a9a8455","Driver","Увеличение числа онлайн-бронирований","","" +"id-079eb3d44b4a4852bedfbd93cacf7c90","Goal","Визуализация информации по недвижимости","","" +"id-9bb4abeeb222444797bd7fd3bbc10a9d","Goal","Визуализация статистики","","" +"id-7dc166c2ebf24edc93f26619a9c4959d","Goal","Контроль взаимодействий клиентов с менеджерами по продажам","","" +"id-73d9344407fa42e3abb427ca0487f54c","Goal","Максимализацмия прибыли","","" +"id-38c24b8529d944738df70402d53bb419","Goal","Оптимизация процесса взаимодействия с клиентами","","" +"id-9d1324ffa663484e9a2962c20bea3d53","Goal","Переориентация клиентов на обслуживание в онлайн формате","","" +"id-a2a0a2153a0342cd82dc5c9a11b201d3","Goal","Повысить число объявлений по сдаче недвижимости","","" +"id-7c40dd4d65904572b551ca4103c7dec0","Goal","Повысить число сделок по аренде","","" +"id-01496c2828b246a79b07f8b0c2d48d16","Goal","Повышение осведомленности клиентов о характеристиках объектов недвижимости","","" +"id-e81d1a0d7aaf41b8965293b37f134ddf","Goal","Разработка рекламной стратегии","","" +"id-1ce6e799b76046ed968381c43ad17526","Goal","Расширение каналов продаж","","" +"id-c19f3e3d82c644be9cfd4a35ea9b101c","Goal","Снижение издержек","","" +"id-913a394c01074b92ba0fee17ef267e4b","Goal","Создание базы документации по объектам недвижимости","","" +"id-8e7e9e949ba2489593bf623344dbb85b","Goal","Создание шаблонов для сбора статистики ","","" +"id-546b997f53244c91942ed6d708c1e9ca","Goal","Создать регламент взаимодействия с клиентами","","" +"id-183fb0274e1d437480d34165fbe3436a","Goal","Сокращение числа менеджеров по продажам","","" +"id-f121c98d64a447a99b46a51ee1d7b7fb","Goal","Сокращение числа офисов","","" +"id-04afcc8908e64400a664ff487b2c5f15","Goal","Уведичение кол-ва онлайн-сделок","","" +"id-cf4e53e0f8a94b6c9bd3f4c05916d752","Goal","Увеличение доли на рынке аренды","","" +"id-90c1567af32a41789efa21e205e0e66a","Goal","Увеличение объема продаж","","" +"id-ca79b80b9186453690d9f8916c5c2fd2","Goal","Увеличение числа онлайн-бронирований","","" +"id-7d739db6b9c44e9a829e1f16b4b2278e","Requirement","Обеспечить продажи в онлайн","","" +"id-0faf14b6cf3e42dc893822baf3e30f11","Stakeholder","Stakeholder","","" +"id-317b4515bb974ea8bd6a574afa212db7","Grouping","Grouping","","" \ No newline at end of file diff --git a/dataset/processed-models/id-648a088b850540e8ab486dffd620076c/csv/properties.csv b/dataset/processed-models/id-648a088b850540e8ab486dffd620076c/csv/properties.csv new file mode 100644 index 00000000..ba84e42d --- /dev/null +++ b/dataset/processed-models/id-648a088b850540e8ab486dffd620076c/csv/properties.csv @@ -0,0 +1,2 @@ +"ID","Key","Value" +"id-960644e6e9af42b180c263d8614255a7","Directed","false" \ No newline at end of file diff --git a/dataset/processed-models/id-648a088b850540e8ab486dffd620076c/csv/relations.csv b/dataset/processed-models/id-648a088b850540e8ab486dffd620076c/csv/relations.csv new file mode 100644 index 00000000..83012eca --- /dev/null +++ b/dataset/processed-models/id-648a088b850540e8ab486dffd620076c/csv/relations.csv @@ -0,0 +1,41 @@ +"ID","Type","Name","Documentation","Source","Target","Specialization" +"id-960644e6e9af42b180c263d8614255a7","AssociationRelationship","","","id-9d1324ffa663484e9a2962c20bea3d53","id-e23bfd36db1f49da98d8d9c6138446f8","" +"id-7c37edddd4624b5da1f42ecb3ea962d0","CompositionRelationship","","","id-d3413f5c21d74fe4b974502458126a5d","id-6ef8e347119b49908d6e7f3382df5203","" +"id-be827c40d5714430b6e02de9ec960c1c","CompositionRelationship","","","id-6a234f8d59cd427d82512598a3269773","id-ab48ec607f0941a096e97c0157dccaed","" +"id-3261fc6542af4e4e8ceafbb213cef548","CompositionRelationship","","","id-8b9ae156dc1c4992b9e95d22658b905c","id-0c2c15eb62654cfea589366e6a9a8455","" +"id-c1adc8e3fd4b4f28aa022d0e0d51b233","CompositionRelationship","","","id-8b9ae156dc1c4992b9e95d22658b905c","id-8a0d2045b6804c0782b0c5f9c748c2d9","" 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},{"id":"id-94bbcc5046344a339cb29f314265dfd8","sourceId":"id-38c24b8529d944738df70402d53bb419","targetId":"id-913a394c01074b92ba0fee17ef267e4b","type":"Composition"},{"id":"id-fdf3374dc3fa4a6a908ba9702970e7c3","sourceId":"id-38c24b8529d944738df70402d53bb419","targetId":"id-183fb0274e1d437480d34165fbe3436a","type":"Composition"},{"id":"id-a920639a54d64491a1ce2192e0925aa5","sourceId":"id-38c24b8529d944738df70402d53bb419","targetId":"id-7dc166c2ebf24edc93f26619a9c4959d","type":"Composition"},{"id":"id-b051df50bb0840f6ae7db61ef89891a3","sourceId":"id-546b997f53244c91942ed6d708c1e9ca","targetId":"id-38c24b8529d944738df70402d53bb419","type":"Influence"},{"id":"id-0f8e872c251943a9a6d04936a9b2553e","sourceId":"id-9bb4abeeb222444797bd7fd3bbc10a9d","targetId":"id-38c24b8529d944738df70402d53bb419","type":"Influence"},{"id":"id-00bd12c4fdc044a4aa5a59e67f09b9da","sourceId":"id-8e7e9e949ba2489593bf623344dbb85b","targetId":"id-38c24b8529d944738df70402d53bb419","type":"Influence"},{"id":"id-3de721814e7d48a18b1379078c8f1668","sourceId":"id-4c70cd1aede64c668603b893344c360a","targetId":"id-7d739db6b9c44e9a829e1f16b4b2278e","type":"Realization"},{"id":"id-29af92248f1e421b87b6baa5e7e8c54b","sourceId":"id-7d739db6b9c44e9a829e1f16b4b2278e","targetId":"id-9d1324ffa663484e9a2962c20bea3d53","type":"Realization"},{"id":"id-dde6810250764941804019874260e002","sourceId":"id-d504e4f5198145198c76a471ad3c4115","targetId":"id-7d739db6b9c44e9a829e1f16b4b2278e","type":"Realization"},{"id":"id-4ff90d8b7ab64bb9b98682066ce4c699","sourceId":"id-d279d2529307448e805841172c580a4e","targetId":"id-d504e4f5198145198c76a471ad3c4115","type":"Realization"},{"id":"id-960644e6e9af42b180c263d8614255a7","sourceId":"id-9d1324ffa663484e9a2962c20bea3d53","targetId":"id-e23bfd36db1f49da98d8d9c6138446f8","type":"Association"}],"views":[{"id":"id-4b56ba43dcb344899438c6f532388036","name":"Default View","viewpoint":""}]} \ No newline at end of file diff --git a/dataset/processed-models/id-648a088b850540e8ab486dffd620076c/model.xml b/dataset/processed-models/id-648a088b850540e8ab486dffd620076c/model.xml new file mode 100644 index 00000000..cbb77f72 --- /dev/null +++ b/dataset/processed-models/id-648a088b850540e8ab486dffd620076c/model.xml @@ -0,0 +1,620 @@ + + + (new model) + + + Сервис онлайн продаж + + + Сервис онлайн продаж + + + Сайт + + + Увеличение объема продаж + + + Снижение издержек + + + Переориентация клиентов на обслуживание в онлайн формате + + + Расширение каналов продаж + + + Сокращение числа офисов + + + Увеличение числа онлайн-бронирований + + + Уведичение кол-ва онлайн-сделок + + + Расширение числа услуг + + + Повысить число сделок по аренде + + + Повысить число объявлений по сдаче недвижимостиПовысить число сделок по аренде + + + Создание базы документации по объектам недвижимости + + + Увеличение объема продаж + + + Расширение каналов продаж + + + Максимализацмия прибыли + + + Повышение осведомленности клиентов о характеристиках объектов недвижимости + + + Визуализация информации по недвижимости + + + Переориентация клиентов на обслуживание в онлайн формате + + + Увеличение числа онлайн-бронирований + + + Уведичение кол-ва онлайн-сделок + + + Увеличение доли на рынке аренды + + + Повысить число сделок по аренде + + + Повысить число объявлений по сдаче недвижимости + + + Снижение издержек + + + Сокращение числа офисов + + + Оптимизация процесса взаимодействия с клиентами + + + Сокращение числа менеджеров по продажам + + + Создать регламент взаимодействия с клиентами + + + Контроль взаимодействий клиентов с менеджерами по продажам + + + Создание шаблонов для сбора статистики + + + Визуализация статистики + + + Разработка рекламной стратегии + + + Высокие издержки на содержвание менеджеров и офисов + + + Обеспечить продажи в онлайн + + + Stakeholder + + + Grouping + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Default View + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/id-8aa550a3f57941e69cfd20a06a01e15b/csv/elements.csv b/dataset/processed-models/id-8aa550a3f57941e69cfd20a06a01e15b/csv/elements.csv new file mode 100644 index 00000000..af56f669 --- /dev/null +++ b/dataset/processed-models/id-8aa550a3f57941e69cfd20a06a01e15b/csv/elements.csv @@ -0,0 +1,3970 @@ +"ID","Type","Name","Documentation","Specialization" +"id-8aa550a3f57941e69cfd20a06a01e15b","ArchimateModel","Sandbox-Lapierre, Jean B","","" +"id-45013186afde43ee9655ce96bf523d78","Capability","A. Content Hosting In Common Space On One Instance","a) Hosting of content in common space on a single instance; +b) OGD branded sub-school ""condo"" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs +","" +"id-c29b574649b144b4a4b8bb4b7d27dd38","Capability","Access Control Via Authorized List of Users-to-Servers","","" +"id-7b3f78818a484e8c809abeab774d6c51","Capability","Allow For SSO Credentials, Learner Attributes, Learning Content, Common Learner Record","Single sign-on credentials, learner attributes, learning content, common learner record.","" +"id-10ed4eedda614ffb8b4c424e701610f5","Capability","B. OGD Branded Sub-school ""Condo"" Model on One Instance","a) Hosting of content in common space on a single instance; +b) OGD branded sub-school ""condo"" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs +","" +"id-ef02fcd148d3461e826bc14c68aab77c","Capability","C. OGDs May Work Directly With D2L To Implement Separate Instance","a) Hosting of content in common space on a single instance; +b) OGD branded sub-school ""condo"" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs +","" +"id-cd8aa112e65f4a33998cb75b490930b8","Capability","Controlled File Transfer","","" +"id-d1aaaf61bc614749a5979a33297810d5","Capability","Controlled Server Access","","" +"id-ae1fdcf1c6d14f29a1ad56e8b58afedf","Capability","D. Federate with Learning Platforms Deployed by OGDs","a) Hosting of content in common space on a single instance; +b) OGD branded sub-school ""condo"" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs +","" +"id-3504c015a4204b16b1db55c95717da5f","Capability","Data Integrity & Confidentiality (File Encryption / Decryption)","","" +"id-daffbb0c8fc04ddcbe547a7c8e50b870","Capability","Email Notification","","" +"id-3a7bacf465114978855777a7d007e850","Capability","Enable Interoperability","D2L supports global learning technology interoperability standards, such as SCORM/xAPI, LTI and IMS common cartridge, enabling reusabilty and interoperability.","" +"id-b23c885846524fe8acdca5c9b1a6e612","Capability","Enable Reusability","","" +"id-26bb5e70f60042268024245e2b52a839","Capability","Instant Translation of Content","","" +"id-5836faca63c948c599d48f628dccc917","Capability","Multilingual Capabilities Added to Communication Channels","","" +"id-ff9d47f01a7d44e59b84f461ebdc223f","Capability","Multilingual Community Interaction Enablement","","" +"id-c914d37d7fe349c3bc3e5af7a78b363f","Capability","Personalized Enterprise Translation Portal","","" +"id-b69c0edfd47244248b3c5dae8bd0a9cf","Capability","Provide Self-Service or API-Based Access to Data / Reports About Own Employees / Learners","Provide OGDs with self-service or API based access to data/reports about own employees/learners","" +"id-db5010a870e14f3da8127c18c48515d2","Capability","Secure Multilingual Employee Collaboration","","" +"id-642bcb907e5141dbba805098732d51ed","Capability","Securely Transfer Files","Allows government organizations to securely transfer files: + +between themselves +to and from private organizations","" +"id-de23ffa8b3614d0cbe5a96b2ba48eadf","Capability","Server Scalability (""Capable"")","Servers can be grouped to support more users","" +"id-357ede514a63446097808670b2f7b4f2","Capability","Stakeholder Management (Capability)","","" +"id-537bae0643ad4155ad7f787ce5365a47","Capability","Strong Authentication (using myKEY)","","" +"id-d96606fcccc34ca888a27ad871a5169e","Capability","Support Global Learning Technology Interoperability Standards","D2L supports global learning technology interoperability standards, such as SCORM/xAPI, LTI and IMS common cartridge, enabling reusabilty and interoperability.","" +"id-996b8bc519d64db6a52af80707baf116","Capability","Workforce Management","Two major components of the strategy are workforce management and workload management.","" +"id-2350ec838b2a4068b4dcf12e23392b4a","Capability","Workload Management","Two major components of the strategy are workforce management and workload management.","" +"id-98c9903231ac4157b0a6733d5f5b1a81","CourseOfAction","#1: Ensure that all of the substantial IT elements of ESDC's transformation are delivered","• ESDC is undergoing a massive service transformation right now, as you know. IITB’s role in this work is suitably large – we must ensure that all of the substantial IT elements of our transformation are delivered, whether by our team or by our service delivery partners. This work is of highest priority in our Department, and for the GC and indeed for Canadians.","" +"id-229d509a911e4039948745b59bd8f8b2","CourseOfAction","1. Develop Onboarding Inventory (Course of Action)","1. Develop an Inventory of Onboarding","" +"id-6fd172e86df04a7b812ca33127209a5d","CourseOfAction","11 - Incorporate Digital Principles Into Operations, Programs & Service Design","In order to guide and shape how government information, technology and service delivery will be managed in a new digital ecosystem, ESDC is undertaking the following initiatives: +  CSLP – E-Service Re-Procurement; +  Temporary Foreign Worker System and Webservice Enhancements 2.0; and, +  CSLP - New Brunswick SIN Validation. + +These initiatives will help build a set of digital standards into policy, operations and program development. +In response to the COVID-19 pandemic, ESDC created and rapidly deployed the e-service and eSIN applications. Currently, over 99% of EI applications are currently submitted through digital methods. Additionally, Pensions projects, such as CPP-SIS, are further advancing the availability of e-services for that client segment.","" +"id-bb6222ad806343aa9f21df9019899149","CourseOfAction","2. Yearly Onboarding Survey (Course of Action)","2. Yearly survey on Onboarding - with the 2021 April Survey as the baseline.","" +"id-fd62cc19a0594316a2a3813e3b96b306","CourseOfAction","3. Support Pilots (Course of Action)","3. Support Pilots (Ref. Section 2.3).","" +"id-de3d8f40a15443a6a6aa92e88b33b177","CourseOfAction","4. Prototype A ""One Click Away"" Platform (Course of Action)","4. Explore use / develop a prototype platform ""One Click Away"" for Onboarding using Power tool.","" +"id-c59504a83d1343afa69ec35472bf512d","CourseOfAction","57 - Promote digital literacy and collaboration","In order to promote digital literacy and collaboration within the Department, ESDC has developed an Open Source Software (OSS) Management Framework, which encourages employees to contribute to public open source software projects.","" +"id-ef3ae8c0bfac4873a07bf9824990818f","CourseOfAction","7 - Shift Culture & Processes Toward Open By Design","In order to encourage a culture of ""Working in the Open"", and the sharing of software development projects, ESDC is developing an Open Source Software (OSS) Management Framework to guide employees. To this effect, the IT Strategy and IT Research team within ESDC has begun working in the open. Existing project teams are increasingly looking to share their source codes and work in the open (e.g. CDO, CAWS). More than 50 GitHub source code repositories have been shared (32 Developer Experience, 11 Developer Community of Practice [DevCoP] and 9 Service Canada). The DevCoP has numerous repositories on GcCode and GitHub, indicating ESDC’s efforts to both promote and align with the DOSP - working in the open, collaborating widely, using open standards and solutions. Over 99% of EI applications are currently submitted through digital methods. In addition, the Pensions projects (especially CPP-SIS) are further advancing the availability of e-services for that client segment as well.","" +"id-ae5122bc07da44929f534faccd041481","CourseOfAction","70 - Evolve IM/IT management practices, processes and tools","","" +"id-9a2448f6e6124263aab546bc69acbf51","CourseOfAction","73 - Rationalize investments","In order to keep with enterprise IM/IT governance, ESDC is implementing the PMIS Upgrade and Enhancement. ","" +"id-e1c2d3cd890649918e00feed66520684","CourseOfAction","74 - Introduce stronger project oversight at the concept phase","In order to enhance and strengthen the oversight function for IT-enabled projects, ESDC is implementing the PMIS Upgrade and Enhancement. ","" +"id-02729c314feb434695ad67c4ca0b23cd","CourseOfAction","A Modernized EI System","","" +"id-051376e2b2714a4c8112a32bd3212323","CourseOfAction","Accelerate National Action Plan For The National Inquiry into Missing & Murdered Indigenous Women & Girls’ Calls For Justice","Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action;","" +"id-bf44479dd7e048efa4c319227f3a6d01","CourseOfAction","Accelerate National Action Plan For The National Inquiry into Missing & Murdered Indigenous Women & Girls’ Calls For Justice","Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action;","" +"id-f1e847b6bf83464abc5a047110d03543","CourseOfAction","Accelerate National Action Plan For The National Inquiry into Missing & Murdered Indigenous Women & Girls’ Calls For Justice (copy)","Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action;","" +"id-8e74006f185549539e9fee8fc9ed4619","CourseOfAction","Accelerate National Action Plan For The National Inquiry into Missing & Murdered Indigenous Women & Girls’ Calls For Justice (copy) (copy)","Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action;","" +"id-aaa8bffaf30843b5aecd3f9059c8eb73","CourseOfAction","Accelerate Our Path to A 100 Percent Net-Zero Electricity Future","The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future.","" +"id-dc04202d33be4d01a111cea7a1dbfa94","CourseOfAction","Accelerate Work With Indigenous Partners To Address the National Tragedy of Missing and Murdered Indigenous Women, Girls and 2SLGBTQQIA+ People","Everyone in our country deserves to be safe. + +That is why the Government will accelerate work with Indigenous partners to address the national tragedy of Missing and Murdered Indigenous Women, Girls and 2SLGBTQQIA+ People.","" +"id-6b040922f9a14dc1b10e8e066fc45f54","CourseOfAction","Action On Climate Change","","" +"id-bf5af85e1eb34e5987405bb126a9bb9f","CourseOfAction","Action On Our Collective Health and Well-Being","Action on our collective health and well-being. + +The pandemic has shown us that we need to put a focus on mental health in the same way as physical well-being because they are inseparable.","" +"id-0e7a8b838cc043858abb0c7aa4ac4695","CourseOfAction","Action On Reconciliation","","" +"id-b44cbb7120f04103ac6dec88bfb8bce8","CourseOfAction","Action Online Hate","The Government will redouble its efforts by: +• Taking action on online hate;","" +"id-759305fa62d9425391cfd09677e296c3","CourseOfAction","Action Online Hate","The Government will redouble its efforts by: +• Taking action on online hate;","" +"id-67f718942a1b465bbd509e5c4d6e28f8","CourseOfAction","Action Online Hate (copy)","The Government will redouble its efforts by: +• Taking action on online hate;","" +"id-d21ef91680fa4e8e82fcf0813b79e37f","CourseOfAction","Action Online Hate (copy) (copy)","The Government will redouble its efforts by: +• Taking action on online hate;","" +"id-88e5a0b1b1624c249d9a446f08829a85","CourseOfAction","Action Plan for Women in the Economy","The Government will create an Action Plan for Women in the Economy to help +more women get back into the workforce and to ensure a feminist, intersectional +response to this pandemic and recovery. This Plan will be guided by a task force +of experts whose diverse voices will power a whole of government approach.","" +"id-fab976ab315648b89a0ecb8ea3367abd","CourseOfAction","Add Web Links To Each Presentation Profile To Recording Video Stream, Deck PDF (Course of Action)","","" +"id-6bc6400b31e64f198b6e9d38f5f77635","CourseOfAction","Address Extreme Wealth Inequality","In the longer term, the Government will focus on targeted investments to +strengthen the middle class, build resiliency, and generate growth. The Government +will also identify additional ways to tax extreme wealth inequality, including by +concluding work to limit the stock option deduction for wealthy individuals at large, +established corporations, and addressing corporate tax avoidance by digital giants.","" +"id-90c4cdc0657b41b8866727a27f17f440","CourseOfAction","Address Food Insecurity","Just like everyone deserves a home, everyone deserves to be able to put nutritious +food on the table. +The pandemic has made that harder for Canadians. The Government will +continue to work with partners – including directly with First Nations, Inuit, +and Métis Nation partners – to address food insecurity in Canada. The +Government will also strengthen local food supply chains here in Canada.","" +"id-b69ceb238b73428c8b03e8f9a4a1b3ba","CourseOfAction","Address Opiod Epidemic","","" +"id-2630422e978b42debec9092808b039ba","CourseOfAction","Allow End Users To Submit Feedback and/or Participate In Surveys (Course of Action)","","" +"id-d5c416850c1f44c188b24c19c963bdc3","CourseOfAction","Anti-Racism Strategy for 2019-2022","Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape.","" +"id-d8c3faaa62144c92b9b27e82c1801c92","CourseOfAction","Anti-Racism Strategy for 2019-2022","Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape.","" +"id-e381bfee56024220b66fde26b06eb3c9","CourseOfAction","Anti-Racism Strategy for 2019-2022 (copy)","Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape.","" +"id-f1b2319cde4d4d14bf0d0b9f72b66de2","CourseOfAction","Anti-Racism Strategy for 2019-2022 (copy) (copy)","Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape.","" +"id-4d388f56ee754437a124778fc1e576b1","CourseOfAction","Appoint A Special Interlocutor To Further Advance Justice on Residential Schools","This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools.","" +"id-d2413726bd324aeba71472022bfe53c9","CourseOfAction","Attract Zero-Emission Investment","The Government will launch a new fund to attract investments in making +zero-emissions products and cut the corporate tax rate in half for these +companies to create jobs and make Canada a world leader in clean technology. +The Government will ensure Canada is the most competitive jurisdiction in +the world for clean technology companies","" +"id-4b82c2256121437686ceb77e14760720","CourseOfAction","Ban Single-Use Plastics","The Government will ban harmful single-use plastics next year and ensure +more plastic is recycled. And the Government will also modernize Canada’s +Environmental Protection Act.","" +"id-6066443e0a624edda48a827371a476eb","CourseOfAction","Before-and-After School Program Subsidy","The Government also remains committed to subsidizing before- and after-school +program costs. With the way that this pandemic has affected parents and families, +flexible care options for primary school children are more important than ever.","" +"id-2f5cfb36f3b54c39b7bf69199298d93e","CourseOfAction","Black Entrepreneurship Program","The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities.","" +"id-2d25a9eb989345eebd3caea5f00e1c64","CourseOfAction","Black Entrepreneurship Program","The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities.","" +"id-9d2a59e0916f4719b1529c33527644d8","CourseOfAction","Black Entrepreneurship Program (copy)","The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities.","" +"id-435cd1f6bc514c4f9073d4d54a502fa0","CourseOfAction","Black Entrepreneurship Program (copy) (copy)","The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities.","" +"id-58c33a9f9b884787bf7ddad685cdffd0","CourseOfAction","Build More Units Per Year","At the same time, the Government will also continue making life more affordable for all Canadians. + +Inflation is a challenge that countries around the world are facing. And while Canada’s economic performance is better than many of our partners, we must keep tackling the rising cost of living. To do that, the Government’s plan includes two major priorities: housing and child care.","" +"id-a1ebc7327c5e4c8ab2519797df1adb5a","CourseOfAction","Build The First-Ever Canada-Wide Early Learning and Child Care System","The Government will also continue building the first-ever Canada-wide early learning and child care system. By the end of 2022, average fees for regulated child care will be cut in half in most of the provinces and territories. And in some places, this will even happen as early as the start of the year. Families will save thousands of dollars.","" +"id-46558f94c475437a9336b44ff5e0aa85","CourseOfAction","Business Credit Availability Program Improvement","","" +"id-9ba0ede838be4c9695bf7645a93cae16","CourseOfAction","Business Credit Availability Program Improvement","","" +"id-0eb7616f5e9347c188df54610e38221c","CourseOfAction","Canada Emergency Business Account Expansion","","" +"id-9b34af905bd943e5827350f0d7413122","CourseOfAction","Canada Emergency Business Account Expansion","","" +"id-320b955b2a51490b9b677b2abfd0a2aa","CourseOfAction","Canada Emergency Response Benefit","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table.","" +"id-cf386d0ef0164362951694b007814eab","CourseOfAction","Canada Emergency Response Benefit","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table.","" +"id-d969855d01274558966183451790308b","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.","" +"id-b73adde82f644136942817e1865d2e31","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.","" +"id-ad94300b14e7457499463d16f8266bf2","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.","" +"id-ce9358f16cdd4919bd25cfc5d545f74f","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.","" +"id-92b350aaab724730b13704a33fc155c3","CourseOfAction","Canadian Disability Benefit","A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors","" +"id-92e0f6d7360544d18c0c78e38d972adf","CourseOfAction","Canadian Forces Support in Long-Term Care Homes","Members of the Canadian Forces were there in long-term care homes.","" +"id-856d34d0f4d24d2387a210ac001ad692","CourseOfAction","Carry Out Pilots with GCPass / Sign-In Canada, GCExchange, DCAM (ADFS)","Carry out pilots with GCPass/Sign-in Canada, GCExchange, DCAM (ADFS) in 2021","" +"id-8f22724adb174c71b120b04e26be262e","CourseOfAction","CERB & Wage Subsidy Support","Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy.","" +"id-cca2dbdb25ad4406a0c95f1ba0abcbcb","CourseOfAction","CERB & Wage Subsidy Support","Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy.","" +"id-17a60b87bad642a3895b410288926ae1","CourseOfAction","CERB-to-EI Canada Recovery Benefit","With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit.","" +"id-c9f21d35d65f415194eb12f0d74b8e3f","CourseOfAction","Co-Develop First Nations Policing Framework","The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service.","" +"id-e36585b1628c417495afcc6f9b944e27","CourseOfAction","Co-Develop First Nations Policing Framework","The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service.","" +"id-947f45bedc224fdf9bb80e8daf460909","CourseOfAction","Co-Develop First Nations Policing Framework (copy)","The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service.","" +"id-dadda907cb814b7f9ea1f8c354044732","CourseOfAction","Co-Develop First Nations Policing Framework (copy) (copy)","The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service.","" +"id-31116dc640d34411841058f059b0b122","CourseOfAction","Complete Security Assessment and Authorization in partnership with TBS, SSC and CCCS","Complete Security Assessment and Authorization in partnership with TBS, SSC and CCCS","" +"id-96ef4d0b0bd643e48b7f3b682d017c7c","CourseOfAction","Continue Increasing Immigration Levels","Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program.","" +"id-a025ebc77dda489196244c00c5ead86a","CourseOfAction","Continue To Combat Hate and Racism, Including A Renewed Anti-Racism Strategy","When someone in our country is targeted because of their gender, or who they love, or where they come from, the way they pray, the language they speak, or the colour of their skin, we are all diminished. + +Everyone should be – and feel – safe. + +The Government will continue combatting hate and racism, including with a renewed Anti-Racism Strategy.","" +"id-48d8851022424d55beb88c3fa3e2de04","CourseOfAction","Continue To Invest In the Empowerment of Black and Racialized Canadians, and Indigenous Peoples","This is the moment to rebuild for everyone. The Government will continue to invest in the empowerment of Black and racialized Canadians, and Indigenous Peoples. It will also continue to fight harmful content online, and stand up for LGBTQ2 communities while completing the ban on conversion therapy.","" +"id-2e47876e1b4e49b5a871db46e18bd31d","CourseOfAction","Continue To Put A Price On Pollution","The Government will continue its policy of putting a price on pollution, while +putting that money back in the pockets of Canadians. It cannot be free to pollute.","" +"id-8e2583359513448fac5cc8be77dc33cb","CourseOfAction","Continue To Reduce Wait Times","Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program.","" +"id-ec70397d315945d6b921063ffd40c19d","CourseOfAction","Continue To Reform the Criminal Justice System and Policing","The Government will also continue to reform the criminal justice system and policing.","" +"id-d0a887e7b1ef40c5aab44c09279e3adf","CourseOfAction","Continue To Support Organizations Providing Critical Services","During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services.","" +"id-a13d3ac7f0ad41b1a7750618649020bc","CourseOfAction","Continue Work With Partners To Ensure Fair & Equitable Access To Vaccines & Other Resources","And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources.","" +"id-041973a3d2064189a67030d4b938466a","CourseOfAction","COVID Alert app","Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected.","" +"id-144a247808df426ca162884635a66b14","CourseOfAction","COVID Alert app","Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected.","" +"id-45e6f876a4814b98861470d4e3acb083","CourseOfAction","Create An Integrated Approach To Service Delivery","A Service Delivery Hub (SDH) was created to modernize technology to allow Service Canada to create an integrated approach to service delivery, resulting in improved, seamless and timely service delivery for clients.","" +"id-bd919d385b804fc3bbce29b1d42ede1c","CourseOfAction","Create Canada Water Agency","When the Prairie Farm Rehabilitation Administration was closed by a previous +government, Canada lost an important tool to manage its waters. The Government +will create a new Canada Water Agency to keep our water safe, clean, and +well-managed. The Government will also identify opportunities to build more +resilient water and irrigation infrastructure.","" +"id-528af586956a4ac18870d436d33c69b0","CourseOfAction","Create Jobs Cutting Energy Costs","As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses","" +"id-1be32ed56d4d434e9343d7537ba88f14","CourseOfAction","Create Jobs Cutting Energy Costs","As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses","" +"id-a4324cbc2b334025a77e2c5a6de655b9","CourseOfAction","Create The Canada Water Agency","Creating the Canada Water Agency will safeguard that vital resource and support our farmers.","" +"id-26f29c8f3e7b44b6b6bd289af08bb51a","CourseOfAction","Criminal Code Amendments","The Government will work with Parliament on Criminal Code amendments +to explicitly penalize those who neglect seniors under their care, putting +them in danger.","" +"id-540951341bbf48e3884ad9a43db86c62","CourseOfAction","Data Strategy","ESDC’s Data Strategy has been designed to build capabilities to generate strategic insights, increase opportunities for collaboration and to enable improvements and efficiencies in program, service delivery and internal operations. Through its implementation, the Department aims to provide people with easy, secure, and authorized access to quality data in a way that protects privacy and delivers value for Canadians. +The Strategy is built on six foundations for improved client service and policy: access, analytics, data governance and stewardship, data management, enablement, and people. +Foundations investments include among others: + Master data management (MDM) expansion; + Purchase and installation of ESDC Data Catalogue; + Procurement of SAS (VA); + Data Visualization for Business Solutions; and, + Implementation of and analytics platform and Big Data Appliance.","" +"id-b9700d0a26fd411daa7ff4d8a0e8bf03","CourseOfAction","Deliver $10-A-Day Child Care","Four jurisdictions have not yet reached agreements on child care. Two are territories with unique infrastructure challenges, and the Government will keep working together to ensure we meet the needs of the North. The Government will continue working with the remaining two provinces to finalize agreements that will deliver $10-a-day child care for families who so badly need it.","" +"id-c32a4171b9714cbeaf87f5b0493437a4","CourseOfAction","Deliver A Cleaner Environment and A Stronger Economy","Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy.","" +"id-1a7747d500074dd282c9d3eec457ecab","CourseOfAction","Deliver A World-Leading Refugee Resettlement Program","Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program.","" +"id-7dc29c0c3d484086b4b270549132545a","CourseOfAction","Deliver More Trainsit","• Help deliver more transit and active transit options;","" +"id-74a0510d9fe348d289bbe74442a70b3e","CourseOfAction","Deliver More Trainsit","• Help deliver more transit and active transit options;","" +"id-f4bd25afa8b7486bbd1c2c7469c08e92","CourseOfAction","Departmental Application Strategy, data centre consolidation, and cloud adoption","Via the Infrastructure Re-use Branch Initiative, connectivity between the legacy ESDC infrastructure and data centres to the SSC End State data centres is being made available as a selfprovisioning service to allow the migration of certain applications. Further work, resources and funds under the WLM Project will need to be engaged to migrate specific ESDC workloads of the legacy data centres to SSC End State data centres. +In order to complete the migration of the specific ESDC workloads of the legacy data centres to SSC’s End State data centre, the following projects are being migrated as part of the WLM project: + 1-800 O-Canada Business Model Review and Contract ReProcurement; + Emergency Management Application System; + ESDC’s Cloud Implementation Plan is underway to support the departmental application strategy, data centre consolidation and cloud adoption. This includes the Cloud Assessment Framework, Research and Prototyping, and the Cloud Intake process; and, + Making all internal applications accessible over the next three years is a significant outcome of ESDC’s Application Strategy.","" +"id-fb3b2696dbf44f1399cc335a867fa568","CourseOfAction","Determine Project Scope (Course of Action)","","" +"id-bb5551ea4c5c44798e8ac7ac560567f3","CourseOfAction","Develop Canada’s First-Ever National Adaptation Strategy","And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy.","" +"id-d39e8558ad65487e8cdc32474ceaf03d","CourseOfAction","Digital collaboration tools","In support of ESDC’s Accessibility Strategy, ESDC is working on and testing an interdepartmental initiative to replace existing GC tools to ensure availability of more accessible toolsets, where such collaborative tools (i.e. Office 365) used for accessibility follow internationally recognized accessibility standards. ESDC is also working to ensure interoperability of adaptive technologies with the ESDC collaboration toolset. These digital collaboration tools are required for Canadians with disabilities as they continue to face barriers to their full participation in the workplace, which limit their opportunities for career development and advancement.","" +"id-54f6363e3fa742aab62d6224a0114bbf","CourseOfAction","Disability Inclusion Plan","","" +"id-26f7a69640164ec1a915647345f6924e","CourseOfAction","Distinctions-Based Mental Health & Wellness Strategy","","" +"id-3d6aef4780cb4aeca16cbbc33c6b49db","CourseOfAction","Distinctions-Based Mental Health & Wellness Strategy","","" +"id-0f4ba420f0f043d9b6cd50c818e0d6e8","CourseOfAction","Distinctions-Based Mental Health & Wellness Strategy (copy)","","" +"id-c95fd9b41af4466abc64d13a4c10ca7a","CourseOfAction","Distinctions-Based Mental Health & Wellness Strategy (copy) (copy)","","" +"id-bfd45f3d159f47e9b311edadc0f2b29d","CourseOfAction","Early alignment and review discussions starting at the concept phase, and GCEARB","Early EA alignment and review discussions will occur pre-gate 0 in order to support streamlined project proposals, financing, management and governance.","" +"id-7adfb959e4bd4614a5218b6aee7a42f4","CourseOfAction","Eliminate All Remaining Long-Term Drinking Water Advisories","Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today.","" +"id-5e20326699744a39a4f89637f48ac461","CourseOfAction","Eliminate Discriminatory Justice","The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive.","" +"id-28a46cf87f5a4d25a89b18bab9718d96","CourseOfAction","Eliminate Discriminatory Justice","The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive.","" +"id-a6975b3cc007411ab1cf374e3a27b39a","CourseOfAction","Eliminate Discriminatory Justice (copy)","The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive.","" +"id-c9aa8829ceac4ad8ac3326fc5fc0fb24","CourseOfAction","Eliminate Discriminatory Justice (copy) (copy)","The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive.","" +"id-b9997b43899347a49de28b2baccd7ebd","CourseOfAction","Eliminate Provincial Trade Barriers","","" +"id-bbee75353e024ed2939ac8d4d8b56784","CourseOfAction","Employer Incentives","","" +"id-80223b5edb4743f3b36dd1a8ba629bb2","CourseOfAction","Employment Strategy","A robust employment strategy for Canadians with disabilities","" +"id-81e9368fba7b4d09abdbb73393a1f80d","CourseOfAction","Enact UN Declaration","","" +"id-65752d1bdbcc47c5bbb193aa8f673c28","CourseOfAction","Enact UN Declaration","","" +"id-dac07d5cabce4f169f25c911b6535a22","CourseOfAction","Enact UN Declaration (copy)","","" +"id-d9ccf84a886147d9a23e01c0c7858325","CourseOfAction","Enact UN Declaration (copy) (copy)","","" +"id-4cd2b95ec0384362a8204a16395de7d6","CourseOfAction","End Chronic Homelessness","","" +"id-0a75ce5d22fd4860b5f70f1165b6680d","CourseOfAction","Enhance Civilian Oversight of Law Enforcement","The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP;","" +"id-820d2e54a6154a3cbc10e72e51e9f54a","CourseOfAction","Enhance Civilian Oversight of Law Enforcement","The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP;","" +"id-d2b465b3e0fe49e29937a7177cf96fa4","CourseOfAction","Enhance Civilian Oversight of Law Enforcement (copy)","The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP;","" +"id-3ba4be7412ac429cb95ef653e936184c","CourseOfAction","Enhance Civilian Oversight of Law Enforcement (copy) (copy)","The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP;","" +"id-ea3bf21b3f40424db7ba8ae3ece20588","CourseOfAction","Enhancing project oversight","The IT Project Management Officer (PMO) has adopted a continuous improvement state of mind. Currently, ESDC is improving project management oversight activities by: + Reviewing current SDLC methodology. The new SDLC is more modern and is adopting latest market state of the art technics such as agile development and management; + Implementing a process through the IT PMO to manage initiatives that fall off its current project management framework by adapting current oversight techniques and procedures to include any unfitted projects\activities; and, + Improving PMIS system and centralizing ESDC’s project data repository. The IT PMO and Enterprise PMO are actively running those projects.","" +"id-ecf9e6da2bbf481b8406b41823615fd0","CourseOfAction","Ensure Fair and Equitable Compensation For Those Harmed by the First Nations Child and Family Services Program","The Government will also make sure communities have the support they need to keep families together, while ensuring fair and equitable compensation for those harmed by the First Nations Child and Family Services program.","" +"id-4c5c99cb56964e128d4bbecf529a56ea","CourseOfAction","Ensure High Revenue Entity Wealth Sharing","Web giants are taking Canadians’ money while imposing their own priorities. +Things must change, and will change. The Government will act to ensure their +revenue is shared more fairly with our creators and media, and will also require +them to contribute to the creation, production, and distribution of our stories, +on screen, in lyrics, in music, and in writing.","" +"id-08b339aa87324ea4add5d2d0a8ca7a04","CourseOfAction","Ensure that Information Is Shared Regularly, In a Timely Fashion","Rina, Nasser and I are committed to ensuring that information is shared regularly and, more importantly, in a timely fashion. To that end, we are planning a meet and greet town hall for mid-June, in or near National Public Service Week. Details on this meeting will be sent in the coming days.","" +"id-194470e9d70f4280bfd28605fd808a5e","CourseOfAction","Ensure To Have A Valid Building Pass (Course of Action)","","" +"id-17fa7302eeaf4b5da7c7b656879c0053","CourseOfAction","Ensure Web Giants Pay Their Fair Share For the Creation and Promotion of Canadian Content","To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content.","" +"id-98a11dbd831d41458291d20c5cfc0b7a","CourseOfAction","Ensure Worldwide Access To A Vaccine","Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere.","" +"id-f93ece19a6de4558825fef1445de012b","CourseOfAction","Ensure Worldwide Access To A Vaccine","Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere.","" +"id-6d2d210cdb3d4ba9b874cb1ef39725c9","CourseOfAction","Ensure Worldwide Access To A Vaccine (copy)","Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere.","" +"id-fc0b7ff097fb4e5587c85bb0d14b9395","CourseOfAction","Ensure Worldwide Access To A Vaccine (copy) (copy)","Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere.","" +"id-92710df1e22f4511818a7c2ad6664df7","CourseOfAction","Ensured A Standardized Canadian Proof of Vaccination","Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use.","" +"id-e6562fd88eba4246aadc784dd2f69708","CourseOfAction","Expand Urban Parks","This pandemic has reminded Canadians of the importance of nature. The +Government will work with municipalities as part of a new commitment to +expand urban parks, so that everyone has access to green space. This will be +done while protecting a quarter of Canada’s land and a quarter of Canada’s +oceans in five years, and using nature-based solutions to fight climate change, +including by planting two billion trees.","" +"id-9628d6bbacdc485bac9465c5a973d3a3","CourseOfAction","Expand Urban Parks","This pandemic has reminded Canadians of the importance of nature. The +Government will work with municipalities as part of a new commitment to +expand urban parks, so that everyone has access to green space. This will be +done while protecting a quarter of Canada’s land and a quarter of Canada’s +oceans in five years, and using nature-based solutions to fight climate change, +including by planting two billion trees.","" +"id-e5deded9ffa440a5be171bba0b203c44","CourseOfAction","Extend Support For Struggling Industries","Now, with one of the most successful vaccination campaigns in the world, and employment back to pre-pandemic levels, the Government is moving to more targeted support, while +prudently managing spending. + +To ensure no one is left behind, support will be extended or added for industries that continue to struggle.","" +"id-26a81b6d6a2642809d68f70e239319de","CourseOfAction","Fair Supply Sector Compensation","The Canadian and migrant workers who produce, harvest, and process our +food – from people picking fruit to packing seafood – have done an outstanding +job getting good food on people’s plates. They deserve the Government’s +full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors +receive full and fair compensation for recent trade agreements. Farmers keep +our families fed, and we will continue to help them succeed and grow.","" +"id-f57f239b34654368aecd295434d39e97","CourseOfAction","Fight For Free Trade","The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization.","" +"id-4d61491489d447a39ab3e32055600bcb","CourseOfAction","Fight For Free Trade","The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization.","" +"id-dc8e2e28024c4ec38a399630ffa155b8","CourseOfAction","Fight For Free Trade (copy)","The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization.","" +"id-90cc16d99d4f4e4fb1cde310331b3310","CourseOfAction","Fight For Free Trade (copy) (copy)","The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization.","" +"id-4deeac97fa4f4001910c8aa145f13d61","CourseOfAction","Fight Systemic Racism, Sexism, Discrimination, Misconduct, and Abuse, Including In Core Institutions","Canadians understand that equity, justice, and diversity are the means and the ends to living together. + +Fighting systemic racism, sexism, discrimination, misconduct, and abuse, including in our core institutions, will remain a key priority.","" +"id-39621bbaee6d4e9cbd595c124d2862c0","CourseOfAction","GC-Wide Data Collection Approach","The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data;","" +"id-504a419e1e4a49d6a8f234085e55479b","CourseOfAction","GC-Wide Data Collection Approach","The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data;","" +"id-ca0cb63c42f34bf59a9635a915a6e915","CourseOfAction","GC-Wide Data Collection Approach (copy)","The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data;","" +"id-3c14f927ca1b45dbaabf3a9bb5edcbcc","CourseOfAction","GC-Wide Data Collection Approach (copy) (copy)","The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data;","" +"id-c7c9605d391345c18655d110e56b9696","CourseOfAction","Get The Pandemic Under Control Via Vaccination","Priority number one remains getting the pandemic under control. The best way to do that is vaccination.","" +"id-11ef6db66c6b4226a549a97697af0234","CourseOfAction","Help Families Buy Their First Home Sooner","The Government will also help families buy their first home sooner with a more flexible First-Time Home Buyer’s Incentive, a new Rent-to-Own program, and by reducing the closing costs for first-time buyers.","" +"id-65fb6f4a57fb49c8b769315bc218c44f","CourseOfAction","Help Municipalities Build More and Better, Faster","","" +"id-6e34820ba81c4ae3bc2c4f7e3e0f2bf2","CourseOfAction","Help People Remain In Their Homes Longer","The Government will also: +• ...take additional action to help people stay in their homes longer.","" +"id-cef237cbb8874cc084704dc82f011d99","CourseOfAction","Help Provinces Increase Testing Capacity","The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test.","" +"id-1e0209bff9bb4d3b85ce876676d9cb3e","CourseOfAction","Help Provinces Increase Testing Capacity","The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test.","" +"id-604dbcf30f3f4594a975f7c36f9bc5c6","CourseOfAction","Helped Lift Hundreds of Thousands of Children Out of Poverty","The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living.","" +"id-73072fc6f49049cb87926e06d973e293","CourseOfAction","Implement Firearms Policy","The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada.","" +"id-1826f5aafd9e4d298603560a9f89cac5","CourseOfAction","Implement The Truth & Reconciliation Commission’s Calls To Action","","" +"id-57b8d48feb9e4bd89cfbb60e8e3a8d0f","CourseOfAction","Implement The Truth & Reconciliation Commission’s Calls To Action","","" +"id-2b92d9eb13c044ca9ecc2f84b581ca51","CourseOfAction","Implement The Truth & Reconciliation Commission’s Calls To Action (copy)","","" +"id-3f70f459d07e4f9184e10aa07f71f046","CourseOfAction","Implement The Truth & Reconciliation Commission’s Calls To Action (copy) (copy)","","" +"id-0ad5e13d1b3a42958633d288459dc05a","CourseOfAction","Implement the United Nations Declaration on the Rights of Indigenous Peoples","Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today.","" +"id-6fd5a88bee8c4892a337513538e0f89e","CourseOfAction","Improve Access To Medicine","The same goes for access to the medicine that keeps people healthy. Many +Canadians who had drug plans through work lost this coverage when they were +laid off because of the pandemic. So this is exactly the right moment to ramp +up efforts to address that.","" +"id-a01db64ba65f4139b12044ab87e041fb","CourseOfAction","Improve Access To Primary Care","Over the last six months, it has become clearer than ever why Canadians need +a resilient health care system. + +The Government will ensure that everyone – including in rural and remote +areas – has access to a family doctor or primary care team. COVID-19 has also +shown that our system needs to be more flexible and able to reach people at home. +The Government will continue to expand capacity to deliver virtual health care.","" +"id-c30d5c0c26fc4f4aa877e2774da21d82","CourseOfAction","Improve Data Collection Across Health Systems To Inform Future Decisions","There is work to be done. On accessibility. On care in rural communities. On delayed procedures. On mental health and addiction treatment. On long-term care. On improving data collection across health systems to inform future decisions and get the best possible results.","" +"id-4e1820249eea42e4a2deda294bf974a5","CourseOfAction","Improve Eligibility Process","","" +"id-20ab94e1ca7341e1aae635ceb6b2c7ed","CourseOfAction","Improving service delivery and compliance with the new Policy on Service and Digital as well as the OneGC Vision","TB’s Policy on Service and Digital is estimated to have 247 requirements applying to the departmental Chief Information Officer (CIO) function. Along with this are key changes, which produce new expectations for Deputy Heads in the areas of service, information and data, technology, cyber security, as well as workforce capacity and capability. To comply with the Policy, a methodological gap analysis was performed by IITB teams to determine the policy-driven requirements based on five themes: + Governance, planning and reporting (as it relates to IT governance and planning within ESDC); + Service Design and Delivery; + Information and Data; + Technology (including automated decision making); and, + Cyber Security and Identity. +The gap analysis looked at IITB’s existing investments and priorities and made 12 recommendations for IITB to either create new initiatives or reprioritize its portfolio of activities. Most of these recommendations are already in progress as part of the IITB Way Forward. The top five prioritized recommendations are: + Clarify the role and responsibilities between the CDO and the CIO; + Establish the role of a designated official for Cyber Security (DOCS); + Review IM/IT and Identity Policies to address redundancy, conflicts, user-centered policy writing, and training; + Harmonize the different service inventories for a single source of truth; and, + Formalize automated decision-making governance at ESDC. +These recommendations reflect the integrated management of functions as expected by the Policy, the increased responsibilities of the CIO, and the unique governance entities within ESDC (e.g. use of a CDO, a Chief Security Officer outside the branch of the CIO, and a tier 2 level committee focused on purely on service). +In addition, the Branches within the Department have been collaborating internally to improve service delivery and digital transformation: + Business Architecture and Alignment Office participates regularly at EA activities as one of the EA domains in developing project architectures; + User Experience Team provides UX research and design services to IT project teams regularly; and, + Business Process Management Team provides guidance and services on business process mapping to IT project teams regularly.","" +"id-2d1ce5fd5ab64646bf68e6ae48c392ff","CourseOfAction","Increase Affordable Housing","","" +"id-27bcb921cf7d4b9ca4a619cf6468ecb6","CourseOfAction","Increase Canada Pension Plan Survivor Benefit","The Government remains committed to increasing Old Age Security once a +senior turns 75, and boosting the Canada Pension Plan survivor’s benefit.","" +"id-15ca336f4ac344c4b335f597eec37ea1","CourseOfAction","Increase Mental Health Resource Access","","" +"id-404f3684f02443e2ad2ace3910a045c7","CourseOfAction","Increase National Housing Strategy Investment","The Government will add to the historic National Housing Strategy announced +in 2017 by increasing investments to rapid housing in the short term, and +partnering with not-for-profits and co-ops in the mid- to long-term. For the +middle class, the Government will also move forward with enhancements to +the First-Time Home Buyer Incentive, including in Canada’s largest cities, +so families can afford to buy their first home.","" +"id-506447610ff0427cb242f331cb2e2bbc","CourseOfAction","Increase Old Age Security","","" +"id-9b258021647b4c1ba37cd5fb86d14b35","CourseOfAction","Increase The Price On Pollution","Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy.","" +"id-c5c43a2cadf043a793644af6fb1e0e6c","CourseOfAction","Increase The Price On Pollution (copy)","Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy.","" +"id-52f29d08022a4066a56797faf29a12e3","CourseOfAction","Indigenous Infrastructure","And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment.","" +"id-0e591ba643ea4de2954674d08185eee1","CourseOfAction","Indigenous Infrastructure","And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment.","" +"id-64437739ca2a490e9eab8b8c02301a30","CourseOfAction","Indigenous Infrastructure (copy)","And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment.","" +"id-6228f9942066444eaf9da8b0317a03b8","CourseOfAction","Indigenous Infrastructure (copy) (copy)","And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment.","" +"id-4a3299f7cf8b41afb29a607d0d59250f","CourseOfAction","Introduce Free Tax Filing","The Government will also work to introduce free, automatic tax filing for simple +returns to ensure citizens receive the benefits they need.","" +"id-47f2e62a37f94063813aab5e1824e7fe","CourseOfAction","Introduced Lifetime Background Checks","While we address climate change – +While we fight COVID-19 and its consequences – +While we grow our economy for everyone – +We cannot turn away from other challenges. + +Gun violence is on the rise in many of our biggest cities. + +While investing in prevention and supporting the work of law enforcement, we must also continue to strengthen gun control. + +The Government has taken important actions like introducing lifetime background checks.","" +"id-ddf231b16cab4bf3a613ee058a04d980","CourseOfAction","Invest In Blue Economy","At the same time, the Government will look at continuing to grow Canada’s +ocean economy to create opportunities for fishers and coastal communities, +while advancing reconciliation and conservation objectives. Investing in the +Blue Economy will help Canada prosper.","" +"id-b75e888b9e414cd4b84ad213dc494a94","CourseOfAction","Invest In Domestic Vaccine Manufacture","","" +"id-536128e7457d4e4b8566ac9f57d104e0","CourseOfAction","Invest In Infrastructure","To keep building strong communities, over the next two years the Government +will also invest in all types of infrastructure, including public transit, energy +efficient retrofits, clean energy, rural broadband, and affordable housing, +particularly for Indigenous Peoples and northern communities.","" +"id-43974d501b044351af41d75aee31d401","CourseOfAction","Invest In Innovation and Good, Green Jobs","Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy.","" +"id-9255b2be8f5643c09a470d9a36688b0e","CourseOfAction","Invest In International Development","The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience.","" +"id-560205a4151b4276bff982d4ba15876c","CourseOfAction","Invest In International Development","The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience.","" +"id-cc87454e7daf440d84c36cd127cfcbf1","CourseOfAction","Invest In International Development (copy)","The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience.","" +"id-e853832a5d4c4893bf2704273c516946","CourseOfAction","Invest In International Development (copy) (copy)","The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience.","" +"id-25dcc8de81c94567ac73a6caa8411678","CourseOfAction","Invest In Public Transit","Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air.","" +"id-b5c58b7b54bd49b88d17ebf77c034e98","CourseOfAction","Invest In the Creation of a National Monument To Honour Survivors","This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools.","" +"id-780842397531449f8905602492890520","CourseOfAction","Invest In Vaccine Distribution","And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution.","" +"id-c587d1bc6fdc49bea9102b7437582152","CourseOfAction","Invest Significantly In A Distinctions-Based Mental Health and Wellness Strategy","To support communities, the Government will also invest significantly in a distinctions-based mental health and wellness strategy, guided by Indigenous Peoples, survivors, and their families.","" +"id-7f94dc5ef90a4f72bf6b0ef4ff557c6b","CourseOfAction","Keep Canada Competitive","The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage.","" +"id-9ee067a194594b90acf0cef1e3347a29","CourseOfAction","Keep Canada Competitive","The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage.","" +"id-a8da77536f81462d9b3a7956ecb27797","CourseOfAction","Keep Canada Competitive (copy)","The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage.","" +"id-c5d2a1f7da7d4006aca0bd0c242e1df7","CourseOfAction","Keep Canada Competitive (copy) (copy)","The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage.","" +"id-214b8bc3143c4553913bce660dec8889","CourseOfAction","Keep running and maintaining the essential IT services that underpin everything at ESDC","• While our Department and our Branch are busy transforming, IITB also has the very large job of keeping running and maintaining the essential IT services that underpin everything. ESDC is often referred to as a “portfolio” and not just a department, for very good reason: We are enormous. Our IT operations are comparably large.","" +"id-1374066ddc254290810ae7c686a94a50","CourseOfAction","Keep SharePoint Access and Permissions Up-To-Date (Course of Action)","https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx +13. Will the site’s security groups migrate? +No. Active Directory lists that are on premise will not be migrated; however the Project Team will recreate them as Azure Active Directory groups with settings activated to enable Owners and Designers to manage their membership after they migrate. + +Please keep your access and permissions up-to-date. You should not wait until your site is scheduled for migration to perform this update. + +https://dialogue/proj/ITCD-RMTI/SAS-SAS/_layouts/settings.aspx +","" +"id-045a7b8d7fac44339fd982e7cc63d2b9","CourseOfAction","Lead In Producing the World’s Cleanest Steel, Aluminum, Building Products, Cars, and Planes","As a country, we want to be leaders in producing the world’s cleanest steel, aluminum, building products, cars, and planes. Not only do we have the raw materials and energy to do that, most importantly, we have skilled, hard-working Canadians to power these industries.","" +"id-46fb654cbd6c4509bcfdc1ba81b08875","CourseOfAction","Legislate Net-Zero Emmissions By 2050","Canadians also know climate change threatens our health, way of life, and +planet. They want climate action now, and that is what the Government +will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s +2030 climate goal. The Government will also legislate Canada’s goal of net-zero +emissions by 2050.","" +"id-2ffbb07b306e413c855992391582e180","CourseOfAction","Legislate Net-Zero Emmissions By 2050","Canadians also know climate change threatens our health, way of life, and +planet. They want climate action now, and that is what the Government +will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s +2030 climate goal. The Government will also legislate Canada’s goal of net-zero +emissions by 2050.","" +"id-37c0319fd88044a5b2db1680c5a0eff6","CourseOfAction","Leverage Interactive Fact Findings Services (IFFS) Survey Info (Course of Action)","Leverage information collected from IFFS (Interactive Fact Findings Services) surveys, end user support requests etc. ","" +"id-4b45127fcf9e4f0fab688918297b3453","CourseOfAction","Leverage Marketplace Analytics Tool (Employee Profile Analytics) (Course of Action)","Leverage Marketplace Analytics tool (employee profile analytics)","" +"id-372e386dd6cb4bba8506df08097b31de","CourseOfAction","Leverage Performance Measurement Framework Info (Course of Action)","Leverage information collected from performance measurement framework (e.g., dashboard).","" +"id-25b3873492284c978e289c0232a1c060","CourseOfAction","Made Investments To Support Families and Small Businesses","The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat.","" +"id-6c8c07452e7d49d4ab126417f64c5797","CourseOfAction","Make Zero-Emission Vehicles More Affordable","Make zero-emissions vehicles more affordable while investing in more charging stations across the country.","" +"id-f00bb1822eda4e41a22eb8fb67ed02f7","CourseOfAction","Mandate The Sale of Zero Emissions Vehicles","Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air.","" +"id-dff5c9425baf412f95ad8d73f9b6f4a1","CourseOfAction","Mandated Vaccination for Domestic Travel","Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use.","" +"id-dbc4cfdc20664ad7a973b4803bbfdac3","CourseOfAction","Mandated Vaccination For Federal & Federally-Regulated Workers","Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use.","" +"id-5ecb98e7585746f8afc13738d7f8d895","CourseOfAction","Meet Clean Water Committments","The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities;","" +"id-223fb44ba370445895f6a870344f5c85","CourseOfAction","Meet Clean Water Committments","The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities;","" +"id-e8a19ae3b7a7494c96cf951f04e5c60b","CourseOfAction","Meet Clean Water Committments (copy)","The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities;","" +"id-f6acaca57ded4755b3ad67a56643c651","CourseOfAction","Meet Clean Water Committments (copy) (copy)","The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities;","" +"id-48ae53c2c73a45bd9f265037576c9b49","CourseOfAction","Modernize Law Enforcement Training","The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force;","" +"id-bf768e8e2a704686baf1cf4641a4508c","CourseOfAction","Modernize Law Enforcement Training","The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force;","" +"id-29f30c9831f04d6e835ca33500f6b15d","CourseOfAction","Modernize Law Enforcement Training (copy)","The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force;","" +"id-efff72ae55a1436e96685c62283bc9fd","CourseOfAction","Modernize Law Enforcement Training (copy) (copy)","The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force;","" +"id-63933a2a50804935ae36a11bbdd4d03f","CourseOfAction","Move Forward With A 10-Year National Action Plan on Gender-Based Violence","During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services.","" +"id-9a03127390d8481cbfa34f5f309739a5","CourseOfAction","Move Forward With Any Province or Territory That Wants To Ban Handguns","The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns.","" +"id-2ce5e711686e4850ada1ab000fbb49ea","CourseOfAction","Move Forward With Clean Power Fund","• Transform how we power our economy and communities by moving +forward with the Clean Power Fund, including with projects like the +Atlantic Loop that will connect surplus clean power to regions +transitioning away from coal;","" +"id-bcc94185a59548d4b6e1511d597006fa","CourseOfAction","Move To Cap and Cut Oil and Gas Sector Emissions","The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future.","" +"id-c657492cc3a74874a26183e352c172ee","CourseOfAction","National Action Plan Against Gender-Based Violence","Women’s safety must be the foundation on which all progress is built. The +Government will accelerate investments in shelters and transition housing, and +continue to advance with a National Action Plan on Gender-Based Violence.","" +"id-23f3f03b60b24a49a57ebfd56d80306d","CourseOfAction","National Early Learning & Childcare System","It has been nearly 50 years since the Royal Commission on the Status of Women +outlined the necessity of child care services for women’s social and economic +equality. We have long understood that Canada cannot succeed if half of the +population is held back. Canadians need more accessible, affordable, inclusive, +and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a +significant, long-term, sustained investment to create a Canada-wide early +learning and childcare system. +The Government will build on previous investments, learn from the model that +already exists in Quebec, and work with all provinces and territories to ensure +that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour +leaders, that the time is now.","" +"id-d2ebf8aeeba24e1c96b9dd7415b39090","CourseOfAction","National, Universal Pharmacare Program","The Government remains committed to a national, universal pharmacare +program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay.","" +"id-48b9bbddd1a443f0b9be2c1bce5b1bf1","CourseOfAction","Office Space Must Be Expanded (Course of Action)","","" +"id-3e94e905a5874d6780da26f2d1fb231f","CourseOfAction","Parliamentary Review: 3rd Year Then Every 5th Year (Course of Action)","Parliamentary review +12 As soon as feasible after the third anniversary of the day on which this section comes into force and after each subsequent fifth anniversary, a review of this Act and of its administration and operation is to be undertaken by a committee of the Senate, of the House of Commons or of both Houses of Parliament that may be designated or established for that purpose.","" +"id-3e13aca6e2fc4fb180434cc5f839693e","CourseOfAction","Personal Protective Equipment Supply Chain Security","Personal protective equipment has been shipped across the country. + +The Government will also continue to work on getting Canadians the PPE they need. + +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs.","" +"id-646082bb3ee14f4691ad5d4b6277751f","CourseOfAction","Personal Support Worker Measures","The Government will look at further targeted measures for personal support +workers, who do an essential service helping the most vulnerable in our +communities. Canada must better value their work and their contributions +to our society.","" +"id-fc2f4268c9dd4ce7a036b642b51411c6","CourseOfAction","Personal Support Worker Wage Top-Up","These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs.","" +"id-fcb9562a48134d3ba6e0d7324ae5c828","CourseOfAction","Personal Support Worker Wage Top-Up","These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs.","" +"id-0d8c9abd15c04589ad3ce2d061ff0f47","CourseOfAction","Place Internal Links On iService (Course of Action)","Should these internal links be included? +(users won't be able to access off the network anyways) -> Maybe include these on an internal site like iService.","" +"id-6bb5a2643be143a891fbb7f70a3b7094","CourseOfAction","Protect Our Lands and Oceans","Protecting our land and oceans will address biodiversity loss. In this work, the Government will continue to strengthen its partnership with First Nations, Inuit, and Métis, to protect nature and respect their traditional knowledge.","" +"id-09856aea9ef24a2cb01883cd4ace4db6","CourseOfAction","Pursue Faster Testing Technology","At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed.","" +"id-ecdb4b2e92724b11a822142b09fb3a8f","CourseOfAction","Pursue Faster Testing Technology","At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed.","" +"id-24336b80e6274edabd61f5117b40f3a0","CourseOfAction","Put Forward A Mandatory Buyback of Banned Assault-Style Weapons","The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns.","" +"id-770666ca129f4490a0145eba96777adf","CourseOfAction","Ramp Up Contact Tracing & Testing","Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more.","" +"id-6aa0fc417f0d42e3bc0420a937e85c9d","CourseOfAction","Rebuild An Economy That Works For Everyone","The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat.","" +"id-ea9f91e2c4d04ca98f22a28c69cdd72f","CourseOfAction","Recognize and Celebrate the Efforts and Leadership of Public Servants From Across the Country","","" +"id-8e4f4254ba4b4d488e8b1c9dc18ca1f8","CourseOfAction","Recognize Key Partner Efforts To Reduce Emissions","• And recognize farmers, foresters, and ranchers as key partners in the +fight against climate change, supporting their efforts to reduce emissions +and build resilience.","" +"id-28b1aee1a3214183b5e4bb37a16c6090","CourseOfAction","Recognize Key Partner Efforts To Reduce Emissions","• And recognize farmers, foresters, and ranchers as key partners in the +fight against climate change, supporting their efforts to reduce emissions +and build resilience.","" +"id-f5d6116909eb454bb474e0541bfe4f36","CourseOfAction","Recover OR Create New Google DTiG Account (Course of Action)","","" +"id-6f887e99070041ddbfe32d3caef4cc12","CourseOfAction","Reduce Chronic Homelessness","This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. + +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada.","" +"id-02a7990b8f434e9abaf2d9ffb5fbdbee","CourseOfAction","Reduce Climate-Related Impacts","As part of its plan, the Government will: +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient;","" +"id-83976314aa2f40ddbd8aea187ca7c4a9","CourseOfAction","Reduce Closing Costs For First-Time Buyers","","" +"id-034aae6bed3c446a877cf6f7a04ae6a7","CourseOfAction","Regions Coordinating Building Approaches For Their Offices (Course of Action)","","" +"id-eacbe337ae19485ab30a89ed2a1b9e91","CourseOfAction","Reintroduce Legislation To Reform the Broadcasting Act","To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content.","" +"id-ecc4231ffb8e4e32b91689b7bc7f81e4","CourseOfAction","Reintroduce the Proposed Act For the Substantive Equality of French and English","As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act.","" +"id-4e1229493a2d4a4582c487fbfca071ed","CourseOfAction","Reintroduce the Strengthening of the Official Languages Act","As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act.","" +"id-7668a7c95615486b9d44e8b44b19be3f","CourseOfAction","Resourcing (Dedicated Support/Analytics Staffing) (Course of Action)","","" +"id-cfe4794f6bd34672b4d3976d082022c6","CourseOfAction","Safe Return To Class Fund Investment","To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation.","" +"id-e4ee7701ebb0417d80e6300078f297fd","CourseOfAction","Safe Return To Class Fund Investment","To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation.","" +"id-608833083a09407da3035ce6507c5d63","CourseOfAction","Secure Access To Vaccine Candidates","In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution.","" +"id-1adbf6579ba34ebc8d5b5a4a0940ce0e","CourseOfAction","Secure Next Generation COVID-19 Vaccines, Boosters, & Doses For Kids Aged 5 to 11","The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11.","" +"id-4d0b841620de4f73897c0165b97b206c","CourseOfAction","Shift To Community-Led Policing","The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing;","" +"id-d2a97ad3a1794902aab24b0ac030adbf","CourseOfAction","Shift To Community-Led Policing","The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing;","" +"id-04c19c1bfafe4aee8ce380a62bfc2a94","CourseOfAction","Shift To Community-Led Policing (copy)","The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing;","" +"id-5228204047184390961e43b097d6fbf7","CourseOfAction","Shift To Community-Led Policing (copy) (copy)","The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing;","" +"id-0eafbb615d7d40889b256f41b8d2199d","CourseOfAction","Social Sector & Infrastructure Investment","To help make that happen, the Government will launch a campaign to create +over one million jobs, restoring employment to previous levels. This will be +done by using a range of tools, including direct investments in the social sector +and infrastructure, immediate training to quickly skill up workers, and +incentives for employers to hire and retain workers.","" +"id-098507da808e4a69b1891df3959d1d87","CourseOfAction","Stand Up For Human Rights & The Rule Of Law","The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united.","" +"id-48a37f41de25458fbc2ca2df9e199894","CourseOfAction","Stand Up For Human Rights & The Rule Of Law","The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united.","" +"id-abb16fdeaaff4d31b80354fc3c3ef2bb","CourseOfAction","Stand Up For Human Rights & The Rule Of Law (copy)","The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united.","" +"id-89853bc2f54b497395d90d1255ac1e1f","CourseOfAction","Stand Up For Human Rights & The Rule Of Law (copy) (copy)","The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united.","" +"id-a8681994bcac43db8830b87ce9c964a4","CourseOfAction","Standardize National Long-Term Care","The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible;","" +"id-2c917a9ad50a47b88ba86ee95761b0a5","CourseOfAction","Strengthen Action To Prevent and Prepare For Extreme Weather Worsened By Climate Change","And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy.","" +"id-c0675a0a7bb64f5996ceab57977b134e","CourseOfAction","Strengthen Our Healthcare System And Public Health Supports For All Canadians","To build a healthy future, we must also strengthen our healthcare system and public health supports for all Canadians, especially seniors, veterans, persons with disabilities, vulnerable members of our communities, and those who have faced discrimination by the very system that is meant to heal.","" +"id-4dc7cae802f449a29b3bf05aa96a4ff3","CourseOfAction","Strengthen the Official Languages Act","","" +"id-b19e55d430f64afab20be113fad8d782","CourseOfAction","Strengthen the Official Languages Act","","" +"id-93c5473027cd4d52a6716d7f65889a31","CourseOfAction","Strengthen the Official Languages Act (copy)","","" +"id-a1932da15d2f41558627cb96f2beffe3","CourseOfAction","Strengthen the Official Languages Act (copy) (copy)","","" +"id-bb02256abab54062a8acc1878a1c48fa","CourseOfAction","Support Black Culture & Heritage","The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage.","" +"id-8b1a48083299459d9ecc717e214362f9","CourseOfAction","Support Black Culture & Heritage","The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage.","" +"id-bdbb64a881f54ce5a1754fa119f89937","CourseOfAction","Support Black Culture & Heritage (copy)","The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage.","" +"id-d4eadd3c9e8f49e6886c83322700f68d","CourseOfAction","Support Black Culture & Heritage (copy) (copy)","The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage.","" +"id-85c03928e14547bf89262e51c4b85261","CourseOfAction","Support Capacity Building","The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation.","" +"id-57816f21c3344864b6b8a89b09927932","CourseOfAction","Support Capacity Building","The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation.","" +"id-4f39fa8a875d4a36b65f11f9622e673e","CourseOfAction","Support Capacity Building (copy)","The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation.","" +"id-8934662f13c74ac2a71a9b0e96fc4adc","CourseOfAction","Support Capacity Building (copy) (copy)","The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation.","" +"id-af912b59089145dc978981a7ecf906c5","CourseOfAction","Support Family Reunification","Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program.","" +"id-f96557f3b3fb484592a19c675c6ced86","CourseOfAction","Support For Hardest-Hit Industries","And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts.","" +"id-c0cc57e223b84f9890115d053cb3a7d6","CourseOfAction","Support For Hardest-Hit Industries","And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts.","" +"id-6437cff396be492f8db4bd108162c7c0","CourseOfAction","Support Health Care Systems Capacity","The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE.","" +"id-f8947061f6af422b8f88514a2099004e","CourseOfAction","Support Health Care Systems Capacity","The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE.","" +"id-f18cd061aa6142a09fd124a3d5e00e0d","CourseOfAction","Support Regional Airline Routes","And to further link our communities together, the Government will work with +partners to support regional routes for airlines. It is essential that Canadians have +access to reliable and affordable regional air services. This is an issue of equity, of +jobs, and of economic development. The Government will work to support this.","" +"id-8c037df9fcee41208e4ddddcb1fcf5b4","CourseOfAction","Support Renewable Energy Investment","• And support investments in renewable energy and next-generation clean energy and technology solutions.","" +"id-f4eee9a8e8fe4ab98beadae19086eac5","CourseOfAction","Support Sector Transformation Towards Net-Zero Future","Canada cannot reach net zero without the know-how of the energy sector, +and the innovative ideas of all Canadians, including people in places like +British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they +work to transform to meet a net zero future, creating good-paying +and long-lasting jobs;","" +"id-b220db8477334f17a333c681bc877990","CourseOfAction","Support Seniors with Provinces & Territories","Central to this is recognizing that one of the greatest tragedies of this pandemic +is the lives lost in long-term care homes. Elders deserve to be safe, respected, +and live in dignity. + +Although long-term care falls under provincial and territorial jurisdiction, +the federal government will take any action it can to support seniors while +working alongside the provinces and territories.","" +"id-c93f938fa23c42a5b688d41be322ad5a","CourseOfAction","Tap Into Global Capital and Attract Investors","As we move forward on the economy of the future, no worker or region will be left behind. The Government will bring together provinces, territories, municipalities, and Indigenous communities, as well as labour and the private sector, to tap into global capital and attract investors.","" +"id-f468cee89d3a48b79f9c41dfe274859f","CourseOfAction","Target Additional Financial Support to Affected Businesses","Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority.","" +"id-29459a119bab47b9b1cf114933ed6b23","CourseOfAction","Target Additional Financial Support to Affected Businesses","Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority.","" +"id-8a9333ee1c1041da8b6f9afb31a83fe8","CourseOfAction","Tax-Free Payment $260 (Course of Action)","Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA).","" +"id-8b8c793b22184163af1c85876fb7b8bb","CourseOfAction","Tax-Free Payment $390 (Course of Action)","Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA).","" +"id-012e962d4fd04a029ba9fed5b5ce65eb","CourseOfAction","Tax-Free Payment $650 (Course of Action)","Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA).","" +"id-9d2a8729537b4c4db418aa8115916553","CourseOfAction","Universal Broadband Fund","","" +"id-352d2030694b4b57b240ab10e79a7dd4","CourseOfAction","Update Canada's COVID-19 Economic Response Plan","This fall, the Government will release an update to Canada’s COVID-19 +Economic Response Plan. This will outline the Government’s economic and +fiscal position, provide fiscal projections, and set out new measures to +implement this Throne Speech. + +This update will make clear that the strength of the middle class, and the +wellbeing of all Canadians, remain Canada’s key measures of success.","" +"id-b931918eb1c74a869a955054596bd1c8","CourseOfAction","Update External Content (Course of Action)","Update external content - iterate through use cases, employee types or personas and confer with business content owners. +Provide functionality to allow end users to submit feedback and/or participate in surveys. +Resource component (Dedicated support/analytics staffing). ** +Leverage information collected from IFFS (Interactive Fact Findings Services) surveys, end user support requests etc. +Leverage information collected from performance measurement framework (e.g., dashboard). +Leverage Marketplace Analytics tool (employee profile analytics) +Update additional letter of offer template(s) (e.g., non-EX template). +","" +"id-ec3e7d738a3a43f09fd520cd550404e1","CourseOfAction","Update Non-EX Letter of Offer Template(s) (Course of Action)","Update additional letter of offer template(s) (e.g., non-EX template).","" +"id-0da15ff8f2454c6ba7b473a528e5301d","CourseOfAction","Update Outdated IT Systems","From researchers developing vaccines, to entrepreneurs building online stores, +this pandemic has reminded us of the power of the knowledge economy, and +how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT +systems to modernize the way that Government serves Canadians, from the +elderly to the young, from people looking for work to those living with a disability.","" +"id-7f77c02d639d438e99f3a84eb0b74241","CourseOfAction","Women’s Entrepreneurship Strategy","The Government will also accelerate the Women’s Entrepreneurship Strategy, +which has already helped women across Canada grow their businesses.","" +"id-d62778f05a0d4459b40bad6741bb3d01","CourseOfAction","Work Collaboratively With Provinces, Territories, and Other Partners To Deliver Real Results","The Government will work collaboratively with provinces, territories, and other partners to deliver real results on what Canadians need.","" +"id-c7e6b43de97a406b9581ef7a4f4a95fa","CourseOfAction","Work Together As One Team","","" +"id-c26729a5a3f44752a6b64f514a9fdac5","CourseOfAction","Work With Like-Minded Countries","Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy.","" +"id-ed096013a2a34c54bda33998d00addca","CourseOfAction","Work With Partners To Get Real Results","","" +"id-13c9cba30bd14137938309813aff5d04","CourseOfAction","Worker Training","We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class.","" +"id-4bf4e60ff55a4225b8dfa522420e5b76","CourseOfAction","Worker Training","We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class.","" +"id-f93b3c2a6f0c4aefbc1e3da254ef50ef","CourseOfAction","Youth Employment & Skills Strategy","Another example of how the Government will create jobs is by significantly +scaling up the Youth Employment and Skills Strategy, to provide more +paid work experiences next year for young Canadians.","" +"id-916fd084beb04824b055620b684ed90b","Resource","Architecture Artifacts","","" +"id-9d7955ff246e42ec9a5140758111341a","Resource","Architecture Document","Architecture Document +This document describes the architecture of the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/Architecture_MSFT_Ver_1.4.pdf","" +"id-b1b35295611a4bdba33f0d94586054cf","Resource","GC Digital Operations Strategic Plan 2021-2024","","" +"id-d9c1e8edee3b4f0eaa3b0ba9563ab115","Resource","GC Policy on Service and Digital","","" +"id-e99aeee02822428397dff1038ef24923","Resource","Government of Canada Digital Standards","","" +"id-d44fbd662c7348ef9de1d9c9d90ab433","Resource","New EA Worker Info","","" +"id-ae0e0222501e4516b7f083190b379291","Resource","New ESDC Worker Info","","" +"id-09f01ccde72d40cebbdd45751ddfce4d","Resource","New SAS Worker Info","","" +"id-7e18e41783424eafab1c481ee5a98183","Resource","New Worker Info","","" +"id-a517133b8d34440a83b39f53985ef957","Resource","NIIS Business Requirements For CCT Pension Forms (2022)","Business Solutions Operations +NIIS BR (Pension forms) for IITB / NIIS +Updated: March 9, 2022","" +"id-cbceba20a7c7479ab4d39d1e15e8d7db","Resource","On-Site Work Information","physical work environment and hardware (building, garage, office, phones, etc.) +1.1 Mailstop Information +1.2 Relocating, if Necessary +1.3 Printers +1.3.1 Add Printer Wizard +1.3.2 Have Your Email Account Added For Scan Function +1.4 Building Services +1.5 Parking, Bike Cage, Change Room, Showers +1.6 Evacuation Sequence +1.7 Meeting Arrangements +1.7.1 Booking System +1.7.2 Hosting a Conference call +1.7.3 Skype +1.8 Telephone (VOIP) +1.9 Voicemail +1.10 Outlook Calenda","" +"id-28aefa9a6dbe41efbd1497ec9b79ab60","Resource","Operations/User Guide","Operations/User Guide +This guide provides operational procedures in running the SFT Client and using the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/SFT_Operations-User_Guide.pdf","" +"id-6492910e141c406a80367916bb87db9e","Resource","Platform Readiness Guide","Platform Readiness Guide +This guide provides platform readiness information needed to set up a machine to successfully connect to and access the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/SFT_Platform_Readiness_Guide_Ver_1.8.pdf","" +"id-166b039e53ce4450aa1b50e751d6e0ff","Resource","Report To PCO: A Data Strategy Roadmap For The Federal Service","","" +"id-76f10de219754a1bbadfe2dd3e42e4db","Resource","Requirements Gathering Checklist","Requirements Gathering Checklist +This document allows the prospective client to provide information required for the setup of the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/MSFT%20Requirements%20Gathering%20Checklist.doc +","" +"id-b57f93caf0b3449185c94b60ec990dfe","Resource","SAS Knowledge Base","","" +"id-0f1750847f534b5bb293d5464694a690","Resource","SAS Services","","" +"id-af8461cc43724f0e9ef6a1eb3d96b513","Resource","SFT Client User Guide for SFT Client Version 2.x","SFT Client User Guide for SFT Client Version 2.x +This guide provides instructions on the SFT Client GUI and options for Version 2. +https://sftweb.pwgsc.gc.ca/guides/sftClientV2UG_e.pdf","" +"id-7f04a9caab694457bbcf9fc9a239d684","Resource","Team Information","","" +"id-84c026beb3e64a978eb306d7f74ab29f","ValueStream","Digitally enabled delivery","","" +"id-3fa55ace287c473eb45fd60da76f6c36","ValueStream","Good governance","","" +"id-3d03dd296f46486ea8be20f0ce0a7287","ValueStream","Open, collaborative and accessible","","" +"id-3bd5c16644544ba6b6f6fddb08ad7236","ValueStream","Service orientation and user-centered","","" +"id-d334dbe2523c414a915d7cb617cb00e0","BusinessActor","A1 QC Client (Primary)","A1 QC Client Primary A Quebec resident seeking to register for / login to MSCA using their QC Digital Identity.","" +"id-e09e8310384e4f8ea7c122ca9b638613","BusinessActor","A2 Service QC Agent (Secondary)","A2 Service QC Agent Secondary A Service QC agent who provides support to clients.","" +"id-08663e84593e477c9eda14a56d77f2c8","BusinessActor","A3 ESDC R&A Call Centre (NIDS) Agent (Secondary)","A3 ESDC R&A Call Centre (NIDS) Agent Secondary A NIDS agent who provides telephone support to clients for issues associated with SIN validations.","" +"id-98f6595071a643288830d07f55508b5f","BusinessActor","A4 Service Canada / 1-800 O CANADA Agent (Secondary)","A4 Service Canada / 1-800 O CANADA Agent Secondary A Service Canada or 1-800 O CANADA agent who provides general information to clients in-person or by telephone for questions and issues assocated with federal programs and services.","" +"id-834ef9b0139145d2bea1834939810954","BusinessActor","A5 QC Systems (Primary)","A5 QC Systems Primary QC Digital Identity Program ","" +"id-78da801382d74571bb91595de4589866","BusinessActor","A6 ESDC Systems (Primary)","A6 ESDC Systems Primary SIR/ECAS/MSCA portal","" +"id-05a722ecf3234314a49c3132e4113bb7","BusinessActor","Dabboussy, Rouba RD","","" +"id-2e5d8c45cf374f1284e90b3252b715e4","BusinessActor","Deloitte (Business Actor)","","" +"id-1b57168005b04519bdb8c288f60f390b","BusinessActor","ESDC Analyst","","" +"id-f239096f5fb44d58b0107c4c0fcc3718","BusinessActor","Gill, Dale DK","","" +"id-02d7cdd3d4c245c38fb22388ed5355f1","BusinessActor","Harès, Caroline C","","" +"id-2a6317086ac8402186ee562b6040b3c7","BusinessActor","Jean Lapierre (Business Actor)","Jean Lapierre +Director for Government Advocacy. Association of Enterprise Architects’ Ottawa Gatineau Chapter +Jean’s most recent public service engagement is at Employment and Social +Development Canada (ESDC) is as an enterprise architect, seeking to enable +architectural alignment and reduce technical debt. Previously, his career was +focussed in the field of Data Warehousing, having worked at National Defence +(DND), Treasury Board of Canada Secretariat (TBS), and Shared Services Canada +(SSC). For the conference, Jean was instrumental in getting key speakers for DTiG +2021 and communicating with the public service.","" +"id-8bb463a1a6524e738e6f6824504f0e22","BusinessActor","Jean-Luc Lemieux (Business Actor)","Jean-Luc Lemieux CPA, CMA, CISA, CIDA +ISACA Ottawa Valley Director Conferences and Secretary Designate +Jean-Luc is a senior consultant at Samson and Associates and President of Jean Luc Lemieux CPA Inc. He has volunteered to manage the technology platform supporting the DTiG 2021 Conference.","" +"id-f1712c2ecd4145e49b468459a4c352f4","BusinessActor","Jenny Xi (Business Actor)","Jenny Xi, Treasurer +ISACA Ottawa Valley Chapter +Jenny +has been volunteering as the Treasurer for the ISACA Ottawa Valley Chapter Board for +two years She works at NAV CANADA as Manager, Internal Control and has over 13 years of +experience in the accounting profession including internal controls, fraud risk management, +general computer controls, taxation, governance and information security controls +For +DTiG 2021 Jenny has managed the finances for the first time the conferences has been in a +virtual format","" +"id-6111070c780a40c89d0e05f5767bce7e","BusinessActor","L'Ecuyer, Steve S","","" +"id-45bf1f804c82425a943ff329fcddee55","BusinessActor","Lacroix, Michael M","","" +"id-b024c0979fd14a2f9eeea4832d79b6c4","BusinessActor","Leszek Nowosielski","","" +"id-32c3212a85b54ae1a1d159f0cd5deab4","BusinessActor","Matte, Julie J","","" +"id-6acaf10a25484ed38406d5beb9da0ba7","BusinessActor","Nasser","","" +"id-609ff6bae97c475f99382c3f35dd9117","BusinessActor","Peter","","" +"id-c254568ac90948aab84e4c1362297729","BusinessActor","Potvin, Kristine KE","","" +"id-b6fad4a9d85c4ac384e1992ebc0cd89b","BusinessActor","Rita","","" +"id-e4588263135840499fc28f7295a42f52","BusinessActor","Robert (Bob) Weisman (Business Actor)","Robert (Bob) Weisman, PhD, PEng, PMP, CD1 +President ISACA Ottawa Valley Chapter and President Association of Enterprise Architects (Ottawa Gatineau Chapter) +DTiG 2021 Conference Chair +Robert is an Engineer in Residence and Professor Digital Transformation and Innovation at University of Ottawa where he now teaches enterprise architecture to graduate and undergraduate students and soon Digital Transformation Leadership Bob spent 30 years in government, 10 years at CGI and then academia with a PhD journey He is a very active member of The Open Group and also CEO and Executive Management Consultant at Build The Vision Inc.","" +"id-ef7542a1d57a47f2ba3480e177103357","BusinessActor","Scarlett Kelly (Business Actor)","Analyst: Expenditure Management Division. +Treasury Board of Canada Secretariat / Expenditure Management Sector / EMS - Assistant Secretary's Office / Program Performance and Evaluation Division / Central Performance and Impact Assessment Unit","" +"id-ec7a98232e104370917231d29203eeeb","BusinessActor","Term Searcher","","" +"id-05edcc575b7945babb396d94875a297e","BusinessActor","Treasury Board of Canada Secretariat (Business Actor)","","" +"id-60b60b9a119f4bb9888d1cac6b3e7bd2","BusinessActor","Will Xu (Business Actor)","Will Xu +Conference Website Administrator +Will serves as the Director of Communications and Webmaster for the ISACA Ottawa Valley chapter. Professionally, he is a member of the audit team at the Office of the Auditor General of Canada, conducting IT performance audits of federal government departments. He has created and maintained the web presence of DTiG 2021.","" +"id-55aa519a921e47d6a39373619544b6fb","BusinessActor","Wood, Cheryl CP","","" +"id-a629c79d87554f9184539684a0b8b272","BusinessActor","Xenos Khan (Business Actor)","Xenos Khan, MBA +AEA Ottawa Gatineau Chapter Director Programs Designate +Xenos passed away suddenly in May 2021. He was a gifted and warm hearted man dedicated to his family, friends, and his colleagues at Gelder, Gingras and Associates where he was Vice President Consulting and at Employment and Social Development Canada (ESDC) where he was working on the Cloud Reference Architecture. He will be sorely missed.","" +"id-15aa4d900f5844a5821477e4c7038db6","BusinessCollaboration","ADM SEP WG for Data and Information","","" +"id-09363f40641844b3b885689d0e496455","BusinessCollaboration","Application Platform Collaboration","Health Canada and the CRA are collaborating closely on an application platform that would deliver payments in a timely fashion. Further details on how and when to apply for the Benefit will be communicated in due course.","" +"id-33552fa0a6c1402c8b65aae36ab737b1","BusinessCollaboration","ASC Partners (Collaboration)","","" +"id-7ced34232c7d4ffaa705b9d7fd17aa66","BusinessCollaboration","Business Architecture","","" +"id-69b61caf556b41e6be05374678e09a2c","BusinessCollaboration","Communauté de Pratique O365 Community of Practice","","" +"id-36315f78602b442593ebf4af75dbc5cd","BusinessCollaboration","Core Team (Business Collaboration)","","" +"id-244580306d0d41d5bba17e555c2e872f","BusinessCollaboration","Digital Workplace Taskforce (Business Collaboration)","","" +"id-984d3cb278444e5ebebf6f4b1ec48e4f","BusinessCollaboration","Document Translation Linguistics Team","As shown in the commercial offer plus 2 Trados Studio licences per team +22 Linguistics Teams. +Linguistics staff will use both Language Cloud and Language Weaver (for them it's included in Language Cloud's licence) Non-linguistics staff will use Language Weaver for document translation instead of the current array of free and paid online services such as google, bing, DeepL, etc. etc.","" +"id-de509892e2df474d98afc9f2ba462f2b","BusinessCollaboration","EA Assessment Peer Review By Domains","","" +"id-2c50dd8ec8de4188b9a68bafb8301f71","BusinessCollaboration","EA Assessment Review Team","","" +"id-e74aae0974da4d71a6c9de7b486e6ab4","BusinessCollaboration","EARB Co-Chairs","","" +"id-173769f2c0da49f3b9232ecd76caba41","BusinessCollaboration","EARB Deck Review Attendees","","" +"id-bf8b9d7ad6d547efb81aff80bb6cb29e","BusinessCollaboration","EARB EA Assessment Group","","" +"id-79c1a9625902449c9e00917d0b6f644f","BusinessCollaboration","Employers Using TFWP To Fill Immediate Labour Shortage Needs","","" +"id-c51a0145689e4381ba241879725f66cd","BusinessCollaboration","HR Practitioners (Business Collaboration)","","" +"id-84ffad3106d6436498472c10bae3e875","BusinessCollaboration","Information Architecture","","" +"id-9eee831b4e074280a68533f73b65619f","BusinessCollaboration","SAS Peer Review Team","","" +"id-8e466fed9171456998fa3fd959fd5fab","BusinessCollaboration","Security Architecture","","" +"id-a57e19fb548e4a7dbbf9be80f09030ca","BusinessCollaboration","Solution Architecture","","" +"id-b4675da9c3e24bc39b1a0d3dfad27bef","BusinessCollaboration","Sponsoring Branch","","" +"id-15236a72f87d4525ba42e93fc117f791","BusinessCollaboration","Technology Architecture","","" +"id-bb4839c2d9ce4eb1bbb4d3add4d75def","BusinessEvent","Change To SIN Data Requested","","" +"id-7da5179ff9f64432b053cad4c4a2417e","BusinessEvent","Contract Awarded to D2L for Brightspace following Agile RFP","Contract Awarded to Brightspace by D2L following Agile RFP","" +"id-226f9232600042d5bb0feefb9cfc6a42","BusinessEvent","EA Requests EA Assessment","","" +"id-a7ebf3b84a7545f6a5b2e8eaca445cb6","BusinessEvent","EA Requests SAS Feedback","","" +"id-d31aae898d0b463bbbb76c6b68866fd0","BusinessEvent","ESDC Worker Arrival (Day One)","","" +"id-1b24c2cd6eec43e3b6f5797473f2d88d","BusinessEvent","Investment Need Identified (Business Event)","","" +"id-912ef70a4e054c168830673403169bc3","BusinessEvent","Request For Translation","","" +"id-2b9dd24414254d09b7f7520b545d6acf","BusinessFunction","Accessibility Standards Canada (ASC) (Business Function)","","" +"id-e3b0ebaef625455393d35ec5c3c41ea4","BusinessFunction","Canada Student Loan Program (Business Function)","","" +"id-725c5dc7bd56473ab76f7c7c20c9ab20","BusinessFunction","Content Management (Business Function)","Need to create and manage a Google account, with sufficient security settings and credentials, to be managed by key members of the group. +Ensure consistent naming is used, ideally starting with ""YYYYMMDD"" to indicate the day of presentation. ""- - - - .pdf""","" +"id-46fce5bcdedd46dfbc70afede49afaad","BusinessFunction","Content Management (Business Function)","Organizing Site Content +Content is organized into external (pre-onboarding) and internal (first day of onboarding and beyond) information. +New executives would not be able to access the internal content (financial delegation, staffing sub-delegation). +One concern is that of the security risk introduced by placing internal email addresses on an external-facing website (Maybe include the contacts in the LOO?). Also, are we going to cover more topics (i.e. remote work)?","" +"id-a81b343013ea4770950f7d0012683995","BusinessFunction","Determine Which Initiatives Require An Enterprise Approach To Data & Information","","" +"id-fed828cd09ee4ad7b7ee6d3118cafb2a","BusinessFunction","Facilitation of Whitepaper Peer Reviews (Business Function)","","" +"id-4ca69fd33773402bac6e988dd7ce9664","BusinessFunction","Final Endorsement","Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub.","" +"id-0f4b8d2060614db0ab617d8d63f3e367","BusinessFunction","Gs & Cs","By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve.","" +"id-a468511046844920a7e328b2d06213bc","BusinessFunction","Identify / Develop Policy & Legislation To Facilitate Responsible Stewarship & Use of Data & Information","","" +"id-9e373982b5494b2f8573286ee49abb0f","BusinessFunction","Identify Infrastructure Provisioning For Enterprise Data & Information","","" +"id-88e8d3343e6648b285537daacdedd34a","BusinessFunction","Immunity Task Force","","" +"id-2772289acd594bb5b0183e4fa5af519f","BusinessFunction","Immunity Task Force","","" +"id-e4c09d3c8c9943058769b9323817777c","BusinessFunction","Integrity Services Branch (ISB)","","" +"id-c61aa17bdd5d4d008ae86ff9858c72b1","BusinessFunction","Manual SIN Change (D365)","","" +"id-ab5dc6ac6da74696b3691ee8e6ee1576","BusinessFunction","Resourcing Enterprise Data and Information Initiatives","","" +"id-6336f9efb65943e0af81f0188abeb167","BusinessFunction","Service Delivery Hub (SDH)","A Service Delivery Hub (SDH) was created to modernize technology to allow Service Canada to create an integrated approach to service delivery, resulting in improved, seamless and timely service delivery for clients.","" +"id-53d5a1737b9842b1a7d4c9d4a2c1ef8a","BusinessFunction","Standardize HOW & WHERE Enterprise Data & Information Is Stored & Shared","","" +"id-92a4ffa63706444ab3dc63181a0f17b2","BusinessFunction","Steward, Publish & Maintain Enterprise Data and Information Standards","","" +"id-45815552231349f0b3a32aa37251ebe3","BusinessFunction","Temporary Foreign Worker Program (TFWP)","","" +"id-9347b13b223f4ed2811f1616abf71e6c","BusinessFunction","Testing Assistance Response Team","The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities.","" +"id-888c8b4524534a6eb9d22e4312c629a4","BusinessFunction","Vaccine Task Force","","" +"id-dc9f7ec07b0b4b6787de3bd4be547907","BusinessFunction","Wage Earner Protection Program (WEPP)","","" +"id-1cd967aa2c1f43cf840c943b73aae284","BusinessFunction","WMBI Governance","Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub.","" +"id-ca67fc2c2f0d4d3d95f0e14c2f007530","BusinessFunction","Workload Forecasting","By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve.","" +"id-d35c99a620984a4985c2f9b34b08d310","BusinessFunction","Workload Management","By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve.","" +"id-b79362e25f3942de969d5d6fd441db15","BusinessFunction","Workload Planning","By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve.","" +"id-6ba368f7bc8348df8581f2d25491c872","BusinessFunction","Workstation Productivity Software Management (WPSM)","WPSM will manage all requests and approvals as is the case with MultiTrans","" +"id-eb54c9d592684c249fe956c2396610fd","BusinessInteraction","BRM Facilitated Stakeholder Meeting","","" +"id-d1063f53361d40079443845f25fd9f84","BusinessInteraction","EARB Deck Reviews (N Times)","","" +"id-904a86a68a08482aad655761d0862f75","BusinessInteraction","Facilitated EA Assessment Review & Meeting","","" +"id-ccf817566ab9417ab6bf6fc30d7ffa3a","BusinessInteraction","In-Person Presentations (Business Interaction)","","" +"id-74a0a28fa5114c06afa82ac8fcc2b307","BusinessInteraction","SAS Peer Review","","" +"id-8b35060ce44c4026bf9c9fe6ba371099","BusinessInterface","Change Request Form","","" +"id-e280f24ca2f44cb0b93ff11432f503bd","BusinessObject","""What You Should Know as an EX"" (Business Object)","Employment and Social Development +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Labour Program +https://www.canada.ca/en/employment-social-development/corporate/portfolio/labour.html +Service Canada +https://www.canada.ca/en/employment-social-development/corporate/portfolio/service-canada.html +More about the portfolios and programs +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Mandate +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-results/2017-2018/ +mandate-role.html +Departmental Plans +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-plan.html +Read about our Leaders +https://www.canada.ca/en/employment-social-development/corporate/organizational-structure.html +Accessibility +https://www.canada.ca/en/employment-social-development/programs/accessible-people-disabilities.html +Diversity and Inclusion + - Self ID (just an introduction to it, no links + + + +Key Leadership Competencies +https://www.canada.ca/en/treasury-board-secretariat/services/professional-development/key-leadership-competencyprofile.html +Directive on Terms and Conditions of Employment for Executives +https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=32625§ion=html +Executive Performance Management (PM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/performancemanagement-program-executives.html +Executive Talent Management (TM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/executive-talentmanagement.html +Public Service Group Insurance Benefits Plan +https://www.canada.ca/en/treasury-board-secretariat/services/benefit-plans/active-members/becoming-executive.html + + +Bring a copy of your leave balance and MyKey + + +Canada School of Public Service +https://www.csps-efpc.gc.ca/index-eng.aspx +- Public Service Orientation: Learn about government +https://www.canada.ca/en/government/system.html","" +"id-6bc8808ecb4045568f660b9478569d9d","BusinessObject","""What You Should Know as an EX"" (Business Object) (copy)","Employment and Social Development +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Labour Program +https://www.canada.ca/en/employment-social-development/corporate/portfolio/labour.html +Service Canada +https://www.canada.ca/en/employment-social-development/corporate/portfolio/service-canada.html +More about the portfolios and programs +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Mandate +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-results/2017-2018/ +mandate-role.html +Departmental Plans +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-plan.html +Read about our Leaders +https://www.canada.ca/en/employment-social-development/corporate/organizational-structure.html +Accessibility +https://www.canada.ca/en/employment-social-development/programs/accessible-people-disabilities.html +Diversity and Inclusion + - Self ID (just an introduction to it, no links + + + +Key Leadership Competencies +https://www.canada.ca/en/treasury-board-secretariat/services/professional-development/key-leadership-competencyprofile.html +Directive on Terms and Conditions of Employment for Executives +https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=32625§ion=html +Executive Performance Management (PM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/performancemanagement-program-executives.html +Executive Talent Management (TM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/executive-talentmanagement.html +Public Service Group Insurance Benefits Plan +https://www.canada.ca/en/treasury-board-secretariat/services/benefit-plans/active-members/becoming-executive.html + + +Bring a copy of your leave balance and MyKey + + +Canada School of Public Service +https://www.csps-efpc.gc.ca/index-eng.aspx +- Public Service Orientation: Learn about government +https://www.canada.ca/en/government/system.html","" +"id-2c7be904a2b6404e90a0be6220a2846f","BusinessObject","Acquired Service (Business Object)","","" +"id-76555a774ed3447197b27d47b65560af","BusinessObject","Asset (Business Object)","","" +"id-88962c3f5c084a13bdfa3143c2093bbc","BusinessObject","Canada Child Benefit","The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living.","" +"id-61270775fc2b4abcba2175710bcb3474","BusinessObject","Contact Listing (Business Object)","CONTACTS +● Executive Resourcing: +● Executive Performance and Talent Management: +● Executive Leadership Development Programs: +● Compensation for executives: ","" +"id-df0fa6d8a572449ab0c84f5e721439f0","BusinessObject","Contact Listing (Business Object) (copy)","CONTACTS +● Executive Resourcing: +● Executive Performance and Talent Management: +● Executive Leadership Development Programs: +● Compensation for executives: ","" +"id-95880a9915cc4afb9ab07b0a3bbb2370","BusinessObject","Dental Benefit Act (Business Object)","Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant.","" +"id-30914917b0534b6383b698a517d9be23","BusinessObject","Diversity and Inclusion (Business Object)","• Diversity is our strength (news article on iService) +• Self-identification forms in myEMS (PeopleSoft) ","" +"id-63e36dccb2b445f794ab3af8c0df97dc","BusinessObject","Diversity and Inclusion (Business Object) (copy)","• Diversity is our strength (news article on iService) +• Self-identification forms in myEMS (PeopleSoft) ","" +"id-b25c6dcecccc4f39ac471d6224f22b58","BusinessObject","Document To Be Translated","","" +"id-f58d9171d6a04999927db38617933e44","BusinessObject","EA Pre-Arrival Checklist","","" +"id-38594323175e408e9c8807fc617f149f","BusinessObject","Entitlements For New EXs (Business Object)","- Executive compensation at a glance +- Hours of work +- Executive Leave +- Help +Advisory Services offered by the Association of Professional Executives of the Public Service of Canada (APEX) +https://apex.gc.ca/confidential-advisory-services/ + +The Pension Centre: 1-888-742-1300","" +"id-b38627a0525f417ebf28afd6dab8fa90","BusinessObject","Entitlements For New EXs (Business Object) (copy)","- Executive compensation at a glance +- Hours of work +- Executive Leave +- Help +Advisory Services offered by the Association of Professional Executives of the Public Service of Canada (APEX) +https://apex.gc.ca/confidential-advisory-services/ + +The Pension Centre: 1-888-742-1300","" +"id-bd877e996b0c45a184ceb6ba8c9e571e","BusinessObject","ESDC Pre-Arrival Checklist","","" +"id-a9e3d42eac4b46529aa5f65cc1849135","BusinessObject","Executive HR Programs & Services iService Page (Business Object)","• Performance Management (PM) +• Talent Management (TM) +• ESDC Essential Training for Executives +• Diversity and Inclusion +• Leadership Development Programs ","" +"id-b76a8fae41754e2db1ce3934cc78e05c","BusinessObject","Executive HR Programs & Services iService Page (Business Object) (copy)","•Performance Management (PM) +•Talent Management (TM) +•ESDC Essential Training for Executives +•Diversity and Inclusion +•Leadership Development Programs +","" +"id-a233cb096b2747a99bf6d66698edf34e","BusinessObject","External Content (Business Object)","","" +"id-57d203f226194ee39d035522066ba43c","BusinessObject","External Content (Business Object) (copy)","","" +"id-dc39bcb5d4f641a386547601fd92a0b7","BusinessObject","Fiancial Delegation Info (Business Object)","• CSPS Courses +- G110 course, “Authority Delegation Training"" +- G610 course, “Authority Delegation Validation Assessment for Executives” + +• SABA Courses +- “Travel, Hospitality, Conference and Event Expenditures – Financial Signing Authorities”. Course (ID: 00010242) + +• Upon successful completion +- please notify the Financial Delegation Unit (FDU) by email at: +- Request Financial Signing Authority - Incumbent and Requester Portal.","" +"id-bd956a4cc0644ee785dc5e08539fcf94","BusinessObject","Fiancial Delegation Info (Business Object) (copy)","• CSPS Courses +- G110 course, “Authority Delegation Training"" +- G610 course, “Authority Delegation Validation Assessment for Executives” + +• SABA Courses +- “Travel, Hospitality, Conference and Event Expenditures – Financial Signing Authorities”. Course (ID: 00010242) + +• Upon successful completion +- please notify the Financial Delegation Unit (FDU) by email at: +- Request Financial Signing Authority - Incumbent and Requester Portal.","" +"id-13928ada2bb74453a8e0b97ab6f4237c","BusinessObject","First-Time Home Buyer's Incentive","","" +"id-4ef090178e4d480ca53ad85b23df6d33","BusinessObject","Housing Accelerator Fund","","" +"id-e6e2bb63331c47ab99a8c45908db0cba","BusinessObject","IITB Intake Proposal - LITE-2021-IITB-47","https://gpp-ppm.service.gc.ca/sites/forms-formulaires/PMISformsFormulaires/Lists/IITBProposalIntake/DispForm.aspx?ID=47 +https://crm-grc.service.gc.ca/IITB-PPS-DGIIT-SPP/main.aspx + +PROJECT BACKGROUND: +Our current translation management system is MultiTrans 6 (2017) and it does not provide: +Industry standard functionality +An accessible interface +Compatibility with O365 64-bit +Document translation + +PROJECT DESCRIPTION +To replace our current translation management system is MultiTrans 6 (2017) with a modern and flexible product + +PMIS - PROJECT OUTCOMES +A Modern Translation Management System that provides: +Updated translation memory, functionality and workload management +An accessible interface +Support for Office 365 64-bit +End-user document translation + +DEFINITIVE MEDIA LIBRARY (DML) +MultiTrans 2017 Admin Console, MultiTrans 2017 Client, MultiTrans 2017 server +","" +"id-cc396ab26c3b4f3f9fc5433e5c00e78c","BusinessObject","Internal Content (Business Object)","- Internal links +- Require ESDC account","" +"id-8c22d4beaf5048a08fdfc586cc88af4f","BusinessObject","Internal Content (Business Object) (copy)","- Internal links +- Require ESDC account","" +"id-496c194def8a4fbc9f329ea42dd70e06","BusinessObject","Learning Opportunities (Business Object)","Learning path for executives +https://www.csps-efpc.gc.ca/exdev-eng.aspx +Diversity and inclusion learning path for executives +https://csps-efpc.gc.ca/diversity-inclusion-eng.aspx","" +"id-d48712f1b3204e318439efa4066d93bd","BusinessObject","Learning Opportunities (Business Object) (copy)","Learning path for executives +https://www.csps-efpc.gc.ca/exdev-eng.aspx +Diversity and inclusion learning path for executives +https://csps-efpc.gc.ca/diversity-inclusion-eng.aspx","" +"id-cb56484870aa46519c43041dc4babeb0","BusinessObject","Networking Info (Business Object)","• Communities of Practice and Networks within ESDC +• Executive Corner on GcConnex (require .canada or .ca email) https://gcconnex.gc.ca/login +• Association of Professional Executives of the Public Service of Canada (APEX) https://apex.gc.ca/ +- APEX Ambassador at ESDC is ","" +"id-d437ac1f4a264e90b4d56559c6210c11","BusinessObject","Networking Info (Business Object) (copy)","• Communities of Practice and Networks within ESDC +• Executive Corner on GcConnex (require .canada or .ca email) https://gcconnex.gc.ca/login +• Association of Professional Executives of the Public Service of Canada (APEX) https://apex.gc.ca/ +- APEX Ambassador at ESDC is ","" +"id-e82cdf4f492a409db731db20de0d5552","BusinessObject","Operational Security Standard: Management of Information Technology Security (MITS)","http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12328 + +Rescinded [2019-06-28] - Operational Security Standard: Management of Information Technology Security (MITS)","" +"id-a918c630e3664f45850316ef113a4a04","BusinessObject","Project (Business Object)","","" +"id-ea2b8c1342bd4622a88bbf8519f80113","BusinessObject","Rent-to-Own Program","","" +"id-659809fd70d04d8d82bd8d0cd48d59dc","BusinessObject","Rental Housing Benefit Act (Business Object)","Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant.","" +"id-bdad0f6b831240cf8ea4a9eadb374d5c","BusinessObject","Request For Review Documents","","" +"id-3ea2bb7d74ce4b6b948312228fce7486","BusinessObject","Resource Centre Frequently Asked Questions (FAQs) (Business Object)","Explore the Resource Centre and be sure to see the Frequently Asked Questions. +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx","" +"id-34399e2ec51b4dc79bf61cba38811f57","BusinessObject","SAS Lite Project EA Assessment","","" +"id-fa1aeaa1774b400095fae55b8db72317","BusinessObject","SAS Pre-Arrival Checklist","","" +"id-348b7ce36a98437e9fe833dcfd0026f5","BusinessObject","SharePoint Online Learning Essentials (Business Object)","SharePoint Online Learning Essentials +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml","" +"id-f590c2a9f3934de89fa2475140e87dc3","BusinessObject","Staffing Sub-Delegation Info (Business Object)","• CSPS Courses +- H200 (Module 1 and Module 2) “Basics of Staffing in the Public Service” +- H200 (Module 3) course, “Validation of Knowledge related to the Basics of Staffing in the Public Service” +- P901 course, “Staffing: A Resourcing Tool for Managers” +- W005 course, ""Understanding Unconscious Bias"" +- W006 course, ""Overcoming Your Own Unconscious Biases"" +- W007 course, ""Overcoming Unconscious Bias in the Workplace"" + +• SABA Courses +- “ESDC Orientation Session for Staffing Sub-Delegation” + +• Upon successful completion +- contact your sub-delegation coordinator +- iService page +• Contacts ","" +"id-25ba8c12c22e4f679b3b84b1a039bd76","BusinessObject","Staffing Sub-Delegation Info (Business Object) (copy)","• CSPS Courses +- H200 (Module 1 and Module 2) “Basics of Staffing in the Public Service” +- H200 (Module 3) course, “Validation of Knowledge related to the Basics of Staffing in the Public Service” +- P901 course, “Staffing: A Resourcing Tool for Managers” +- W005 course, ""Understanding Unconscious Bias"" +- W006 course, ""Overcoming Your Own Unconscious Biases"" +- W007 course, ""Overcoming Unconscious Bias in the Workplace"" + +• SABA Courses +- “ESDC Orientation Session for Staffing Sub-Delegation” + +• Upon successful completion +- contact your sub-delegation coordinator +- iService page +• Contacts ","" +"id-ab03a7f6925a4ba9bf564de3f5c8dc8e","BusinessObject","Translated Document","","" +"id-3de247d17bd942be80ed2cf6be527f8e","BusinessObject","Trustee Satisfaction Survey","","" +"id-d816d6095b134c4b8a1aae930a477dbc","BusinessProcess","Collection, Creation, Receipt and Capture (Business Process)","","" +"id-08f0a719aa9a41c1a30b5e936a4ff0da","BusinessProcess","Communicate With Stakeholders (Process)","","" +"id-95413313b500406f998fcaaa6dc4f097","BusinessProcess","Confirm Receipt Of Canada Child Benefit (Business Process)","Confirm you receive the Canada Child Benefit (CCB) +Receiving the CCB is required to access this benefit. + +Do you receive CCB payments for your child as of December 1, 2022?","" +"id-890f8f89c8894910895da09bccbe1e4a","BusinessProcess","Confirm you have access to your CRA My Account (Business Process)","Confirm you have access to your CRA My Account +Canada Revenue Agency's online application (CRA My Account) will be the fastest way to apply for this benefit. + +Do you have a CRA My Account?","" +"id-d3e82f1c39004f04b208ade5227e67d7","BusinessProcess","Disposition (Business Process)","","" +"id-42b35a0bdf9d4618a1829a1886d20491","BusinessProcess","Draft EA Assessment","","" +"id-db1000196995426cb2f113a4a1619c60","BusinessProcess","Draft EA Assessment","","" +"id-5bfea165d52646b7a25b6ff6a126cd66","BusinessProcess","EA Options Review #1","","" +"id-09422996969b4a3d86b5072650d2c4cb","BusinessProcess","EA Options Review #2","","" +"id-e9fdd80da29b42f1b6935cf8f7ba8934","BusinessProcess","EA Options Review #3","","" +"id-0a632089e63d40e997117b86990374a8","BusinessProcess","Enterprise Architect On Boarding","","" +"id-9039b262deec4d87ad222aa7bb1c6089","BusinessProcess","ESDC On Boarding","","" +"id-c105282e7224417798320aaad6d7ab5d","BusinessProcess","Estimate How Much You Could Get (Business Process)","Estimate how much you could get +Your benefit amount depends on your adjusted family net income. + +What was your adjusted family net income in 2021? +less than $70,000 +$70,000 to $79,999 +$80,000 to $89,999 +$90,000 or more","" +"id-4c0ab54b6bac4d95a85f1849954f4460","BusinessProcess","Evalutation (Business Process)","","" +"id-231ac503f6dc4110a0bb998850a54b18","BusinessProcess","Export and Map New Content","","" +"id-7b74d317724948f89d3d955c809bff8e","BusinessProcess","File Your Income Taxes (Business Process)","File your income taxes +Filing your income tax return is required to apply for this benefit. + +Have you filed your 2021 income taxes?","" +"id-80e474f84c41407697b937452e400335","BusinessProcess","Finalize EA Assessment","","" +"id-6fd5bf13b650416ab15c8ef4f9172e1f","BusinessProcess","Finalize EA Assessment","","" +"id-bdfd52c7f0914587abfd6587209094e2","BusinessProcess","Identify Investment Type (Business Process)","","" +"id-9ed42c223d8c465e97f164ffaca12c08","BusinessProcess","IM Planning (Business Process)","","" +"id-35aec63edb394c30b7a31ffb92b9da97","BusinessProcess","Issuance Of A Valid Key","","" +"id-c1ebdd0135644052b6378717de6fe923","BusinessProcess","Maintenance, Protection and Preservation (Business Process)","","" +"id-d994fe25bc3445a28f9c92b4cd95afbf","BusinessProcess","Major Project $2.5M to $5M (Business Process)","https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Minor.pdf","" +"id-a9948176645048e08be3bf0ae6f68b22","BusinessProcess","Major Project >$5M (Business Process)","https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Major.pdf","" +"id-c4dc08d6146b4fc3862b7955f0e825a0","BusinessProcess","Major Project Up To $2.5M (Business Process)","Small Projects (between $500,000 and $2,500,000) (PDF, 607 KB) +https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Small%20500K-2.5M.pdf + +Small Projects (up to $500,000) (PDF, 423 KB) +https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Small%20Less%20Than%20500K.pdf#search=Life%20cycle","" +"id-be3b8d1ae50249bdaaafe12211fe16fc","BusinessProcess","On Boarding Day 1+ (Business Process)","","" +"id-7e15198272f64f3a9f439f1639916a72","BusinessProcess","Organization (Business Process)","","" +"id-8f83a10f65d94385a82397c4f1888994","BusinessProcess","Pre-Brief Review of EA Assessment","","" +"id-b88cf79ce80845b6b3f99f958cc2ef73","BusinessProcess","Pre-On Boarding (Business Process)","","" +"id-4740ba86032d4690854cef410c2abc56","BusinessProcess","Project Size Identification (Business Process)","","" +"id-3e3c364bf89646ef9d4784dd76669bf1","BusinessProcess","Set Up Direct Deposit (Business Process)","Set up direct deposit +Direct deposit will be the fastest way to get payments for this benefit. + +Is your direct deposit information up to date with the CRA? +Yes +No - I want to set it up +No - I prefer to receive my payment by cheque?","" +"id-1ba35ea0dbcc4ad8b15e5b6fda37b005","BusinessProcess","Signing Of LoO (Business Process)","","" +"id-528097e9627d47d5b15153e1483f178e","BusinessProcess","Solution Architecture Services On Boarding","","" +"id-276c02d358f04e38aa8520774b5366ef","BusinessProcess","Translation Delivery (Email)","","" +"id-6e68db27827d49adbd39545744163542","BusinessProcess","Translation of Content","","" +"id-617d5d7d7b48422cb0609702ecdc0107","BusinessProcess","Translation Review & Validation","","" +"id-d5911e8cf5664fabaec77854bc80ca12","BusinessProcess","Translation Security Classification","","" +"id-5201ddadbbe647e19d71e277a85595db","BusinessProcess","Translation Work Assigned","","" +"id-90f821c77e1342e6837e07504092c215","BusinessProcess","UC1 Initiate Registration","UC1 Initiate Registration Quebec’s Digital Identity appears as a TDI option alongside federal credentials - GCKey and Sign-In Partner – on the federal Registration and Authentication (R&A) page for MSCA. QC client selects the Quebec Digital Identity option. ","" +"id-d09c6d3527bb458793cb4b3528b7bcac","BusinessProcess","UC10 No Match / Refer to ESDC Agent","UC10 No Match / Refer to ESDC Agent If the QC client’s identity profile does not match SIR data, ECAS will generate an error message indicating the information entered does not match their SIR record and to either try again or contact an ESDC Service Agent by phone to resolve the issue. Number of acceptable failed attempts remains the same.","" +"id-d5b704a789ef4c498f54ed80c91db195","BusinessProcess","UC11 Returning MSCA User / Credential Substitution to QC Digital Identity","UC11 Returning MSCA User / Credential Substitution to QC Digital Identity If the QC client is deemed to be a returning user in UC6 (performing a credential substitution from GCKey or Sign-In Partner to QC Digital Identity), the QC client is required to enter the answers to the security questions previously provided.","" +"id-34977448ce16487a951c0a5367c20620","BusinessProcess","UC12 Validate Answers","UC12 Validate Answers The answers provided are validated against the R&A Database (ECAS) .","" +"id-2fa6519647dc4029b664fd98b5d90258","BusinessProcess","UC13 Match / Successful Credential Migration","UC13 Match / Successful Credential Migration Pass the client through to MSCA. The new TDI is inserted in R&A Database, and the previous GCKey/ Sign-In Partner mapping will be set to inactive.","" +"id-02dd3c6c47b04816b9b837b4b2b0183f","BusinessProcess","UC14 No Match / Refer to ESDC Agent","UC14 No Match / Refer to ESDC Agent If the client’s answers to do not match the R&A Database, ECAS will generate an error message indicating the information entered does not match the database and to either try again or contact an ESDC Service Agent by phone to resolve the issue.","" +"id-59ecddf503ce41dcb1ef9c5bc091b1e5","BusinessProcess","UC15 Returning QC Digital Identity","UC15 Returning QC Digital Identity Users ECAS recognizes the PAI of a returning QC Digital Identity user and passes the client through to MSCA after a SIN flag check using the existing process . If there is a flag on the SIN, the QC user will receive an error message to contact an ESDC support agent by phone to resolve the issue.","" +"id-468cfda9481642029836335900dcf137","BusinessProcess","UC16 Returning MSCA User / Credential Substitution from QC Digital Identity","UC16 Returning MSCA User / Credential Substitution from QC Digital Identity If the QC client is deemed to be a returning user, performing a credential substitution from QC Digital Identity to either GCKey or Sign-In Partner, the client is required to enter the answers to the ECAS security questions provided during a previous session. ","" +"id-823b0f6f44ea4bdb9274d95a5a2aa3ad","BusinessProcess","UC2 Client Login","UC2 Client Login Client is redirected to Quebec’s Digital Identity website in QC system and must provide username and password. ","" +"id-e43e4b223f8f4d5bb8ec48101d3b2b80","BusinessProcess","UC3 No Match / Refer to Service QC Agent","UC3 No Match / Refer to Service QC Agent If the QC client’s username and/or password is invalid, or for any other exception, the QC system will generate an error message indicating the information entered does not match the database record and to either try again, or contact a Service QC Agent to resolve the issue. Number of acceptable failed attempts as per QC’s security protocol. ","" +"id-fb865eadd5a34679bd0227beebaf1c2c","BusinessProcess","UC4 Identity and Personal Information Consumed","UC4 Identity and Personal Information Consumed If the QC Digital Identity entered by the client in UC2 is valid, the client’s PAI will be consumed from the QC Digital Identity by ESDC systems. + +If the client’s QC Digital Identity is deemed to be a new user, the identity and personal information (Last Name, First Name, Date of Birth, will be consumed and used for SIR Validation (except for the First Name) and all data elements will be stored in ECAS. + +If the client’s QC Digital Identity does not meet all acceptability criteria (i.e. including the required Level of Assurance), an error message will be presented to the client by ECAS and only the PAI and LOA information will be stored in ECAS. +","" +"id-4bb6748417d349abbe4f7e519c62336a","BusinessProcess","UC5 Entry of SIN","UC5 Entry of SIN The client is required to enter their SIN for mapping of the PAI to ECAS and to complete program enrolment.","" +"id-458b1e358264495191b8a294c6108ddc","BusinessProcess","UC6 R&A Database Lookup","UC6 R&A Database Lookup The SIN and PAI will be cross-referenced against the R&A Database to determine whether the client is a new or returning user.","" +"id-5449ef85eac44902aeaf511e441fac20","BusinessProcess","UC7 Entry of Program","UC7 Entry of Program Enrolment Information If the client is deemed to be a new user, the client is required to enter their SIN , Parent's name at birth and security questions and responses to complete the program enrolment requirements. The identity and personal information (Last Name, First Name, Date of Birth, Province of Residence) data elements will be requested and consumed from the QC Digital Identity.","" +"id-1d69a718699f489b811f5d940d81d90d","BusinessProcess","UC8 SIR Validation","UC8 SIR Validation Use the existing SIN validation services to validate the client’s SIN and additional personal information (Last Name, Date of Birth, and Parent's name at birth) against the SIR.","" +"id-596a0a1200ba40e5b5cb2a84b96ffd5d","BusinessProcess","UC9 Match / Streamlined Access","UC9 Match / Streamlined Access Route the match response to the ESDC system and create their MSCA profile. +QC clients can then access applicable services associated with the Canada Pension Plan (CPP), Employment Insurance (EI) and Old Age Security (OAS), as well as utilize the Linked Accounts service with Canada Revenue Agency (CRA). +","" +"id-c6aaa6f646a14bbaa2fffc829393e7c1","BusinessProcess","Use and Dissemination (Business Process)","","" +"id-d87a2f8e06cb4e498007fef4610d1293","BusinessRole","(Lead) EA Assessor","","" +"id-8c7ed8b4e1354b0887c580cd88100717","BusinessRole","AEA Ottawa Gatineau Chapter Director Programs Designate (Business Role)","","" +"id-586723216caf4f6584baedd5d053a05c","BusinessRole","ALL Users (includes PUBLIC) (SharePoint Group) (Business Role)","This Permission might be used to: +1. Share with other GC Departments, Partners, etc. +2. Share with System Integrators who may not have an ESDC Network Account +3. Share with Public (use caution here). +There should be a strong Use Case here, with permissions set only at the lowest-level folder, to ensure permissions are not inherited by mistake.","" +"id-2e705e5b4d334216a351db76a5accce5","BusinessRole","Applicaiton Architect Assessor","","" +"id-418d90a065974ffbb66b363a3280cbff","BusinessRole","Approved Document Translation User","","" +"id-6a90556ed7b64b1a9c70b4ad663ef25e","BusinessRole","Assigned Enterprise Architect","","" +"id-90bbe527be684f97a73eab42d4416ba1","BusinessRole","Assistant Deputy Minister","","" +"id-ac9b6242669c4375b225854934731163","BusinessRole","Assistant Deputy Minister, Technical Change Authority (Benefits Delivery Modernization Programme)","","" +"id-c2c1da203947479292d9b3c9811863c4","BusinessRole","BRM Contact","","" +"id-e871c53c95424f25adc65c6bfcb9de42","BusinessRole","Business Analyst (SharePoint Role) (Business Role)","The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online","" +"id-637e17c8159f4ff09288076adaad96ec","BusinessRole","Business Architect Assessor","","" +"id-68cbcee50ca34b41b1dcc29c08d1a7c6","BusinessRole","Business Owner","","" +"id-8b9dc541cc894398ad62145db0c15a92","BusinessRole","Business Role","","" +"id-c3e4d934e5214d209a5cf58bc295ac56","BusinessRole","Business Role","","" +"id-6eb82cc067e74d09838a88a5c1b69b6a","BusinessRole","Business Role","","" +"id-be609fd74a0142b3bfa99c75a1eef7be","BusinessRole","Canada Revenue Agency (Business Role)","","" +"id-1078f41850d94331b8def768ad3c482c","BusinessRole","Change Requestor","","" +"id-ca5c2588c42b4d8ea7eac84722ae2b66","BusinessRole","Chief Information Officer","","" +"id-0d2ee98ae10941f783cbdc3f9e368a76","BusinessRole","Chief Operating Officer (COO) (Business Role)","","" +"id-c88c0b8290144de8a0ed4a66bb15c583","BusinessRole","Co-Chair ETLT (Business Role)","Executive Taskforce Leadership Team (ETLT)","" +"id-edad8b97652f40e088d932998be74cf4","BusinessRole","Co-Chair Onboarding Opportunity (Business Role)","","" +"id-bc355649648141feb44f3049382a4617","BusinessRole","Co-Lead Onboarding Opportunity (Business Role)","","" +"id-ff28206dd7254031951e879a76edae4d","BusinessRole","Content Publisher (Business Role)","","" +"id-3cf4996ad0ff482c9559c433b2d512c1","BusinessRole","Contribute (SharePoint Permission) (Business Role)","Contribute: Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents.","" +"id-a1a85fb3533b446e941cf97baa5df427","BusinessRole","Credential Substitution User (Business Role)","The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider.","" +"id-9e3e7bdbba424f45ac04cc4e8670a366","BusinessRole","CSPS Implementation Working Group","School has VP/DG level steering committee and an Implementation Working Group consisting of all branches, business lines and supporting areas to contribute to planning and implementation.","" +"id-3223881cd9044ee5919d4be34d10c9f8","BusinessRole","CSPS VP/DG Level Steering Committee","School has VP/DG level steering committee and an Implementation Working Group consisting of all branches, business lines and supporting areas to contribute to planning and implementation.","" +"id-8821088735c74ec29c068c232794cebf","BusinessRole","Custodian of ESDC Letter of Offer Templates (Business Role)","","" +"id-a3b96f653e904634aeb6603abc94d8bb","BusinessRole","Data Architect Assessor","","" +"id-e07547f2c2d44448b0c61b627c670d02","BusinessRole","Departmental SharePoint Site Administration and Support (Business Role)","","" +"id-901a015ae87d46b9b26024f5e5bae8da","BusinessRole","Deputy Chief Information Officer","","" +"id-130b5d764d45415b84badbd77ad66331","BusinessRole","Deputy Chief Information Officer (DCIO)","","" +"id-6caccfb39d204b448bc4a319f92d7f7c","BusinessRole","Design (SharePoint Permission) (Business Role)","","" +"id-e95910dac9354ba89312b7087dddc952","BusinessRole","DesignerPlus (SharePoint Permission) (Business Role)","","" +"id-1421f72775834927bbfbd5a05c70cb36","BusinessRole","Director for Academic Advocacy (Business Role)","","" +"id-a25dbd71c37f400d8f9f481a5e9dda74","BusinessRole","DTiG Chair (Business Role)","","" +"id-f4237d7960e844649adfce0c6bf780ab","BusinessRole","DTiG Director for Government Advocacy (Business Role)","","" +"id-29e7d95de5ab4ca09ab6813de81ef5da","BusinessRole","DTiG Technology Platform Manager (Business Role)","","" +"id-d7cb525762974026ba51250dad590a33","BusinessRole","DTiG Treasurer (Business Role)","","" +"id-d52d0ae1b6f04505a405819e796d23d4","BusinessRole","DTiG Website Administrator (Business Role)","","" +"id-bed639290396400cbb0e56360d8c6a49","BusinessRole","ESDC CIO","","" +"id-26e57e53d49b4528bfb055c0a22e7cd3","BusinessRole","ESDC User","","" +"id-a5c2d72651324169814e06b65b20e1cd","BusinessRole","Everyone EXCEPT External Users (SharePoint Group) (Business Role)","Everyone Except External Users","" +"id-4d9cf9abb617412984c3bc154c37f6af","BusinessRole","EX Pre-Onboarding (Business Role)","","" +"id-1a729d8463ca4aeea8bd5fe6fd301528","BusinessRole","Executive Sponsor","","" +"id-8c06413dd7e64945b31bf03a99472e4e","BusinessRole","Executive Taskforce Lead Team (ETLT) (Business Role)","","" +"id-1b7b9e8548294717b4aaf4bf1cd44c4a","BusinessRole","Executive Taskforce Leadership Team (ETLT) (Business Role)","","" +"id-82aad16d1f884ad5ae64762dea1a4657","BusinessRole","Existing User (Business Role)","In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method.","" +"id-460e3089ae4e448b85e084b2011012b8","BusinessRole","Full Control (SharePoint Permission) (Business Role)","Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. +Users have the ability to run code, delete the entire SharePoint instance, etc. (""SAS_Owner"").","" +"id-77f2e700c1954459a3ed40f148051c7e","BusinessRole","Future of Work Secretariat (Business Role)","","" +"id-052be2ea8efc439e8a84681d2bccf7c1","BusinessRole","GC EARB Presenter","","" +"id-f6fe72fb11a542caaf37351941b04485","BusinessRole","Gs&Cs Strategic Hub","Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub.","" +"id-f2dec22106f84c7f8d08adfd074c9b49","BusinessRole","Health Canada (Business Role)","","" +"id-737a62cad24340c0909163700c4194c4","BusinessRole","Host Aide (Business Role)","","" +"id-4e82154de43d4a15bec488d14eb90c58","BusinessRole","HR EX Content Creator (Business Role)","","" +"id-d67153d3e93044848729a867da526a86","BusinessRole","HR EX Content Steward (Business Role)","","" +"id-c232947410de43cc8504dfcc5d736270","BusinessRole","HRSB Broker (Business Role)","","" +"id-bc58d54d9a46408e989d52191b77dce0","BusinessRole","HRSB Director (Business Role)","","" +"id-aa4561d1423044409c9a3b68bb495926","BusinessRole","HRSB IM Lead (Business Role)","For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - +https://dialogue/grp/GI-IM/default.aspx + TBS Directive on Recordkeeping + TBS Directive on IM Roles and Responsibilities + Standard on Email Management + Library and Archives Canada Act + Information Management Courses offered by CSPS + IM Basics + Directive on Open Government + Stewardship of Information + Guidelines for USB usage + ESDC Data Loss Prevention ","" +"id-6c89298ce954425b978207a5362f5d91","BusinessRole","HRSB, Assistant Deputy Minister (ADM) (Business Role)","","" +"id-ee3df5a1e3264f41bef6e92ca6b7f493","BusinessRole","HRSB, Director General (DG) (Business Role)","","" +"id-6bceb77248c4442d909875985a8678a8","BusinessRole","IITB Project Manager","","" +"id-ea4af6f7866b49468d1d02a0519236f4","BusinessRole","IM Lead (SharePoint Role) (Business Role)","IM Lead + - Reviews sites and proposed migration dates with the Project Team + - May update name(s) “Site Owner” role for migration, in the site metadata + - Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) + - Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Point of contact to Site Owners/Designers through the migration process","" +"id-c0c61428915244e98cd46fa7cf905828","BusinessRole","Lead Enterprise Architect","","" +"id-078ec76a28c94a54891f44e1b57f6e3e","BusinessRole","Limited Access (SharePoint Permission) (Business Role)","Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4).","" +"id-8843ab880c344e2f9f3e43ea0c65c4ae","BusinessRole","MEMBER (High Level SharePoint Role) (Business Role)","","" +"id-88fc555e1f374a09a94860d7bfeb90e0","BusinessRole","Minister of ESDC (Business Role)","Definition of Minister +2 In this Act, Minister means the Minister of Employment and Social Development.","" +"id-a9068f94aea741b3818f03c2d80c76ac","BusinessRole","myESDC App Support (Business Role)","","" +"id-c9fe1d42736547d9aef5dae2b3ea01a7","BusinessRole","New Employee (Business Role)","","" +"id-9690b18530684db7ab09618306b99622","BusinessRole","New User (Business Role)","The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + +In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method.","" +"id-252b622fa5f54896804968524ed3a28a","BusinessRole","On Boarded EX (Business Role)","","" +"id-2960ac50eda84823998a331d8ab1eb57","BusinessRole","OWNER (High Level SharePoint Role) (Business Role)","","" +"id-78a615ddc6524c0cb68e01688c70cf5a","BusinessRole","Peer Enterprise Architect","","" +"id-f605738caab94489a3afdfac35b35e8f","BusinessRole","Potential DTiG 2022 Sponsors (Business Role)","","" +"id-2a5f3b5080e3413084b0f44f3c3d24a4","BusinessRole","Program Operations Branch (POB)","","" +"id-ec4a183bfa4f4c61bc746c73e0cc8e6e","BusinessRole","Proposal Contact","","" +"id-94b30ccc36024e65a60c51f619dc97c1","BusinessRole","Read (SharePoint Permission) (Business Role)","Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. +","" +"id-a566be4cfa3e4e1d968b72c83e2e4be5","BusinessRole","Regions","","" +"id-b67244f4b9aa40d28b12d135fb5f2fa6","BusinessRole","SE1 Immigration, Refugees and Citizenship Canada (IRCC)","SE1 IRCC Immigration, Refugees and Citizenship Canada The Temporary Foreign Workers Program is administered jointly by ESDC and IRCC. Both departments work together and make sure the regulatory framework reflect the entire TFWP and that both departments are in agreement with the new regulations and how it applies to the part of the program they are responsible for administering. +Not a direct user of solution.","" +"id-22f245c439994718972695d5a65cdb88","BusinessRole","Security Architect Assessor","","" +"id-b6a4a8d7a38347a088e7cfecd359f5f0","BusinessRole","Senior Associate Deputy Minister (SADM) (Business Role)","","" +"id-60e7f964cc73498bb0ad5f62fe849fa0","BusinessRole","Service Canada","A Service Delivery Hub (SDH) was created to modernize technology to allow Service Canada to create an integrated approach to service delivery, resulting in improved, seamless and timely service delivery for clients.","" +"id-e99a8ce5923544ebbbde70097fa049db","BusinessRole","Session Reviewers / Assessors (Business Role)","","" +"id-cf0bfd40e6554c6fa10655d22caf0621","BusinessRole","SharePoint Migration Project Team (SharePoint Role) (Business Role)","SharePoint Migration Project Team + - Creates new URL for site in SharePoint Online + - Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation + - Consults with Branch/Regional IM Leads to schedule sites in migration waves + - Migrates site to new SharePoint Online environment + - Point of contact to Site Owners/Designers through the migration process + - May assign additional resources to support Site Owners/Designers of more complex sites","" +"id-433cdc1117914fa1ac5325f13ed2e545","BusinessRole","SI1 Integrity Services Branch (ISB), Regions","ID Name Description Relationship to Solution +SI1 ISB Regions Integrity Services Branch, regions ISB regions are responsible for conducting inspections on employers and they are directly impacted by these changes. +Direct users of solution. +","" +"id-6e2f591847e74179a784bc5886384c54","BusinessRole","SI2 ISB National Headquarters","SI2 ISB NHQ ISB National Headquarters ISB NHQ is responsible for providing direction, advice and guidance and training/tools to ISB regions to make sure they are fully equipped and ready to operationalize the new conditions. ISB NHQ is also responsible to identifying and coordinating changes to IT solutions reflective of updated guidance. NHQ users are also responsible for non-compliant decision making, monitoring, reporting etc to support the regions throughout the inspection process. +Direct users of solution.","" +"id-b79949525b934a60b713d06d3b2a1b3d","BusinessRole","SI3 Information Technology","SI3 IT Information Technology IT is responsible for maintaining and implementing changes to the solution.","" +"id-8cee27b50b5745ebb07eac88507d704a","BusinessRole","SI4 Business Solutions Operation (BSO)","SI4 BSO Business Solutions Operation BSO is responsible for making changes to the letters/annexes templates in CCT in collaboration with IT where IT is impacted by changes to the templates. +Direct users of solution during changes or template development. +","" +"id-e361fc36d887479a84b4a2ce46312f90","BusinessRole","SI5 Program Operations Branch (POB)","SI5 POB Program Operations Branch POB is responsible for introducing the new regulations to employers upfront when they apply to ESDC with Labour Market Impact Assessment (LMIA) applications, so the employers are aware of the new commitments and the fact that they will be inspected and held responsible if an inspection was called. POB is also impacted when ISB suspends LMIA application assessment process if ISB determines that employer may not be complying with certain conditions. Suspending LMIA processing is a new authority granted to the program under these regulations coming into force Sept. 2022. A new field is planned to be added to the system to indicate that the employer has been suspended until further notice. +Not a direct user; they receive information via the interface on inspection status, decisions and consequences. +","" +"id-86f20cd4a76f4eb1b647dc789cbe8b28","BusinessRole","SI6 Skills and Employment Branch (SEB)","SI6 SEB Skill and Employment Branch SEB is the lead for the program and is responsible for the regulatory framework for the TFWP. They work with all partners/stakeholders in drafting and implementing the new regulations. SEB/POB are also responsible for developing inspection policies. All changes to the solution must be aligned to the regulations, policies and guidance to operationalize the conditions. +Not a direct user of the solution. +","" +"id-c8f6ce00910c446cb1f1698227e407bf","BusinessRole","Site Designer (SharePoint Role) (Business Role)","Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online","" +"id-772c597953104efb9bb493ef3a4b18be","BusinessRole","Site Owner (SharePoint Role) (Business Role)","Site Owner + - Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities + - Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed: https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-Site-Remediation.aspx + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Confirms completion of final steps in SharePoint Online, with the Project Team +","" +"id-dc3d2d5aa607444fb598c52be97635e8","BusinessRole","Solution Administrator (Business Role)","","" +"id-b52e0d83ed084aa7ad5b8186f6b88b1d","BusinessRole","Solution User (Business Role)","","" +"id-ee8df05b59424fc7a5daa66a11dfffff","BusinessRole","Strategic Program Operations Committee (SPOC)","Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub.","" +"id-a577656556634acfbb5f61bdd555e7c3","BusinessRole","System Administrator (Business Role)","","" +"id-ea26300ba822459cb697579851f91061","BusinessRole","Technical Consultant (SharePoint Role) (Business Role)","The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site +","" +"id-18ffab53954f4d59b1443d72a2bec335","BusinessRole","Technology Architect Assessor","","" +"id-1378ab84f6fe4caaa9681ff4b4f6b204","BusinessRole","View Web Analytics Data (SharePoint Permission) (Business Role)","View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents.","" +"id-e4629399357e4152841ef6f33f225046","BusinessRole","VISITOR (High Level SharePoint Role) (Business Role)","","" +"id-09ef23e8bf914662bd27800a0549f911","BusinessRole","Volunteer Placeholder (Business Role)","Role to be discussed at a later date","" +"id-c4e4329a20a1411e9edb69c206236b2f","BusinessService","(IITB) Information Management Support","","" +"id-f760dd6e42c446aeb8f3f6ee06a3fd2d","BusinessService","[ESDC-EA] Provide EA Assessment <>","","" +"id-4855e4fc5f2244bdbd6643da651c7956","BusinessService","[SAS] Provide EA Feedback <>","","" +"id-78fc2581e2894a59a24ad50ebcf8603d","BusinessService","Canada-Wide Early Learning and Child Care System","","" +"id-3f2499006d9142e3b672173f4f4f1bea","BusinessService","M365 Support","","" +"id-8c5d4a4a3d5e4d6fb76a5ad543378372","BusinessService","Pay Out Unpaid Wages, Vacation Pay To Applicants","The WEPP will pay out unpaid wages, vacation pay, termination and/or severance based on the applicant’s eligibility. ","" +"id-b6b61b4a7325440ebdf91ee59e3e2594","BusinessService","Provide Payments To Employees","The Wage Earner Protection Program (WEPP) provides payments to employees when their employer is subject to a receivership, bankruptcy, or other WEPP qualifying insolvency proceeding. ","" +"id-ce599c2466114d15b750f0acbdce708c","BusinessService","SharePoint 2010 Support","","" +"id-14cbd5dd6ea0453bbe9b3e19fe103873","BusinessService","SharePoint Online Migration","","" +"id-bc6d73d35ee04ec1bcd4b26110af9c0e","BusinessService","Simplified Digital Identity Validation (SDIV) (Business Service)","","" +"id-6b09ae2db269441aac6a939ba07802fc","BusinessService","Solution Architecture Services","","" +"id-97babe5bc913484ca20eb9f581f677bc","Contract","Master Student Financial Assistance Agreement (MSFAA) (Contract)","","" +"id-e8b502695db14fb9b8db6aeb44b96ded","Contract","MSFT Terms and Conditions","Terms and conditions +Customers will be registered to use the MSFT facility. They must have a Public Key Infrastructure (PKI) certificate that is cross-certified with the Government of Canada federal PKI bridge, as well as an active Internet connection to implement the service. +Government of Canada institutions (departments, agencies and Crown corporations) must encrypt human resources (HR) and financial data in accordance with the Operational Security Standard: Management of Information Technology Security (MITS). Use of the Government of Canada MSFT secure file transfer service supports MITS for the secure transfer of any file type and size up to and including the ""Protected B"" level at medium assurance for bi-directional file transfers between users, systems and applications. MSFT is mandatory for SSC and customers. +As per the Service Level Agreement with customers, each customer is ultimately responsible for ensuring their own security and privacy compliance through the identification, mitigation and acceptance of any residual risks. The customer ensures the application of appropriate security and privacy controls in their IM and IT activities and procedures. +The customer is responsible for their own Security Assessment and Accreditation (SA&A) initiatives related to their environment and systems. +Moreover, customer departments are responsible for controlling authorization and need-to-know within their own systems and are further advised, for added assurance, to encrypt end-to-end their protected data as per the Treasury Board of Canada Secretariat Operational Security Standard: Management Standard: Management of Information Technology Security (MITS).","" +"id-639335a796bc4873934285292b8488dd","Contract","RWS Service and Support Contract","","" +"id-4dfcf454ab6b44a7a43011bbec7c3622","Contract","Safe Restart Agreement (Provinces & Territories)","","" +"id-0160e3af4872421d961ef3a673e0f843","Contract","Trados Studio Licence","As shown in the commercial offer plus 2 Trados Studio licences per team","" +"id-327a833657ea43fdbaa73ee5ceba5124","Representation","ADO Task #200 Facilitation","","" +"id-37fce2538e69436cb42e7a510ca9c6c3","Representation","ADO Task #201 Facilitation","","" +"id-0049513cc3ea40c490f99c39274ec710","Representation","ADO Task #202 Facilitation","","" +"id-ac83d8c317724c57a3e82a9cbaa6fc94","Representation","ADO Task #300 Back Log Action","","" +"id-e1cbf441e3034a93b0797fad6dc2466c","Representation","ADO Task #301 Back Log Action","","" +"id-dfed214a472343dfbdc8b39ca0a41bd8","Representation","ADO Task #302 Back Log Action","","" +"id-5b3281f4e54d4ff9b6c0207c9487ff80","Representation","ADO Task #303 Back Log Action","","" +"id-2e55e237bf274497b9c9e3c014c43833","Representation","ADO Task #304 Back Log Action","","" +"id-b78d12d8cdf1429ba68c0f678bac620d","Representation","ADO Task #305 Back Log Action","","" +"id-7f7930ecb54b4a4eb17ea2c3db4f3160","Representation","ADO User Story #100","","" +"id-01aaa5a9cf124cfaa0fe272d9c63974e","Representation","ADO User Story #101","","" +"id-ef6a517658714db0ae8281736debc60b","Representation","ADO User Story #102","","" +"id-631268c4732846a58296b184d90ae38a","Representation","ADO User Story #103","","" +"id-f9444902ca2a43b8a2ef6fbaf79298cf","Representation","ADO User Story #104","","" +"id-a7bc0b58d0d44e9ab6c14a451d282926","Representation","ADO User Story #105","","" +"id-1e9fc47a81284cd4a52fd688546340e6","Representation","ADO User Story #106","","" +"id-006b5bb3a52f4030b0553bf3bd1669e8","Representation","ADO User Story #107","","" +"id-3cac0ac9a4ca4665bd262a9742451847","Representation","EA Assessment <>","","" +"id-3cc5a20e79ef4ecdac7e75ca467501cc","ApplicationComponent","Dashboards, Reports, KPI's","","" +"id-1581bb3e3b5241ccb09b829f8fe1aed2","ApplicationComponent","Web Portal","","" +"id-7b02bc7bed6840848d14ba8828e750e2","ApplicationFunction","Custom Role Management","Custom roles +In addition to the default roles provided, RWS Language Cloud allows you to create custom roles that can be assigned to groups. A custom role can be granted a set of permissions, allowing for flexibility when determining the actions that can be performed by the members of those groups.","" +"id-6b96653cddee41f2a6ec18b064cd5c9f","ApplicationFunction","Data Categorization (Application Function)","","" +"id-d554ad860ca043bb9187b9cde9c22a3f","ApplicationFunction","Easily Fits Into Enterprise Workflows","","" +"id-a58bf8ad3f174cfbbc295835cf32d8b4","ApplicationFunction","Encryption At Rest","Encryption at rest +All data that is resident in the application is encrypted at rest. If projects are downloaded for offline translation, those files are not then guaranteed to be encrypted as they reside on a user’s own system. To mitigate this issue, there is a feature to force users to work online, which will prevent the data from leaving the application server. With this feature enabled on a project, translators and reviewers will only be able to use the browser-based interface.","" +"id-c3561b087ec14671842e816d8b6e5233","ApplicationFunction","Enterprise-Grade Security & Reliability","","" +"id-3450ec9a86df4014ae6e13917c3f2970","ApplicationFunction","Federation","Federation +RWS ID can be federated to a client’s identity provider, which provides the same level of security as is present in the client’s own environment. There are several options for this federation, including (but not limited to) LDAP, ADFS, Azure AD, OpenID Connect, and SAML.","" +"id-efef2dfd813745f8ab65236eb39a9cc8","ApplicationFunction","Language Pair Chaining","","" +"id-7fd93bcc098646d59fea074331483020","ApplicationFunction","MFA","Multi-factor authentication +If RWS ID is not federated to the client’s identity provider, multi-factor authentication (MFA) can be implemented on a per-domain basis. MFA is an authentication method in which a user is granted access only after successfully presenting two or more pieces of evidence (factors) to an authentication mechanism: +• Knowledge (something the user knows, such as a password) +• Possession (something the user has, such as a mobile device) +• Inherence (something the user is, usually a biometric factor such as a fingerprint)","" +"id-f646d3831c394d8ab01a4eb6098e758b","ApplicationFunction","Role-Based Access Control (RBAC) (Application Function)","","" +"id-1de67ac30bf5400f8f15e3f42009de7f","ApplicationFunction","RWS ID","RWS ID +RWS ID is a single-sign-on (SSO) solution and is based on a third-party identity platform provided by Auth0. +More information on the security of Auth0 can be found by visiting auth0.com/security","" +"id-6f0bdb47fc3241ce83449ac82a29d21c","ApplicationFunction","RWS Linguistic AI","","" +"id-886548c92d8e4c869ce6889c8cbdc0aa","ApplicationFunction","Session Timeout","Session timeout +If a session is left inactive in RWS Language Cloud, it will automatically time out and require the user to reauthenticate to continue working in the application.","" +"id-def8616393434ad0a1cb784ca8bcb52c","ApplicationFunction","SIN Change Workflow <>","","" +"id-e4db9583ea2b4a4ebd12de688b2139a1","ApplicationFunction","Stakeholder Database (Contact Information) and Email Function (Application Function)","","" +"id-99ea838ed4a849bd94ec1ace7554dc77","ApplicationFunction","Survey Creation and Responses (Application Function)","","" +"id-c9da9ae2bdd84b70b70b193236da675d","ApplicationFunction","Survey Management (Application Function)","• Ability to create surveys from within Dynamics +• Ability to monitor results from surveys within Dynamics +• Ability to sort survey responses by responses to specific questions +• We don’t want to link survey responses with stakeholders and their information --> Survey Anonymity","" +"id-2c1cafca203f4e5ebb2374faff22c21c","ApplicationFunction","Translation Memory Management","","" +"id-11c510fa529b4eaca8b9f76c32500a38","ApplicationFunction","User Permission Management","User permissions +In RWS Language Cloud, each user belongs to one or more user groups. Each group has a limited set of permissions (a ‘role’) that determines which actions members of the group can execute, and at which level of the organizational structure. The permissions for users who are members of multiple groups are determined by creating a superset of all the +permissions of those groups. All users and groups are managed by account administrators. If clients are using a managed service, these administrators would be RWS personnel who set up the users and groups, but do not subsequently have access to the client data. Clients who want to administer their own accounts can do so without any involvement from +RWS. +","" +"id-15ce262139a04a1886030bd9baeee685","ApplicationFunction","Workload Management Tool (WMT)","It also builds on the Workload Management Tool that was introduced in 2016 to support the Gs&Cs administration, business line performance and reporting.","" +"id-b21c2cbed5eb448a862bcdce11fd6bb6","ApplicationInterface","<> ESDC API ","","" +"id-5f24d2b8126540998b9200b82cdbdf8b","ApplicationInterface","<> GC API","","" +"id-a1621088e96646fab0643cad6b9a0e02","ApplicationInterface","<> NIIS Screen for CCT Templates","The IITB NIIS team will create a new NIIS Screen enabling users to select from a list of available templates stored in CCT.","" +"id-0b795cd86e4545f8a4c3dbd89f98435a","ApplicationInterface","Change Request Workflow GUI","","" +"id-226b64d7830747c98b8673c69343c1fc","ApplicationInterface","Client-Pull Exchange Pattern","","" +"id-a0659c7e1d144e7abc8c9fb365bba90a","ApplicationInterface","Hub-and-Spoke Exchange Pattern","","" +"id-abcd73921b5c464eb3f50e1e050b7db6","ApplicationInterface","MSFT Client Web","https://sftweb.pwgsc.gc.ca/sft-html/SFT_main_e.html + +SFT Client Web - January 2015 +Please note that this version requires JRE 6 update 5 or greater, with the corresponding JCE files. + +Proof of Concept Web Client +http://sftweb.pwgsc.gc.ca/sftClient/index.html + +Production Web Clients + +Production Web Client from the Government network +http://sftweb.pwgsc.gc.ca/VERSION2/sftClient10-1/index.html + +Production Web Client from the Internet +http://sftweb.pwgsc.gc.ca/VERSION2/sftClient10-2/index.html + +Last Updated: 2013-12-03","" +"id-3f33de3508704dd3b212a8b198d01d88","ApplicationInterface","National Student Loan Services Centre (NSLSC) Portal (Application Interface)","","" +"id-0d908211ef0241899928d80fbd2a7305","ApplicationInterface","New Service Provider Identity Verification Process (Application Interface)","The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider.","" +"id-d700215374284849a44b92fe4e6cfb03","ApplicationInterface","NIIS - Intranet Web","","" +"id-187162a4e4e24e06badb15e0d162752e","ApplicationInterface","NIIS - Mainframe Online","","" +"id-1b020a3d881c42b69c21b1a25942b780","ApplicationInterface","Online Editor","","" +"id-7dd9879367d9442da83f89f634460e24","ApplicationInterface","OOTB Connectors (DropBox)","","" +"id-e50c70aeb9344afa85704be226eff279","ApplicationInterface","Peer-to-Peer Exchange Pattern","Peer-to-peer features allow for the direct transfer to another MSFT client. The user must control file delivery and destination. + +Security of information + +The MSFT service is capable of providing a secure means to transfer information up to and including ""Protected B"".","" +"id-0aab1d0d2deb486bbe99722fee5e8c31","ApplicationInterface","SSO Via LDAP","","" +"id-0b62997cac5d4c20a1a4a653e2b3a417","ApplicationInterface","Term Store User Interface","","" +"id-190795d1a0914181987b6ab57feca2a2","ApplicationInterface","TermiumPLUS Web Interface","","" +"id-bcb3b39d3ff445a58f0aae6d9086a31f","ApplicationInterface","Web / Browser Access","","" +"id-8a3152cbea384297b4dd7a46f70075f6","ApplicationProcess","Contact Card Details (Application Process)","","" +"id-4b2f7dc9618e42b6bdca79f3286111f3","ApplicationProcess","Log-In (Application Process)","1. Log-in +a. Accessible log-in with appropriate alt-text +b. Our brand colours and logo/banner","" +"id-8f469cb184a14e4b818657c3734340e4","ApplicationProcess","Navigation Bar (Application Process)","3. Navigation bar with respect to various aspects of the program: our database, survey creation, survey results, analysis software, teams, search","" +"id-6eadc07afe414fda9c1605d7cfb59467","ApplicationProcess","PAC Identity Verification Alternative (Application Process)","The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider.","" +"id-0b259207e80640af8355fcdfcc227304","ApplicationProcess","Solution Processes (Application Process)","Log-in + +Accessible log-in with appropriate alt-text + +Our brand colours and logo/banner + +Display welcome screen with key takeaways (most recent stakeholders added, quick data like number of stakeholders, if there is an open survey, how many responses, email opens of newsletters) + +Accessible with appropriate alt-text + +Navigation bar with respect to various aspects of the program: our database, survey creation, survey results, analysis software, teams, search + +For example – navigating to stakeholder database. Click on database, shows full database in excel like format + +Click on individual stakeholder and brings up their contact card with all details and information ","" +"id-07a39b75179f4a2986609e69235b5e9e","ApplicationProcess","Stakeholder Database Navigation (Application Process)","","" +"id-d4f37e42326c43b29bb1318b72d6a711","ApplicationProcess","Welcome Screen (Application Process)","2. Display welcome screen with key takeaways (most recent stakeholders added, quick data like number of stakeholders, if there is an open survey, how many responses, email opens of newsletters) +a. Accessible with appropriate alt-text","" +"id-f66d857e261a4cac97aaa1fa69d00afd","ApplicationService","Canada Student Loan Program (Application Service)","In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method.","" +"id-d3dfe32f931d4ba8a9d4c28588a93b88","ApplicationService","Crunch / De-crunch","Crunch/Decrunch +The Crunch/Decrunch Facility is a utility for the Windows operating system to permit clients to gather a large number of small files into one file to send through the MSFT Service as one file transfer, instead of a multitude of small file transfers. The sending client runs Crunch and the receiving client runs Decrunch. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftCrunchDecrunch","" +"id-be2cf5c19a27430d8c16e064e7f55392","ApplicationService","Cvent File Sharing (Application Service)","","" +"id-b14cc139905145e5859133eb088bed2c","ApplicationService","Cvent Video Streaming (Application Service)","","" +"id-40af70ffc9dd4d0fbf9d1fa1543e1940","ApplicationService","Cvent Web Site (Application Service)","","" +"id-43a2d1dca506490c993bc36bd91ed25d","ApplicationService","DropBox File Storage (Application Service)","Max size for BuildTheVision DropBox is GB.","" +"id-16ff7a88a1394d86a06a27d38ca46838","ApplicationService","DTiG Website File Downloading (Application Service)","Unreliable. >100 GB with GoDaddy. Pay more to get more.","" +"id-3b01077c48264464a6c3e67605ef7e31","ApplicationService","DTiG YouTube Channel Video Streaming (Application Service)","No capacity issues. No retention issues.","" +"id-9fd8a9820b234f2e87a6c8328fe858c2","ApplicationService","Eventbrite Registration (Application Service)","","" +"id-b110444c2a76475697fb69d26fa1723c","ApplicationService","Eventmail","Eventmail +The Eventmail Utility contains Java code to configure the SFT Client to send emails using Events. The emails can be sent based on filenames. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftEventmail","" +"id-3a012c1231294b6988ebc342783ddbb0","ApplicationService","File Redirector Utility (FRU)","File Redirector Utility (FRU) +The File Redirector Utility allows files that arrive in one directory to be separated into different directories based on filename masks. The files are separated based on rules configured within a properties file. If a filename matches a rule, the file is moved to the destination directory specified. If the filename does not match a rule, the file is left in the input directory. +Files can be renamed when they are moved to the destination. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftRedirector","" +"id-8b5d27b92fcc44e68c6a645094f7e0a9","ApplicationService","Full Audit Trail","Audit trails +RWS Language Cloud maintains a full audit tr ail of every file that is processed in the application. In the unlikely e vent +of a security incident, an administrator can query the history of a file as it pr ogressed through the workflow and +determine which workflow tasks were executed on the file and which users accessed it. + +","" +"id-04a7463bf90b4892a9691959fc467461","ApplicationService","GCcollab File Sharing (Application Service)","Uploading a video +Uploading a video file on GCcollab uses the exact same steps as uploading a regular file, however it is important to note that the size of the video to be uploaded should not exceed 1GB. While GCcollab does not have video player functionality, users can upload video file types. + +Accepted file formats:: txt, jpg, jpeg, png, bmp, gif, pdf, doc, docx, xls, xlsx, ppt, pptx, odt, ods, odp, accdb, mdb, m4a, mp4, grd, map, rar, gdb, dwg, zip, mp3, ppsx, mid, mov, xlsm, ai, xd, svg, indd, vsd, vsdx, mpp, mppx, potx, dotx, .dotx","" +"id-20d8b2f74eb94f1bb451da90f5a7d0b1","ApplicationService","Information Management Office Portal (Application Service)","Information Management Office Portal +https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx","" +"id-25e77aaa5416405a8eb665712677c134","ApplicationService","Interactive Fact Findings Services (IFFS) (Application Service)","","" +"id-1901258248884baeaa5493e6c2570dd8","ApplicationService","ISACA Engage Website File Sharing (Application Service)","https://engage.isaca.org/home + +Possible Delivery: Content from each DTiG Conference Year stored in separate tabs.","" +"id-6fd4fb6582c34ef7921277cc5a22afd6","ApplicationService","Line Converter","Line Converter +The Line Converter Facility is a utility that converts text file line separators to Windows or UNIX format. This utility inputs a text file and converts the line separators based on two rules: the filename matches the mask of files to convert and the desired line separators are different than the current ones in the file. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftLineConverter","" +"id-50ed4ed925524ff7a63e432e28b29878","ApplicationService","Log Monitoring and Retention","Log monitoring and retention +By default, logs are kept for 90 days in a centralized logging server. Basic log monitoring is in place and internal API errors are monitored automatically, with an alert raised to an internal collaboration tool if the number of errors exceeds a pre-set threshold.","" +"id-7f87be3c1de34625861365d385242501","ApplicationService","My Service Canada Account (MSCA) (Application Service)","The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider.","" +"id-48fb075799d84b12bff20415c448f5cb","ApplicationService","Neural Machine Translation","","" +"id-5fd5253ead8f4685b861ddeede3229a3","ApplicationService","RWS Account Security","","" +"id-35a4a9e6e2c24963bb5ccec767011f01","ApplicationService","RWS Language Cloud","https://www.rws.com/localization/language-cloud/","" +"id-b26e3dd2c82a44dda1a3b1b52086e540","ApplicationService","RWS Language Weaver Cloud","https://www.rws.com/language-weaver/resources/machine-translation-cloud/ +Language Weaver Cloud is part of a holistic ground to cloud Linguistic AI solution for enterprises that need the ability to process high volumes of multilingual content to global audiences.","" +"id-d9d6e57315504ac9a08902ca361feeff","ApplicationService","SAP Qualtrics","School has also procured SAP Qualtrics via PSPC multi-departmental contract as a cloud-based SaaS survey/evaluation solution to replace Simple Survey.","" +"id-bab09cf851024514a3c662c9ac1f6201","ApplicationService","Sendmail","Sendmail +The Sendmail Utility contains Perl code and Perl scripts to configure the SFT Client to send emails using Events. +The code, scripts and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftSendmail","" +"id-8209c02759644a07b493f372c4bc23a3","ApplicationService","University of Ottawa Libraries (Application Service)","","" +"id-626bd9adbf2145fabe3f09f9efcba62b","ApplicationService","Workflow Management Service","","" +"id-a36acbc1b6124a03991eae20826f88c9","DataObject","Drupal-Sourced Data (Data Object)","• Compatibility with data coming from Drupal (php)","" +"id-d93575c762c449e6b67e70a82b2754c2","DataObject","ESDC-EA Terminology Repository","","" +"id-9975d4fadcf14f3dbd20b9619a6011b7","DataObject","Microservices Log Files","Microservice log files +Each service also creates a log file. API requests are logged both at the platform inbound endpoint (API gate way) as well as within each internal component (service). Debugging information is also logged to aid in tr acing specific behaviour. Examples: + +2021-02-01 07:45:31,880 INFO [http-nio-8765-exec-5179] [e76eafec-506f-4645-b6b2-d163ba173379] [lc.api.gateway] [guest] c.s.l.l.a.g.w.RequestLoggingConfiguration$1 +[RequestLoggingConfiguration.java:35] Incoming request [GET /gw-account-web/accounts/5ee8b4e27b56b01e50b71a82/settings?tenant=461371, client=10.228.60.25, +headers=[host:”de1-lc-apigw.sdlproducts.com”, accept:”*/*”, authorization:”masked”, x-lccaller-app:”LCUI/2.2.9”, x-lc-appsid:”masked”]] + +2021-02-01 07:45:32,004 INFO [http-nio-8080-exec-74] [e76eafec-506f-4645-b6b2-d163ba173379] [lc.account.service] [5ee8b4e27b56b01e50b71a82] +c.s.l.g.a.s.a.AccountServiceImpl [AccountServiceImpl.java:1484] getAccountSettings >> 5ee8b4e27b56b01e50b71a82 + +2021-02-01 07:45:32,011 DEBUG [http-nio-8080-exec-74] [e76eafec-506f-4645-b6b2-d163ba173379] [lc.account.service] [5ee8b4e27b56b01e50b71a82] +c.s.l.g.a.s.r.SubscriptionRepositoryImpl [SubscriptionRepositoryImpl.java:191] There is no subscription in cache for accountId=5ee8b4e27b56b01e50b71a82 sandbox=true","" +"id-30ed5f417afe43baaa3ac49ce9251892","DataObject","NIIS - Mainframe Reports","","" +"id-1fa23e6c14834a19b74b1dc0009d08da","DataObject","SIN Support History","","" +"id-53919268e0fe45ada1edafb9c671f758","DataObject","Termbase","Translation ""Pairs"" (English / French) +","" +"id-3e5cf47c31d149ada3f23e88d9ea421c","DataObject","TermiumPLUS Intake Worksheet","","" +"id-f746997f2286460fa633980a07ce9363","DataObject","UI Log Files","User interface (UI) log files +Log files for users accessing the RWS Language Cloud application user interface are created and stored in standard NCSA Combined log format. An example log entry would be: + +10.228.144.254 - - [31/Jan/2021:03:08:14 +0000] “GET /lc/t/483384/dashboard HTTP/1.1” +200 14196 “-” “Mozilla/5.0 (X11; Linux x86_64) AppleWebKit/537.36 (KHTML, like Gecko) +Chrome/87.0.4280.66 Safari/537.36” 761 14548 581839 + +These log files contain: +• [host] The IP address or host/subdomain name of the client making the request +• [rfc931] The identifier used to identify the client making the r equest +• [username] The username used by the client for authentication +• [date:time timezone] The date and time stamp of the request +• [request] The requested resource, the method, and the protocol version +• [statuscode] The outcome of the request +• [bytes] The number of bytes of data transferred +• [referrer] The URL which linked the user to the site +• [user_agent] The web browser and platform used by the visitor +• [cookies] One or more cookies passed by the browser","" +"id-bbea9bb53b0d449e8af710c22edf18bc","Artifact","Behavior Element","","" +"id-907f01915f4b49358ebb7f795c55f5ee","Artifact","Composite Element","","" +"id-34f52ef882874426a238ca446f32cab1","Artifact","Concept","","" +"id-a7f8beac2a2c416c96b351c66b79510c","Artifact","Element","","" +"id-65c67d32161849b095c00bbd63967ae7","Artifact","ESDC Initiative EA Assessment","","" +"id-cde5d10003e84d168bae6540d857644c","Artifact","Model","","" +"id-96ab71a9858444dd86c19b9b7f29b3ea","Artifact","Motivation Element","","" +"id-ec45400c786640b8902b3ef7e40bfc1e","Artifact","Relationship","","" +"id-1207a9a74fd74bc3a66c64014470b379","Artifact","Relationship Connector","","" +"id-5fa281fa20794b94ac9247f46e5f3a43","Artifact","Structure Element","","" +"id-d9689b2f61ed4493951c37c76b7e42cb","Device","Desktop Transition Environment & Alignment Tool","","" +"id-cd350cb446b749b9a04dd6a076783b5f","DistributionNetwork","Over Time","","" +"id-58beb9cfbc224112a72a5bcff9bc9734","Facility","Facility","","" +"id-1d63fd6151744a32893b36ea6e428c11","Facility","University of Ottawa Facilities (Facility)","","" +"id-0ab13ac29c764e93a16df28f6f35a1a2","Node","Canada’s Volunteer Awards","","" +"id-dc3d9875608f47c4a0b7165a341e1a88","Node","Corporate Correspondence Tool (CCT)","","" +"id-a8ce57b1532a4e5a81be806748dd4116","Node","Corporate Correspondence Tool (CCT) EngageOne System","https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=670 + +Description (Purpose of business) +The on-going need to modify a large number of existing correspondence systems to meet changing business requirements, along with the desire to discontinue the creation of custom applications for each business line, ESDC’s Innovation, Information and Technology Branch (IITB) seeks to implement an enterprise-wide correspondence solution to allow Service Canada and ESDC to receive and disseminate data through multiple and varied channels - print (mail), fax, email, SMS (text) or Web (html). + +This solution would allow flexibility to meet both internal and external needs quickly and to manage correspondence based on business needs, as well as decouple the systems integration needs from business processes and rules. Therefore as business rules change the entire system does not have to change, rather one system process. This would allow for the implementation of a solution that can be reused by all business lines as well as easily adjustable to future system and business changes. + +Internal Clients: 640 +ESDC Branch: ESDC - Innovation, Information and Technology + +Presentation +Solutions Linked to Corporate Correspondence Tool - CCT - EngageOne +Solution | Lifecycle Status | Solution ID +National Integrity Investigation System | In Production | 140 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=140 +Labour Market Impact Assessment / Foreign Worker System | In Production | 292 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=292 +Canada’s Volunteer Awards | In Production | 486 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=486 +Integrity Case Management system | In Production | 896 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=896","" +"id-07536104666a47948dc7e9c094a9d2e1","Node","ESDC Azure Tenant","","" +"id-2a4fd859e175462f85d5ec8f8465a73c","Node","ESDC EDC","","" +"id-f4a0acee4e6f4035bb6e379d328ce0d6","Node","Integrity Case Management System","","" +"id-c80174902e42406aa686bb81b26be66e","Node","Integrity Case Management System (ICMS)","","" +"id-b56be493a1c34c7f8aa54b0161f3f6ee","Node","Labour Market Impact Assessment","","" +"id-f01a1e01dcb34293a6e47f0b37a076d7","Node","MSFT Hub Node","","" +"id-b41859274bac4674b26ce76a0d1ead98","Node","MSFT Target Node(s)","","" +"id-89bc202ab59b4458bc352457d72aeb46","Node","National Integrity Investigation System (NIIS)","https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=140 +Create a new IC74 screen in order to enable NIIS users to create, edit, save, display, print and delete (CCT) Pensions Forms and Questionnaires.","" +"id-1d5da0a72f634cf58ac49bd48e1cc3a8","Node","Node","","" +"id-c5cc9812b58b4bd4875419b2cdfa2b7b","Node","SFT Client Node","SFT Client Node Software +The SFT Client Node is a machine that runs the SFT Client in unattended mode. +To proceed with the installation, please contact SFT Support at the following email address: SoutienSFT-SFTSupport@pwgsc.gc.ca .","" +"id-e72dc2d19b9c4f72b7ab6eae2f19a3a5","Path","TLS/SSL Connection Between Client and Server","","" +"id-0d9cd44248584c8884ae3e1a02045014","SystemSoftware","AER Workload Management <>","","" +"id-f9f23fad535845cdba2e2349f97b7a66","SystemSoftware","BAAO Workload Management <>","","" +"id-5e4144e079614813b1f929d87e0c2811","SystemSoftware","BDM EA Workload Management <>","","" +"id-0585cc8e29ee4fabb4f4a8d09b342dea","SystemSoftware","BDM EA Workload Management <>","","" +"id-8e6d4f2b4c9046eba417af018fc81c1e","SystemSoftware","CDO Workload Management <>","","" +"id-6150cffabd1a451f927769e0b1c0d76e","SystemSoftware","Common System for Grants and Contribution (CSGC)","","" +"id-9a3deb27937244f98fb01efb0731d8cd","SystemSoftware","Document Upload System","Document Upload System: Ability for clients to upload supplementary Request for Review documents through the Document Upload System via IFFS.","" +"id-ff6de9bc0de14bf7b354d616343ea5ba","SystemSoftware","EAS Workload Management <>","","" +"id-5a8707fd415a43d49740cf2d9da18f58","SystemSoftware","ESDC EA Repository","","" +"id-25a4c7413cec45ccad88972c88466aa3","SystemSoftware","ESDC SIN-Reliant System #1","","" +"id-54b90671bdb54f458ee99732dc06a0b2","SystemSoftware","ESDC SIN-Reliant System #20","","" +"id-95f4954db55645d78e73f0ede87f7e4e","SystemSoftware","ESDC Workspace Management System (System Software)","","" +"id-4bb7f08a65c24003af743ce3ad0d8e47","SystemSoftware","GC Partner SIN-Reliant System #1 ","","" +"id-ba82c5f7b158429bb490d0aae3e48103","SystemSoftware","GC Partner SIN-Reliant System #20","","" +"id-845237663b844fa3ad1cfa1216fbf2d5","SystemSoftware","Interactive Fact Finding System (IFFS)","","" +"id-014c010947d446e3afecb2ed9c805eba","SystemSoftware","Launch Pad (Pre-Onboarding Online Info) (System Software)","","" +"id-f5790071e9e746818df75887e8b92411","SystemSoftware","Microsoft Dynamics 365 (System Software)","","" +"id-b614a53672b94fcaadf981e06f727f85","SystemSoftware","Mirosoft Office 365 (64-bit) Tools","","" +"id-fcd8d2fa0f4f46ce92d3096e7db56a0e","SystemSoftware","MultiTrans 2017 Admin Console","","" +"id-7568d23e8d4f4ab5a6b0673fd3d2a049","SystemSoftware","MultiTrans 2017 Client","","" +"id-b9b0eda2444343b7a4ac67a6290e08cf","SystemSoftware","MultiTrans 2017 Server","","" +"id-6c1c781b3ddf4c80a63c5908b4daa840","SystemSoftware","MultiTrans v2017","","" +"id-4581fe60648549698408ddd1847811e5","SystemSoftware","Newsletter Apps (System Software)","","" +"id-45ef292a21d1425ab986dc95f74143d6","SystemSoftware","NIIS - Mainframe DB","","" +"id-2bf9bd9e29d64b1f885fcb732bb525de","SystemSoftware","NIIS - Oracle DB","","" +"id-e9a53363316f485d958f8e53fa555a5e","SystemSoftware","Onboarding Content Repository (System Software)","","" +"id-9f2dcfd2358246628f539857e4ca6f2a","SystemSoftware","SAS Workload Management <>","","" +"id-f72ee88178a74332b40d3a6b8ac5c325","SystemSoftware","SharePoint Online","","" +"id-d58caca0d2d1452382979ec301b94493","SystemSoftware","TA Workload Management <>","","" +"id-160160e6934742d0a50082734d4559cc","SystemSoftware","Trados Studio","","" +"id-23c9cd1db7d7472e96752c8f95abd5bd","TechnologyInteraction","Live-Streaming Presentations (Technology Interaction)","","" +"id-7cbfdfd24f4f4deba700c08021667804","TechnologyInterface","Java Application Installed On A Server Machine","","" +"id-7672e3265b014ffeb1d3d3274747ee26","TechnologyInterface","Java Client Accessed Only Through A Browser","","" +"id-e423d5fa21924403bbf21dc81e0ff233","TechnologyInterface","Standalone Station","","" +"id-9926a0279a1c44c286a9d99a9c13922c","TechnologyService","Activity Logging & Reporting","","" +"id-9312907218294eb880b0dfed7a6317d8","TechnologyService","CCT EngageOne Editor","The CCT web service will send a URL to NIIS in order for NIIS to open a new window in the CCT EngageOne Editor. The requested form with select populated fields will be displayed in the Editor. Users can update, save, and confirm delivery the form using the editor.","" +"id-5797df74326243a78580aa307726203e","TechnologyService","Delete Forms Not Confirmed Delivered","A final web service method will allow users to delete forms that have been created and saved, but that have not had delivery confirmed... Confirm delivery forms cannot be deleted once the confirm delivery button has been pressed for the form in EngageOne.","" +"id-05223df332f549f7b121317799e4931d","TechnologyService","Desktop / Application Integration","","" +"id-ebe01a9febf249e195e693d6247c87f4","TechnologyService","Fetch Previously Delivered PDF Copy","Another web service method will enable users to request a PDF copy of any previously confirm delivered form that can be saved and/or printed locally. ","" +"id-a001853ce73643eea6b9763671aeb5f8","TechnologyService","File Compression / Decompression","","" +"id-ab949ebe0e3d47508645009ef608be66","TechnologyService","File Malware Scanning","","" +"id-594e9d99f92446fca891582f36af4cbf","TechnologyService","Form-Based Fields Data Service","A web service between NIIS and CCT will populate some of the fields of the Form selected template based on some of the data elements available in NIIS.","" +"id-42d3e3b797e74a9ebb340df805ca1724","TechnologyService","myKEY","Provided by the myKEY service, is required to use the MSFT service","" +"id-c6b4365927104f43b65919ed68b7aeff","TechnologyService","NIIS - Web Service","","" +"id-4279be9f5b744aba87de4072c593744b","TechnologyService","Proof Services (File Signing/Verifying)","","" +"id-5f8020ff787641afbfe2c99260e398da","TechnologyService","RWS Hosted SaaS ","","" +"id-6872b881a671403fb5da49db4e27d0e0","TechnologyService","SIN Change Microservice","","" +"id-f262c19a910045318130736597db5c5b","TechnologyService","Update Saved Forms Not Yet Sent","An additional web service method will enable users to update forms that have been saved but not confirm delivered.","" +"id-d2b56adc8d804abfb7f853427e26e246","Assessment","Accessible Canada Act: GC Is Committed To Economic, Social Inclusion of Persons With Disabilities (Assessment)","Preamble +Whereas the Government of Canada is committed to the economic and social inclusion of persons with disabilities, as evidenced by its introduction of the Accessible Canada Act;","" +"id-5be76eef68f544bfbefc4e5cecc7b008","Assessment","Account Access Issues (Assessment)","2.2 Problem/Opportunity +The CSLP has been unable to resolve certain account access issues affecting users of its National Student Loan Services Centre (NSLSC) portal since the program on boarded to the credentials and ECAS in April 2018. There are three main problems facing its clients: +• At least 30,000 NSLSC accounts are now locked out, and that number increases each day. The causes for this include: +o GCKey username and password credentials are being forgotten by clients, thus preventing successful NSLSC login and contributing to the increasing tally of account lockouts. +o NSLSC security questions and answers are being forgotten by clients, thus preventing successful credential substitution, and sustaining the account lockout tally. +• MSFAA (Master Student Financial Assistance Agreement) for identity verification, as enabled by the Finastra vendor, is constrained to a single-use activation. NSLSC requires consuming one activation upon initial registration of the student. + +Note: Although CSLP has determined this to be the root cause for the business problems defined in this requirements document, it is not feasible to change the Finastra solution; therefore, the corrective action must start with the ECAS product. +• PAC method (i.e., re-registering the NSLSC account using credential substitution) for identity verification is a capability currently unavailable to NSLSC. + +Note: The program (CSLP) is in the process of evaluating the use of PAC as an alternative identity validation channel. +The consequences of these account access issues include: +• Negatively affected CSLP reputation (due to limitations of IT-enabled services). +• Inability of clients (i.e., students) to access student loan status, balance, services, etc. +• Increased call volume managed by the R&A and CSLP (NSLSC support) to manage these issues. +In response to these challenges, this SDIV-MVP2 CSLP initiative seeks to: +Augment the ECAS component by integrating SDIV with the capability to substitute credentials on NSLSC accounts, which will enable affected students to unlock their accounts. +The integration of SDIV as a service to CSLP in the NSLSC product would provide an alternate identity verification provider to support client credential substitution for the following scenario: +- NSLSC account login credentials and/or security Q&A’s are forgotten by the client user. +SDIV integrated within NSLSC (SDIV-MVP2 CSLP initiative) is consistent with BDM and ESDC transformational business needs in addition to addressing current operational needs with respect to regaining access to locked client accounts. Additionally, providing a rapid identity verification experience to users seeking to substitute their credentials. The SDIV-MVP2 CSLP solution will support service transformation across ESDC by providing a high-quality service experience which enables clients to access loan information and other services in a more timely and accessible manner. +As a result, ESDC must assess new and adaptive technologies that will allow CLSP to provide a feasible alternative to the identity verification option to all students who wish to re-register and access their NSLSC account.","" +"id-b542f16b0c404f5dba9ca1f8af81cc3e","Assessment","Account Access Issues Consequences (Assessment)","The consequences of these account access issues include: +• Negatively affected CSLP reputation (due to limitations of IT-enabled services). +• Inability of clients (i.e., students) to access student loan status, balance, services, etc. +• Increased call volume managed by the R&A and CSLP (NSLSC support) to manage these issues. +","" +"id-09c391ba6df4452a83560a1b40c26308","Assessment","Adjusted Family Net Income (Assessment)","Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA).","" +"id-61e9ab81d42d4316b7b86aa84417c844","Assessment","Best Practices Research (Assessment)","Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +research on best practices","" +"id-7a1106e1eb5447508aaad4d245f02e95","Assessment","Canadian Charter of Rights & Freedoms: Persons With Disabilities Guaranteed Equal Protection and Equal Benefit of the Law Without Discrimination (Assessment)","Whereas the Canadian Charter of Rights and Freedoms guarantees persons with disabilities the right to the equal protection and equal benefit of the law without discrimination;","" +"id-ec82193d9c7c420984fc29b2bdfa5eb9","Assessment","Client Inability to Access Services (Assessment)","• Inability of clients (i.e., students) to access student loan status, balance, services, etc.","" +"id-80a9cfbcb79f4a2c97c371cffe47813d","Assessment","Current Environmental Scan & Inventory (Assessment)","Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +environmental scan and inventory of current practices","" +"id-7d1ba01263b443548d6c42eeeafbf9b1","Assessment","Developing Income Supports and Support Services: Provinces and Territories' Leading Role: Provide Supports and Services To Persons With Disabilities (Assessment)","And whereas Parliament recognizes the leading role that the provinces and territories play in providing supports and services to persons with disabilities and the importance of engaging with them in developing income supports and other support services;","" +"id-957949601b2046eabe09cb4d2d34e41b","Assessment","EA Assessment","EA Assessment Summary: +Enterprise Architecture (EA) considers this project as fully aligned to EA principles, standards and best practices, with opportunity for further alignment under tactical and strategic recommendations. + +Project/Proposal Background: +High Level Project/Proposal Notes: NIIS Pensions Web Service for Pensions OAS and CPP Letters [CSD: National Integrity Investigation System] +A. IITB Proposal Intake Form: IITB Lite-Branch Initiative Proposal Intake Form +B. Main Drivers: Manual, outdated process. Opportunity to modernize and help work better, smarter and faster. +C. Main Goals & Outcomes: + a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. + b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. + c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. + d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. +D. Current Status: Project/Proposal is in pre-development using ACS/CCT, Web Services and an updated NIIS form. +E. Support Model: NIIS and CCT/ACS +F. Costing Model: No additional cost. Existing license. +G. Data Sensitivity: Protected-B","" +"id-f3fbe366e9024be993bc9986af85a118","Assessment","Economic and Social Exclusion: Working-Age Persons With Disabilities Are More Likely To Live In Poverty Than Without Disabilities (Assessment)","Preamble +Whereas working-age persons with disabilities are more likely to live in poverty than working-age persons without disabilities, because of economic and social exclusion;","" +"id-c128d4f3611a42199983108fbf41ae2a","Assessment","Eligibility Criteria set out in regulations (Assessment)","Canada Disability Benefit +Eligibility +4 A person is eligible for a Canada disability benefit if they meet the eligibility criteria set out in the regulations.","" +"id-ee29cd807cab46d2ac15b9f165c8499c","Assessment","ESDC EA Assessment","","" +"id-b6494c84bd38422a81fba33a81c5229d","Assessment","Estimated $938M for 500K Canadian children (Assessment)","It is estimated that 500,000 Canadian children would benefit from this targeted investment of $938 million.","" +"id-bc78c48af71842e2af71b79739db946e","Assessment","External Service Delivery Partner Discussion (Assessment)","Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +discussion with service delivery business partners external to the HRSB: technology, phone, security","" +"id-ac71cac65e474f73800039a0385ad603","Assessment","Inclusion of All HRSB Business Lines (Assessment)","Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +inclusion of all the HRSB business lines","" +"id-83ff158a93ec4bd097d5a55f9d87dab5","Assessment","Increased Account Lock-Outs (Assessment)","• At least 30,000 NSLSC accounts are now locked out, and that number increases each day. The causes for this include: +o GCKey username and password credentials are being forgotten by clients, thus preventing successful NSLSC login and contributing to the increasing tally of account lockouts. +o NSLSC security questions and answers are being forgotten by clients, thus preventing successful credential substitution, and sustaining the account lockout tally. +","" +"id-94f772f689ca4860b428663bffd5142b","Assessment","Increased Call Volume (Assessment)","• Increased call volume managed by the R&A and CSLP (NSLSC support) to manage these issues.","" +"id-7d50f7192f1d484e848bebef4737b354","Assessment","Key Stakeholder Business Needs (Assessment)","1.4.1 Elicitation +The performance of the following tasks helped to elicit and confirm the requirements defined in this document: +• Preparing and analyzing the list of stakeholders. +• Conducting meetings with key stakeholders to understand the business needs. +• Obtaining and capturing business requirements through continual collaboration with key stakeholders. +• Communicating business requirement presentation to management, implementation, and other relevant key stakeholders to promote visibility and engagement. +• Documenting and confirming use cases that capture the desired capabilities of the end state solution. +","" +"id-3c0896d4cb424dc2aceb0ece278e32f0","Assessment","Lack of Repository (Assessment)","Currently ASC has no database solutions to house the information that they are collecting, they are currently using Excel sheets, and other means to store and manipulate data to be used to communicate to their stakeholders and partners across Canada","" +"id-e9b9179a2671456695f30017daa5f57c","Assessment","Leverage Existing Business Networks (Assessment)","Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +use of existing networks such as, but not limited to: Ymagin, students, managers, directors, diversity and inclusion.","" +"id-da77b317d4ac4957875ced66ef401348","Assessment","Loss of Income and Benefits From Employment: Persons With Disabilities Face Barriers To Employment, Including Work Disincentives (Assessment)","Preamble +Whereas persons with disabilities often face barriers to employment, including work disincentives such as the loss of income and other benefits as a result of becoming employed;","" +"id-6beb47e32b244ac4a49c00fd6f45357f","Assessment","Manual, Outdated Process","B. Main Drivers: Manual, outdated process. Opportunity to modernize and help work better, smarter and faster.","" +"id-bc3879acd3c849d38a7eedf6dd0fcc92","Assessment","Master Student Financial Assistance Agreement (MSFAA) Constrained To Single-Use Activation (Assessment)","• MSFAA (Master Student Financial Assistance Agreement) for identity verification, as enabled by the Finastra vendor, is constrained to a single-use activation. NSLSC requires consuming one activation upon initial registration of the student. + +Note: Although CSLP has determined this to be the root cause for the business problems defined in this requirements document, it is not feasible to change the Finastra solution; therefore, the corrective action must start with the ECAS product.• MSFAA (Master Student Financial Assistance Agreement) for identity verification, as enabled by the Finastra vendor, is constrained to a single-use activation. NSLSC requires consuming one activation upon initial registration of the student. + +Note: Although CSLP has determined this to be the root cause for the business problems defined in this requirements document, it is not feasible to change the Finastra solution; therefore, the corrective action must start with the ECAS product.","" +"id-ee046dfbb1fc4efd80953be0b163a17e","Assessment","Negatively Affected Reputation (Assessment)","• Negatively affected CSLP reputation (due to limitations of IT-enabled services).","" +"id-21968fd964c94d279379af81521466b3","Assessment","PAC Method For Identity Verification Capability Unavailable to NSLSC (Assessment)","• PAC method (i.e., re-registering the NSLSC account using credential substitution) for identity verification is a capability currently unavailable to NSLSC. + +Note: The program (CSLP) is in the process of evaluating the use of PAC as an alternative identity validation channel. +","" +"id-5aaa791226a94853944c7d8ee525a05c","Assessment","PMA Review","2021-12-09 +Suggest replacting OUTCOMES with the already provided words: 'Support ESDC to meet its Official Languages requirements and enable 117 users who work in 17 Linguistics Services' . + Reconsider items already listed in OUTCOMES as OBJECTIVES to reach the outcome. ","" +"id-7c8ce3a349fa4ef8a904e831e078dbbd","Assessment","Poverty Reduction Act: Canada Aspires To Be A World Leader in Poverty Eradication (Assessment)","Whereas Canada aspires to be a world leader in the eradication of poverty, and Parliament, with a view to this objective, enacted the Poverty Reduction Act;","" +"id-429b08e99cd54f7dbe27f5d99cfd7faf","Assessment","Providing Benefits For Seniors and Families With Children: Building On GC Successes In Addressing Poverty (Assessment)","Whereas the Government of Canada seeks to build on its successes in addressing poverty through providing benefits for seniors and for families with children;","" +"id-98ec29dd2ab44c359211ae708b6e5460","Assessment","Retention Limitations (Assessment)","","" +"id-c578e5e2697e418da795b69eab059934","Assessment","SAS Lite Assessment","","" +"id-c0689df0ac734ebcb7189d21a3636ee4","Assessment","Storage Capacity (Assessment)","","" +"id-9ea1e14045c3446b9f8eb537cc1a6884","Assessment","Streaming Capacity (Assessment)","","" +"id-9b40e04828fd4885bb3ea396a0c645bd","Assessment","Subject Study Research (Assessment)","Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +research of studies on the subject","" +"id-9c280dd047004e749a71bc88ea8758f9","Assessment","Surveys, Interviews, Observer Groups (Assessment)","Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +","" +"id-e1a7996eb23c43a48b31a819fc0f77de","Assessment","Sustainable Development Goals of the United Nations: Contributions To Reducing Poverty For Persons With Disabilities (Assessment)","Whereas progress made by Canada in reducing poverty for persons with disabilities and others contributes to meeting the Sustainable Development Goals of the United Nations;","" +"id-a239740c49d64329b27953ba5eed6d17","Assessment","United Nations Convention on the Rights of Persons with Disabilities: Reducing Poverty Progressively Realizes Canada's International Obligations (Assessment)","Whereas reducing poverty contributes to the progressive realization of Canada’s international obligations under the United Nations Convention on the Rights of Persons with Disabilities;","" +"id-f70cf05133304277b245b0f2e93f2336","Assessment","What you do really matters; it keeps ESDC up and running and ensures Canadians get the support they need when they need it","","" +"id-f7f8a49f61e7438c822715e6e176d6db","Assessment","“Nothing Without Us”: Support For Persons With Disabilities, Involvement In Designing Laws, Policies, Programs, Services, and Structures (Assessment)","Whereas, in the spirit of “Nothing Without Us”, the Government of Canada recognizes the importance, in developing support measures for persons with disabilities, of engaging with the disability community, in accordance with the Accessible Canada Act, which specifies that “persons with disabilities must be involved in the development and design of laws, policies, programs, services and structures”;","" +"id-1fe2c83403804d30b80db8c01fa19369","Constraint","11.1.a Eligibility Criteria for Benefit","","" +"id-e8af18fcb2ea4796a024173a95ae471c","Constraint","11.1.b Conditions To Be Met For Receiving Benefit","11 (1) The Governor in Council may make regulations + +(b) respecting conditions that are to be met in order to receive or to continue to receive a benefit;","" +"id-9afb136811a347e3bf0cf7c67a339b55","Constraint","11.1.c Amount or Amount Determination","Regulations +11 (1) The Governor in Council may make regulations + +(c) respecting the amount of a benefit or the method for determining the amount;","" +"id-2ae64ec69c024b45b593076c83687cba","Constraint","11.1.d Benefit Indexing To Inflation","Regulations +11 (1) The Governor in Council may make regulations + +(d) respecting the manner in which a benefit is to be indexed to inflation;","" +"id-cd7ac89042324d9baf8fbc6875c9a104","Constraint","11.1.e Pay Periods and Amounts","Regulations +11 (1) The Governor in Council may make regulations + +(e) respecting payment periods and the amount to be paid each period;","" +"id-96d514d2a5584e118cc75f013103a75f","Constraint","11.1.f Applications For Benefit","Regulations +11 (1) The Governor in Council may make regulations + +(f) respecting applications for a benefit;","" +"id-6193df6b39b64e88b50effa957117e2b","Constraint","11.1.g Amendment or Rescission of Ministerial Decisions","(g) respecting the amendment or rescission of decisions made by the Minister;","" +"id-f345579c748c4319afd820062fd69cfd","Constraint","11.1.h Reviews or Reconsiderations of Decisions","(h) respecting reviews or reconsiderations of decisions made under this Act;","" +"id-ef4b401e1e964b4089d4e2eb7460447a","Constraint","11.1.i Appeals","(i) respecting appeals;","" +"id-c30e2ce3e7254ad4a32d6d82774c30c4","Constraint","11.1.j Eligible Retroactive Payments","(j) respecting the circumstances in which retroactive payments may be made to persons who do not apply in the time specified in the regulations but are otherwise eligible;","" +"id-45bbf1e8243e46eda068d509eecfcd32","Constraint","11.1.k Applications, Appeals Made On Behalf of Those Incapable","(k) respecting applications made on behalf of persons who are incapable of managing their own affairs, payments to those persons and reviews, reconsiderations or appeals commenced on their behalf;","" +"id-4648acd02f6d4f1bbfdca324cad6843f","Constraint","11.1.l Circumstances of Death of Applicant or Beneficiary","(l) respecting the circumstances in which the Minister may deem an applicant or beneficiary to be dead and may determine their date of death if the applicant or beneficiary has disappeared under circumstances that, in the opinion of the Minister, raise beyond a reasonable doubt a presumption that the applicant or beneficiary is dead;","" +"id-ad187645211e40a8b64607bf5bb08659","Constraint","11.1.m Applying Act When Applicant or Beneficiary Dies","(m) respecting the application of this Act when an applicant or beneficiary dies;","" +"id-aa10e18016814c04a34af5b3e70f8bec","Constraint","11.1.n Authority of Minister to Correct Administrative Errors","(n) authorizing the Minister to correct administrative errors;","" +"id-f7f6c51f85584472bc623a210414fb5c","Constraint","11.1.o Identifying Debts Due","(o) respecting the identification of debts due to Her Majesty in right of Canada;","" +"id-55afff1f62e247feb985fc8b65c668ab","Constraint","11.1.p Recovery of Overpayments and Debts Due","(p) respecting the recovery of overpayments and debts due to Her Majesty in right of Canada, including limitation or prescription periods;","" +"id-8fd880a70f28418d856a5e4bb9076af5","Constraint","11.1.q Establishing Offences Punishable on Summary Conviction","(q) establishing offences punishable on summary conviction for the commission of any of the following acts and setting fines or terms of imprisonment or both for such offences: + +(i) knowingly using false identity information or another person’s identity information for the purpose of obtaining a benefit for themselves, + +(ii) counselling a person to apply for a benefit with intent to steal all or a substantial part of it, + +(iii) knowingly making false or misleading representations in relation to an application;","" +"id-05ef7b42407249419192e55b2ba898bf","Constraint","11.1.q.i Use of False Identity Information","(i) knowingly using false identity information or another person’s identity information for the purpose of obtaining a benefit for themselves,","" +"id-0f6e477f2c43400c99b4b3dce58ca826","Constraint","11.1.q.ii Counsel a Person To Apply With Intent to Steal","(ii) counselling a person to apply for a benefit with intent to steal all or a substantial part of it,","" +"id-d9aad45b6819442b8328e09aa4282f08","Constraint","11.1.q.iii False of Misleading Representation (Application)","(iii) knowingly making false or misleading representations in relation to an application;","" +"id-7facf66febb94979bfa3a4ee29decf74","Constraint","11.1.r System Of Administrative Money Penalties","(r) establishing a system of administrative monetary penalties applicable to the commission of either or both of the following acts and setting the amounts of those penalties: + +(i) knowingly making false or misleading representations in relation to an application, + +(ii) making an application for, and receiving, a benefit while knowingly not being eligible to receive it;","" +"id-c44a8f7bc1834fb18b7d2246e1ecf591","Constraint","11.1.r.i Knowingly Making False or Misleading Representation (Application)","(r) establishing a system of administrative monetary penalties applicable to the commission of either or both of the following acts and setting the amounts of those penalties: + +(i) knowingly making false or misleading representations in relation to an application, + +(ii) making an application for, and receiving, a benefit while knowingly not being eligible to receive it;","" +"id-a7057141625d4d33807139233b916ad1","Constraint","11.1.r.ii Making Application For and Benefitting Without Being Eligible","(r) establishing a system of administrative monetary penalties applicable to the commission of either or both of the following acts and setting the amounts of those penalties: + +(i) knowingly making false or misleading representations in relation to an application, + +(ii) making an application for, and receiving, a benefit while knowingly not being eligible to receive it;","" +"id-2c8e40296b1241b9abb6fc2b1a51cc1d","Constraint","11.1.s Section 44.‍2 of Old Age Security Act, Verifying Compliance, Preventing Non-Compliance","(s) adapting section 44.‍2 of the Old Age Security Act for the purpose of applying that section as adapted to the verification of compliance or the prevention of non-compliance with this Act and to the use of copies as evidence;","" +"id-6c73c30bffdd4356835652fb86504bd9","Constraint","11.1.t Presence of Applicant, Beneficiary or Representative To Provide Information","(t) authorizing the Minister, for any purpose related to verifying compliance or preventing non-compliance with this Act, to require an applicant, a beneficiary or the representative of an applicant or beneficiary who is incapable of managing their own affairs, to be at a suitable place — or to be available by audioconference or videoconference or in any other suitable manner — at a suitable time in order to provide any information or any document that the Minister may require in respect of the application; and","" +"id-fd1599f5286e4abe96485926b916c6c2","Constraint","11.1.u Carrying Out Purposes and Provisions Of This Act","(u) generally, for carrying out the purposes and provisions of this Act.","" +"id-42011e924f0a422b8bbc5b283912e851","Constraint","8. Maintenance, CI/CD Constrained By Organizational Capacity","There will be organizational capacity and expertise to support the development and ongoing evolution of this process (Strategic Directions Directorate POB + partners as appropriate, e.g. IITB).","" +"id-c778ad217bbc4d6da7f83e265133d609","Constraint","Ability To Zoom (Constraint)","","" +"id-cfce8302df6d4aed8655ecf8426f3463","Constraint","Avoid Displaying Email Addresses To Public (Constraint)","","" +"id-b7929cee47624772bf77106622465efc","Constraint","Build on WMT: Support Gs&Cs Admin, LoB Performance & Reporting","It also builds on the Workload Management Tool that was introduced in 2016 to support the Gs&Cs administration, business line performance and reporting.","" +"id-214be320584b4a4fa14c18beaa9e4f78","Constraint","Children Under 12 Years Old (Constraint)","Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant.","" +"id-54ef4df7279b4e02a7182be5e7148cdf","Constraint","Co-Create with Digital Workplace Taskforce (Constraint)","","" +"id-18c31430b47b468b941e41928f40788a","Constraint","Customizable UI (Constraint)","","" +"id-dabbfd85e6044a84b1e478a5454e05b2","Constraint","Eligibility Depends In Part on 2021 Adjusted Income (Constraint)","Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant.","" +"id-a988b62ec342455cbbf3dadaa4ce5473","Constraint","Eligible Parents With Adujsted Income Under $90K (Constraint)","Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant.","" +"id-6c0ac367d54b4394aa3a9368229ce2b7","Constraint","Eligible Persons Paid Rent 2022 For Their Principle Residence (Constraint)","","" +"id-89d120c7b26049c38abbfecbf8e54179","Constraint","Having Out of Pocket Dental Care Expenses (Constraint)"," In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required.","" +"id-cd46bd5a622a403cbf6fea7225f8054b","Constraint","High Color Contrast (Constraint)","","" +"id-70ee69fef5cc4d4097a570b4096734fe","Constraint","Interoperate With Enterprise Cyber Authentication Solution (ECAS) (Constraint)","","" +"id-219019421fa4435790211dd9ff9bffbc","Constraint","Need To Provide Documentation, Verify Out of Pocket Expenses (Constraint)"," In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required.","" +"id-3cb616afb9f74f209f136bcd66ef5c55","Constraint","No Access to Private Dental Care Coverage (Constraint)"," In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required.","" +"id-693288938bd742c98465ca295b1af533","Constraint","Screen Readable (Constraint)","","" +"id-a2de3efc05814684828e78a6fef63337","Constraint","Solutions Must Be Accessible (Constraint)","","" +"id-4e8aa4f3584f47ebb51df1f5a60f884b","Constraint","Speech-To-Text Integration (Constraint)","","" +"id-fa452f0bc01d4ed89636e18057aafc52","Constraint","System Administration (Constraint)","","" +"id-73ad72b4b3804c4dbbebdb676ba3245d","Constraint","Text (.txt) Data Export Function (Constraint)","","" +"id-926051446fad476c8a787dd90ce9f986","Constraint","Total Amount of 2022 Rent Paid Is At Least 30% of 2021 Adjusted Income (Constraint)","Part 2 of Bill C-31 would enact the Rental Housing Benefit Act to provide for a one-time rental housing benefit of $500 for eligible persons who have paid rent in 2022 for their principal residence. A person would need to apply for the benefit, and eligibility would depend in part on their 2021 adjusted income. The benefit would be limited to applicants whose 2021 adjusted income falls below a specified threshold and whose total amount of rent paid in 2022 is at least 30% of their 2021 adjusted income.","" +"id-29e0b0ab25f346f3b5e4b62d536bd617","Constraint","Unclassified Information ONLY","","" +"id-b0c0c3565ffd48529d1f9c780528a47d","Constraint","Web-Based UI (Constraint)","","" +"id-940c81a8b8bb4f42a009146dda49d8d5","Driver","Align With ESDC/SC’s Service Strategy","This work is in alignment with ESDC/SC’s Service Strategy and our shared commitment to transforming the way we deliver services and programs to our clients","" +"id-62c3bbb85193433aaee17cec8cf1ca3e","Driver","COVID-19 Economic Impacts","The economic impact of COVID-19 on Canadians has already been worse +than the 2008 financial crisis. These consequences will not be short-lived.","" +"id-7a7cc39a2bcd445aacea9c3f365dee86","Driver","Directive on Open Government (Driver)","http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?section=text&id=28108","" +"id-cce0551aaf2b46999b2c02afa8c1f4e3","Driver","ESDC Data Loss Prevention (Driver)","https://dialogue/grp/DLP-PPD/SitePages/Home.aspx","" +"id-4722470a415740fdb2f2eb02b120017a","Driver","Increased Demand for IT & IM Services","","" +"id-7ce8d536df8f4113ad40ea9e3d8649bb","Driver","Lettre de mandat de la ministre de la Famille, des Enfants et du Développement social","https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-de-la-ministre-de-la-famille-des-enfants-et-du + +Madame la Ministre, + +Je vous remercie d’avoir accepté de servir les Canadiens en tant que ministre de la Famille, des Enfants et du Développement social. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre de la Famille, des Enfants et du Développement social, votre priorité immédiate est de mettre en place un système pancanadien d’apprentissage et de garde des jeunes enfants qui permettra de réduire les frais exigés des parents, de créer plus de places de qualité, de recruter et de retenir des éducateurs qualifiés ainsi que de faire en sorte que tous les enfants bénéficient du meilleur départ possible dans la vie. Parallèlement, vous travaillerez avec des partenaires autochtones pour mettre en place un système d’apprentissage et de garde des jeunes enfants adapté à la culture autochtone. Par ailleurs, vous vous concentrerez sur la mise en œuvre du Fonds de relance des services communautaires afin d’aider les organismes de bienfaisance et les organismes sans but lucratif à s’adapter et à se moderniser, et vous veillerez à ce que Service Canada fournisse des services fiables et accessibles aux Canadiens, peu importe où ils vivent. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +Avec l’appui de la ministre des Femmes et de l’Égalité des genres et de la Jeunesse, continuer à promouvoir la création et la durabilité d’un système pancanadien d’apprentissage et de garde des jeunes enfants, en prenant les mesures suivantes : +Conclure les négociations avec les provinces et territoires restants, et mettre en œuvre des ententes : +Réduire de moitié en moyenne les frais des services de garde d’enfants réglementés d’ici la fin de 2022 partout au Canada à l’extérieur du Québec; +Abaisser à 10 $ par jour en moyenne les frais de services de garde d’enfants réglementés d’ici la fin de l’exercice 2025-2026 partout au Canada à l’extérieur du Québec; +Créer 250 000 places en garderie de haute qualité et embaucher 40 000 éducateurs et éducatrices de la petite enfance d’ici la fin de l’exercice 2025-2026; +Présenter un projet de loi sur la garde d’enfants pour renforcer et protéger le système pancanadien de garde des jeunes enfants; +Créer un Conseil consultatif national sur l’apprentissage et la garde des jeunes enfants; +Poursuivre le travail avec les provinces et territoires visant à réduire les frais des familles pour la garde d’enfants avant et après l’école; +S’assurer que le Secrétariat fédéral sur l’apprentissage et la garde des jeunes enfants dispose de toutes les ressources nécessaires et est pleinement fonctionnel d’ici le début de 2023. +Travailler avec les partenaires autochtones pour s’assurer que les jeunes enfants autochtones ont accès à un système d’apprentissage et de garde autochtone culturellement approprié qui répond aux besoins des familles autochtones peu importe où elles vivent, ce qui comprend veiller à ce qu’un plus grand nombre de familles autochtones aient accès à des programmes de grande qualité, créer 3 300 places en garderie et continuer à soutenir les services de garde avant et après l'école pour les enfants des Premières Nations dans les réserves. +Faire avancer la mise en œuvre du Fonds de relance des services communautaires pour aider les organismes de bienfaisance et à but non lucratif à s’adapter et à se moderniser au moment où ils se remettent de la pandémie. +Poursuivre la mise en place de la Stratégie d’innovation sociale et de finance sociale, y compris mettre pleinement en œuvre le Fonds de finance sociale et lancer le Conseil consultatif sur l’innovation sociale. +Grâce au déploiement de la Stratégie de réduction de la pauvreté du Canada et d’autres mesures, continuer de montrer la voie à suivre en ce qui touche la mise en œuvre du Programme de développement durable à l’horizon 2030 adopté par les Nations Unies. +Travailler avec la ministre de l’Agriculture et de l’Agroalimentaire et avec les provinces, les territoires, les municipalités, les partenaires autochtones et les intervenants à l’élaboration d’une politique nationale en matière d’alimentation dans les écoles et d’un programme national de repas nutritifs. +Travailler avec la ministre des Aînés pour fournir aux aînés un point d’accès unique à un vaste éventail de services et de prestations du gouvernement. +En tant que ministre responsable de Service Canada, vous dirigerez l’élaboration et la mise en œuvre de services et systèmes de versement des prestations modernes, sûrs et fiables pour les Canadiens et verrez à ce que tous les Canadiens admissibles y aient accès, peu importe où ils vivent. +Travailler avec la ministre du Revenu national à la mise en œuvre d’un système de paie électronique en temps réel, et veiller à ce que les entreprises de toutes tailles en bénéficient. +Augmenter la capacité et l’efficacité des organismes dirigés par des Noirs et au service des Noirs par une mise en œuvre continue de l’initiative Appuyer les communautés noires du Canada. Pour mener à bien cet engagement, vous aurez l’appui du ministre du Logement et de la Diversité et de l’Inclusion. +Travailler avec la ministre des Femmes et de l’Égalité des genres et de la Jeunesse pour s’assurer que la voix et les besoins des enfants soient pris en compte dans le programme de notre gouvernement au moment où il s’emploie à faire du Canada le meilleur endroit où grandir. +Travailler avec la ministre des Femmes et de l’Égalité des genres et de la Jeunesse et la ministre de la Santé mentale et des Dépendances et ministre associée de la Santé afin de veiller à ce que les enfants et les jeunes aient accès à des services de santé mentale pendant qu'ils se remettent des effets de la pandémie. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Madame la Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle de la ministre.","" +"id-6078cf8beb20460abca1a5c2a52ffeb5","Driver","Lettre de mandat de la ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap","https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-de-la-ministre-de-lemploi-du-developpement-de-la-main + +Madame la Ministre, + +Je vous remercie de continuer de servir les Canadiens en tant que ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap, votre priorité immédiate est de soutenir les travailleurs dont le travail a été interrompu par des mesures de santé publique. Je m’attends à ce que vous mettiez en place un meilleur système d’assurance-emploi qui soit plus inclusif, à ce que vous meniez à bien et fassiez progresser les premières mesures importantes prévues dans le Plan d’action pour l’inclusion des personnes en situation de handicap, et à ce que vous aidiez les travailleurs et les collectivités à prospérer au moment où nous passons à la carboneutralité, notamment par le lancement d’un centre de formation pour les emplois propres. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +Travailler à l’adoption et à la mise en œuvre d’une nouvelle Prestation canadienne pour les travailleurs en cas de confinement pour soutenir les travailleurs touchés par une interruption de travail découlant des mesures de santé publique. +Travailler avec le ministre de la Santé, les provinces et les territoires afin de faire former jusqu’à 50 000 nouveaux préposés aux services de soutien à la personne. +Élaborer et mettre en œuvre une loi sur la prestation canadienne pour les personnes en situation de handicap, ainsi qu'une prestation canadienne pour les personnes en situation de handicap à faible revenu qui sont en âge de travailler. +Tenir compte des commentaires reçus dans le cadre des consultations sur l’avenir du programme d’assurance-emploi, présenter et commencer à mettre en œuvre d’ici l’été 2022 un plan de modernisation du programme d’assurance-emploi adapté au 21e siècle, établir un système plus robuste et plus inclusif dont tous les travailleurs peuvent bénéficier, y compris les travailleurs saisonniers et les travailleurs à l’emploi des plateformes numériques, s’assurer que le système est plus simple et qu’il est répond mieux aux besoins des travailleurs et des employeurs. En plus de prévoir le prolongement des prestations de maladie (de 15 à 26 semaines), le plan comprend : +une nouvelle prestation d’assurance-emploi pour les travailleurs autonomes canadiens, qui fournirait un soutien en cas de chômage comparable à celui qu’offre l’assurance-emploi pouvant s’étendre sur 26 semaines; +une nouvelle prestation de 15 semaines pour les parents adoptifs; +une nouvelle prestation d’assurance-carrière pour offrir aux travailleurs de longue date qui ont perdu leur emploi un revenu d’emploi additionnel pendant qu’ils tentent de réintégrer le marché du travail; +la prise en compte des réalités des artistes et des travailleurs du secteur de la culture. +Finaliser et rendre public le Plan d’action pour l’inclusion des personnes en situation de handicap, en consultation avec la communauté des personnes en situation de handicap. Ce Plan comprend des mesures immédiates dans des secteurs importants comme la sécurité financière et l’emploi et prévoit la création d’espaces inclusifs pour les personnes en situation de handicap et l’adoption d’une approche moderne et d’une définition commune à l’égard de l’invalidité dans l’ensemble du gouvernement du Canada. En plus des mesures qui seront instaurées par d’autres ministres, les mesures à prendre comprennent les suivantes : +Mettre en œuvre une stratégie d’emploi pour les Canadiens en situation de handicap; +Entreprendre un examen complet de l’accès aux programmes d’invalidité fédéraux, notamment pour les personnes ayant des problèmes de santé mentale; +Soutenir les organisations nationales de personnes en situation de handicap afin de renforcer leurs capacités et contribuer aux efforts visant à éliminer les obstacles systémiques; +Mener à bien notre engagement à financer de façon permanente les services de soutien assurant un accès équitable à la lecture et à d’autres œuvres publiées pour les Canadiens incapables de lire des imprimés; +Mettre en œuvre la Loi canadienne sur l’accessibilité et harmoniser les normes en matière d’accessibilité au Canada. +Éliminer définitivement les intérêts sur les prêts d’études canadiens et les prêts canadiens aux apprentis. Faire passer à 50 000 $ le seuil du Programme d’aide au remboursement pour les étudiants emprunteurs qui sont célibataires et apporter les modifications appropriées aux seuils pour les familles de diverses tailles. Et permettre aux nouveaux parents de suspendre le remboursement de leurs prêts étudiants jusqu’à ce que leur plus jeune enfant ait cinq ans. +Faire passer à 50 % l’effacement maximal de la dette auquel les médecins de famille, les résidents en médecine familiale, les infirmiers praticiens ou les infirmiers travaillant en régions rurales ou éloignées sont admissibles en vertu du Programme canadien de dispense de remboursement des prêts d’études. Élargir la liste actuelle des professionnels. Et entreprendre un examen pour s’assurer que les communautés rurales sont pleinement admissibles au programme afin d’améliorer l’accès aux soins de santé et aux services sociaux dans ces communautés. +Pour soutenir l’avenir et la qualité de vie des travailleurs et de leurs communautés dans le cadre de la transition vers une économie à faibles émissions de carbone : +Aider le ministre des Ressources naturelles et le ministre du Travail à favoriser l'adoption d’un projet de loi et de mesures exhaustives pour assurer une transition équitable. Ce travail s’appuiera sur les consultations menées auprès de travailleurs, de syndicats, de peuples autochtones, d’employeurs, de communautés, de provinces et de territoires; +Lancer un Centre de formation pour les emplois propres afin d’aider les travailleurs de tous les secteurs à mettre à niveau leurs compétences ou à en acquérir de nouvelles pour être à la fine pointe de l’industrie du carbone à zéro émission; +Restructurer et mettre en œuvre l’Allocation canadienne pour la formation; +Combler les lacunes en matière de formation et de perfectionnement afin que tous les travailleurs canadiens puissent profiter des débouchés durables offerts par l’industrie des batteries. +Doubler le financement du Programme pour la formation et l’innovation en milieu syndical pour financer davantage de possibilités de formation en apprentissage et davantage de partenariats concernant les métiers du Sceau rouge partout au Canada, et pour accroître la participation de populations plus diverses, notamment des femmes, des Autochtones, des nouveaux arrivants, des personnes en situation de handicap, des Noirs et des Canadiens racisés. Continuer à faire la promotion du Service canadien d’apprentissage en partenariat avec les provinces, les territoires, les employeurs et les syndicats pour que les apprentis du Sceau rouge aient suffisamment d’occasions d’acquérir de l’expérience professionnelle, notamment auprès de petits et moyens employeurs, pour terminer leur formation à temps et trouver des emplois bien rémunérés. +Continuer à soutenir le travail de la campagne nationale visant à promouvoir les métiers spécialisés comme des carrières de premier choix pour les jeunes et les populations diverses. +Avec le ministre de l’Immigration, des Réfugiés et de la Citoyenneté, établir un système d’employeur de confiance pour les entreprises canadiennes embauchant des travailleurs étrangers temporaires et, dans cadre de l’amélioration du Volet des talents mondiaux du Programme des travailleurs étrangers temporaires, simplifier le renouvellement des permis, faire respecter le délai de traitement de deux semaines et créer une ligne d’assistance pour les employeurs. Continuer de travailler avec les provinces, les territoires et les organismes de réglementation pour améliorer la reconnaissance des titres de compétences étrangers. +Avec l’appui de la ministre de l’Agriculture et de l’Agroalimentaire, mettre en œuvre des permis de travail sectoriels et renforcer le régime d’inspection pour assurer la santé et la sécurité des travailleurs étrangers temporaires. +Aider la ministre de l’Agriculture et de l’Agroalimentaire à élaborer une stratégie en matière de main-d’œuvre dans le secteur agricole pour combler les pénuries de main-d’œuvre chroniques et persistantes dans les secteurs de l’agriculture et de la transformation des aliments à court et long terme. +Faciliter l’accès des femmes et des membres de groupes vulnérables à la formation en exigeant des entreprises bénéficiant du Programme de solutions pour la main-d’œuvre sectorielle qu’elles prévoient des mesures de soutien globales. +Appuyer la ministre des Femmes et de l’Égalité des genres et de la Jeunesse dans le processus d’évaluation de l’ACS Plus afin d’améliorer le cadre et les paramètres de cet outil d’analyse, en portant une attention particulière à l’analyse intersectionnelle de diverses caractéristiques, parmi lesquelles l’ethnicité, l’identité autochtone, la ruralité, les handicaps et l’identité sexuelle. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Madame la Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle de la ministre.","" +"id-654d1914e2d142fa850e357bc2e03636","Driver","Lettre de mandat de la ministre des Aînés","https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-de-la-ministre-des-aines + +Madame la Ministre, + +Je vous remercie d’avoir accepté de servir les Canadiens en tant que ministre des Aînés. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre des Aînés, votre priorité immédiate est de soutenir et de faire progresser l’engagement pris par le gouvernement d’augmenter la Sécurité de la vieillesse et le Supplément de revenu garanti. Je m’attends à ce que vous aidiez le ministre de la Santé à améliorer la qualité et la disponibilité des soins de longue durée, et à prendre des mesures concrètes pour soutenir les aînés qui veulent vieillir chez eux. De plus, vous continuerez de créer des possibilités pour les aînés d’entretenir plus de liens, d’obtenir du soutien et d’être des membres actifs de leur communauté en mettant en œuvre le programme Nouveaux Horizons pour les aînés. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +En tablant sur notre engagement à l’égard de la Sécurité de la vieillesse, augmenter le Supplément de revenu garanti de 500 $ pour les aînés vivant seuls et de 750 $ pour les couples, à compter de l’âge de 65 ans. +Veiller à ce que la Prestation canadienne d’urgence (PCU) et la Prestation canadienne de la relance économique (PCRE) n’aient pas d’incidence négative sur l’admissibilité des aînés au Supplément de revenu garanti. +Avec l’appui du ministre de la Santé, créer un comité d’experts chargé de formuler des recommandations sur la mise en œuvre d’une allocation Vieillir chez soi. +Aider les organismes communautaires à fournir un soutien pratique pour aider les aînés à faibles revenus ou autrement vulnérables à vivre chez eux aussi longtemps que possible, et appuyer les projets régionaux et nationaux qui facilitent l’expansion de services ayant déjà fait leurs preuves pour ce qui est d’aider les aînés à demeurer dans leur domicile. +Travailler avec la ministre de la Famille, des Enfants et du Développement social pour fournir aux aînés un point d’accès unique à un vaste éventail de services et de prestations du gouvernement. +Continuer de collaborer avec le ministre de la Justice et procureur général du Canada pour renforcer l’approche du Canada à l’égard de la maltraitance des personnes âgées en mettant la dernière main à la définition nationale des mauvais traitements infligés aux aînés, en investissant des fonds pour améliorer la collecte de données, et en établissant dans le Code criminel de nouvelles infractions et de nouvelles sanctions liées à la maltraitance des aînés. +Représenter le gouvernement du Canada au Forum des ministres fédéral, provinciaux et territoriaux responsables des aînés. +Continuer de diriger les travaux d’Emploi et Développement social Canada portant sur les programmes destinés aux aînés, ce qui comprend le programme Nouveaux Horizons pour les aînés. +Aider le ministre de la Santé à améliorer la qualité et la disponibilité des établissements et des lits de soins de longue durée. Pour ce faire, travailler avec les provinces et territoires pour améliorer les mesures de prévention et de contrôle des infections, définir les principes communs et élaborer des normes nationales afin que les aînés reçoivent les soins qu’ils méritent. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Madame la Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle de la ministre.","" +"id-0c08306c5ecd483ca37824356aca95a6","Driver","Lettre de mandat du ministre du Travail","https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-du-ministre-du-travail + +Monsieur le Ministre, + +Je vous remercie d’avoir accepté de servir les Canadiens en tant que ministre du Travail. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre du Travail, vos priorités immédiates sont de collaborer avec les milieux de travail sous réglementation fédérale pour veiller à ce que la vaccination contre la COVID-19 y soit obligatoire, et de modifier le Code canadien du travail de sorte que tous les travailleurs régis par les lois fédérales aient droit à 10 jours de congés de maladie payés. Je m’attends à ce que vous collaboriez avec les employeurs sous réglementation fédérale et les organisations représentant les travailleurs, ainsi qu’avec vos homologues provinciaux et territoriaux, pour rendre les lieux de travail plus sécuritaires et équitables pour toutes les personnes à l’échelle du pays et à ce que vous chapeautiez nos efforts visant à éliminer le travail forcé des chaînes d’approvisionnement canadiennes. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +Poursuivre la collaboration avec les lieux de travail sous réglementation fédérale pour veiller à ce que la vaccination obligatoire contre la COVID-19 soit mise en œuvre. +Obtenir l’adoption de modifications au Code canadien du travail pour accorder 10 jours de congé de maladie payés à tous les travailleurs sous réglementation fédérale, et convoquer les provinces et les territoires pour élaborer un plan d’action national dans le but de légiférer les congés de maladie dans tout le pays, tout en respectant les compétences provinciales et territoriales et les besoins uniques des propriétaires de petites entreprises. +Terminer l’élaboration d’une politique de droit de se déconnecter, de concert avec les employeurs sous réglementation fédérale et les groupes syndicaux. +Aller de l’avant et obtenir l’adoption de modifications au Code canadien du travail afin d’inclure la santé mentale en tant qu’élément particulier des normes de santé et de sécurité au travail et d’exiger des employeurs sous réglementation fédérale qu’ils prennent des mesures préventives visant à résoudre les problèmes de stress et les risques de blessures au travail. +Modifier le Code canadien du travail afin de prévoir jusqu’à cinq jours de congé payés de plus pour les employés sous réglementation fédérale qui vivent une situation de fausse couche ou de mort à la naissance, et de renforcer les dispositions visant à mieux soutenir les travailleuses qui doivent être réaffectées pendant la grossesse et l’allaitement. +Continuer à travailler avec les gouvernements provinciaux et territoriaux pour mettre pleinement en œuvre la Convention sur la violence et le harcèlement de 2019 de l’Organisation internationale du Travail et continuer à appuyer les employeurs et les syndicats pour renforcer les mesures de prévention du harcèlement et de la violence dans les lieux de travail de compétence fédérale. +Diriger les efforts pour fournir des produits d’hygiène féminine gratuits dans les lieux de travail sous réglementation fédérale afin de favoriser la participation des femmes au travail. +Avec l’appui de la présidente du Conseil du Trésor, du ministre du Logement et de la Diversité et de l’Inclusion et de la ministre des Femmes et de l’Égalité des genres et de la Jeunesse, travailler à accélérer l’examen de la Loi sur l’équité en matière d’emploi et assurer la mise en œuvre rapide des améliorations nécessaires. +Moderniser le Programme de contrats fédéraux pour veiller à ce que les entrepreneurs fédéraux paient à leurs employés le salaire minimum fédéral, de façon à respecter les engagements relatifs au leadership sur les plans environnemental, social et de la gouvernance et à l’approvisionnement du gouvernement. +Continuer à faire progresser la mise en œuvre de la Loi sur l’équité salariale dans les lieux de travail sous réglementation fédérale. +Créer un processus de négociation collective plus équitable dans les lieux de travail sous réglementation fédérale en faisant avancer des mesures législatives qui interdisent le recours à des travailleurs de remplacement lorsqu’un employeur syndiqué met ses employés en lock-out. +Appuyer la vice-première ministre et ministre des Finances dans l’introduction d’un crédit d’impôt pour la mobilité de la main-d’œuvre permettant aux travailleurs des secteurs du bâtiment et de la construction de déduire les frais admissibles de déplacement et de réinstallation temporaire. +Travailler avec le ministre des Ressources naturelles pour favoriser l’adoption d’un projet de loi et de mesures exhaustives pour assurer une transition équitable. Ce travail s’appuiera sur les consultations menées auprès de travailleurs, de syndicats, de peuples autochtones, d’employeurs, de communautés, de provinces et de territoires pour soutenir l’avenir et la qualité de vie des travailleurs et de leurs communautés dans le cadre de la transition vers une économie à faibles émissions de carbone. Vous recevrez l’appui de la ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap et des ministres responsables des agences de développement régional. +Travailler à des modifications qui permettront aux travailleurs à l’emploi de grandes plateformes numériques de bénéficier d’une sécurité d’emploi en vertu du Code canadien du travail. Vous collaborerez également avec la ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap pour veiller à ce que ces travailleurs bénéficient de prestations et de mesures de soutien. +Avec l’appui du ministre de la Sécurité publique, de la ministre des Services publics et de l’Approvisionnement et de la ministre du Commerce international, de la Promotion des exportations, de la Petite Entreprise et du Développement économique, présenter un projet de loi pour éliminer le travail forcé des chaînes d’approvisionnement canadiennes et faire en sorte que les entreprises canadiennes qui mènent des activités à l’étranger ne contribuent pas à des violations des droits de la personne. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Monsieur le Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle du ministre.","" +"id-f8162ad0dea843ef8008752c4a504b23","Driver"," Library and Archives Canada Act (Driver)","http://www.parl.gc.ca/HousePublications/Publication.aspx?doc=C-8&language=E&parl=37&pub=bill&ses=3","" +"id-5dc01c03d617495283fbb2a457840b94","Driver","Livelihood of Every Single Canadian","The medical and scientific fight against this virus is crucial. And so are the +livelihoods of every single Canadian, worker, and family.","" +"id-6d46d65124144ff6ae09e489751a5a0a","Driver","Meet Official Lanaguage Requirements","Support ESDC to meet its Official Languages requirements and enable 117 users who work in 17 Linguistics Services","" +"id-29c1b5269d0d4c52bb093a51642335b0","Driver","Minister of Employment, Workforce Development and Disability Inclusion Mandate Letter","https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-employment-workforce-development-and-disability-inclusion + +Dear Minister Qualtrough: + +Thank you for continuing to serve Canadians as Minister of Employment, Workforce Development and Disability Inclusion. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Employment, Workforce Development and Disability Inclusion, your immediate priority is to support workers whose work has been interrupted by public health measures. I also expect you to build a better, more inclusive employment insurance system, complete and advance early and significant actions under Canada’s Disability Inclusion Action Plan, and help workers and communities prosper as we move to net-zero, including through the launch of a Clean Jobs Training Centre. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Secure passage and ensure implementation of a new Canada Worker Lockdown Benefit to support workers whose work is interrupted due to public health measures. +Work with the Minister of Health and provinces and territories to train up to 50,000 new personal support workers. +Move forward with the design, introduction and implementation of a Canada Disability Benefit Act and Canada Disability Benefit for low-income working age persons with disabilities. +Taking into account input received through consultations on the future of Employment Insurance (EI), by Summer 2022, bring forward and begin implementing a plan to modernize the EI system for the 21st century, building a stronger and more inclusive system that covers all workers, including workers in seasonal employment and persons employed by digital platforms, ensuring the system is simpler and more responsive for workers and employers. In addition to moving forward with extending EI sickness benefits from 15 to 26 weeks, the plan will include: +A new EI benefit for self-employed Canadians that would provide unemployment assistance comparable to EI and lasting for as many as 26 weeks; +A new 15-week benefit for adoptive parents; +A new EI Career Insurance Benefit to provide long-tenured workers who have lost their job with additional income support while they reintegrate into the labour market; and +Consideration of the realities of artists and cultural workers. +Finalize and release Canada’s Disability Inclusion Action Plan, in consultation with the disability community, with early actions in key areas of financial security and employment, creating disability-inclusive spaces and adopting a modern approach to and common definition of disability across the Government of Canada. In addition to measures to be implemented by other ministers, actions will include: +Launching an employment strategy for Canadians with disabilities; +Undertaking a comprehensive review of access to federal disability programs, including for Canadians with mental health challenges; +Supporting national disability organizations to build capacity and partner in efforts to eliminate systemic barriers; +Advancing our commitment to permanently fund support services that ensure equitable access to reading and other published works for Canadians with print disabilities; and +Proceeding with the implementation of the Accessible Canada Act and the harmonization of accessibility standards across Canada. +Permanently eliminate federal interest on Canada Student Loans and Canada Apprentice Loans, increase the repayment assistance threshold to $50,000 for Canada Student Loan borrowers who are single and make appropriate adjustments to the thresholds for other family sizes, and allow new parents to pause repayment of their federal student loans until their youngest child reaches the age of five. +Increase by 50 per cent the maximum debt forgiveness for which family doctors, residents in family medicine, nurse practitioners and nurses who work in rural or remote areas are eligible under the Canada Student Loans Forgiveness program, expand the current list of eligible professionals and undertake a review to ensure that rural communities are fully eligible in order to improve access to health care and social services in rural communities. +To support the future and livelihood of workers and their communities in the transition to a low carbon economy: +Support the Minister of Natural Resources and the Minister of Labour in moving forward with legislation and comprehensive action to achieve a Just Transition, guided by consultations with workers, unions, Indigenous Peoples, employers, communities, and provinces and territories; +Launch a Clean Jobs Training Centre to help workers across sectors upgrade or gain new skills so as to be on the leading edge of the zero carbon industry; +Redesign and implement the Canada Training Benefit; and +Address gaps in training and upskilling to ensure that all Canadian workers can take advantage of sustainable battery industry opportunities. +Double the Union Training and Innovation Program to support more apprenticeship training opportunities and partnerships in the Red Seal trades across Canada, and target greater participation from more diverse populations, including women, Indigenous people, newcomers, persons with disabilities, and Black and racialized Canadians. Continue to advance the Canadian Apprenticeship Service in partnership with provinces, territories, employers and unions so that Red Seal apprentices have sufficient work experience opportunities, including with small and medium-sized employers, to finish their training on time and find well-paying jobs. +Continue to support the work of the national campaign to promote the skilled trades as first choice careers for young people and diverse populations. +With the Minister of Immigration, Refugees and Citizenship, establish a Trusted Employer system for Canadian companies hiring temporary foreign workers and, as part of improving the Global Talent Stream of the Temporary Foreign Worker Program, simplify permit renewals, uphold the two-week processing time and establish an employer hotline. Continue to work with provinces, territories and regulatory bodies to improve foreign credential recognition. +With the support of the Minister of Agriculture and Agri-Food, implement sector-based work permits and strengthen the inspection regime to ensure the health and safety of temporary foreign workers. +Support the Minister of Agriculture and Agri-Food in developing a sector-specific Agricultural Labour Strategy to address persistent and chronic labour shortages in farming and food processing in the short and long term. +Make it easier for women and vulnerable groups to access training by requiring businesses supported through the Sectoral Workforce Solutions Program to include wrap-around supports. +Support the Minister for Women and Gender Equality and Youth in the evaluation process of GBA Plus with the goal of enhancing the framing and parameters of this analytical tool, and with particular attention to the intersectional analysis of race, indigeneity, rurality, disability and sexual identity, among other characteristics. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada","" +"id-905e49fa452f4ecbb7ac8a7f2d5906d8","Driver","Minister of Families, Children and Social Development Mandate Letter","https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-families-children-and-social-development-mandate-letter + +Dear Minister Gould: + +Thank you for agreeing to serve Canadians as Minister of Families, Children and Social Development. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Families, Children and Social Development, your immediate priority is to build a Canada-wide Early Learning and Child Care system that reduces parent fees, creates more high-quality spaces, recruits and retains skilled educators, and ensures all kids get off to the best possible start. At the same time, you will work with Indigenous partners to implement a culturally appropriate Indigenous Early Learning and Child Care system. You will also focus on implementing the Community Services Recovery Fund to help charities and non-profits adapt and modernize as well as ensure Service Canada provides reliable and accessible services to Canadians, regardless of where they live. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Supported by the Minister for Women and Gender Equality and Youth, continue advancing the creation and sustainability of a Canada-wide Early Learning and Child Care system, including: +Concluding negotiations with remaining provinces and territories and implementing agreements: +Reducing fees for regulated child care by 50 per cent on average by the end of 2022 everywhere outside of Quebec, +Reducing regulated child care fees to $10 a day on average by the end of fiscal year 2025-2026 everywhere outside of Quebec, and +Building 250,000 new high-quality child care spaces and hiring 40,000 more early childhood educators by the end of fiscal year 2025-2026; +Introducing federal child care legislation to strengthen and protect a high-quality Canada-wide child care system; +Establishing a National Advisory Council on Early Learning and Child Care; +Continuing to advance work with provinces and territories to reduce fees for families for before and after school care; and +Ensuring the Federal Secretariat on Early Learning and Child Care is fully resourced and operational by early 2023. +Work with Indigenous partners to ensure that Indigenous children have access to a culturally appropriate Indigenous Early Learning and Child Care system that meets the needs of Indigenous families wherever they live, including ensuring more Indigenous families have access to high-quality programming, creating 3,300 new child care spaces, and continuing to support before and after school care for First Nations children on reserve. +Advance the implementation of the Community Services Recovery Fund to help charities and non-profits adapt and modernize as they recover from the pandemic. +Continue advancing the Social Innovation and Social Finance strategy, including fully implementing the Social Finance Fund and launching the Social Innovation Advisory Council. +Through the delivery of Canada’s Poverty Reduction Strategy and other measures, continue leading implementation of the 2030 Agenda for Sustainable Development adopted by the United Nations. +Work with the Minister of Agriculture and Agri-Food and with provinces, territories, municipalities, Indigenous partners and stakeholders to develop a National School Food Policy and to work toward a national school nutritious meal program. +Work with the Minister of Seniors to provide seniors with a single point of access to a wide range of government services and benefits. +As the Minister responsible for Service Canada, lead the development and implementation of modern, resilient, secure and reliable services and benefit delivery systems for Canadians and ensure those services and benefits reach all Canadians regardless of where they live. +Work with the Minister of National Revenue toward the implementation of a real-time e-payroll system, and ensure that businesses of all sizes benefit from this work. +Enhance the capacity and effectiveness of Black-led and Black-serving organizations through the continued implementation of the Supporting Black Canadian Communities Initiative. You will be supported in this work by the Minister of Housing and Diversity and Inclusion. +Work with the Minister for Women and Gender Equality and Youth to ensure the voices and needs of children are represented in our Government’s agenda, as we work to make Canada the best place to grow up. +Work with the Minister for Women and Gender Equality and Youth and the Minister of Mental Health and Addictions to ensure mental health supports are accessible to children and youth as they recover from the impact of the pandemic. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada","" +"id-f58350936c9246bbbe230a2ad342ba92","Driver","Minister of Labour Mandate Letter","https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-labour-mandate-letter + +Dear Minister O’Regan: + +Thank you for agreeing to serve Canadians as Minister of Labour. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Labour, your immediate priorities are to work with federally regulated workplaces to ensure that COVID-19 vaccinations are enforced for those workers and to advance amendments to the Canada Labour Code to provide 10 paid days of sick leave for all federally regulated workers. I also expect you to work with federally regulated employers and labour groups, and with provincial and territorial counterparts, to make workplaces fairer and safer for everyone across the country as well as lead our efforts to eradicate forced labour from Canadian supply chains. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Continue to work with federally regulated workplaces to ensure that COVID-19 vaccination is enforced. +Secure passage of amendments to the Canada Labour Code to provide 10 days of paid sick leave for all federally regulated workers, and convene provinces and territories to develop a national action plan to legislate sick leave across the country while respecting provincial-territorial jurisdiction and the unique needs of small business owners. +Complete the development of a right-to-disconnect policy, in consultation with federally regulated employers and labour groups. +Move forward with and secure passage of amendments to the Canada Labour Code to include mental health as a specific element of occupational health and safety and to require federally regulated employers to take preventative steps to address workplace stress and injury. +Amend the Canada Labour Code to provide up to five new paid leave days for federally regulated employees who experience a miscarriage or still birth, and to strengthen provisions to better support working women who need to be re-assigned during pregnancy and while breast-feeding. +Continue working with provincial and territorial governments to fully implement the International Labour Organization Violence and Harassment Convention, 2019, and continue to support employers and unions to strengthen harassment and violence prevention measures in federally regulated workplaces. +Lead the efforts to provide free menstrual products in federally regulated workplaces to help ensure women’s participation in work. +With the support of the President of the Treasury Board, the Minister of Housing and Diversity and Inclusion and the Minister for Women and Gender Equality and Youth, work to accelerate the review of the Employment Equity Act and ensure timely implementation of improvements. +Modernize the Federal Contractors Program to ensure federal contractors are paying their employees the federal minimum wage in order to fulfill commitments in respect of Environmental, Social and Governance leadership and government procurement. +Continue advancing the implementation of the Pay Equity Act across federally regulated workplaces. +Create a fairer collective bargaining process in federally regulated workplaces by advancing legislation to prohibit the use of replacement workers when a unionized employer has locked out its employees. +Support the Deputy Prime Minister and Minister of Finance to introduce a Labour Mobility Tax Credit to allow workers in the building and construction trades to expense eligible travel and temporary relocation costs. +Work with the Minister of Natural Resources in moving forward with legislation and comprehensive action to achieve a Just Transition. This work will be guided by consultations with workers, unions, Indigenous Peoples, employers, communities, and provinces and territories to support the future and livelihood of workers and their communities in the transition to a low carbon economy. You will be supported by the Minister of Employment, Workforce Development and Disability Inclusion and Ministers responsible for Regional Development Agencies. +Work to advance amendments that entitle workers employed by digital platforms to job protections under the Canada Labour Code. This work will also include collaborating with the Minister of Employment, Workforce Development and Disability Inclusion to ensure better benefits and supports for these workers. +With the support of the Minister of Public Safety, the Minister of Public Services and Procurement and the Minister of International Trade, Export Promotion, Small Business and Economic Development, introduce legislation to eradicate forced labour from Canadian supply chains and ensure that Canadian businesses operating abroad do not contribute to human rights abuses. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada","" +"id-6f0024dc0b71454c9b9136e86a10e624","Driver","Minister of Seniors Mandate Letter","https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-seniors-mandate-letter + +Dear Minister Khera: + +Thank you for agreeing to serve Canadians as Minister of Seniors. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Seniors, your immediate priority is to support and help advance the Government’s commitment to increase Old Age Security and the Guaranteed Income Supplement. I also expect you to support the Minister of Health in improving the quality and availability of long-term care and to take concrete actions to support seniors who want to age at home. As well, you will continue to create opportunities for seniors to be more connected, supported, and active members of their communities through implementing the New Horizons for Seniors Program. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Building on our commitment to old age security, increase the Guaranteed Income Supplement by $500 for single seniors and $750 for couples starting at age 65. +Ensure seniors’ eligibility for the Guaranteed Income Supplement is not negatively impacted by receipt of the Canada Emergency Response Benefit (CERB) and the Canada Recovery Benefit (CRB). +Establish an expert panel to provide recommendations for establishing an Aging at Home Benefit. You will be supported by the Minister of Health in this work. +Assist community-based organizations in providing practical support that helps low-income and otherwise vulnerable seniors age in place, and support regional and national projects that help expand services that have already demonstrated results in helping seniors stay in their homes. +Work with the Minister of Families, Children and Social Development to provide seniors with a single point of access to a wide range of government services and benefits. +Continue to work with the Minister of Justice and Attorney General of Canada to strengthen Canada’s approach to elder abuse by finalizing the national definition of elder abuse, investing in better data collection and establishing new offences and penalties in the Criminal Code related to elder abuse. +Represent the Government of Canada at the Federal, Provincial and Territorial Ministers Responsible for Seniors Forum. +Continue leading work within Employment and Social Development Canada on seniors’ programming including the New Horizons for Seniors Program. +Support the Minister of Health in their work to improve the quality and availability of long-term care homes and beds. This includes working with provinces and territories to improve infection prevention and control measures, identify shared principles, and develop national standards to ensure seniors get the care they deserve. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada","" +"id-ca639e54ae4c4963988420aac2f18c01","Driver","Reduce Poverty, Support Financial Security of Working-Age Persons With Disabilities (Driver)","","" +"id-8690e9fdc44a43beb7f2ee8158be9ba3","Driver","Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform","Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences.","" +"id-60e63f03111f475b8cc6a0bafb7345ec","Driver","Societal Vulnerability","As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. + +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies.","" +"id-9e8a248243494b83a396e2cb6772b903","Driver","Stewardship of Information (Driver)","http://iservice.prv/eng/stewardship_information/index.shtml","" +"id-5f769989f0f44296a39f32eeb633aa12","Driver","TBS Directive on IM Roles & Responsibilities (Driver)","http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?section=text&id=12754","" +"id-10a9ddf795ef4208b227a251e679e295","Driver","TBS Directive on Recordkeeping (Driver)","http://tbs-sct.gc.ca/pol/doc-eng.aspx?section=text&id=16552","" +"id-d0ece785ee6743bb86bc34e72f230808","Driver","TBS Directive on Terms and Conditions of Employment for Executives (Driver)","https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=32625§ion=html +Directive on Terms and Conditions of Employment for Executives +1. Effective date +1.1This directive takes effect on April 1, 2021. +1.2This directive replaces the following Treasury Board policy instruments: +Directive on Terms and Conditions of Employment for Executives (April 1, 2020) +1.3Employees deployed or appointed (with the exception of acting appointments) to any Executive (EX) Group position on or after April 1, 2020, are subject to Appendix A, Part II, section 14. +1.4Employees whose substantive position is at the EX‑04, EX‑05 or LC-04 level on April 1, 2020, are subject to Appendix A, Part II, section 14. +1.5Employees whose substantive position is at the EX‑01, EX‑02 or EX‑03 level prior to April 1, 2020, are not subject to Appendix A, Part II, section 14, until they are deployed or appointed (with the exception of acting appointments) to another EX Group position, or until April 1, 2022, whichever comes first. +1.6Employees whose substantive position is at the LC-01, LC-02, LC-03, DS-07A, DS-07B or DS-08, level prior to October 1, 2021 are not subject to Appendix A, Part II, section 14, until they are deployed or appointed (with the exception of acting appointments) to another executive-level position in the EX or LC occupational groups or at the DS-07A, DS-07B or DS-08 levels or until October 1, 2023, whichever comes first.","" +"id-2f57d5a2d3ef4544a5c4a4fcb8f6882f","Driver","TBS Policy on the Management of Executives (Driver)","https://www.oci-bec.gc.ca/cnt/hrm-grh/exec-eng.aspx","" +"id-80d6d55ac8a14f9aa5ed1276391c660f","Driver","Underemployment","Unemployment is in the double digits, and underemployment is high.","" +"id-d1143054deb0484e9e39c077ee6a921f","Driver","Unemployment","Unemployment is in the double digits, and underemployment is high.","" +"id-eb228e6a84fd4c90940daaedcaa29764","Driver","Workforce Inequality","","" +"id-dc24de0d8c9647009b75409d5999a0ca","Goal","A Highly Diverse Group of Speakers (Goal)","","" +"id-4ede72db89b04a1f98fb88b6269ebb87","Goal","A Highly Diverse Group of Speakers (Goal)","","" +"id-a945092bd2314a8b971cf22528bfe499","Goal","Building Back Better: A Resilience Agenda For the Middle Class","As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. +The Government will create a resiliency agenda for the middle class and people working hard to join it. +This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society. + +ADDRESSING GAPS IN OUR SOCIAL SYSTEMS +Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity. +Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories. +The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger. +The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; +• And take additional action to help people stay in their homes longer. +The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. +The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society. +COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have: +• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors; +• A robust employment strategy for Canadians with disabilities; +• And a better process to determine eligibility for Government disability programs and benefits. +Over the last six months, it has become clearer than ever why Canadians need a resilient health care system. +The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care. +The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it. +The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that. +The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. +In addition to good health infrastructure, Canadians also need strong, safe communities to call home. +The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. +Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence. +To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities. +In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet. +The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet. +And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this. +Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter. +This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. +At the same time, the Government will also make substantial investments in housing for Canadians. +The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home. +Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities. +Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table. +The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada. +The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow. + +A STRONGER WORKFORCE +This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce. +We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. +From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability. +The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need. +Government must remain agile, and ready for what lies ahead. + +TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE +Climate action will be a cornerstone of our plan to support and create a millionjobs across the country. +This is where the world is going. Global consumers and investors are demanding and rewarding climate action. +Canadians have the determination and ingenuity to rise to this challenge and global market opportunity. +We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond. +Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050. +As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses; +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; +• Help deliver more transit and active transit options; +• And make zero-emissions vehicles more affordable while investing in more charging stations across the country. +A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge. +The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies. +Additionally, the Government will: +• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal; +• And support investments in renewable energy and next-generation clean energy and technology solutions. +Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs; +• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience. +The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute. +This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees. +The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act. +When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure. +At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper. +","" +"id-276c531d7bab4c5085822074cd8b2b0b","Goal","Data/dashboards/visualizations to enable real time decision making","Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform","" +"id-bb2944e6bba94c52a219bff7056cbb6f","Goal","Enable learning content sharing across GC","Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform","" +"id-f493d127f4a6416d860cb68147ada454","Goal","Enable Linguistics Services Users","Support ESDC to meet its Official Languages requirements and enable 117 users who work in 17 Linguistics Services","" +"id-697deddfa1194268928d5adc6136a041","Goal","Enable rapid, self-service design and development of accessible learning","Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform","" +"id-ff3caa9fe55b4237bdd127745eccd091","Goal","Ensure IITB Has In-Office Presence For Entire Work Week (Goal)","","" +"id-679c08fc3b86432e9fb2bf382d4e55fc","Goal","Flexible, interoperable, open, cloudfirst architecture","Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform","" +"id-0b039eca283241838f987259efec569a","Goal","Full Cost Recovery For DTiG 2022 Conference (Goal)","Attempt to find multiple Platinum Sponsors","" +"id-58dba1220a79464c9fe6083ea2f61f7d","Goal","Help Lower Dental Costs for Eligible Families (Goal)","The interim Canada Dental Benefit is intended to help lower dental costs for eligible families earning less than $90,000 per year. Parents and guardians can apply if the child receiving dental care is under 12 years old and does not have access to a private dental insurance plan.","" +"id-ef9a965abc7f46d099cac14fffc40925","Goal","Helping Canadians Through The Pandemic","The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family. +So the second foundation of the Government’s approach is supporting Canadians through this crisis. +The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived. +This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. +Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder. + +CREATING JOBS +People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced. +The CERB helped people stay healthy at home while being able to keep food on the table. +The CEWS helped people keep their jobs, or be rehired if they had been laid off. +But there is still more to be done. +Unemployment is in the double digits, and underemployment is high. +Women, racialized Canadians, and young people have borne the brunt of job losses. +Canadians need good jobs they can rely on. +To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers. +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. +Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians. +Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work. + +SUPPORTING WORKERS AND THEIR FAMILIES +With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. +Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy. + +WOMEN IN THE ECONOMY +Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession. +Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home. +We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure. +The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach. +It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system. +The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour leaders, that the time is now. +The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever. +The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses. + +SUPPORTING BUSINESSES +As the Government invests in people, it will continue to support job-creating businesses. +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. +COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments. +The Government will help businesses adapt for the future and thrive. +This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by: +• Expanding the Canada Emergency Business Account to help businesseswith fixed costs; +• Improving the Business Credit Availability Program; +• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts. + +FISCAL SUSTAINABILITY +This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less. +With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence. +There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy. +The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly. +In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants. +Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing. +This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech. +This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success. +","" +"id-cd48a4ba8ccc4f29a84d553168b241d8","Goal","Improve event and learning registration pain points","Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform","" +"id-35cdcd37b01840b8996832a8f725f59c","Goal","Improve Operational Processing, Data Accuracy and Integrity","","" +"id-2e3c558dea1b4d4b823de4ccef264db6","Goal","Improve training resource management","Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform","" +"id-0c30c54cbcf14b2299926c109303fd8e","Goal","Increase Provinces-and-Territories, and Municipal Government Representation (Goal)","","" +"id-b61ed0775e024d86a3bcaa5521a5de5c","Goal","Maximize Flexibility Available To Office Workers (Goal)","","" +"id-a7035c85372a4e4ab844bb7248d705da","Goal","New Profile Creation (Goal)","","" +"id-e0aa7f26ed6c4de0ac686721d7379f85","Goal","Offer departments a learning management solution through multitenancy on common platform","Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform","" +"id-16b84c9badfe458ab626097ddd676971","Goal","Offer learners modern, accessible, mobile-first learning experiences","Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform","" +"id-64dc6befe30f452f95795a6dcbb4110b","Goal","Protecting Canadians From COVID-19","The first foundation of the Government’s approach is protecting Canadians from COVID-19. +This is priority number one. +It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort. +Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals. +Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. +The Government will continue to have people’s backs just like Canadians have each other’s backs. +Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. +The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. +At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. +Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. +The Government will also continue to work on what communities need more broadly. +The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. +To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. +These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. +At the same time, the Government will continue to support Canadians as they take action to keep each other safe. +Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. +The Government will also continue to work on getting Canadians the PPE they need. +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. +Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise. + +VACCINE EFFORTS +In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. +From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way.","" +"id-a647dd572cf64a46b3fc9dbf24c01015","Goal","Provide New Credential Substitution Option To Use SDIV (Goal)","In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method.","" +"id-d6477c77a0bd45c992ca7d614aac28ed","Goal","Reduce Technical Debt","","" +"id-d6a8cd92192a4c1a942d7777099d4b26","Goal","Regain National Student Loan Services Centre (NSLSC) Portal Access (Goal)","","" +"id-1d17c00315c04b509488f61580942a5e","Goal","Respect Early Logistical Challenges of Distributing Office Expectations Effectively and Safely (Goal)","","" +"id-e6d3c3e2a7c043d9ade001ffe6039323","Goal","Streamline The Onboarding Process For New ESDC Employees (Goal)","","" +"id-e3e6eb2e09b24d86b4274e43e1f8b28c","Goal","Strenthen Enterprise Data & Info Governance in GC","","" +"id-4ad06e00ffc84b658ed8571910cabbf2","Goal","Technical Fit For Business Needs","","" +"id-4b02b85af04544bd8260918914e22510","Goal","The Canada We're Fighting For","This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone. +Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries. +Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism. + +RECONCILIATION +Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019. +However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by: +• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy; +• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action; +• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment. +The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; +• And support additional capacity-building for First Nations, Inuit, and the Métis Nation. +The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year. + +ADDRESSING SYSTEMIC RACISM +For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard. +Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change. +They are telling us we must do more. The Government agrees. +The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples. +The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape. +The Government will redouble its efforts by: +• Taking action on online hate; +• Going further on economic empowerment for specific communities, and increasing diversity on procurement; +• Building a whole-of-federal-government approach around better collection of disaggregated data; +• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service; +• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. +Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are +overrepresented in the criminal justice system. That has to change. +The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive. +The Government will: +• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records; +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; +• Modernize training for police and law enforcement, including addressing standards around the use of force; +• Move forward on RCMP reforms, with a shift toward community-led policing; +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + +PROTECTING TWO OFFICIAL LANGUAGES +Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. +In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French. + +A WELCOMING CANADA +Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian. +Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities. +The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together. +As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage. + +CANADA IN THE WORLD +We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity. +The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. +The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united. +The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. +Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well.","" +"id-d24f0854442d42a3a0472f6ec77c7204","Goal","This Is The Moment For Bolder Climate Action","THIS IS THE MOMENT FOR BOLDER CLIMATE ACTION + +Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy. + +As a country, we want to be leaders in producing the world’s cleanest steel, aluminum, building products, cars, and planes. Not only do we have the raw materials and energy to do that, most importantly, we have skilled, hard-working Canadians to power these industries. + +As we move forward on the economy of the future, no worker or region will be left behind. The Government will bring together provinces, territories, municipalities, and Indigenous communities, as well as labour and the private sector, to tap into global capital and attract investors. + +Canada will emerge from this generational challenge stronger and more prosperous. + +The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future. + +Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air. + +Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + +Protecting our land and oceans will address biodiversity loss. In this work, the Government will continue to strengthen its partnership with First Nations, Inuit, and Métis, to protect nature and respect their traditional knowledge. + +Creating the Canada Water Agency will safeguard that vital resource and support our farmers. + +And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy.","" +"id-39656dc5e91c413eb4747397206fdce5","Goal","This Is The Moment To Build A Healthier Today And Tomorrow","THIS IS THE MOMENT TO BUILD A HEALTHIER TODAY AND TOMORROW + +Priority number one remains getting the pandemic under control. The best way to do that is vaccination. + +Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + +The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. + +And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources. + +To build a healthy future, we must also strengthen our healthcare system and public health supports for all Canadians, especially seniors, veterans, persons with disabilities, vulnerable members of our communities, and those who have faced discrimination by the very system that is meant to heal. + +There is work to be done. On accessibility. On care in rural communities. On delayed procedures. On mental health and addiction treatment. On long-term care. On improving data collection across health systems to inform future decisions and get the best possible results. + +The Government will work collaboratively with provinces, territories, and other partners to deliver real results on what Canadians need.","" +"id-8026ac2bd874429f8e69299b044f48a5","Goal","This Is The Moment To Fight Harder For Safer Communities","THIS IS THE MOMENT TO FIGHT HARDER FOR SAFER COMMUNITIES + +While we address climate change – +While we fight COVID-19 and its consequences – +While we grow our economy for everyone – +We cannot turn away from other challenges. + +Gun violence is on the rise in many of our biggest cities. + +While investing in prevention and supporting the work of law enforcement, we must also continue to strengthen gun control. + +The Government has taken important actions like introducing lifetime background checks. + +The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns. + +During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services. + +When someone in our country is targeted because of their gender, or who they love, or where they come from, the way they pray, the language they speak, or the colour of their skin, we are all diminished. + +Everyone should be – and feel – safe. + +The Government will continue combatting hate and racism, including with a renewed Anti-Racism Strategy.","" +"id-e1b0d12666eb4fe0b72c02c288970418","Goal","This Is The Moment To Grow A More Resilient Economy","THIS IS THE MOMENT TO GROW A MORE RESILIENT ECONOMY + +The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat. + +Now, with one of the most successful vaccination campaigns in the world, and employment back to pre-pandemic levels, the Government is moving to more targeted support, while +prudently managing spending. + +To ensure no one is left behind, support will be extended or added for industries that continue to struggle. + +At the same time, the Government will also continue making life more affordable for all Canadians. + +Inflation is a challenge that countries around the world are facing. And while Canada’s economic performance is better than many of our partners, we must keep tackling the rising cost of living. To do that, the Government’s plan includes two major priorities: housing and child care. + +Whether it is building more units per year, increasing affordable housing, or ending chronic homelessness, the Government is committed to working with its partners to get real results. + +For example, the Housing Accelerator Fund will help municipalities build more and better, faster. + +The Government will also help families buy their first home sooner with a more flexible First-Time Home Buyer’s Incentive, a new Rent-to-Own program, and by reducing the closing costs for first-time buyers. + +Supporting families will make life more affordable for the middle class and people working hard to join it. + +The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living. + +The Government will also continue building the first-ever Canada-wide early learning and child care system. By the end of 2022, average fees for regulated child care will be cut in half in most of the provinces and territories. And in some places, this will even happen as early as the start of the year. Families will save thousands of dollars. + +Four jurisdictions have not yet reached agreements on child care. Two are territories with unique infrastructure challenges, and the Government will keep working together to ensure we meet the needs of the North. The Government will continue working with the remaining two provinces to finalize agreements that will deliver $10-a-day child care for families who so badly need it. + +Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. + +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program.","" +"id-555f1de4451e4ed0bb9f3129088a6882","Goal","This Is The Moment To Move Faster On The Path Of Reconciliation","THIS IS THE MOMENT TO MOVE FASTER ON THE PATH OF RECONCILIATION + +This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools. + +To support communities, the Government will also invest significantly in a distinctions-based mental health and wellness strategy, guided by Indigenous Peoples, survivors, and their families. + +Everyone in our country deserves to be safe. + +That is why the Government will accelerate work with Indigenous partners to address the national tragedy of Missing and Murdered Indigenous Women, Girls and 2SLGBTQQIA+ People. + +The Government will also make sure communities have the support they need to keep families together, while ensuring fair and equitable compensation for those harmed by the First Nations Child and Family Services program. + +Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today.","" +"id-15f6e6dcbe604a7b84200b069910b8b7","Goal","This Is The Moment To Stand Up For Diversity and Inclusion","THIS IS THE MOMENT TO STAND UP FOR DIVERSITY AND INCLUSION + +Canadians understand that equity, justice, and diversity are the means and the ends to living together. + +Fighting systemic racism, sexism, discrimination, misconduct, and abuse, including in our core institutions, will remain a key priority. + +The Government will also continue to reform the criminal justice system and policing. + +This is the moment to rebuild for everyone. The Government will continue to invest in the empowerment of Black and racialized Canadians, and Indigenous Peoples. It will also continue to fight harmful content online, and stand up for LGBTQ2 communities while completing the ban on conversion therapy. + +As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act. + +To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content.","" +"id-f9052568159640c79b43fa2f006cbb97","Goal","Welcome & Integrate New ESDC Employees Quickly, Effectively (Goal)","","" +"id-138deceb4bfd496e95501f0af7dcdf50","Meaning","Available For Each Eligible Child (Meaning)","Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA).","" +"id-19c83122777b455689175982ebe1125e","Meaning","Available Only For Two Periods (Meaning)","Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA).","" +"id-cfbcd0c477a14c4984e3e3ebf6c9654e","Meaning","Charter Considerations (Meaning)","Charter Considerations +The Minister of Justice has examined Bill C-31, An Act respecting cost of living relief measures related to dental care and rental housing, for any inconsistency with the Charter pursuant to his obligation under section 4.1 of the Department of Justice Act. This review involved consideration of the objectives and features of the Bill. + +What follows is a non-exhaustive discussion of the ways in which Bill C-31 potentially engages the rights and freedoms guaranteed by the Charter. It is presented to assist in informing the public and Parliamentary debate on the Bill. It does not include an exhaustive description of the entire bill, but rather focuses on those elements relevant for the purposes of a Charter statement.","" +"id-2831a4378c67451595e03637c23eb8e3","Meaning","Data Residency: AWS Frankfurt","Data residency +RWS Language Cloud is currently hosted in AWS Frankfurt and all client data is held in that location. + +Hosting environment security +RWS Language Cloud is hosted as a software-as-aservice (SaaS) application by our Cloud Operations organization, which is ISO 27001-certified for all our hosted products and has achieved 100% compliance with the controls and objectives of SOC 2 Type 2 attestation. We are further specializing and tailoring security for cloud services by implementing ISO 27017 in 2021. +We have contracted with leading third-party service providers to host our products. These include Amazon Web Services, NTT Communications and Alibaba Cloud, all of which maintain multiple certifications for security including, but not limited to, ISO 27001, SSAE 16, SOC 1, SOC 2, and SOC 3. +In addition to the security measures implemented by our hosting partners, we also have policies and procedures covering: +• Access control +• Physical protection +• Logical protection +• Data backup +• Data security +• Availability and proactive monitoring +• Risk assessment + +Cloud Operations also has a collection of security tools and capabilities to ensure the security of our clients’ data. These include: +• Event management monitoring tools to perform anomaly detection +• Perimeter firewalls and integrated Network Threat Protection (NTP) with anti-virus +• 24/7 operation to support real-time event management activities +• Industry recommended tools for threat visibility +• A state-of-the-art vulnerability and penetration security testing scanner +• An IT Infrastructure Library (ITIL) compliant ticketing tool for incident management","" +"id-588d4dbeb8404f2f987b8c6f3ffed317","Meaning","Develop Conceptual Solution Design","• To understand the business need sufficiently to develop a conceptual design of the solution. +• To ensure the high-level requirements are testable","" +"id-af8d9cc2800b4f96b4b2ab4a53189fa5","Meaning","Ensure Project Scope Matches HL Requirements","To ensure the scope of the project is based on a clear understanding of high-level requirements","" +"id-20f4bd55c4404f9d9af586efa23f2288","Meaning","Existing Systems In Use","","" +"id-d7617f88c7d746a3a723c2881c852b54","Meaning","Explantory Note (Meaning)","Explanatory Note +Section 4.2 of the Department of Justice Act requires the Minister of Justice to prepare a Charter Statement for every government bill to help inform public and Parliamentary debate on government bills. One of the Minister of Justice’s most important responsibilities is to examine legislation for inconsistency with the Canadian Charter of Rights and Freedoms [“the Charter”]. By tabling a Charter Statement, the Minister is sharing some of the key considerations that informed the review of a bill for inconsistency with the Charter. A Statement identifies Charter rights and freedoms that may potentially be engaged by a bill and provides a brief explanation of the nature of any engagement, in light of the measures being proposed. + +A Charter Statement also identifies potential justifications for any limits a bill may impose on Charter rights and freedoms. Section 1 of the Charter provides that rights and freedoms may be subject to reasonable limits if those limits are prescribed by law and demonstrably justified in a free and democratic society. This means that Parliament may enact laws that limit Charter rights and freedoms. The Charter will be violated only where a limit is not demonstrably justifiable in a free and democratic society. + +A Charter Statement is intended to provide legal information to the public and Parliament on a bill’s potential effects on rights and freedoms that are neither trivial nor too speculative. It is not intended to be a comprehensive overview of all conceivable Charter considerations. Additional considerations relevant to the constitutionality of a bill may also arise in the course of Parliamentary study and amendment of a bill. A Statement is not a legal opinion on the constitutionality of a bill.","" +"id-b50c5006695e46f9b71068994d60f842","Meaning","Limited Eligibility Based on Age (Meaning)","Limited eligibility based on age +Part 1 of the Bill enacting the Dental Benefit Act would limit eligibility for financial support to eligible parents of children under 12 years of age. Subsection 15(1) provides that every individual is equal before and under the law and has the right to the equal protection and equal benefit of the law without discrimination on various grounds, including the ground of age. This limited eligibility criteria could potentially engage section 15 as it creates a distinction based on age. + +In seeking to address barriers and improve access to dental care for children, Part 1 of the Bill is in keeping with the purpose of section 15 to promote substantive equality and prevent discrimination against disadvantaged groups. Subsection 15(2) of the Charter clarifies that subsection 15(1) does not preclude laws, programs, or activities that have as their object the amelioration of conditions of disadvantaged individuals or group, including those that are disadvantaged because of age.","" +"id-145aee620c204cf5956d38232ff4b3af","Meaning","Maximum of Two Payments Per Child (Meaning)","Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA).","" +"id-3f760e3b9a5645f7a2e652342dfdd7ad","Meaning","Obligation to provide information (for application) (Meaning)","Obligation to provide information +6 An applicant or the representative of an applicant who is incapable of managing their own affairs must provide the Minister with any information that the Minister may require in respect of the application.","" +"id-ba2b687e98cc4e85aaaacb96e044a02f","Meaning","Offence Provisions (Meaning)","Offence provisions +Parts 1 and 2 of the Bill would establish offences including to knowingly use false identity information or another person’s identity information to obtain a benefit, or to counsel another person to apply for a benefit with an intent to steal all or a substantial part of that person’s benefit. Part 1 of the Bill would also create an offence to knowingly make three or more representations on one or more applications that are false or misleading if the total amount of the benefits that were or would have been paid as a result of the applications is at least $5,000. + +Section 7 of the Charter protects against the deprivation of an individual’s life, liberty and security of the person unless done in accordance with the principles of fundamental justice. Because the offences carry the possibility of imprisonment, they have the potential to deprive liberty and so must accord with the principles of fundamental justice. + +In reviewing the relevant measures, the Minister of Justice has not identified any potential inconsistencies of the offence provisions with the principles of fundamental justice under section 7. The scope of the offences is tailored to their objective, and upon conviction, a judge will have discretion to impose a fit and appropriate sentence.","" +"id-a046bc2e1edc4dd8b610bd4e1ec9b545","Meaning","Overview (Meaning)","Overview +Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + +Part 2 of Bill C-31 would enact the Rental Housing Benefit Act to provide for a one-time rental housing benefit of $500 for eligible persons who have paid rent in 2022 for their principal residence. A person would need to apply for the benefit, and eligibility would depend in part on their 2021 adjusted income. The benefit would be limited to applicants whose 2021 adjusted income falls below a specified threshold and whose total amount of rent paid in 2022 is at least 30% of their 2021 adjusted income.","" +"id-31bad7637e344dfeb6f2181c6c403166","Meaning","Social Insurance Number, Authority To Use (Meaning)","Social Insurance Number +7 The Minister is authorized to collect and use, for the purposes of the administration and enforcement of this Act, the Social Insurance Number of an applicant.","" +"id-0e01029f605141f3b29124b363077271","Meaning","The purpose of this presentation was to present the opportunity to leverage NGDLE as an enterprise solution to meet need for learning platforms through a multi-departmental approach","SLIDE 2 +The purpose of this presentation is to: + - Secure endorsement of the updated interim and target architectures for the CSPS Next Generation Digital Learning Environment, which was a condition of the initial July 2nd, 2020 GCEARB Presentation. + - Secure GCEARB support to prioritize CCCS Cloud Service Provider (CSP) Information Technology Security (ITS) Assessment of NGDLE core components. + - Present opportunity to leverage NGDLE as an enterprise solution to meet need for learning platforms through a multi-departmental approach.","" +"id-bb188b03893040229ff00bc244948648","Meaning","Understand HL Scope of Work Breakdown Structure","• To clearly understand the high-level scope of work necessary to deliver the project +• To establish a baseline for creating the project work breakdown structure (WBS)","" +"id-41caa5fed1be4332a8ffec53cf0e09db","Meaning","Validate Alignment","• To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level +• To validate whether the documented requirements are aligned with the business need and prioritized according to business value +• To verify whether their identified requirements are deemed in or out of scope of the project","" +"id-8a30480b965c4b2daf068c438301df05","Meaning","Validate and Prioritize In-Scope Requirements Definitions","• To validate that they have accurately defined all in-scope high-level requirements +• To set priorities and boundaries for detailed requirements definition, analysis and management.","" +"id-a6257c1872154b72af867d597a4db887","Meaning","Validate Requirements","• To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level +• To validate whether the documented requirements are aligned with the business need and prioritized according to business value +• To verify whether their identified requirements are deemed in or out of scope of the project","" +"id-002a68ef48f04e54b04060985e5835ea","Meaning","Validate Requirements Scope","• To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level +• To validate whether the documented requirements are aligned with the business need and prioritized according to business value +• To verify whether their identified requirements are deemed in or out of scope of the project","" +"id-666d77187ac345cca4f55d2baf2b4aaf","Outcome","Addition of Fields To Facilitate Additional Compliance Documents","• Additional fields are added to the solution to request additional information/documents required to verify employers’ compliance with the new conditions. ","" +"id-fe20153a53604931b1d92135954408d2","Outcome","Booked Workstation Using ESDC Workspace Management System (Outcome)","","" +"id-0ca6f0deb87b4933a82fe30140ec3141","Outcome","Cleaned The Workstation With Disinfectant Wipes Available (Outcome)","","" +"id-c80c0ab26dd140818fb00b38620a7ba5","Outcome","Eliminate Manual Entry, Speed Up Pension Letter Generation","C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires.","" +"id-05b77fa8254b442bb805f2ed94ee42e8","Outcome","Employer Inspections Begun","• The program is ready to start inspecting employers against the new conditions imposed as of September 26th, 2022. ","" +"id-0f5c78ceb91a4a2795e5b87c1ed2726c","Outcome","Enable Bulk Printing of Letters / Questionnaires","C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires.","" +"id-bfd8984fccdc481590ccb03110dbb805","Outcome","Ensuring our systems and data remain safe","","" +"id-fcdc228578f84a8da8e691734603cacd","Outcome","Extract NIIS Case Data, Load Into ACS/CCT Letter (Based On NIIS Case Number)","C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires.","" +"id-16053a35ab134ed585b240909470241a","Outcome","Facilidate Training Before Deploy","• The Training site is updated with the changes to facilitate training prior to deploying changes to production. ","" +"id-cd8b93349ec544febe4af18be80474a0","Outcome","Have A Mask And Know What Public Health Guidelines To Follow (Outcome)","","" +"id-5e575c831f2448b8b208b58b1d7ae9c0","Outcome","Improve Communication","Improve communication: The updates to the client and trustee letters will make it easier for the client to understand the decision made and their responsibilities depending on if they were approved or denied. ","" +"id-6586291485554c208921d697ba6643f0","Outcome","Improve System Functionality","Improve system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. ","" +"id-f3cb336c89904b62adab4e09f434cf86","Outcome","Improve the Speed and Quality of a WEPP Decision","• Current solution: +The Continuous Improvement Project looks to efficiently simplify the processes of the WEPP program, with the purposes of improving the speed and quality of the WEPP decision. Some actions of the maintenance project will include allowing clients to submit supporting documents via doc upload, modifying the client applications and updating questions on trustee information forms, updating client and trustee letters, adding help texts in screens to assist processing officers, etc.","" +"id-20dc9218d889474d9ed43b49f8f696cf","Outcome","Managing the IM and IT aspects of the many projects we support","","" +"id-b9c39e3b145f41eca18fa8bb5e69ee09","Outcome","Modernize Process of Creating Pensions Letters","C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires.","" +"id-2984b1919f404616b41e338945f9202f","Outcome","New Letter(s) / Annex(es) Are Added","• New letter(s)/annex(es) are added and the existing templates are updated in the Corporate Correspondence Tool (CCT) with the new conditions;","" +"id-660b9826a1284120bbc1f9138b6cac7b","Outcome","New System Conditions Are Added","• The new conditions to the system are added and can be selected when an inspection is created and initiated","" +"id-3efae85e125e4041bc1b763fc057b417","Outcome","Outcome 1 - Enhanced client services","Outcome 1- Enhanced client services +The QC TDI project will enable Quebec residents to use their provincial TDI to login to MSCA. This will improve their client experience with ESDC and result in streamlined access to programs and services such as EI, CPP and OAS as well as other government of Canada (GC) online services. ","" +"id-065256aedce748639f92fd001bb14583","Outcome","Outcome 2 - Advance Implementing the PCTF","Outcome 2- Advance the implementation of the Pan-Canadian Trust Framework (PCTF) +This project supports the pan-Canadian digital identity vision by collaborating with Federal, Provincial and Territorial (FPT) partners to operationalize the PCTF and leverage provincial TDI’s for access to programs and services offered by the government of Canada.","" +"id-064463b60a6b4963a7f5b201b5dabd80","Outcome","Outcome 3 - Increased Interoperability between Partners by Using Open Source Technologies","Outcome 3- Increased interoperability between partners by using open source technologies +This project will increase interoperability between FPT partners by using open standards and standards-based protocol.","" +"id-95ecb86ba3534c6d957ed4039b944b38","Outcome","Outcome 4 - Reduced Resource Usage for Mailing PACs to QC Clients for Authentication","Outcome 4- Reduced resource usage for mailing PACs to QC clients for authentication +With using a provincial TDI, ESDC replaces the second factor authentication of sending a PAC by mail to clients when registering to MSCA via GCKey or Sign-In Partner. This project will help reduce the amount of PACs sent when QC clients use their QC provincial TDI instead of other options. ","" +"id-4864a86207004721b7c17a3564c2de86","Outcome","Prepared A List Of All That Is Needed (Outcome)","","" +"id-9ac0dc71865c477a8846f759aef53a9e","Outcome","Provide Identity Verification Alternative to Personal Access Code (PAC) Process (Outcome)","The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + +In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method.","" +"id-842b39d264a7499aa90ece2bac805166","Outcome","Providing equipment & software employees need to do their jobs remotely or in the office","","" +"id-3a9148475d24473784f1abd111abb20c","Outcome","Required Technology Has Been Packed To Bring (Outcome)","","" +"id-a1d556b1353b4f12aae52d73f17734ac","Outcome","Simplify & Facilitate Process For Clients","Simplify and facilitate process for clients: Allowing the client to upload documents to support their Request for Review by the minister will simplify the process for the client. They will be able to complete their request without having to mail in additional documentation. This will also allow the clients to receive their decision in a timelier manner.","" +"id-f8f39ea0dac64b5b9591ecb1ed7b51a9","Outcome","Update Solution To Continue CCT Use","• Updates to the solution are made in order to continue the use of CCT to produce letters/annexes directly from the case.","" +"id-edfdb37983684fee8a7a66709f0e247a","Outcome","Visited Intranet Page About Buildings Information (Outcome)","","" +"id-a05c4e17fdf34251b5c94cacedf989f3","Principle","Accountability","Accountability: Enable timely and comprehensive performance measurement, management, and reporting in a coherent and integrated manner.","" +"id-7943d7cdd2084254aab2f5db530d3a8c","Principle","Adherence to all GC standards & policies","• Adherence to all GC standards and policies, including web accessibility and official languages;","" +"id-f0bea2755aa94837aa69aa4e863d0fc2","Principle","BDM EA Principles","","" +"id-21aecfc033d34e0c9a37ed777117af91","Principle","Build Security Into System life Cycle, All Architectural Layers","Build security into the system life cycle across all architectural layers + - identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability + - implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary + - apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit + - design systems to be resilient and available in order to support service continuity","" +"id-d8b7deba8efd4b258cd768811ca6687c","Principle","Business solutions developed to minimize modifications to existing systems","• Business solutions developed to minimize modifications to existing systems;","" +"id-1b1585cf23144a2db3589331acd678c6","Principle","Citizen-centric design","• Citizen-centric design, in alignment with the GC Service Strategy, ESDC Benefit Delivery Modernization Initiative and the GC’s Sign-in Canada Platform;","" +"id-7e9bc6126e95467e94c67007bd35aa25","Principle","Cloud First (SaaS) (Principle)","","" +"id-2bfd8b63f65d483daae9038ee4e398fc","Principle","Collaboration and Engagement","Collaboration & Engagement: Maximize collaboration across the Gs&Cs delivery network to develop tools and approaches that meet common needs.","" +"id-6d4ffa029836406d9e75388e38ba7cb9","Principle","Collect Data to Address Needs","Collect data to address the needs of the users and other stakeholders + - assess data requirements‑based program objectives, as well users, business and stakeholder needs + - collect only the minimum set of data needed to support a policy, program, or service + - reuse existing data assets where permissible and only acquire new data if required + - ensure data collected, including from third-party sources, are of high quality","" +"id-2aafa589fd8a4bad9fba5aaf2caed6e6","Principle","Decision-Making Requires Continuous Risk Management","Decision-making requires continuous risk management. +In order to make sound business decisions based upon risk management, departments need to continually be aware of the assets they hold, and their associated sensitivity and criticality. Decisions should be made based upon risk management that recognizes the potential impacts to the department, and to government as a whole.","" +"id-394fec4713a14dccb9a7afd832e96ed0","Principle","Define Clear Accountabilities For Stewardship & Use","","" +"id-1066705e16b34957a9759f105868063d","Principle","Design End-to-End Services Digitally To Meet Needs","Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs + - clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service + - include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service + - perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making + - Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels","" +"id-01bb176b4eba4d57b785ce9c0b3a45bd","Principle","Design For Interoperability","Design for Interoperability + - design systems as highly modular and loosely coupled services + - expose services, including existing ones, through APIs + - make the APIs discoverable to the appropriate stakeholders","" +"id-9a2130c34f01460caf7a4602362947ec","Principle","Design For Performance, Availability & Scalability","Design for performance, availability and scalability + - ensure response times meet user needs, and critical services are highly available + - support zero‑downtime deployments for planned and unplanned maintenance + - use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively + - establish architectures that supports new technology insertion with minimal disruption to existing programs and services + - control technical diversity; design systems based on modern technologies and platforms already in use","" +"id-0d090e7170d04e86a3081d235ef62bbb","Principle","Design With Privacy In Mind","Design with privacy in mind for the collection, use and management of personal Information + - ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments + - assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed + - only collect personal information if it directly relates to the operation of the programs or activities + - notify individuals of the purpose for collection at the point of collection by including a privacy notice + - personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act + - personal information must be available to facilitate Canadians’ right of access to and correction of government records + - design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information + - design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required + - de‑identification techniques should be considered prior to sharing personal information + - in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals + - establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office","" +"id-c9edfb98e53e4cccaac8c34463820e22","Principle","Efficiency and Stewardship","Efficiency and Stewardship: Provide Business Intelligence (BI) to support enhanced efficiencies in program planning, implementation and delivery.","" +"id-774702412829424d81445ae2d84eda39","Principle","Enable Interoperability","Enable Interoperability, Proposed amendment March 23, 2021 + - expose data and functionality through service interfaces + - applications must communicate with each other via those interfaces + - services interfaces must be published and discoverable","" +"id-997cee487818496a9e449e5d04981798","Principle","Ensure Backup Actor(s) for Each Role (Principle)","","" +"id-99743fe021e044e7982805608022b23e","Principle","Ensure Secure Access To Systems & Services","Ensure secure access to systems and services + - identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework + - constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection + - implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security + - establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services","" +"id-f16ee8cbd5854cf1921e7ae08736c2e9","Principle","ESDC EA Assessment Criteria","","" +"id-ba1e023132e648fcb299b3f6a3604c6e","Principle","ESDC EA Principles","","" +"id-12983765e1c9495c890d0ef692d6a266","Principle","ESDC EA Principles","","" +"id-f976fa15dbf949ca8d49c432d895909a","Principle","Follow DevSecOps Principles","Follow DevSecOps principles + - use continuous integration and continuous deployments + - ensure automated testing occurs for security and functionality + - include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process","" +"id-50e62bb5314c4701b7618d548614f3fe","Principle","Follow DevSecOps Principles (Principle)","","" +"id-9bc5dc29899640c4aa0416b13fdcdb79","Principle","Foster Design For Openness & Transparency","","" +"id-2e2ef856072c495a95bc4294a6d6e90c","Principle","GC EA Framework Review Criteria","","" +"id-9f1bfe4676814b5b9e0db7e61200311f","Principle","GC EA Principles","","" +"id-0f752a000e9d41bcac163d49ea80a11d","Principle","Identify, Document Data Asset Lineage (Principle)","Manage and reuse data strategically and responsibly +identify and document the lineage of data assets + How to achieve: + * Summarize how the architecture’s data assets demonstrate alignment with department's data governance and strategy including: + * Alignment to the data foundation of the ESDC information/data architecture practice + * Alignment to the theoretical foundation of the ESDC information/data architecture practice + Tools: + * Target state (solution data elements) + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary + * Departmental Data Strategy","" +"id-e6dba24ca71b494d927dbd5b6d673a7e","Principle","Innovation","Innovation: Adopt new approaches, methodologies and systems to advance WMBI evolution within ESDC/SC.","" +"id-2c8214bea2c6437b90216458cb4bde42","Principle","IT Security Practices Need To Reflect the Changing Environment","IT security practices need to reflect the changing environment. +Information technology continues to rapidly advance in support of greater interconnectedness and improved service delivery. At the same time, the number and potential severity of threats, vulnerabilities and incidents similarly increase. Departments need to be aware of this evolving environment, and understand how to manage their IT security programs in order to respond.","" +"id-ffcd184b724a46e884caf937ab9f4971","Principle","Maintain Hand Hygiene (Principle)","","" +"id-dddba58378724886a04d5a05684b9f4f","Principle","Maintain Secure Operations","Maintain secure operations + - establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance + - enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks + - establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security","" +"id-1a0d06b288dd4574b0767b077ee668c6","Principle","Manage & Reuse Data Strategically, Responsibly","Manage and reuse data strategically and responsibly + - define and establish clear roles, responsibilities, and accountabilities for data management + - identify and document the lineage of data assets + - define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + - ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + - contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data","" +"id-01eba859b7bc42b1a27114de7e871ef5","Principle","Manage & Reuse Data Strategically, Responsibly","Manage and reuse data strategically and responsibly + - define and establish clear roles, responsibilities, and accountabilities for data management + - identify and document the lineage of data assets + - define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + - ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + - contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data","" +"id-7d3e4f70f7d642b9b3c0b40ce2e7d674","Principle","Manage, Reuse Data Strategically, Responsibly (Principle)","","" +"id-a0d6c277f3d14c7997faa7f1685e37f3","Principle","Maximize GC Enterprise Solutions Reuse of COTS","Maximize alignment with GC enterprise solutions reuse of COTS or open-source applications","" +"id-cf640080f2604240a252346e004b19f8","Principle","Maximize Interoperability Across Enterprise via APIs or Global Learning Technology Standards","Maximize interoperability across the enterprise via APIs or global learning technology standards (ex: Learning Tools Interoperability (LTI) , Experience API (xAPI), Common Cartridge, SCORM, Open Educational Resources)","" +"id-036a58a273e24e97a5ffcbe0d3681fac","Principle","Measurable qualitative & quantitative results","• Measurable qualitative and quantitative results;","" +"id-bfa0eaef052a4cc0be532536ba7f3312","Principle","No User Should Have Full Control Permissions (Principle)","This is for System Administration, only. +Any non-SysAdmin's previously granted this permission will have their permission downgraded. +","" +"id-2ad33715f89d441f9b1038da58fbede6","Principle","Optimize Data & Information Quality","","" +"id-a2eee8012a4f481a81cf67ab98bf4cec","Principle","Outcome-Driven Architecture & Strategic Alignment","Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada + - identify which departmental/GC business services, outcomes and strategies will be addressed + - establish metrics for identified business outcomes throughout the life cycle of an investment + - translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation","" +"id-80f4a98169dc48309055cd63e0993d32","Principle","Practice Physical Distancing Where Possible (Principle)","","" +"id-317ce3309e5b468dacfb394dd8d5f8f8","Principle","Privacy by design","• Privacy by design;","" +"id-21d7f23733714cc1ab253edacc3cedfd","Principle","Promote Enterprise Horizontal Enablement","Promote horizontal enablement of the enterprise + - identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders + - reuse common business capabilities, processes and enterprise solutions from across government and private sector + - publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services","" +"id-bc1b0abb8dde4960a504b3260aa5ce73","Principle","Promote Ethical & Trusted Practices","","" +"id-fa9ddda9b17f4d949debd77030d05f0d","Principle","Real-time access to digital services","• Real-time access to digital services;","" +"id-55471edfeb064cd59c4ce70d87f4c83d","Principle","Responsiveness","Responsiveness: Support timely and responsive program delivery management.","" +"id-c0f80f23ec2f4ca7ba0b47b31de12e26","Principle","Safeguard Privacy & Security","","" +"id-31753960a7164ea5acbe117ffe4018af","Principle","Scalable solution to enable future expansion","• Scalable solution to enable future expansion; ","" +"id-826cd413b1ec4f3baeef7afbca76ffcf","Principle","Security and integrity of information transfer processes & technology","• Security and integrity of information transfer processes and technology.","" +"id-8640c57c4cbb4c75976e1e2b4da4a4a6","Principle","Service Delivery Requires IT Security","Service delivery requires IT security. +IT security is an integral part of continuous program and service delivery. To avoid the loss of service and trust that IT security breaches can cause, departments need to view IT security as a business imperative; a ""service enabler."" + +Although program and service delivery managers may delegate responsibility for IT security to technical experts, they remain accountable to the Deputy Head and are responsible for ensuring the security of the programs and services under their authority.","" +"id-949e42c762c443ebb65e8e5de2a605d6","Principle","Stay Home When Sick (Principle)","","" +"id-975ee8b8bea2481cb95c6b8c94a922c1","Principle","The Government of Canada Is A Single Entity","The Government of Canada is a single entity. +The increased availability of common and shared services can help departments in meeting their security requirements. While this offers the potential for improved efficiency, departments have to recognize that the security decisions they make can impact other organizations.","" +"id-e0893a8fca5b4068a5a7a5d0259b85c3","Principle","Treat Data and Information As Strategic Assets","","" +"id-6e5b4e68da7944e5952238fc35e800c9","Principle","Use & Share Data Openly, Ethically, Securely","Use and share data openly in an ethical and secure manner + - share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + - ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + - ensure that combined data does not risk identification or re‑identification of sensitive or personal information","" +"id-164f01c2fb7f4b5e811b09e1101c62b3","Principle","Use & Share Data Openly, Ethically, Securely","Use and share data openly in an ethical and secure manner + - share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + - ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + - ensure that combined data does not risk identification or re‑identification of sensitive or personal information","" +"id-0246fd143e43458bb42d6e6cd245977b","Principle","Use Cloud First","Use cloud first + - adopt the use of the GC Accelerators to ensure proper security and access controls + - enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) + - fulfill cloud services through SSC Cloud‑Brokering Services + - enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions + - design for cloud mobility and develop an exit strategy to avoid vendor lock‑in","" +"id-1051baa03afa48f49d58477f9703da0d","Principle","Use Continuous Integration and Continuous Deployments (CI/CD) (Principle)","Follow DevSecOps principles +use continuous integration and continuous deployments + How to achieve: + * Summarize how the architecture can be deployed following a continuous integration approach + * Summarize how the architecture can be deployed following a continuous deployment approach. + Tools: + * CICP mesh","" +"id-735c0fbd8ab24f96b9fa3cbb58a79261","Principle","Use Public Cloud-Hosted Open Source Solutions","Use open source solutions hosted in public cloud + - select existing solutions that can be reused over custom built + - contribute all improvements back to the communities + - register open source software to the Open Resource Exchange","" +"id-d2abea65377a49e99d37dcb0ba5e7d86","Principle","Use Public Cloud-Hosted SaaS","Use software as a service (SaaS) hosted in public cloud + - choose SaaS that best fit for purpose based on alignment with SaaS capabilities + - choose a SaaS solution that is extendable + - configure SaaS and if customization is necessary extend as open source modules","" +"id-b1ddb39a13184c78b4daa1b39979ccfa","Principle","Wear A Medical Mask While In the office (Principle)","","" +"id-73e295b9c3524c0f986c513980233fc7","Principle","Working Together To Support IT Security","Working together to support IT security. +Far more than the sum of the tools used to protect information and systems, an effective IT security program combines people, processes and technologies. Each department's senior managers, program and service delivery managers, security personnel, IT operational personnel, human resources personnel and other stakeholders work together in a concerted manner to achieve the same high level of IT security across the federal government.","" +"id-1137d8f5a7b0465594a950d91ba723e6","Requirement","1. Align & Coordinate With In Flight Corporate Systems Development","Alignment and coordination with ongoing development of corporate systems (CSGC) will be a priority","" +"id-d9d23847a5a4422d98462c04ddd3bf2c","Requirement","1. Protect the TFWs and the Program From Abuse","2.5 Business Requirements +1. These are part of ongoing improvements to the program to make sure it continues to meet the government’s goals and objectives to support the Canadian economy and the employer community as well as protecting the TFWs and the program from abuse;","" +"id-17f4933bad65409590da3ea2d2a3164b","Requirement","2. Implement Regulations Amendments In A Timely Manner","2.5 Business Requirements +2. Implementing the amendments to regulations, which are mandatory, in a timely manner will ensure that employers are being held to the commitments made and are being inspected against the new conditions starting in September 2022 and onwards; ","" +"id-5225082aca0542a2bbb47e9e041f1066","Requirement","2. Improve Performance (Leverage KPIs & Service Standards)","KPI and Service Standard markers will be embedded as appropriate to support improved performance","" +"id-1039affff1c74252ac89184e2894a6c2","Requirement","3. Address Data Granularity Needs Appropriately (Enterprise, LoB)","Data management and reporting capabilities will be available at different levels of granularity and to present common and/or program specific priority elements/tasks","" +"id-34dc6bf5c55144df94ac4142f0c5c4dc","Requirement","3. Protect TFWs (Access to Emergency Medical Care, Access To Rights Information, Written Employment Contract)","2.5 Business Requirements +3. Regulatory changes will protect the TFWs employed in Canada: +o by ensuring they have access to emergency medical care paid by the employer before they become eligible by provincial health care system; +o by ensuring they are given information on their rights in Canada before or the first day of work; +o by ensuring they are provided a written employment contract so they are aware of the terms and conditions of their employment before or on the first day of work.","" +"id-830ff443a7f74f9dbbdf93df4c259f0f","Requirement","4. Common Data Model & Elements For WMBI Tools","Core to the effort will be the identification of common data elements to underpin the WMBI tools ","" +"id-85d99cfcdbad4e2e942d38993a011f6a","Requirement","4. Protect TFWs From Serious Harm, Strengthen Program Integrity","2.5 Business Requirements +4. Suspension of employer’s LMIA application assessment, when there is a reason to suspect that the employer may not be complying with certain conditions, will protect the TFWs from serious harm and it will stop the employer from employing new TFWs until the allegations are addressed. It also strengthens program integrity and protects the Canadian labour market and standards of living. ","" +"id-968e2da7c6804190b140fceb5905095a","Requirement","5. Common Data Capture","Consistent data capture approaches will be essential to the success of these efforts","" +"id-b6e2de4adb4146ec8ce3cc10b8d42ba2","Requirement","6. Capture Logging Data To Support Productivity","Processing time capture will be a key functionality to support productivity","" +"id-ee29439ef2e449319268f723b6e48e0d","Requirement","7. Document Lessons Learned, To Inform Action Plan, CI/CD","There will be opportunities to collect and validate information on what has worked well and identify outstanding needs/gaps and opportunities for improvement.","" +"id-61a7af3a9dd34ad190c65e7bb2cd8d2a","Requirement","[F] Allow Clients To Submit Documents Using Online Document Upload","o Functional: + Doc upload will allow clients to submit their documents online allowing processing officers to improve speed of deliver. + Improved system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. +","" +"id-46c70ed842ff464da60ed021ddeed72f","Requirement","[F] Improve System Functionality (Fields, Warning Messages)","o Functional: + Doc upload will allow clients to submit their documents online allowing processing officers to improve speed of deliver. + Improved system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. +","" +"id-1626783061064ac0a4aeb10450d72768","Requirement","[NF] Improve Communication (Updates To Letters)","o Non-Functional: + Improve Communication: Updated letters will provide clients and trustees a better understanding of their responsibilities depending what decision was made. +","" +"id-fdfd638ba2344d7390f7e5b487b13b7d","Requirement","Able To Save Content As PDF (Requirement)","","" +"id-e17c9573edc24ab7868cad476a82031b","Requirement","Access By External (Public) (Requirement)","","" +"id-e953b863fb7c4bc1b816807418210412","Requirement","Access From Anywhere Via Login / Password","For GC Employees","" +"id-2c92f9a82df14a23933bed7380b74fbe","Requirement","Automated Release Management (Requirement)","","" +"id-f7b5c5b8a8944a84af6f2187c51d98b7","Requirement","Carry Out Core Business Operations: Design and Delivery of Learning","Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences.","" +"id-c52cbec70b294c6c9c8842ab9c4f94c0","Requirement","Clients and Trustees Need to Understand the Decisions Letters Sent","• Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. +","" +"id-8d6bc8517b364fafba515e7fc980d3e2","Requirement","Clients Need A Better Way To Submit Documents","• Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. +","" +"id-48badaa5ce984b85bfbae54cff48b0b6","Requirement","Content Rating System (Requirement)","","" +"id-d3ee4d290970476da9491eee243dee38","Requirement","Create Custom Queries (Requirement)","The solution needs to be able to create custom queries, and to be able to manipulate metadata to produce lists based on specific fields.","" +"id-24eec84fe958450d9adba50b675bdca6","Requirement","Data Import Variation Support (Requirement)","","" +"id-4154b4f46b3c450ba742119596e91941","Requirement","Ease & Speed To Publish (Requirement)","","" +"id-bc4581731f1e467f927cfd6aacd9c535","Requirement","Enable The School to Fulfil Its Mandate","Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences.","" +"id-1ff4beeafbfb4b7f877c77cfcf387f54","Requirement","Facilitate Assignment, Tracking & Management of Gs&Cs Workload, Support Enhanced Productivity","Facilitates the assignment, tracking and management of Gs&Cs workload and supports enhanced productivity.","" +"id-86decbb8168d4950b3df456f6c0b1276","Requirement","Facilitate Impact / Benefit Analysis","Facilitates impact/benefit analysis.","" +"id-38e4f8d42e694f17b02098e2060d18dd","Requirement","Flexible UI Customization (Requirement)","","" +"id-e624dd4336d643d19fb3c649162b7baf","Requirement","FR01 New Conditions","FR01 Functional New Conditions + -Must provide information to TFW on their rights in Canada on the first day of work or before +-Must post information on TFWs right in Canada in accessible place at work +-Must provide and purchase emergency medical care for TFWs until they are eligible for provincial coverage +-Must make reasonable efforts for access to health care service when TFW is injured or becomes ill +-Must not charge TFWs for employment or recruitment, directly or indirectly +-Must ensure the employer’s recruiter is not charging fees for employment or recruitment. +","" +"id-d3e5d25fe8314ebcbe858a99315fcb24","Requirement","FR01 Transaction Audit","FR01 Transaction Audit An audit capability shall track all transactions being initiated by clients and systems.","" +"id-9443f3d0fbb847eda07d2f2ca876efef","Requirement","FR02 Management Reporting","FR02 Management Reporting An audit capability shall provide support for enquiries and management reporting (e.g. volumes, match rates, etc.)","" +"id-3ff856a1ab6f48ef89c445f83d803da3","Requirement","FR02 New Letter / Annex","FR02 Functional New letter/annex +Name the letters and annexes New letter(s) and annex(es) names are added to the system activity for selection via link from CCT. ","" +"id-28283134b2c846b09867e97fc1fa8d19","Requirement","FR03 Timestamps","FR03 Timestamps An audit capability shall record timestamps of all transactions or requests being initiated. ","" +"id-4a190e6d244d4e7b987348e084444fda","Requirement","FR03 Update Letters and Annexes With New Conditions","FR03 Functional Update letters and annexes with new conditions + Update all letters and annexes with new conditions and develop new fields in ICMS that will enable the investigators to request additional information/documents from employer to inspect new conditions. +","" +"id-e1561536455541a6aa3ecfe98d3e04e8","Requirement","FR04 Field for Suspensions","FR04 Functional Field for Suspensions + Add a new field to suspend LMIA application assessment when ISB determines the employer may not be complying with certain conditions. Medium +","" +"id-ee7ecc895dfb402ba7e7c60ea187d22d","Requirement","FR04 Incomplete Transactions","FR04 Incomplete Transactions An audit capability shall capture the reason for incomplete transaction being initiated by clients and systems.","" +"id-f7550f6c43784c8491fd4fb242058f47","Requirement","FR05 Track Multiple Attempts","FR05 Track Multiple Attempts An audit capability shall include the ability to track multiple attempts from a single user. ","" +"id-64eebf2919fe4482adff8195630e68ed","Requirement","FR06 Privacy notifications, Consent and Terms and Conditions","FR06 Privacy notifications, Consent and Terms and Conditions The system must capture and record the Privacy notifications, Consent and Terms and Conditions version(s) agreed to by the client to be available if/when required by phone agents supporting clients, for management reporting purposes, and for audit purposes.","" +"id-decf992d22d14defb774f225422206eb","Requirement","FR07 Initiate Registration","FR07 Initiate Registration Maintain the existing online capability to login to MSCA site using existing credentials (i.e. TBS-owned federal anonymous credentials – Sign-In Partner or GCKey). The system must have the new ability for clients to sign in using their TDI. Maintain existing system lockout parameters (number of attempts). In the event the provincial system is unavailable, a system outage message must be presented to clients in the ESDC system.","" +"id-bd3eca9edef9478aa25ac7169ad1c689","Requirement","FR08 Consume Client Identifier (New & Returning Users)","FR08 Consume Client Identifier (New and Returning Users) The system must be able to request, receive, consume, and store the Persistent Anonymous Identifier (PAI) from the user’s TDI to support mapping of the user within the ESDC system.","" +"id-b827cecbbbb644a589bdd81f9cf163e4","Requirement","FR09 R&A Database Lookup (New & Returning Users)","FR09 R&A Database Lookup (New and Returning Users) The system must be able to look up the client-entered SIN in the R&A Database and identify whether the user is new or returning.","" +"id-9aa3d0451bba47b88dee2e330c94b47f","Requirement","FR10 Consume Identity (New & Returning Users)","FR10 Consume Identity (New and Returning Users) The system must be able to request, receive, consume and store the required data elements from the user’s TDI at the required Level of Assurance (minimum LOA 2). Storage of data elements is in accordance with existing policies and procedures.","" +"id-7f619db9dfd34603b4c5a7eb46674451","Requirement","FR11 Exception Handling (New & Returning Users)","FR11 Exception Handling (New and Returning Users) The system must be able to handle exceptions etc. through process termination and presentation of an error message to the client.","" +"id-0e6eb764b38144b195314f6e578882c5","Requirement","FR12 Enter Identity Profile (New Users)","FR12 Enter Identity Profile (New Users) The system must accept identity profile information (i.e. for SIN and Parents last name at birth) entered by the client.","" +"id-f2f69e7a3c934864ac078e64b725ba03","Requirement","FR13 Standard Field Edits (New Users)","FR13 Standard Field Edits (New Users) The system must use the existing field edits to verify that the data is entered using the proper format (i.e. for SIN and Parents last name at birth).","" +"id-0f470706d414411e820ff12e811063fb","Requirement","FR14 Create ECAS Security","FR14 Create ECAS Security Questions and Answers (New Users) The system must use the existing online capability to enter security questions and answers.","" +"id-42e7207dcbb542c0869b04aa77261cf3","Requirement","FR15 Confirm Identity Profile (New Users)","FR15 Confirm Identity Profile (New Users) The system must maintain the existing process to confirm the user identity profile information that was entered.","" +"id-f344ede4baff40338d63b410748db6c9","Requirement","FR16 Program Enrolment","FR16 Program Enrolment The system must support mapping of the Quebec user using the PAI and SIN.","" +"id-f50678e5a9d34a57a6f4f2379780ded2","Requirement","FR17 Validate Identity Profile Against SIR (New & Returning Users)","FR17 Validate Identity Profile Against SIR (New and Returning Users) The system must use the existing SIN validation service to validate the required identity and personal information against the SIR, with match / no match / flagged response.The system must have the ability to combine data elements consumed from the TDI with user-entered data elements to submit the request to the SIN validation service.","" +"id-2e63620ff23b4cb7be3ff7b8c87bc5d0","Requirement","FR18 SIN No Match/Refer to Agent (New & Returning Users & Returning Quebec TDI users)","FR18 SIN No Match/Refer to Agent (New and Returning Users and Returning Quebec TDI users) If the client’s SIN or identity / personal information does not match the SIR, the system will generate an error message indicating the information does not match the SIR record and to either try again or contact an ESDC support agent by phone to resolve the issue. Maintain existing system lockout parameters (number of attempts, SIN flags).","" +"id-83337e15a91740b69cd36c333984b34d","Requirement","FR19 Create My Service Canada Account","FR19 Create My Service Canada Account Use the existing process to create a MSCA after successful SIR match is made. ","" +"id-8ea762bada93429189b4ee25ae556273","Requirement","FR20 Inform Client of Account Creation","FR20 Inform Client of Account Creation With successful account creation, the client is re-directed to MSCA (Welcome Page / Landing Page).","" +"id-4fa57d4fa0d14e86adaf05ab9bcf5dd0","Requirement","FR21 Credential Substitution (Returning Users & Returning Quebec TDI users)","FR21 Credential Substitution (Returning Users and Returning Quebec TDI users) Maintain the existing online capability for existing MSCA users to substitute their credential, including the existing SIN flag process, and process whereby the user provides answers to the selected Security Questions which are verified against the sytem database. Maintain existing system lockout parameters (number of attempts, SIN flags).","" +"id-1c2c7dbdf0fa45c2a09704e84a4a1437","Requirement","FR22 Returning Quebec TDI users","FR22 Returning Quebec TDI users Maintain existing SIN flag process when an already mapped user enters credential to pass through to secure MSCA portal.","" +"id-34264250d84d4c22babd10d3d623e702","Requirement","In-Office Requirement: 2 Days Per Week Minimum (Requirement)","","" +"id-df6bc06539244513a0c2abeae5fba13b","Requirement","Media Storage (Requirement)","","" +"id-053ff40dbb364465bad2cacd74cb9e65","Requirement","Meets Accessibility Standards (Requirement)","","" +"id-1b8127c0259641da955062ac0917d04e","Requirement","Multiple Languages (Requirement)","","" +"id-9aa208a6c59d4d28b4196a7e744fd6b9","Requirement","Multiple User Congruency (Requirement)","","" +"id-da9be2e24b5645bd8a7c3d7c9119de02","Requirement","NF01 Integrity","NF01 Integrity Data corruption must not harm business operations.","" +"id-be0910cd1733473582e55d60c839c7a1","Requirement","NF02 Efficiency","NF02 Efficiency Existing Service Level Protocol (SLP) standards for provision of online services will apply and/or be adapted with the province as needed to support the project (regardless of technology used).","" +"id-0c044b9615a44255a1041123c1a5cf04","Requirement","NF03 Reliability","NF03 Reliability The project does not change the requirements for the associated provincial, ESDC or partner systems. In case of system outage or data corruption, databases must be fully recoverable. ","" +"id-0189584db8d64abfb786852df1b2d472","Requirement","NF04 Recoverability","NF04 Recoverability The project does not change the recoverability requirements for the associated Quebec, ESDC or partner systems.","" +"id-29fcc01b462c4292ab0f32d3c09df061","Requirement","NF05 Usability","NF05 Usability The new TDI functionality will adopt the existing ESDC usability requirements.","" +"id-deb036e410ed4103ba21be12f6960e05","Requirement","NF06 Maintainability","NF06 Maintainability No change to existing maintainability requirements.","" +"id-f06c6cb351f745318ef644bbd820b365","Requirement","NF07 Verifiability","NF07 Verifiability The system must be verifiable, i.e. it has to perform as intended and yield to the benefits outlined in the project Intake Proposal.","" +"id-90492103e1ad454da85e41b5a6088ff0","Requirement","NF08 Availability","NF08 Availability The project does not change the availability requirements for the associated ESDC systems. If the provincial system is down, the client will get a message that the service is unavailable and be directed to the standard support process. ","" +"id-17cf97b8bd09414f9f40342f9e8baf2d","Requirement","NF09 Scalability","NF09 Scalability Design with scalability in mind to allow for the addition of additional Trusted Digital Identities, programs, provinces and territories. Defer to TBS regarding the GC vision for the federated consolidator (i.e. Sign-In Canada).","" +"id-bff9a57c8ec2469b896ae3f2a9d528d5","Requirement","NF10 User Experience","NF10 User Experience Design with maximization of user experience in mind (e.g., fewer steps in the registration and authentication process and therefore less time spent to access federal benefits),and to allow for the seamless addition of additional TDI, programs, provinces and territories to the extent possible.","" +"id-17b46bd48b434972bc7a8912400eb487","Requirement","NF11 Interoperability","NF11 Interoperability Design with interoperability in mind to allow for the addition of additional TDI, programs, provinces and territories. Defer to TBS regarding the GC vision for the federated consolidator and cross-jurisdictional information sharing platform(s).","" +"id-0924c3999c0049bca6bbe6437ab4226b","Requirement","NF12 Security","NF12 Security ESDC must be able to suspend services unilaterally in case of potential privacy or IT security risks/issues and breaches.","" +"id-f2041242d7784d9fba2c8f0da164fc94","Requirement","Printable Content (Requirement)","","" +"id-aaa267b4a1784c19b7da42ece548e9c9","Requirement","Protected-B Certification","","" +"id-8463340fbcae452ea9c1606331ccd099","Requirement","Protected-B Certification (Requirement)","","" +"id-79ef45b9340d40cfbaeef019965cd215","Requirement","Provide Access to Timely, Consistent & Accurate Data, Facilitate Monitoring of KPIs & Service Standards","Provides access to timely, consistent and accurate data relating to business line indicators and facilitates the monitoring of key performance indicators and service standards.","" +"id-fed97190c92343ff873493adfe27dd5d","Requirement","Provide Detailed & Summarized Information on Programs and Projects","Provides both detailed and summarized information on programs and projects.","" +"id-e9bb4c87d4ae414681f00562ba422f97","Requirement","Provide Public Servants With Accessible, Engaging, Impactful Learning Experiences","Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences.","" +"id-3ba1b266644c47d99f9ec3f7def7beaa","Requirement","R1 - Industry Standard Functionality","","" +"id-f90c588b227d41f18f4dcdfd63cc58bc","Requirement","R2 - Accessible Interface","","" +"id-e20452708c20457697bd80c7b691e542","Requirement","R3 - O365 (64-bit) Compatibility","","" +"id-67481c17664c4a88b99892fe94bf3b97","Requirement","R4 - Document Translation","","" +"id-6af7b2eb729e42618468ec58ffabd54e","Requirement","Real-Time Identity Validation of Client (Requirement)","","" +"id-75532fa154ed4233b0ddae0f6c4e14aa","Requirement","Reduce Personal Access Code (PAC) Reliance (Requirement)","","" +"id-7021c08016fb4e249aa7dc74396e4f03","Requirement","Reduce the Need for Customized Reports","Reduces the need for customized reports.","" +"id-ff4c6f2dfd394e50b1d409a0d7efd114","Requirement","Reinforce Sound Financial Management & Pro-active Budget Management","Reinforces sound financial management and pro-active budget management","" +"id-f2b619af929644f39a8129364c4be704","Requirement","Role-Based Access Control (Requirement)","","" +"id-d08e7cef2adb4effba138fbde345d9ca","Requirement","Simplify Reporting of Regional, National & Business Line Performance Results","Simplifies the reporting of regional, national and business line performance results.","" +"id-8a233ba972ab422d9db17e5e05fe117c","Requirement","Sub-Pages Capability (Requirement)","","" +"id-fe9cdd5ae5734289a7600f951e9e1549","Requirement","Support Close Monitoring & Management of Program & Project Budgets, Commitments & Expenditures","Supports close monitoring and management of program and project budgets, commitments and expenditures.","" +"id-ac9a81d5a2c84d148294a41e7c713e3a","Requirement","The Processing Center Requires Additional Help Texts To Assist When Processing Applications","• Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. +","" +"id-592c537c64354b549269fd5790575d2a","Requirement","TR01 NHQ and Regional Trainers","TR01 Training NHQ and Regional Trainers Train NHQ Training team to train the regional trainers on the changes High","" +"id-e0e4a0494afc4395860fcfc11001cb8c","Requirement","TR02 ICMS Training Site","TR02 Training System ICMS Training Site Deploy the changes to the training site in order to conduct training prior to deployment to production. High","" +"id-a8f07e6fac5247e5ae9b82a6b254cb81","Requirement","TR03 Finalize Policies","TR03 Policy Finalize Policies Finalize policies to develop reference and training material. High","" +"id-eb5c7a0cfbb74d818992bbc0b496c24f","Requirement","TR04 Update Letters / Annexes","TR04 Letters and Annexes Update letters/annexes + Update letters and annexes in advance to see what changes will impact IT and to develop detailed business requirements for change requests High +","" +"id-1d9e5791e8c745f19cc964486273519a","Requirement","TR05 Prepare Reference and Training Material","TR05 Advice and Guidance + Prepare reference and training material + Prepare reference and training material for training and ongoing advice and guidance. High +","" +"id-c1f1aed7f08f4b02b1de6b111302a332","Requirement","TR06 ICMS Reference and User Guide","TR06 ICMS Reference material ICMS reference and user guide Update ICMS reference and user guide Medium","" +"id-a9e096933e83452ca79c6b7259462d17","Requirement","TR07 Scheduling a System Release Date and Seeking Approval","TR07 System release date/ approvals Scheduling a system release date and seeking approval. A release date be planned in advance for seek approvals prior to deployment to production date of Sept 26. High","" +"id-83099aca38dc4facae52ce8a1bdfeefb","Requirement","Track Unmanaged Data (Requirement)","","" +"id-201b6f4a667840f2be2571924af7771f","Requirement","Trusted & Reliable System (Requirement)","Credibility +Backed up regularly; able to restore deleted / corrupted / lost content.","" +"id-c3d722c112ae4f96bb84c6f25104a819","Requirement","Updates Are In Response To Recent Client Satisfaction Survey","• Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. +","" +"id-70645a45e4d24f17ab37f92cce397693","Stakeholder","ASC Stakeholders (Stakeholder)","","" +"id-4b53f6c303bf41b292bf73cad4afa448","Stakeholder","Business Analyst","","" +"id-88f7c46d6698449b8bf5f33ca6303a1a","Stakeholder","Business Analyst (Stakeholder)","• To validate that they have accurately defined all in-scope high-level requirements. +• To set priorities and boundaries for detailed requirements definition, analysis and management. +","" +"id-591c5b867ff94b39ac53e1a2dc27234b","Stakeholder","Business Lead","","" +"id-a53644b8b3cf429eb63af73aa6c17fad","Stakeholder","Business Lead (Stakeholder)","• To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. +","" +"id-d8f9b6f8639c44009172ca9666f69ac5","Stakeholder","Canada Student Loan Program (Stakeholder)","","" +"id-f3e2bf85f5614cd9ae6957e6f80034fc","Stakeholder","Chief Data Office (CDO)","","" +"id-c03fd2db8e6f4ddf8e8f30bf0fc2a697","Stakeholder","Chief Financial Officer Branch (CFOB) (Stakeholder)","","" +"id-1d5b4cb8c55147cb8f58be6fb0b776ee","Stakeholder","College (Stakeholder)","Presentation given to the HRSB management teams and work in close cooperation with the teams of: +College","" +"id-546018f13331470798d8bf3bd5804c3e","Stakeholder","Departmental Staffing (Stakeholder)","Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Departmental Staffing","" +"id-828b5be80aca46a08420a1504831e280","Stakeholder","Diversity Groups (Stakeholder)","Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Diversity Groups ","" +"id-de3d9a3d65aa4518b621115f19c79b70","Stakeholder","Domain Subject Matter Expert","","" +"id-a8cb7cff35aa406d8feebe2866b7713a","Stakeholder","Domain Subject Matter Expert (Stakeholder)","• To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. +","" +"id-792469d957c940d4b6294af5d71df0d9","Stakeholder","End User Lead","","" +"id-505c3648509d42e0b1ca727f995fed76","Stakeholder","End User Lead (Stakeholder)","• To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. +","" +"id-4d4e1a598a164d80a1a86413885bb2c6","Stakeholder","Enterprise Identity Services (EIS) (Stakeholder)","","" +"id-d5883330d6234753a218c028cbb470ca","Stakeholder","EX Services (Stakeholder)","Presentation given to the HRSB management teams and work in close cooperation with the teams of: +EX Services","" +"id-9e392c29faf14dc7aa244734ee81b214","Stakeholder","Executive Sponsor","","" +"id-8231cc6f804b4cf98cb119fe7f82aae9","Stakeholder","Executive Sponsor (Stakeholder)","• To ensure the scope of the project, as defined in the project charter, is based on a clear understanding of high-level requirements.","" +"id-d5ff9cd4f3ee473487938e7a07dbbc1b","Stakeholder","HR Council (Quebec Region) (Stakeholder)","Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Regional HR Council (Quebec Region) ","" +"id-8b3a1e53f9a849ad90221a35f5a5dbaa","Stakeholder","HR Innovation (Stakeholder)","Presentation given to the HRSB management teams and work in close cooperation with the teams of: +HR Innovation","" +"id-a58a61ef196f423ab5decbac52a12fff","Stakeholder","HRSB Ymagin Network (Stakeholder)","Presentation given to the HRSB management teams and work in close cooperation with the teams of: +HRSB Ymagin Network","" +"id-0d150553323f4b1c9cf9e0c80a729f44","Stakeholder","Implementation Team Lead","","" +"id-f984a7ad4cc04c289f2bafb1bdb54919","Stakeholder","Implementation Team Lead (Stakeholder)","• To understand the business needs sufficiently to develop a conceptual design of the solution. +• To ensure the high-level requirements are testable. +","" +"id-442f17956b324eb1b65b08f6c1445e08","Stakeholder","Innovation, Information & Technology Branch (IITB)","","" +"id-5a3b73e010d24683925e9348d3a418cd","Stakeholder","Innovation, Information and Technology Branch (IITB) (Stakeholder)","","" +"id-f83300384e224fc5a59a2e9db5609968","Stakeholder","IT For The Survey (Stakeholder)","Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Information Technology for the survey","" +"id-f5d449d8fa2d4c78b3b5f146f22e0dfa","Stakeholder","Legal Services Unit (LSU) (Stakeholder)","","" +"id-b6e21ef5b652435e8c88ebbecbdd8b34","Stakeholder","Management Support Services (Stakeholder)","Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Management Support Services","" +"id-c57cfab74f2248aaab632e8f8e3f03e5","Stakeholder","Middle Management Network (Stakeholder)","Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Middle Management Network","" +"id-4ae8a8373bd04cd1b1b5b53dd7ec6a3f","Stakeholder","National Student Loans Centre (NSLC) (Stakeholder)","","" +"id-44a7962a22704760b643bd824f446bf6","Stakeholder","Policy Branches","","" +"id-d666481fe6a840c2a3bd40d38e0c7754","Stakeholder","Privacy Management Division (PMD) (Stakeholder)","","" +"id-68f15f46245440b3ae05286e2ae749d9","Stakeholder","Project Manager","","" +"id-f53d7a8c43a842ed9ecffbce95302b7a","Stakeholder","Project Manager (Stakeholder)","• To clearly understand the high-level scope of work necessary to deliver the project. +• To establish a baseline for creating the project work breakdown structure (WBS) +","" +"id-b221ead568b94ae28405810c8bb1726c","Stakeholder","Public Affairs and Stakeholder Relations Branch (PASRB) (Stakeholder)","","" +"id-e54c9ef1d1894f718c241615323b5215","Stakeholder","Registration and Authentication (R&A) (Stakeholder)","","" +"id-15d99a1b35a6407c9fe507416e0cc25d","Stakeholder","RWS Holdings PLC","About RWS +RWS Holdings plc is the world’s leading provider of technology-enabled language, content management and intellectual property +services. We help our customers to connect with and bring new ideas to people globally by communicating business critical content +at scale and enabling the protection and realization of their innovations. +Our vision is to help organizations interact effectively with people anywhere in the world by solving their language, content and +market access challenges through our collective global intelligence, deep expertise and smart technology. +Customers include 90 of the globe’s top 100 brands, the top 10 pharmaceutical companies and approximately half of the top +20 patent filers worldwide. Our client base spans Eur ope, Asia Pacific, and North and South America acr oss the technology, +pharmaceutical, medical, legal, chemical, automotive, government and telecommunications sectors, which we serve fr om offices +across five continents. +Founded in 1958, RWS is headquartered in the UK and publicly listed on AIM, the London Stock Ex change regulated market (RWS.L). +For further information, please visit: www.rws.com +© All Rights Reserved. Information contained herein is deemed confidential and the proprietary information of RWS Group*. +*RWS Group shall mean RWS Holdings PLC for and on behalf of its affiliates and subsidiaries.","" +"id-25c6d0bd4b3f429682466581901ff803","Stakeholder","Shared Services Canada (SSC) (Stakeholder)","","" +"id-72ea8bb3a9894ffb8b683666180c9cdd","Stakeholder","Stakeholder Branch Lead","","" +"id-bfaf7fa66416492d9b434afb388eff92","Stakeholder","Stakeholder Branch Lead (Stakeholder)","• To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. +","" +"id-6a63fb6de5ce484ab9015193fc15cbba","Stakeholder","Stakeholder Sponsor","","" +"id-3375dc022b5343809143362220d7f945","Stakeholder","Stakeholder Sponsor (Stakeholder)","• To ensure the scope of the project, as defined in the project charter, is based on a clear understanding of high-level requirements.","" +"id-c9b62069fe0348aaaecb8d15ff01e082","Value","A Long-Term Dental Care Program in Canada (Value)","A long-term dental care program in Canada + +The federal government remains committed to providing dental care to Canadians, and continues to take needed steps to build a comprehensive national long-term dental care program. Provinces and territories and private industry have been engaged about the design and timelines of such a program. The federal government remains committed to full implementation of a dental care program for households with incomes under $90,000 by 2025.","" +"id-793f8ca850964d51b4ebf819cd0a98cf","Value","Benefit 1 - Process Simplification","Benefit 1- Process simplification +• Simplified registration – the project will streamline the federal MSCA and CRA My Account registration process for QC residents with a QC Digital Identity by relying on an approved Provincial TDI instead of a federal credential and federal identity proofing. +• Enhanced client services – streamlined access by eliminating the need to create multiple usernames and passwords and provide duplicate personal information to each level of government to access programs and services. +• Faster access – It will offer real-time access to MSCA by eliminating the requirement for a PAC for identity validation purposes (for those that do not have access to Verified.Me via one of the six available financial institutions). +This benefit will be measured by: +1) The number of new QC clients using their QC Digital Identity to register in real time to MSCA (out of the total number of QC residents that have an MSCA Account). +2) The percentage of QC clients who register to MSCA via credential substitution for Quebec TDI (out of the total number of QC residents that have a MSCA Account). +3) The percentage of logins to MSCA from distinct users using their QC Digital Identity (out of the total number of QC residents that have a MSCA Account). +","" +"id-f3afb005878a41138a6c99746e902cec","Value","Benefit 2 - Demonstrate Business Value by Leveraging a PT TDI for the GC","Benefit 2- Demonstrate business value by leveraging a PT TDI for the GC +• This project will further advance the pan-Canadian digital identity ecosystem by collaborating with Treasury Board of Canada Secretariat (TBS) and FPT partners to onboard a third province using the Public Sector Profile of the PCTF. The PCTF is a framework that enables standardised, high value and high integrity identity solutions between jurisdictions and the private sector. It enables Canada’s full and secure participation in the global digital economy through economic sector innovation and the enablement of modernized digital service delivery. +This benefit will be measured by: +1) The QC TDI agreement being in place. +2) A Letter of Acceptance issued by the Chief Information Officer at TBS to the Province of Quebec accepting Quebec’s DI as Trusted. +3) Subsequent conformance assessments with the PCTF as required by the TDI agreement. +","" +"id-2be7f54c8f9a4aa6b386ab04a74e034f","Value","Benefit 3 - Demonstrate Business Value of Using Open Source Technologies to Increase Interoperability","Benefit 3- Demonstrate business value of using open source technologies to increase interoperability +• The project will leverage the business values provided by the BCDIFS Project, and allow interoperability and usage of components (i.e. Open ID connect) that are embedded in service interfaces (i.e. Application Program Interface). +This benefit will be measured by: +1) The number of PTs that offer digital identities that leverage this service model.","" +"id-3299ece64a23455cae34da4e20900ed9","Value","Collect Information Centrally (Value)","It would be beneficial if the solution has the ability to bundle information and attach correspondence from client or about clients.","" +"id-1df61fd3ca814c089bc60dcd09ce2bcd","Value","Courseware Information is Stored in Standard Formats Allowing Interoperability","Information for the courseware is stored in standard formats that allow interoperability","" +"id-d76b5fc50a214117aedae8f169bfb440","Value","Ensures New Conditions Can Be Selected, Inspected, and Documented","2.4 Expected Benefits +• The solution is updated with the new conditions, mandatory requirement, to ensure new conditions can be selected, inspected, and documented;","" +"id-57018328437d4338a8b63c31be38e416","Value","Identifies New Conditions for Investigators As Required","2.4 Expected Benefits +• The new conditions are identified for investigators as required before the inspection referrals are distributed to regions;","" +"id-42ccbb07f7544989adaa84c33b03e99e","Value","Integrate With Enterprise Solutions (Value)","Integration with MS Products (Teams, Excel, Power Automate).","" +"id-ff05c326b1d142dba6e43842064c5623","Value","Introduces Consequences for Employers Failing To Comply","• Employers who fail to comply with these conditions are held responsible and will face consequences for violations committed. ","" +"id-c68cf551e0934f86a415fff6d88a2669","Value","Meets Regulatory Requirements","2.4 Expected Benefits +• Program meets the regulatory requirements by implementing and operationalizing the new conditions; +","" +"id-cb19c11d66ec46bda0020d5eb0457e24","Value","New Conditions Inspections Increases TFW Protections Relating to Health, Safety and Financial Abuse","• Inspections of new conditions increases TFW protections relating to health and safety and financial abuse.","" +"id-6fea45944aa4411c8079d59bf542ad2c","Value","Offer a consistent and responsive approach to provide Gs&Cs workload management and business intelligence supports","VALUE PROPOSITION: +The WMBI will offer a consistent and responsive approach to provide Gs&Cs workload management and business intelligence supports that will: + +- Strengthen resource/financial allocation and workload forecasting and management capabilities +- Strengthen our ability to develop and disseminate consistent, timely, and relevant business intelligence that is responsive to the needs of our program partners and stakeholders +- Support effective and client centric program administration and evidence based decision making + +This work is in alignment with ESDC/SC’s Service Strategy and our shared commitment to transforming the way we deliver services and programs to our clients. + +It also builds on the Workload Management Tool that was introduced in 2016 to support the Gs&Cs administration, business line performance and reporting. +","" +"id-a42ed9adce81439187842fa33bda1ec6","Value","Perform Data Analysis (Value)","Present survey information in a dashboard with the ability to compute simple analytical data. ","" +"id-361049c3ea5d433f8397a9c55800e81f","Value","Reliable and Accurate Information Can Be Used for Reporting","• The solution is reliable and accurate with up-to-date information on conditions and can be used for stats and reporting.","" +"id-ce3c61fc64e7422da57673e05be53d6d","Value","Share Information With Stakeholders (Value)","","" +"id-b960402235cb49d783515e2026096379","Value","Strengthen our ability to develop and disseminate consistent, timely, and relevant business intelligence","Strengthen our ability to develop and disseminate consistent, timely, and relevant business intelligence that is responsive to the needs of our program partners and stakeholders","" +"id-800e954d1f8443d69efdedf0bf083f3b","Value","Strengthen resource/financial allocation and workload forecasting and management capabilities","Strengthen resource/financial allocation and workload forecasting and management capabilities","" +"id-3b69e855b4f94c56a6f5104b0e143175","Value","Stronger Base for Accessibility and O/L Over Existing Solution (SABA Cloud)","Stronger base for accessibility and Official Languages over existing solution","" +"id-87ab07ee13604a2e9e0c43badb4f301f","Value","Support effective and client centric program administration and evidence based decision making","Support effective and client centric program administration and evidence based decision making","" +"id-12c082db876742a3b91c6582ef258f7e","Value","The Onboarding Opportunity (Value)","The Onboarding Opportunity, as identified by the Executive Taskforce Leadership Team (ETLT) and the Chief Operating Officer (COO) refers to the: +“Opportunity to streamline the onboarding process for new employees within ESDC to ensure it meets its objective of welcoming and helping integrate new employees as quickly and effectively as possible.”","" +"id-d7f0547f4d074102a5a5d07dd7a5bc6f","Value","Using CCT Adds Efficiencies and Streamlines the Inspection Process","2.4 Expected Benefits +• Continued use of CCT adds efficiencies and streamlines the inspection process; it eliminates the need for users to produce and save outgoing correspondence outside of the system and manually upload them to the system after sent to employers; ","" +"id-6ac2be84006e4f6db57a951920d78c55","Deliverable","1. Establish a WMBI Task Team (April 2022)","Establish a WMBI task team: POB, Regions, and other key stakeholder representatives – including Policy Branches, Chief Data Office (CDO), and IITB, see Annex A (April 2022) * +*Additional members will be added to the task team as appropriate.","" +"id-ea072e6c6aa14a9f825627c9019b8028","Deliverable","1. HRSB Onboarding Activities Inventory (Deliverable)","1. Inventory of HRSB activities related to Onboarding.","" +"id-2ea365482a14425ca7c537b40e0ab07f","Deliverable","2. Conduct Environmental Scan of Business Needs, Functionality Inventory of Existing Tools (April 2022)","Conduct an environmental scan of business needs and a functionality inventory of existing tools for workload management and BI across the delivery network (April 2022) +- Complete inventory of exiting tools and current data elements captured +- Complete business needs analysis +- Identify best practices and common functions +- Identify gaps ","" +"id-204427fb3bb84af7a317bb279762509f","Deliverable","2. Design and Implement Onboarding MVP 1 (Deliverable)","2. Design and implementation of Onboarding Minimum Viable Products – MVP 1 + - Updated Letter of Offer for new executives + - Executive onboarding content + - Link in the myESDC app to the onboarding website + - Design and develop a launchpad / website for the content","" +"id-c55ae103ed2549e689cbf0688e0f42b4","Deliverable","3. Analyze Tools & Processes, Formulate Recommendations for Common & Consistent Solutions (May-June 2022)","Analyze existing tools and processes and formulate recommendations for common and consistent WMBI solutions to be used across the Gs&Cs delivery network (May-June 2022).","" +"id-3c1d2edf88b5451781b503f40369379e","Deliverable","4. Provide Monthly Updates for discussion at SPOC, Present Recommendations For Approval (July 2022)","Provide monthly updates tabled for discussion at SPOC and return to Gs&Cs Strategic Hub to present recommendations, and associated implementation workplans, for final approval (July 2022).","" +"id-0344fbea600d43b094e7d8fa746831d0","Deliverable","Close-Out Conference Finances (Deliverable)","","" +"id-4f45c1f80bc843d0afd4213a010a992c","Deliverable","Deliverable","","" +"id-881566f01e624fd991a4cf528a6e2b76","Deliverable","Design DTiG 2022 Page(s) (Deliverable)","","" +"id-b877207602864225ae3137ee689122b9","Deliverable","Determine and Assign Action Items From Lessons Learned Document (Deliverable)","Determine what capabilities exist, along with any perceived gaps in what is already available at UofO factilities. +","" +"id-652b44a332e242f294ce6055b8dfb8b2","Deliverable","Determine and Assign Action Items From Lessons Learned Document (Deliverable)","","" +"id-d2722784465f49a7860c2b26dcab682d","Deliverable","Determine the responsibility for all of the Branch’s activities and priorities","While Nasser’s new role is noted here (IITB in BDM), Rina, Nasser and I will take the next few weeks to determine the responsibility for all of the Branch’s activities and priorities. We will share more information on this with you as soon as it is available.","" +"id-b77bbf70848f47bd81e3fbee6499e2e5","Deliverable","Draft A Business Stakeholder Map (Deliverable)","","" +"id-53c2546ad7b54db692d9eeb93168e1df","Deliverable","Draft and Complete Lessons Learned Document (Deliverable)"," - Review statistics. Identify need for marketing, etc. + - ","" +"id-db489b3600c64bd0bd41de2b59bd9548","Deliverable","Draft and Finalize Speaker Listing (Deliverable)","","" +"id-a97ca72c7577476bbe5b8a460e650a00","Deliverable","Draft DTiG 2022 Financial and Costing Model (Deliverable)"," + - Attempt to find multiple Platinum Sponsors + - Charge for each attendee: 1) non-Members of ISACA-CIPS-AEA-etc. 2) Government Worker 3) Public","" +"id-6a296e73997144ecbdab3bf56f22655b","Deliverable","Feedback #0","","" +"id-82b5464fbc9f4e0382f651913d2b3c88","Deliverable","Feedback #1","","" +"id-3c253eb0a49e4b30bfc2517293d668cf","Deliverable","Feedback #10","","" +"id-7c0b6a407e55453286997453cae3b266","Deliverable","Feedback #11","","" +"id-ccba907350ca464d8430918b81dbc06f","Deliverable","Feedback #12","","" +"id-8db1d318fa144604909982bcfc6a813f","Deliverable","Feedback #2","","" +"id-25348d365a4543e6b08cc899d1556530","Deliverable","Feedback #3","","" +"id-62c3eda63fe0445fa8346e9a6ad70661","Deliverable","Feedback #4","","" +"id-84dd9e3c260541fa8e907e4d20081cff","Deliverable","Feedback #5","","" +"id-c7ac29cb3ad54068a2b606e48535a52a","Deliverable","Feedback #6","","" +"id-0844ac71373d4012b02c2f05e06d4bde","Deliverable","Feedback #7","","" +"id-7152488d9ba548ecb0c55fa9c8dfd827","Deliverable","Feedback #8","","" +"id-e625ac69455b4b6297d1428f90cefea3","Deliverable","Feedback #9","","" +"id-641fecd8bf7e484a819500d77227bada","Deliverable","Finalize Guides, Checklists For Hosts and Presenters (Deliverable)"," - If there are text limits for naming (Cvent restriction on Titles, etc.), communicate those in Speaker guidance. + - Provide guidance on file naming to presenters, where applicable. + - Conference Etiquette Guide: Guidance for attendees on etiquette for asking q's. No 'stump-the-chump' type questions. When will questions submitted online be accepted? Will in-person questions be vetted? + - Avoid the use of Acronyms...OMG! +","" +"id-32ed6f2d976c4d7c8cc33acfc8ed2c5a","Deliverable","Identify 'Super'-Attendees and Poll Them For 2022 Guidance (Deliverable)","","" +"id-c91753480f71473f80598dde20c8a33e","Deliverable","Implement Initial DTiG 2022 Page (Deliverable)","","" +"id-6e088abd83d249eba6a54f56b0ebaaef","Deliverable","Increase Marketing Of DTiG 2022 To All Stakeholders (Deliverable)","","" +"id-0d031ae119fc4c83897c9fdc97664c4d","Deliverable","Make Conference Content Available (Deliverable)","","" +"id-00f0ec9eca2a4f6b895695fa2be45063","Deliverable","Make Conference Material Compliant With Creative Commons Licensing (Deliverable)","","" +"id-643927daa16845559b7faa4ca844a13d","Deliverable","NGDLE SCOPE","Implement a fully functional, hosted, cloud-based software as a service (SaaS) Solution with the ability to support digital learning and development, including planning design, delivery, training materials, help desk strategies and personnel, professional training services, and operation on on-going basis for up to 260,000 employees.","" +"id-4e3b409e5c44425db5d97d57a7ee3073","Deliverable","Obtain Speaker Decks, Bios, Photos, etc. (Deliverable)","","" +"id-98a6c282731b42278819f926aa04cfb3","Deliverable","Plan a Meet and Greet Town Hall for mid-June 2022","","" +"id-f3312e076485402d96671155841845ed","Deliverable","Provide Members With CPE's and PDU's (Deliverable)","","" +"id-8f0eda8f3af34e509b0cce0a061d93c0","Deliverable","Review All Speaker Decks In Advance (Deliverable)","","" +"id-e5874509732847cba1e6ca7903f18721","Deliverable","Week Prior Walk-Through (Deliverable)","","" +"id-ddd569d391c24602a998884db6b01fa2","Gap","Finalize Protected-B Certification of CSP","[As Of 2021-01-14] +Finalizing preliminary privacy impact assessment. Need support from TBS, SSC and CSE (CCCS) to carry out protected B certification of cloud service providers.","" +"id-a6c7f610637b48d682916d3022ee7a0e","Gap","Ineffiicient Work Processes (Gap)","","" +"id-4b6186928cee410c907e54dfeae815f3","Gap","Stakeholder Information Provisioning (Gap)","","" +"id-ed4e79d466fd4551a90d4cbfb6784e74","Gap","Unmanaged Data (Gap)","Data will continue to go unmanaged. +There will be ineffiency while trying to access the data we currently have.","" +"id-af0d579bad46471b84bb02cb1f2cd9af","ImplementationEvent","22 Eddy St (8-9 Floors, Gatineau) Becomes IITB Neighbourhood Spaces (Implementation Event)","","" +"id-944f82ec23c24890a2bdcc9de8ac25c0","ImplementationEvent","Enactment of Dental Benefit and Rental Housing Benefit Acts (Implementation Event)","The first benefit period is for dental care received between October 1, 2022 and June 30, 2023. Applications for this period open on December 1, 2022.","" +"id-2c38dace4c8f4bdfa9310ae1d7801968","ImplementationEvent","Future Release (Implementation Event)","In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method.","" +"id-6fadb16d58104f1aa40bc5c218f90101","ImplementationEvent","Hybrid Employees To Come Onsite Early February 2023 (Implementation Event)","","" +"id-912e0050eedc4408834fb1589979945d","ImplementationEvent","Period Two Applications Open 2023-07-01 (Implementation Event)","The second benefit period will open for applications on July 1, 2023. This will cover dental care your child receives between July 1, 2023 and June 30, 2024.","" +"id-2850f7040df14e80946a14bbcec6e1de","Plateau","22 Eddy (5 Floor) A Valuable Co-Working Space, Among Others (Plateau)","","" +"id-50a58ac56ba54b23834dc68b028ca8a0","Plateau","2nd Annual Digital Transformation in Government Conference (Plateau)","","" +"id-ecac640a04c442e59946c75e6aae153c","Plateau","3rd Annual Digital Transformation in Government Conference (Plateau)","","" +"id-e1d2f5d47db147bc82641b6a5668a087","Plateau","APPROVAL of Regulatory Amendments for 2022 [June 20, 2022]","","" +"id-1dc1325579c9406594b285a0ca0c8d43","Plateau","COMING INTO FORCE of Regulatory Amendments for 2022 [June 20, 2022]","","" +"id-161f01c016ff4860b3be2cf016aab989","Plateau","Part 1 of Bill C-31 (Plateau)","Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant.","" +"id-3977e86f5d8e401695833ac84afbf11a","Plateau","Part 2 of Bill C-31 (Plateau)","","" +"id-b1be6f2ceddf44a6bb40099480d60b8e","WorkPackage","Continuous Improvement Project","The Continuous Improvement Project looks to efficiently simplify the processes of the WEPP program, with the purposes of improving the speed and quality of the WEPP decision. Some actions of the maintenance project will include modifying or removing unnecessary questions on the client applications, updating or simplifying questions on trustee information forms, updating client and trustee letters, adding help texts to assist clients applying for WEPP, etc. These improvements will benefit all stakeholders, especially clients and the processing centre.","" +"id-3b5449e34fe542fda71da664588ab682","WorkPackage","DTiG 2021 Close-Out Activities (Work Package)","","" +"id-de4f061e530b42829f5c4b57f9c5a796","WorkPackage","DTiG 2022 Strategic Activities (Work Package)","","" +"id-7eb85ed779ea49c0adf98eac78616ea5","WorkPackage","DTiG 2022 Tactical Activities (Work Package)","","" +"id-ff0bf6aa369b41b69702d824b9a439d0","WorkPackage","LITE-2022-IITB-71 Project","","" +"id-9533aebcd4e444328ce40dbd2786bcf9","Grouping","A MORE JUST CANADA","","" +"id-05193a7f6f01452c9e1b68b4aec73d0c","Grouping","A MORE RESILIENT, SUSTAINABLE, & COMPETITIVE ECONOMY","","" +"id-0d76ce0939b54ee3955d4715679b621e","Grouping","A STRONGER WORKFORCE","","" +"id-ed5d9630d22a4074aa4fc775024441f5","Grouping","A WELCOMING CANADA","Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities.","" +"id-1a130866c54443c2a53c54c04169ea48","Grouping","A WELCOMING CANADA","Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities.","" +"id-b83a153d0f3c494f88882e76f5ddc6c4","Grouping","A WELCOMING CANADA (copy)","Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities.","" +"id-b01fbf954a874700a89c2e41172c06d1","Grouping","A WELCOMING CANADA (copy) (copy)","Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities.","" +"id-914f8ef6ee484161ae5bde4343a0a926","Grouping","ACTION PLAN ON GENDER-BASED VIOLENCE","","" +"id-aa13bb70ed314339a29e4b4c43bbde35","Grouping","Actor Catalogue","","" +"id-450228d870f244d38b27f4c45e7b4904","Grouping","ADDRESSING GAPS IN OUR SOCIAL SYSTEMS","","" +"id-01bcb8292f0a4f97bf8812b97cf0575c","Grouping","ADDRESSING SYSTEMIC RACISM","","" +"id-0fe9719d80bd46f99148bfa2893e5c02","Grouping","ADDRESSING SYSTEMIC RACISM","","" +"id-c86fcc260b82425e8d57f75921c44a2b","Grouping","ADDRESSING SYSTEMIC RACISM (copy)","","" +"id-553f00b8555644779b580efb33b295da","Grouping","ADDRESSING SYSTEMIC RACISM (copy) (copy)","","" +"id-810d8791aced426a8b7478d653d78194","Grouping","APPLICATION ARCHITECTURE","Application architecture +click here for Application Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/ApplicationGuide +Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases.","" +"id-d9cd078d93cd4a7e8fa5729ea2d480ff","Grouping","Being Ready For The Office (Grouping)","","" +"id-5f5fc67312ad404ca8df5843d50ce73b","Grouping","Bill C-22 Preamble","Preamble +Whereas working-age persons with disabilities are more likely to live in poverty than working-age persons without disabilities, because of economic and social exclusion; + +Whereas persons with disabilities often face barriers to employment, including work disincentives such as the loss of income and other benefits as a result of becoming employed; + +Whereas the Government of Canada is committed to the economic and social inclusion of persons with disabilities, as evidenced by its introduction of the Accessible Canada Act; + +Whereas the Canadian Charter of Rights and Freedoms guarantees persons with disabilities the right to the equal protection and equal benefit of the law without discrimination; + +Whereas reducing poverty contributes to the progressive realization of Canada’s international obligations under the United Nations Convention on the Rights of Persons with Disabilities; + +Whereas Canada aspires to be a world leader in the eradication of poverty, and Parliament, with a view to this objective, enacted the Poverty Reduction Act; + +Whereas progress made by Canada in reducing poverty for persons with disabilities and others contributes to meeting the Sustainable Development Goals of the United Nations; + +Whereas the Government of Canada seeks to build on its successes in addressing poverty through providing benefits for seniors and for families with children; + +Whereas, in the spirit of “Nothing Without Us”, the Government of Canada recognizes the importance, in developing support measures for persons with disabilities, of engaging with the disability community, in accordance with the Accessible Canada Act, which specifies that “persons with disabilities must be involved in the development and design of laws, policies, programs, services and structures”; + +And whereas Parliament recognizes the leading role that the provinces and territories play in providing supports and services to persons with disabilities and the importance of engaging with them in developing income supports and other support services;","" +"id-3446622ba39d4eb687c022d57512b1ed","Grouping","BUSINESS ARCHITECTURE","Business architecture +click here for Business Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/BusinessGuide + +Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus.","" +"id-634f63bb4df045f3897b52e608cd2fd3","Grouping","Business Team","","" +"id-1f4706126fba44fe98e8f17fef6d1eb1","Grouping","CANADA IN THE WORLD","We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity.","" +"id-f9169fe415994681b81f14d80849f715","Grouping","CANADA IN THE WORLD","We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity.","" +"id-e8b522f0ab94441698ab3413183d1b4c","Grouping","CANADA IN THE WORLD (copy)","We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity.","" +"id-e164a25cfcee430698bbe7d2806841d1","Grouping","CANADA IN THE WORLD (copy) (copy)","We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity.","" +"id-11ac8ce6fddf42d5803722a436015744","Grouping","CANADA'S TOP SCIENTIFIC MINDS","From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way.","" +"id-0f8c928e1ba7415cbbe92f5cdded8099","Grouping","CANADA'S TOP SCIENTIFIC MINDS","From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way.","" +"id-e3d6befaba72433c94f7bf2d4000b498","Grouping","Conference Content Storage and Delivery (Grouping)","","" +"id-215d4353c3d8413b9673dac19b8e7ed6","Grouping","CREATING JOBS","","" +"id-60abd07238a64aada8380db9c00b7e89","Grouping","Desired Outcomes","2.3 Desired Outcomes +• The new conditions to the system are added and can be selected when an inspection is created and initiated; +• New letter(s)/annex(es) are added and the existing templates are updated in the Corporate Correspondence Tool (CCT) with the new conditions; +• Updates to the solution are made in order to continue the use of CCT to produce letters/annexes directly from the case. +• Additional fields are added to the solution to request additional information/documents required to verify employers’ compliance with the new conditions. +• The Training site is updated with the changes to facilitate training prior to deploying changes to production. +• The program is ready to start inspecting employers against the new conditions imposed as of September 26th, 2022. ","" +"id-f6210922f12340b381386656a343197a","Grouping","Digital Operations Strategic Plan - Modernization Priorities (PARTIAL)","From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 12: Digital Operations Modernization Priorities (DOMP)","" +"id-306af17bf1d348e3b65b9c4fe6c6beaf","Grouping","Digital Operations Strategic Plan - Strategic Actions (PARTIAL)","From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 11 – Digital Operations Strategic Plan – Strategic Actions","" +"id-6f992c9f5da04f09979a3536e48a496e","Grouping","Draft or Working Copy of Content (NOT YET Published) (Grouping)","","" +"id-30af4b03598743398e4347d50049ff48","Grouping","DTiG 2021 Conference Leadership (Grouping)","","" +"id-af983a7d9daf4a50aaa2b010645ef98a","Grouping","DTiG Conference Roles (Grouping)","","" +"id-997796e837ff40629c4e721249470c63","Grouping","DTiG Conference Work Packages (Grouping)","","" +"id-d772d7df25c843c7bfc4ae863c9d79db","Grouping","Dynamics 365","","" +"id-e18ab68444e74f999696eb58612dceef","Grouping","END THE PANDEMIC FOR GOOD","","" +"id-361adac7dbb349c28d6a6ea3b46664e6","Grouping","ESDC 2020-2023 Departmental Information Technology (IT) Plan (PARTIAL)","","" +"id-00610a8d804b45c08306818b49efa78d","Grouping","ESDC HRSB EX Onboarding Hosting Platform Requirements (Grouping)","","" +"id-2418d3e51fbe40498c388945d6f4c823","Grouping","ESDC Tools","","" +"id-e89934577ccf4468bd831d1495e64469","Grouping","Executive","","" +"id-42587894b41a443180ba1917d5e5ab16","Grouping","Expected Benefits","2.4 Expected Benefits +• Program meets the regulatory requirements by implementing and operationalizing the new conditions; +• The solution is updated with the new conditions, mandatory requirement, to ensure new conditions can be selected, inspected, and documented; +• The new conditions are identified for investigators as required before the inspection referrals are distributed to regions; +• Continued use of CCT adds efficiencies and streamlines the inspection process; it eliminates the need for users to produce and save outgoing correspondence outside of the system and manually upload them to the system after sent to employers; +• Inspections of new conditions increases TFW protections relating to health and safety and financial abuse. +• Employers who fail to comply with these conditions are held responsible and will face consequences for violations committed. +• The solution is reliable and accurate with up-to-date information on conditions and can be used for stats and reporting.","" +"id-fb2297e33ab44c0abffec4a9cc19bf4d","Grouping","FIGHT CLIMATE CHANGE","","" +"id-71ec84b3e42a4b979e16eb0f53b9c3a8","Grouping","Final Report Audience (Grouping)","","" +"id-53ea40476b2c41aabe22a80793764860","Grouping","FISCAL SUSTAINABILITY","","" +"id-f474206e644144199aa6fedfd1afabdd","Grouping","FUNCTIONAL","","" +"id-407e430120d94aa1819887cd4b9cba50","Grouping","GC ENTERPRISE ARCHITECTURE FRAMEWORK","v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + +Enterprise Architecture Framework +The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital. + +The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital. + +4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture. + +4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment. + +4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures. + +The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework.","" +"id-d0d1fe968c4d4eeba2baa0a0180c34ed","Grouping","GET THE PANDEMIC UNDER CONTROL","Priority number one remains getting the pandemic under control. The best way to do that is vaccination. +Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. +The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. +And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources.","" +"id-228f839b0f024fb6b55205f407e83963","Grouping","Grouping","","" +"id-8a07ccfcb10c49ad932a1ab2dad4c2e2","Grouping","Health Measures In Place At GC Offices (Grouping)","","" +"id-1d5307336c1541519a2fa4788552b0f2","Grouping","High-Level Functional Requirements","ID Requirement Description +FR01 Transaction Audit An audit capability shall track all transactions being initiated by clients and systems. +FR02 Management Reporting An audit capability shall provide support for enquiries and management reporting (e.g. volumes, match rates, etc.) +FR03 Timestamps An audit capability shall record timestamps of all transactions or requests being initiated. +FR04 Incomplete Transactions An audit capability shall capture the reason for incomplete transaction being initiated by clients and systems. +FR05 Track Multiple Attempts An audit capability shall include the ability to track multiple attempts from a single user. +FR06 Privacy notifications, Consent and Terms and Conditions The system must capture and record the Privacy notifications, Consent and Terms and Conditions version(s) agreed to by the client to be available if/when required by phone agents supporting clients, for management reporting purposes, and for audit purposes. +FR07 Initiate Registration Maintain the existing online capability to login to MSCA site using existing credentials (i.e. TBS-owned federal anonymous credentials – Sign-In Partner or GCKey). The system must have the new ability for clients to sign in using their TDI. Maintain existing system lockout parameters (number of attempts). In the event the provincial system is unavailable, a system outage message must be presented to clients in the ESDC system. +FR08 Consume Client Identifier (New and Returning Users) The system must be able to request, receive, consume, and store the Persistent Anonymous Identifier (PAI) from the user’s TDI to support mapping of the user within the ESDC system. +FR09 R&A Database Lookup (New and Returning Users) The system must be able to look up the client-entered SIN in the R&A Database and identify whether the user is new or returning. +FR10 Consume Identity (New and Returning Users) The system must be able to request, receive, consume and store the required data elements from the user’s TDI at the required Level of Assurance (minimum LOA 2). Storage of data elements is in accordance with existing policies and procedures. +FR11 Exception Handling (New and Returning Users) The system must be able to handle exceptions etc. through process termination and presentation of an error message to the client. +FR12 Enter Identity Profile (New Users) The system must accept identity profile information (i.e. for SIN and Parents last name at birth) entered by the client. +FR13 Standard Field Edits (New Users) The system must use the existing field edits to verify that the data is entered using the proper format (i.e. for SIN and Parents last name at birth). +FR14 Create ECAS Security Questions and Answers (New Users) The system must use the existing online capability to enter security questions and answers. +FR15 Confirm Identity Profile (New Users) The system must maintain the existing process to confirm the user identity profile information that was entered. +FR16 Program Enrolment The system must support mapping of the Quebec user using the PAI and SIN. +FR17 Validate Identity Profile Against SIR (New and Returning Users) The system must use the existing SIN validation service to validate the required identity and personal information against the SIR, with match / no match / flagged response.The system must have the ability to combine data elements consumed from the TDI with user-entered data elements to submit the request to the SIN validation service. +FR18 SIN No Match/Refer to Agent (New and Returning Users and Returning Quebec TDI users) If the client’s SIN or identity / personal information does not match the SIR, the system will generate an error message indicating the information does not match the SIR record and to either try again or contact an ESDC support agent by phone to resolve the issue. Maintain existing system lockout parameters (number of attempts, SIN flags). +FR19 Create My Service Canada Account Use the existing process to create a MSCA after successful SIR match is made. +FR20 Inform Client of Account Creation With successful account creation, the client is re-directed to MSCA (Welcome Page / Landing Page). +FR21 Credential Substitution (Returning Users and Returning Quebec TDI users) Maintain the existing online capability for existing MSCA users to substitute their credential, including the existing SIN flag process, and process whereby the user provides answers to the selected Security Questions which are verified against the sytem database. Maintain existing system lockout parameters (number of attempts, SIN flags). +FR22 Returning Quebec TDI users Maintain existing SIN flag process when an already mapped user enters credential to pass through to secure MSCA portal. +","" +"id-10d8bf29d29843d78fc3729e327baf50","Grouping","IMMIGRATION","Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program.","" +"id-f0b0fb165d55457d9d883b2080852ea9","Grouping","In-Scope Principles","","" +"id-2dfaeeba34da4ee182946484e1a7d96d","Grouping","INFORMATION ARCHITECTURE","Information architecture +click here for Information/Data Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/DataGuide + +Information architecture includes both structured and unstructured data. The best practices and principles aim to support the needs of a business service and business capability orientation. To facilitate effective sharing of data and information across government, information architectures should be designed to reflect a consistent approach to data, such as the adoption of federal and international standards. Information architecture should also reflect responsible data management, information management and governance practices, including the source, quality, interoperability, and associated legal and policy obligations related to the data assets. Information architectures should also distinguish between personal and non‑personal data and information as the collection, use, sharing (disclosure), and management of personal information must respect the requirements of the Privacy Act and its related policies.","" +"id-a9161994a92c41b6b9efbba5722e7eae","Grouping","Information Management Lifecycle (Grouping)","https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx","" +"id-da5457a5d0554c3dbc894eadfec02053","Grouping","INITIAL ASSUMPTIONS and CONSIDERATIONS","","" +"id-dc018123055e4bcaa4e4844ec5e5d9c5","Grouping","Intended Audience","","" +"id-ce31abb78a114d2ab37982c7fd216d0e","Grouping","Internal Stakeholders","","" +"id-5eba6dc3cc604389b5084b7dfdb9ab21","Grouping","INVESTING IN TRUTH","","" +"id-9049b81c25984f598429a87e5d750255","Grouping","KEY BENEFITS","","" +"id-799d6a4a5539473981e98935ab9c6796","Grouping","Key Recommendations (Grouping)","","" +"id-30561fc50b7f4cc78414dc8a913b22f9","Grouping","LITE-2021-IITB-47 LANGUAGE WEAVER CLOUD CAPABILITIES","","" +"id-2dde2944368e4de58f73d40dc26e7293","Grouping","LITE-2021-IITB-47 REQUIREMENTS","","" +"id-432c70d072024550bd0b580d255a8bb2","Grouping","MAKE LIFE MORE AFFORDABLE FOR CANADIANS: CHILD CARE","","" +"id-cc39c0d7acee4178b008ebf500991755","Grouping","MAKE LIFE MORE AFFORDABLE FOR CANADIANS: HOUSING","","" +"id-a3598e9bb37040de8c27f6f94297bd1a","Grouping","Mandate Letters For ESDC Ministers","","" +"id-0afb290105bb47978ea342b422b793be","Grouping","Microsoft M365 Tenant","","" +"id-d1baa18400514d5f9cf15e7d63bf271d","Grouping","MSFT - Documents","","" +"id-d45b6a58c9cc43e58c4568f32c8a86b2","Grouping","MSFT - NOT INCLUDED but Required","","" +"id-d1b094e93f2446b39578c71310398fc6","Grouping","MSFT - Policies & Guidelines - MITS Principles","Policies and guidelines +Operational Security Standard: Management of Information Technology Security (MITS) +http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12328","" +"id-9715c7bea77643d6ad3e5dc862599a1d","Grouping","MSFT Add-On Features","","" +"id-a662cc13d8c54f80b8cd3623dbce3b16","Grouping","MSFT General Features","","" +"id-6d519542480d4503af53317657b2bb3e","Grouping","MSFT's Three (3) Client Types","","" +"id-2a42a90dd8f24af3b545de43e3dd570b","Grouping","MVP 2 (Client Support) (Grouping)","Update external content - iterate through use cases, employee types or personas and confer with business content owners. +Provide functionality to allow end users to submit feedback and/or participate in surveys. +Resource component (Dedicated support/analytics staffing). ** +Leverage information collected from IFFS (Interactive Fact Findings Services) surveys, end user support requests etc. +Leverage information collected from performance measurement framework (e.g., dashboard). +Leverage Marketplace Analytics tool (employee profile analytics) +Update additional letter of offer template(s) (e.g., non-EX template).","" +"id-2abb3556e1f44a5893dedf7f2b3c69f9","Grouping","Non-Functional or Quality of Service Requirements","","" +"id-531aba83e3df4f119410863c3a6fc1db","Grouping","OFFICIAL LANGUAGES","","" +"id-1ccdd3473d6c48be929076684474fd1e","Grouping","OFFICIAL LANGUAGES (copy)","","" +"id-4b0e8b94f0964f4b9e969663bda73f29","Grouping","Onboarding Opportunity Goals (Grouping)","","" +"id-eb341c6873d54774a8ff8aec3050e61a","Grouping","Onboarding Opportunity Identifier Roles (Grouping)","","" +"id-e34b42575dcf462caf25f930314fcc81","Grouping","Optional OGC Capabilities","CSPS has significant expertise with educational technologies. Opportunity to partner with departments on hosted or federated approaches.","" +"id-bad1ff99700b47fbbd4f753299c166d7","Grouping","Other Key Stakeholder Representatives","","" +"id-bf4067e345b04b73b2d5bb6a5fa684d5","Grouping","Phase I Assessments (Grouping)","See Appendix A, ""ETLT-Onboarding-16082021.pptx""","" +"id-3c849648c2df4602aead601ebf23ce37","Grouping","Phase I Onboarding Partners (Grouping)","See Appendix B, ""ETLT-Onboarding-16082021.pptx""","" +"id-74e98b111db14fc4b51d20c8d73f704f","Grouping","Phase I Quick Wins (Grouping)","","" +"id-a5b53a04f6f24e7f920c97c45dd03189","Grouping","PROJECT GOALS","","" +"id-dfd82da792ca4e88875102bd04440f7a","Grouping","PROPOSED WORK PLAN","","" +"id-0ef605561e59411ba799311348f8efa9","Grouping","PROTECTING TWO OFFICIAL LANGUAGES","Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec.","" +"id-9c6b80b410d34701a2ea946a5901ca83","Grouping","PROTECTING TWO OFFICIAL LANGUAGES","Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec.","" +"id-2ecc859952964c58a740ea8ef159a8a6","Grouping","PROTECTING TWO OFFICIAL LANGUAGES (copy)","Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec.","" +"id-a5f05b26ba57421889fbaceda4d2318e","Grouping","PROTECTING TWO OFFICIAL LANGUAGES (copy) (copy)","Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec.","" +"id-2b5aa84ca7eb4d94a6a66cb07046f3ad","Grouping","PSPC (TermiumPLUS) Team Tools","","" +"id-bf00c57eab914980b9de19d4b58b4231","Grouping","Published Content (Grouping)","","" +"id-6716b89d01d14f40a45084140260a1ac","Grouping","RECONCILIATION","Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019.","" +"id-a115855045644650b812324c07e5ffc0","Grouping","RECONCILIATION","Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019.","" +"id-c4550571e7a140859e98fcfb2dd883af","Grouping","RECONCILIATION (copy)","Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019.","" +"id-e9493c460da6418b8651c63ba8749c82","Grouping","RECONCILIATION (copy) (copy)","Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019.","" +"id-50d2c41f74cb4c1dbd88ab9ef76512fa","Grouping","Regulations","","" +"id-61060544a1f7438b9d1e5b262ba46823","Grouping","Requirements","2.5 Business Requirements +1. These are part of ongoing improvements to the program to make sure it continues to meet the government’s goals and objectives to support the Canadian economy and the employer community as well as protecting the TFWs and the program from abuse; +2. Implementing the amendments to regulations, which are mandatory, in a timely manner will ensure that employers are being held to the commitments made and are being inspected against the new conditions starting in September 2022 and onwards; +3. Regulatory changes will protect the TFWs employed in Canada: +o by ensuring they have access to emergency medical care paid by the employer before they become eligible by provincial health care system; +o by ensuring they are given information on their rights in Canada before or the first day of work; +o by ensuring they are provided a written employment contract so they are aware of the terms and conditions of their employment before or on the first day of work. +4. Suspension of employer’s LMIA application assessment, when there is a reason to suspect that the employer may not be complying with certain conditions, will protect the TFWs from serious harm and it will stop the employer from employing new TFWs until the allegations are addressed. It also strengthens program integrity and protects the Canadian labour market and standards of living. 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As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. +","" +"id-b330bbaf3d5d45b788ff48f515fd321e","Grouping","SharePoint Online Roles (From Migration Page) (Grouping)","","" +"id-387a97a564094e61b39d4a4fa30a9425","Grouping","SIN CRUD Microservice","","" +"id-2fceb6a4de7046adad67cfb1949a0a05","Grouping","STRENGTHEN GUN CONTROL","","" +"id-3d63f6104c104a3fb436b3fcb2bb48ad","Grouping","SUPPORTING BUSINESSES","As the Government invests in people, it will continue to support +job-creating businesses.","" +"id-93b807a2d3554f3aa40db8444916cc74","Grouping","SUPPORTING WORKERS AND THEIR FAMILIES","","" +"id-7410682890264917aca3f68289daddec","Grouping","TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE","","" +"id-2c92e043661643039d7e19b33b79b218","Grouping","Target Deliverables (Grouping)","","" +"id-9d0a4d62558447d2bba5405d28aa337b","Grouping","TECHNOLOGY ARCHITECTURE","Technology architecture +click here for Technology Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/TechnologyGuide +Technology architecture is an important enabler of highly available and adaptable solutions that must be aligned with the chosen application architecture. Cloud adoption provides many potential advantages by mitigating the logistical constraints that often negatively impacted legacy solutions hosted “on premises.” However, the application architecture must be able to enable these advantages.","" +"id-7881c303c5ea4fb69b33c8b60ebe5fab","Grouping","The Team (Grouping)","","" +"id-12b3b6f94d5548aaaf7714b4e613968a","Grouping","Use Case Catalogue","","" +"id-984b4024d37e4dd293d3a025b44edac9","Grouping","VACCINE EFFORTS","","" +"id-375608ad534448eeb853f177a86762a3","Grouping","Value Proposition","","" +"id-b178abb47e2245c5ad11c7469b6d9786","Grouping","WMBI Guiding Principles","","" +"id-82a324b70ff54fedbb01e77143671f33","Grouping","WMBI TASK TEAM","","" +"id-93e85196facc45ca83d533c23aca4d73","Grouping","WOMEN IN THE ECONOMY","","" +"id-483568e04e5345cc8bc005461b6854a2","Junction","Junction","","" +"id-562921234d2447639360f5eb81a5f7eb","Junction","Junction","","" +"id-0f35110de1d04f3bb5e329467e86d7da","Junction","Junction","","" 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To this effect, the IT Strategy and IT Research team within ESDC has begun working in the open. Existing project teams are increasingly looking to share their source codes and work in the open (e.g. CDO, CAWS). More than 50 GitHub source code repositories have been shared (32 Developer Experience, 11 Developer Community of Practice [DevCoP] and 9 Service Canada). The DevCoP has numerous repositories on GcCode and GitHub, indicating ESDC’s efforts to both promote and align with the DOSP - working in the open, collaborating widely, using open standards and solutions. Over 99% of EI applications are currently submitted through digital methods. In addition, the Pensions projects (especially CPP-SIS) are further advancing the availability of e-services for that client segment as well. + + + In order to guide and shape how government information, technology and service delivery will be managed in a new digital ecosystem, ESDC is undertaking the following initiatives: +  CSLP – E-Service Re-Procurement; +  Temporary Foreign Worker System and Webservice Enhancements 2.0; and, +  CSLP - New Brunswick SIN Validation. + +These initiatives will help build a set of digital standards into policy, operations and program development. +In response to the COVID-19 pandemic, ESDC created and rapidly deployed the e-service and eSIN applications. Currently, over 99% of EI applications are currently submitted through digital methods. Additionally, Pensions projects, such as CPP-SIS, are further advancing the availability of e-services for that client segment. + + + In order to promote digital literacy and collaboration within the Department, ESDC has developed an Open Source Software (OSS) Management Framework, which encourages employees to contribute to public open source software projects. + + + + In order to keep with enterprise IM/IT governance, ESDC is implementing the PMIS Upgrade and Enhancement. + + + In order to enhance and strengthen the oversight function for IT-enabled projects, ESDC is implementing the PMIS Upgrade and Enhancement. + + + + TB’s Policy on Service and Digital is estimated to have 247 requirements applying to the departmental Chief Information Officer (CIO) function. Along with this are key changes, which produce new expectations for Deputy Heads in the areas of service, information and data, technology, cyber security, as well as workforce capacity and capability. To comply with the Policy, a methodological gap analysis was performed by IITB teams to determine the policy-driven requirements based on five themes: + Governance, planning and reporting (as it relates to IT governance and planning within ESDC); + Service Design and Delivery; + Information and Data; + Technology (including automated decision making); and, + Cyber Security and Identity. +The gap analysis looked at IITB’s existing investments and priorities and made 12 recommendations for IITB to either create new initiatives or reprioritize its portfolio of activities. Most of these recommendations are already in progress as part of the IITB Way Forward. The top five prioritized recommendations are: + Clarify the role and responsibilities between the CDO and the CIO; + Establish the role of a designated official for Cyber Security (DOCS); + Review IM/IT and Identity Policies to address redundancy, conflicts, user-centered policy writing, and training; + Harmonize the different service inventories for a single source of truth; and, + Formalize automated decision-making governance at ESDC. +These recommendations reflect the integrated management of functions as expected by the Policy, the increased responsibilities of the CIO, and the unique governance entities within ESDC (e.g. use of a CDO, a Chief Security Officer outside the branch of the CIO, and a tier 2 level committee focused on purely on service). +In addition, the Branches within the Department have been collaborating internally to improve service delivery and digital transformation: + Business Architecture and Alignment Office participates regularly at EA activities as one of the EA domains in developing project architectures; + User Experience Team provides UX research and design services to IT project teams regularly; and, + Business Process Management Team provides guidance and services on business process mapping to IT project teams regularly. + + + + In support of ESDC’s Accessibility Strategy, ESDC is working on and testing an interdepartmental initiative to replace existing GC tools to ensure availability of more accessible toolsets, where such collaborative tools (i.e. Office 365) used for accessibility follow internationally recognized accessibility standards. ESDC is also working to ensure interoperability of adaptive technologies with the ESDC collaboration toolset. These digital collaboration tools are required for Canadians with disabilities as they continue to face barriers to their full participation in the workplace, which limit their opportunities for career development and advancement. + + + + Via the Infrastructure Re-use Branch Initiative, connectivity between the legacy ESDC infrastructure and data centres to the SSC End State data centres is being made available as a selfprovisioning service to allow the migration of certain applications. Further work, resources and funds under the WLM Project will need to be engaged to migrate specific ESDC workloads of the legacy data centres to SSC End State data centres. +In order to complete the migration of the specific ESDC workloads of the legacy data centres to SSC’s End State data centre, the following projects are being migrated as part of the WLM project: + 1-800 O-Canada Business Model Review and Contract ReProcurement; + Emergency Management Application System; + ESDC’s Cloud Implementation Plan is underway to support the departmental application strategy, data centre consolidation and cloud adoption. This includes the Cloud Assessment Framework, Research and Prototyping, and the Cloud Intake process; and, + Making all internal applications accessible over the next three years is a significant outcome of ESDC’s Application Strategy. + + + ESDC’s Data Strategy has been designed to build capabilities to generate strategic insights, increase opportunities for collaboration and to enable improvements and efficiencies in program, service delivery and internal operations. Through its implementation, the Department aims to provide people with easy, secure, and authorized access to quality data in a way that protects privacy and delivers value for Canadians. +The Strategy is built on six foundations for improved client service and policy: access, analytics, data governance and stewardship, data management, enablement, and people. +Foundations investments include among others: + Master data management (MDM) expansion; + Purchase and installation of ESDC Data Catalogue; + Procurement of SAS (VA); + Data Visualization for Business Solutions; and, + Implementation of and analytics platform and Big Data Appliance. + + + + Early EA alignment and review discussions will occur pre-gate 0 in order to support streamlined project proposals, financing, management and governance. + + + The IT Project Management Officer (PMO) has adopted a continuous improvement state of mind. Currently, ESDC is improving project management oversight activities by: + Reviewing current SDLC methodology. The new SDLC is more modern and is adopting latest market state of the art technics such as agile development and management; + Implementing a process through the IT PMO to manage initiatives that fall off its current project management framework by adapting current oversight techniques and procedures to include any unfitted projects\activities; and, + Improving PMIS system and centralizing ESDC’s project data repository. The IT PMO and Enterprise PMO are actively running those projects. + + + + + + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx +13. Will the site’s security groups migrate? +No. Active Directory lists that are on premise will not be migrated; however the Project Team will recreate them as Azure Active Directory groups with settings activated to enable Owners and Designers to manage their membership after they migrate. + +Please keep your access and permissions up-to-date. You should not wait until your site is scheduled for migration to perform this update. + +https://dialogue/proj/ITCD-RMTI/SAS-SAS/_layouts/settings.aspx + + + + Should these internal links be included? +(users won't be able to access off the network anyways) -> Maybe include these on an internal site like iService. + + + 1. Develop an Inventory of Onboarding + + + 2. Yearly survey on Onboarding - with the 2021 April Survey as the baseline. + + + 3. Support Pilots (Ref. Section 2.3). + + + 4. Explore use / develop a prototype platform "One Click Away" for Onboarding using Power tool. + + + + Leverage Marketplace Analytics tool (employee profile analytics) + + + + Leverage information collected from IFFS (Interactive Fact Findings Services) surveys, end user support requests etc. + + + Leverage information collected from performance measurement framework (e.g., dashboard). + + + + Update additional letter of offer template(s) (e.g., non-EX template). + + + Update external content - iterate through use cases, employee types or personas and confer with business content owners. +Provide functionality to allow end users to submit feedback and/or participate in surveys. +Resource component (Dedicated support/analytics staffing). ** +Leverage information collected from IFFS (Interactive Fact Findings Services) surveys, end user support requests etc. +Leverage information collected from performance measurement framework (e.g., dashboard). +Leverage Marketplace Analytics tool (employee profile analytics) +Update additional letter of offer template(s) (e.g., non-EX template). + + + + To build a healthy future, we must also strengthen our healthcare system and public health supports for all Canadians, especially seniors, veterans, persons with disabilities, vulnerable members of our communities, and those who have faced discrimination by the very system that is meant to heal. + + + The Government will work collaboratively with provinces, territories, and other partners to deliver real results on what Canadians need. + + + Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. + + + The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. + + + At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. + + + There is work to be done. On accessibility. On care in rural communities. On delayed procedures. On mental health and addiction treatment. On long-term care. On improving data collection across health systems to inform future decisions and get the best possible results. + + + Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. + + + The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. + + + To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. + + + These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. + + + Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. + + + Priority number one remains getting the pandemic under control. The best way to do that is vaccination. + + + Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + + + Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat. + + + The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat. + + + Now, with one of the most successful vaccination campaigns in the world, and employment back to pre-pandemic levels, the Government is moving to more targeted support, while +prudently managing spending. + +To ensure no one is left behind, support will be extended or added for industries that continue to struggle. + + + At the same time, the Government will also continue making life more affordable for all Canadians. + +Inflation is a challenge that countries around the world are facing. And while Canada’s economic performance is better than many of our partners, we must keep tackling the rising cost of living. To do that, the Government’s plan includes two major priorities: housing and child care. + + + + The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living. + + + The Government will also continue building the first-ever Canada-wide early learning and child care system. By the end of 2022, average fees for regulated child care will be cut in half in most of the provinces and territories. And in some places, this will even happen as early as the start of the year. Families will save thousands of dollars. + + + Four jurisdictions have not yet reached agreements on child care. Two are territories with unique infrastructure challenges, and the Government will keep working together to ensure we meet the needs of the North. The Government will continue working with the remaining two provinces to finalize agreements that will deliver $10-a-day child care for families who so badly need it. + + + + + And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts. + + + Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy. + + + Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy. + + + As a country, we want to be leaders in producing the world’s cleanest steel, aluminum, building products, cars, and planes. Not only do we have the raw materials and energy to do that, most importantly, we have skilled, hard-working Canadians to power these industries. + + + As we move forward on the economy of the future, no worker or region will be left behind. The Government will bring together provinces, territories, municipalities, and Indigenous communities, as well as labour and the private sector, to tap into global capital and attract investors. + + + The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future. + + + The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future. + + + Canadians also know climate change threatens our health, way of life, and +planet. They want climate action now, and that is what the Government +will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s +2030 climate goal. The Government will also legislate Canada’s goal of net-zero +emissions by 2050. + + + As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses + + + This pandemic has reminded Canadians of the importance of nature. The +Government will work with municipalities as part of a new commitment to +expand urban parks, so that everyone has access to green space. This will be +done while protecting a quarter of Canada’s land and a quarter of Canada’s +oceans in five years, and using nature-based solutions to fight climate change, +including by planting two billion trees. + + + • Help deliver more transit and active transit options; + + + • And recognize farmers, foresters, and ranchers as key partners in the +fight against climate change, supporting their efforts to reduce emissions +and build resilience. + + + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + The Government will redouble its efforts by: +• Taking action on online hate; + + + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + + + Action on our collective health and well-being. + +The pandemic has shown us that we need to put a focus on mental health in the same way as physical well-being because they are inseparable. + + + + Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + + + The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. + + + And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources. + + + Personal protective equipment has been shipped across the country. + +The Government will also continue to work on getting Canadians the PPE they need. + +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. + + + Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. + + + Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. + + + The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. + + + At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. + + + Members of the Canadian Forces were there in long-term care homes. + + + Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. + + + The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. + + + To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. + + + These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. + + + Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. + + + In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. + + + + And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + To help make that happen, the Government will launch a campaign to create +over one million jobs, restoring employment to previous levels. This will be +done by using a range of tools, including direct investments in the social sector +and infrastructure, immediate training to quickly skill up workers, and +incentives for employers to hire and retain workers. + + + + Another example of how the Government will create jobs is by significantly +scaling up the Youth Employment and Skills Strategy, to provide more +paid work experiences next year for young Canadians. + + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. + + + + The Government will create an Action Plan for Women in the Economy to help +more women get back into the workforce and to ensure a feminist, intersectional +response to this pandemic and recovery. This Plan will be guided by a task force +of experts whose diverse voices will power a whole of government approach. + + + It has been nearly 50 years since the Royal Commission on the Status of Women +outlined the necessity of child care services for women’s social and economic +equality. We have long understood that Canada cannot succeed if half of the +population is held back. Canadians need more accessible, affordable, inclusive, +and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a +significant, long-term, sustained investment to create a Canada-wide early +learning and childcare system. +The Government will build on previous investments, learn from the model that +already exists in Quebec, and work with all provinces and territories to ensure +that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour +leaders, that the time is now. + + + The Government also remains committed to subsidizing before- and after-school +program costs. With the way that this pandemic has affected parents and families, +flexible care options for primary school children are more important than ever. + + + The Government will also accelerate the Women’s Entrepreneurship Strategy, +which has already helped women across Canada grow their businesses. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + + + And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts. + + + In the longer term, the Government will focus on targeted investments to +strengthen the middle class, build resiliency, and generate growth. The Government +will also identify additional ways to tax extreme wealth inequality, including by +concluding work to limit the stock option deduction for wealthy individuals at large, +established corporations, and addressing corporate tax avoidance by digital giants. + + + Web giants are taking Canadians’ money while imposing their own priorities. +Things must change, and will change. The Government will act to ensure their +revenue is shared more fairly with our creators and media, and will also require +them to contribute to the creation, production, and distribution of our stories, +on screen, in lyrics, in music, and in writing. + + + This fall, the Government will release an update to Canada’s COVID-19 +Economic Response Plan. This will outline the Government’s economic and +fiscal position, provide fiscal projections, and set out new measures to +implement this Throne Speech. + +This update will make clear that the strength of the middle class, and the +wellbeing of all Canadians, remain Canada’s key measures of success. + + + Central to this is recognizing that one of the greatest tragedies of this pandemic +is the lives lost in long-term care homes. Elders deserve to be safe, respected, +and live in dignity. + +Although long-term care falls under provincial and territorial jurisdiction, +the federal government will take any action it can to support seniors while +working alongside the provinces and territories. + + + The Government will work with Parliament on Criminal Code amendments +to explicitly penalize those who neglect seniors under their care, putting +them in danger. + + + The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; + + + The Government will also: +• ...take additional action to help people stay in their homes longer. + + + + The Government remains committed to increasing Old Age Security once a +senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. + + + The Government will look at further targeted measures for personal support +workers, who do an essential service helping the most vulnerable in our +communities. Canada must better value their work and their contributions +to our society. + + + + A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors + + + A robust employment strategy for Canadians with disabilities + + + + Over the last six months, it has become clearer than ever why Canadians need +a resilient health care system. + +The Government will ensure that everyone – including in rural and remote +areas – has access to a family doctor or primary care team. COVID-19 has also +shown that our system needs to be more flexible and able to reach people at home. +The Government will continue to expand capacity to deliver virtual health care. + + + + + The same goes for access to the medicine that keeps people healthy. Many +Canadians who had drug plans through work lost this coverage when they were +laid off because of the pandemic. So this is exactly the right moment to ramp +up efforts to address that. + + + The Government remains committed to a national, universal pharmacare +program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. + + + The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. + + + Women’s safety must be the foundation on which all progress is built. The +Government will accelerate investments in shelters and transition housing, and +continue to advance with a National Action Plan on Gender-Based Violence. + + + To keep building strong communities, over the next two years the Government +will also invest in all types of infrastructure, including public transit, energy +efficient retrofits, clean energy, rural broadband, and affordable housing, +particularly for Indigenous Peoples and northern communities. + + + + And to further link our communities together, the Government will work with +partners to support regional routes for airlines. It is essential that Canadians have +access to reliable and affordable regional air services. This is an issue of equity, of +jobs, and of economic development. The Government will work to support this. + + + This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. + +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. + + + The Government will add to the historic National Housing Strategy announced +in 2017 by increasing investments to rapid housing in the short term, and +partnering with not-for-profits and co-ops in the mid- to long-term. For the +middle class, the Government will also move forward with enhancements to +the First-Time Home Buyer Incentive, including in Canada’s largest cities, +so families can afford to buy their first home. + + + Just like everyone deserves a home, everyone deserves to be able to put nutritious +food on the table. +The pandemic has made that harder for Canadians. The Government will +continue to work with partners – including directly with First Nations, Inuit, +and Métis Nation partners – to address food insecurity in Canada. The +Government will also strengthen local food supply chains here in Canada. + + + The Canadian and migrant workers who produce, harvest, and process our +food – from people picking fruit to packing seafood – have done an outstanding +job getting good food on people’s plates. They deserve the Government’s +full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors +receive full and fair compensation for recent trade agreements. Farmers keep +our families fed, and we will continue to help them succeed and grow. + + + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + From researchers developing vaccines, to entrepreneurs building online stores, +this pandemic has reminded us of the power of the knowledge economy, and +how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT +systems to modernize the way that Government serves Canadians, from the +elderly to the young, from people looking for work to those living with a disability. + + + The Government will also work to introduce free, automatic tax filing for simple +returns to ensure citizens receive the benefits they need. + + + Canadians also know climate change threatens our health, way of life, and +planet. They want climate action now, and that is what the Government +will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s +2030 climate goal. The Government will also legislate Canada’s goal of net-zero +emissions by 2050. + + + As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses + + + As part of its plan, the Government will: +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; + + + This pandemic has reminded Canadians of the importance of nature. The +Government will work with municipalities as part of a new commitment to +expand urban parks, so that everyone has access to green space. This will be +done while protecting a quarter of Canada’s land and a quarter of Canada’s +oceans in five years, and using nature-based solutions to fight climate change, +including by planting two billion trees. + + + The Government will ban harmful single-use plastics next year and ensure +more plastic is recycled. And the Government will also modernize Canada’s +Environmental Protection Act. + + + When the Prairie Farm Rehabilitation Administration was closed by a previous +government, Canada lost an important tool to manage its waters. The Government +will create a new Canada Water Agency to keep our water safe, clean, and +well-managed. The Government will also identify opportunities to build more +resilient water and irrigation infrastructure. + + + At the same time, the Government will look at continuing to grow Canada’s +ocean economy to create opportunities for fishers and coastal communities, +while advancing reconciliation and conservation objectives. Investing in the +Blue Economy will help Canada prosper. + + + • Help deliver more transit and active transit options; + + + Make zero-emissions vehicles more affordable while investing in more charging stations across the country. + + + The Government will launch a new fund to attract investments in making +zero-emissions products and cut the corporate tax rate in half for these +companies to create jobs and make Canada a world leader in clean technology. +The Government will ensure Canada is the most competitive jurisdiction in +the world for clean technology companies + + + • Transform how we power our economy and communities by moving +forward with the Clean Power Fund, including with projects like the +Atlantic Loop that will connect surplus clean power to regions +transitioning away from coal; + + + • And support investments in renewable energy and next-generation clean energy and technology solutions. + + + Canada cannot reach net zero without the know-how of the energy sector, +and the innovative ideas of all Canadians, including people in places like +British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they +work to transform to meet a net zero future, creating good-paying +and long-lasting jobs; + + + • And recognize farmers, foresters, and ranchers as key partners in the +fight against climate change, supporting their efforts to reduce emissions +and build resilience. + + + The Government will continue its policy of putting a price on pollution, while +putting that money back in the pockets of Canadians. It cannot be free to pollute. + + + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + The Government will redouble its efforts by: +• Taking action on online hate; + + + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + + + + + The Government will also help families buy their first home sooner with a more flexible First-Time Home Buyer’s Incentive, a new Rent-to-Own program, and by reducing the closing costs for first-time buyers. + + + + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + The Government will redouble its efforts by: +• Taking action on online hate; + + + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + The Government will redouble its efforts by: +• Taking action on online hate; + + + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + + Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air. + + + Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air. + + + Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + + + Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + + + Protecting our land and oceans will address biodiversity loss. In this work, the Government will continue to strengthen its partnership with First Nations, Inuit, and Métis, to protect nature and respect their traditional knowledge. + + + Creating the Canada Water Agency will safeguard that vital resource and support our farmers. + + + And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy. + + + And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy. + + + While we address climate change – +While we fight COVID-19 and its consequences – +While we grow our economy for everyone – +We cannot turn away from other challenges. + +Gun violence is on the rise in many of our biggest cities. + +While investing in prevention and supporting the work of law enforcement, we must also continue to strengthen gun control. + +The Government has taken important actions like introducing lifetime background checks. + + + The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns. + + + The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns. + + + During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services. + + + During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services. + + + When someone in our country is targeted because of their gender, or who they love, or where they come from, the way they pray, the language they speak, or the colour of their skin, we are all diminished. + +Everyone should be – and feel – safe. + +The Government will continue combatting hate and racism, including with a renewed Anti-Racism Strategy. + + + Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + + + Canadians understand that equity, justice, and diversity are the means and the ends to living together. + +Fighting systemic racism, sexism, discrimination, misconduct, and abuse, including in our core institutions, will remain a key priority. + + + The Government will also continue to reform the criminal justice system and policing. + + + This is the moment to rebuild for everyone. The Government will continue to invest in the empowerment of Black and racialized Canadians, and Indigenous Peoples. It will also continue to fight harmful content online, and stand up for LGBTQ2 communities while completing the ban on conversion therapy. + + + As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act. + + + As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act. + + + This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools. + + + This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools. + + + To support communities, the Government will also invest significantly in a distinctions-based mental health and wellness strategy, guided by Indigenous Peoples, survivors, and their families. + + + Everyone in our country deserves to be safe. + +That is why the Government will accelerate work with Indigenous partners to address the national tragedy of Missing and Murdered Indigenous Women, Girls and 2SLGBTQQIA+ People. + + + The Government will also make sure communities have the support they need to keep families together, while ensuring fair and equitable compensation for those harmed by the First Nations Child and Family Services program. + + + Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today. + + + To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content. + + + To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content. + + + Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today. + + + Allows government organizations to securely transfer files: + +between themselves +to and from private organizations + + + + + + Servers can be grouped to support more users + + + + + + Platform Readiness Guide +This guide provides platform readiness information needed to set up a machine to successfully connect to and access the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/SFT_Platform_Readiness_Guide_Ver_1.8.pdf + + + SFT Client User Guide for SFT Client Version 2.x +This guide provides instructions on the SFT Client GUI and options for Version 2. +https://sftweb.pwgsc.gc.ca/guides/sftClientV2UG_e.pdf + + + Architecture Document +This document describes the architecture of the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/Architecture_MSFT_Ver_1.4.pdf + + + Requirements Gathering Checklist +This document allows the prospective client to provide information required for the setup of the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/MSFT%20Requirements%20Gathering%20Checklist.doc + + + + Operations/User Guide +This guide provides operational procedures in running the SFT Client and using the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/SFT_Operations-User_Guide.pdf + + + + + + + + + + + + A Service Delivery Hub (SDH) was created to modernize technology to allow Service Canada to create an integrated approach to service delivery, resulting in improved, seamless and timely service delivery for clients. + + + Two major components of the strategy are workforce management and workload management. + + + Two major components of the strategy are workforce management and workload management. + + + a) Hosting of content in common space on a single instance; +b) OGD branded sub-school "condo" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs + + + + a) Hosting of content in common space on a single instance; +b) OGD branded sub-school "condo" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs + + + + a) Hosting of content in common space on a single instance; +b) OGD branded sub-school "condo" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs + + + + a) Hosting of content in common space on a single instance; +b) OGD branded sub-school "condo" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs + + + + D2L supports global learning technology interoperability standards, such as SCORM/xAPI, LTI and IMS common cartridge, enabling reusabilty and interoperability. + + + + D2L supports global learning technology interoperability standards, such as SCORM/xAPI, LTI and IMS common cartridge, enabling reusabilty and interoperability. + + + Single sign-on credentials, learner attributes, learning content, common learner record. + + + Provide OGDs with self-service or API based access to data/reports about own employees/learners + + + Carry out pilots with GCPass/Sign-in Canada, GCExchange, DCAM (ADFS) in 2021 + + + Complete Security Assessment and Authorization in partnership with TBS, SSC and CCCS + + + Business Solutions Operations +NIIS BR (Pension forms) for IITB / NIIS +Updated: March 9, 2022 + + + + + + physical work environment and hardware (building, garage, office, phones, etc.) +1.1 Mailstop Information +1.2 Relocating, if Necessary +1.3 Printers +1.3.1 Add Printer Wizard +1.3.2 Have Your Email Account Added For Scan Function +1.4 Building Services +1.5 Parking, Bike Cage, Change Room, Showers +1.6 Evacuation Sequence +1.7 Meeting Arrangements +1.7.1 Booking System +1.7.2 Hosting a Conference call +1.7.3 Skype +1.8 Telephone (VOIP) +1.9 Voicemail +1.10 Outlook Calenda + + + + + + + + • ESDC is undergoing a massive service transformation right now, as you know. IITB’s role in this work is suitably large – we must ensure that all of the substantial IT elements of our transformation are delivered, whether by our team or by our service delivery partners. This work is of highest priority in our Department, and for the GC and indeed for Canadians. + + + • While our Department and our Branch are busy transforming, IITB also has the very large job of keeping running and maintaining the essential IT services that underpin everything. ESDC is often referred to as a “portfolio” and not just a department, for very good reason: We are enormous. Our IT operations are comparably large. + + + + Rina, Nasser and I are committed to ensuring that information is shared regularly and, more importantly, in a timely fashion. To that end, we are planning a meet and greet town hall for mid-June, in or near National Public Service Week. Details on this meeting will be sent in the coming days. + + + + Parliamentary review +12 As soon as feasible after the third anniversary of the day on which this section comes into force and after each subsequent fifth anniversary, a review of this Act and of its administration and operation is to be undertaken by a committee of the Senate, of the House of Commons or of both Houses of Parliament that may be designated or established for that purpose. + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + +In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + + + + + In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + + + + + + + Robert (Bob) Weisman, PhD, PEng, PMP, CD1 +President ISACA Ottawa Valley Chapter and President Association of Enterprise Architects (Ottawa Gatineau Chapter) +DTiG 2021 Conference Chair +Robert is an Engineer in Residence and Professor Digital Transformation and Innovation at University of Ottawa where he now teaches enterprise architecture to graduate and undergraduate students and soon Digital Transformation Leadership Bob spent 30 years in government, 10 years at CGI and then academia with a PhD journey He is a very active member of The Open Group and also CEO and Executive Management Consultant at Build The Vision Inc. + + + + Role to be discussed at a later date + + + Jean-Luc Lemieux CPA, CMA, CISA, CIDA +ISACA Ottawa Valley Director Conferences and Secretary Designate +Jean-Luc is a senior consultant at Samson and Associates and President of Jean Luc Lemieux CPA Inc. He has volunteered to manage the technology platform supporting the DTiG 2021 Conference. + + + Xenos Khan, MBA +AEA Ottawa Gatineau Chapter Director Programs Designate +Xenos passed away suddenly in May 2021. He was a gifted and warm hearted man dedicated to his family, friends, and his colleagues at Gelder, Gingras and Associates where he was Vice President Consulting and at Employment and Social Development Canada (ESDC) where he was working on the Cloud Reference Architecture. He will be sorely missed. + + + Will Xu +Conference Website Administrator +Will serves as the Director of Communications and Webmaster for the ISACA Ottawa Valley chapter. Professionally, he is a member of the audit team at the Office of the Auditor General of Canada, conducting IT performance audits of federal government departments. He has created and maintained the web presence of DTiG 2021. + + + Jean Lapierre +Director for Government Advocacy. Association of Enterprise Architects’ Ottawa Gatineau Chapter +Jean’s most recent public service engagement is at Employment and Social +Development Canada (ESDC) is as an enterprise architect, seeking to enable +architectural alignment and reduce technical debt. Previously, his career was +focussed in the field of Data Warehousing, having worked at National Defence +(DND), Treasury Board of Canada Secretariat (TBS), and Shared Services Canada +(SSC). For the conference, Jean was instrumental in getting key speakers for DTiG +2021 and communicating with the public service. + + + Jenny Xi, Treasurer +ISACA Ottawa Valley Chapter +Jenny +has been volunteering as the Treasurer for the ISACA Ottawa Valley Chapter Board for +two years She works at NAV CANADA as Manager, Internal Control and has over 13 years of +experience in the accounting profession including internal controls, fraud risk management, +general computer controls, taxation, governance and information security controls +For +DTiG 2021 Jenny has managed the finances for the first time the conferences has been in a +virtual format + + + Analyst: Expenditure Management Division. +Treasury Board of Canada Secretariat / Expenditure Management Sector / EMS - Assistant Secretary's Office / Program Performance and Evaluation Division / Central Performance and Impact Assessment Unit + + + Need to create and manage a Google account, with sufficient security settings and credentials, to be managed by key members of the group. +Ensure consistent naming is used, ideally starting with "YYYYMMDD" to indicate the day of presentation. "<Date Presented in format: YYYYMMDD>-<Digit indicating the order: 1, 2, 3, etc. from that day> - <Last Name> - <Organization Acronym> - <Shortened Title>.pdf" + + + + + + + + + + + Organizing Site Content +Content is organized into external (pre-onboarding) and internal (first day of onboarding and beyond) information. +New executives would not be able to access the internal content (financial delegation, staffing sub-delegation). +One concern is that of the security risk introduced by placing internal email addresses on an external-facing website (Maybe include the contacts in the LOO?). Also, are we going to cover more topics (i.e. remote work)? + + + + - Internal links +- Require ESDC account + + + + + + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - +https://dialogue/grp/GI-IM/default.aspx + TBS Directive on Recordkeeping + TBS Directive on IM Roles and Responsibilities + Standard on Email Management + Library and Archives Canada Act + Information Management Courses offered by CSPS + IM Basics + Directive on Open Government + Stewardship of Information + Guidelines for USB usage + ESDC Data Loss Prevention + + + + + + + + + + + + IM Lead + - Reviews sites and proposed migration dates with the Project Team + - May update name(s) “Site Owner” role for migration, in the site metadata + - Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) + - Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Point of contact to Site Owners/Designers through the migration process + + + The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site + + + + Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online + + + Site Owner + - Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities + - Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed: https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-Site-Remediation.aspx + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Confirms completion of final steps in SharePoint Online, with the Project Team + + + + SharePoint Migration Project Team + - Creates new URL for site in SharePoint Online + - Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation + - Consults with Branch/Regional IM Leads to schedule sites in migration waves + - Migrates site to new SharePoint Online environment + - Point of contact to Site Owners/Designers through the migration process + - May assign additional resources to support Site Owners/Designers of more complex sites + + + The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online + + + View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents. + + + Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4). + + + + Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. + + + + Contribute: Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents. + + + + Everyone Except External Users + + + This Permission might be used to: +1. Share with other GC Departments, Partners, etc. +2. Share with System Integrators who may not have an ESDC Network Account +3. Share with Public (use caution here). +There should be a strong Use Case here, with permissions set only at the lowest-level folder, to ensure permissions are not inherited by mistake. + + + + + + SharePoint Online Learning Essentials +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + + + Explore the Resource Centre and be sure to see the Frequently Asked Questions. +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx + + + Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. +Users have the ability to run code, delete the entire SharePoint instance, etc. ("SAS_Owner"). + + + Employment and Social Development +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Labour Program +https://www.canada.ca/en/employment-social-development/corporate/portfolio/labour.html +Service Canada +https://www.canada.ca/en/employment-social-development/corporate/portfolio/service-canada.html +More about the portfolios and programs +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Mandate +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-results/2017-2018/ +mandate-role.html +Departmental Plans +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-plan.html +Read about our Leaders +https://www.canada.ca/en/employment-social-development/corporate/organizational-structure.html +Accessibility +https://www.canada.ca/en/employment-social-development/programs/accessible-people-disabilities.html +Diversity and Inclusion + - Self ID (just an introduction to it, no links + + + +Key Leadership Competencies +https://www.canada.ca/en/treasury-board-secretariat/services/professional-development/key-leadership-competencyprofile.html +Directive on Terms and Conditions of Employment for Executives +https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=32625&section=html +Executive Performance Management (PM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/performancemanagement-program-executives.html +Executive Talent Management (TM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/executive-talentmanagement.html +Public Service Group Insurance Benefits Plan +https://www.canada.ca/en/treasury-board-secretariat/services/benefit-plans/active-members/becoming-executive.html + + +Bring a copy of your leave balance and MyKey + + +Canada School of Public Service +https://www.csps-efpc.gc.ca/index-eng.aspx +- Public Service Orientation: Learn about government +https://www.canada.ca/en/government/system.html + + + - Executive compensation at a glance +- Hours of work +- Executive Leave +- Help +Advisory Services offered by the Association of Professional Executives of the Public Service of Canada (APEX) +https://apex.gc.ca/confidential-advisory-services/ + +The Pension Centre: 1-888-742-1300 + + + Learning path for executives +https://www.csps-efpc.gc.ca/exdev-eng.aspx +Diversity and inclusion learning path for executives +https://csps-efpc.gc.ca/diversity-inclusion-eng.aspx + + + CONTACTS +● Executive Resourcing: +● Executive Performance and Talent Management: +● Executive Leadership Development Programs: +● Compensation for executives: + + + • CSPS Courses +- G110 course, “Authority Delegation Training" +- G610 course, “Authority Delegation Validation Assessment for Executives” + +• SABA Courses +- “Travel, Hospitality, Conference and Event Expenditures – Financial Signing Authorities”. Course (ID: 00010242) + +• Upon successful completion +- please notify the Financial Delegation Unit (FDU) by email at: +- Request Financial Signing Authority - Incumbent and Requester Portal. + + + • CSPS Courses +- H200 (Module 1 and Module 2) “Basics of Staffing in the Public Service” +- H200 (Module 3) course, “Validation of Knowledge related to the Basics of Staffing in the Public Service” +- P901 course, “Staffing: A Resourcing Tool for Managers” +- W005 course, "Understanding Unconscious Bias" +- W006 course, "Overcoming Your Own Unconscious Biases" +- W007 course, "Overcoming Unconscious Bias in the Workplace" + +• SABA Courses +- “ESDC Orientation Session for Staffing Sub-Delegation” + +• Upon successful completion +- contact your sub-delegation coordinator +- iService page +• Contacts + + + • Performance Management (PM) +• Talent Management (TM) +• ESDC Essential Training for Executives +• Diversity and Inclusion +• Leadership Development Programs + + + • Communities of Practice and Networks within ESDC +• Executive Corner on GcConnex (require .canada or .ca email) https://gcconnex.gc.ca/login +• Association of Professional Executives of the Public Service of Canada (APEX) https://apex.gc.ca/ +- APEX Ambassador at ESDC is <Person> <Email> + + + • Diversity is our strength (news article on iService) +• Self-identification forms in myEMS (PeopleSoft) + + + + + + + + CONTACTS +● Executive Resourcing: +● Executive Performance and Talent Management: +● Executive Leadership Development Programs: +● Compensation for executives: + + + Learning path for executives +https://www.csps-efpc.gc.ca/exdev-eng.aspx +Diversity and inclusion learning path for executives +https://csps-efpc.gc.ca/diversity-inclusion-eng.aspx + + + - Executive compensation at a glance +- Hours of work +- Executive Leave +- Help +Advisory Services offered by the Association of Professional Executives of the Public Service of Canada (APEX) +https://apex.gc.ca/confidential-advisory-services/ + +The Pension Centre: 1-888-742-1300 + + + Employment and Social Development +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Labour Program +https://www.canada.ca/en/employment-social-development/corporate/portfolio/labour.html +Service Canada +https://www.canada.ca/en/employment-social-development/corporate/portfolio/service-canada.html +More about the portfolios and programs +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Mandate +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-results/2017-2018/ +mandate-role.html +Departmental Plans +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-plan.html +Read about our Leaders +https://www.canada.ca/en/employment-social-development/corporate/organizational-structure.html +Accessibility +https://www.canada.ca/en/employment-social-development/programs/accessible-people-disabilities.html +Diversity and Inclusion + - Self ID (just an introduction to it, no links + + + +Key Leadership Competencies +https://www.canada.ca/en/treasury-board-secretariat/services/professional-development/key-leadership-competencyprofile.html +Directive on Terms and Conditions of Employment for Executives +https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=32625&section=html +Executive Performance Management (PM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/performancemanagement-program-executives.html +Executive Talent Management (TM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/executive-talentmanagement.html +Public Service Group Insurance Benefits Plan +https://www.canada.ca/en/treasury-board-secretariat/services/benefit-plans/active-members/becoming-executive.html + + +Bring a copy of your leave balance and MyKey + + +Canada School of Public Service +https://www.csps-efpc.gc.ca/index-eng.aspx +- Public Service Orientation: Learn about government +https://www.canada.ca/en/government/system.html + + + - Internal links +- Require ESDC account + + + •Performance Management (PM) +•Talent Management (TM) +•ESDC Essential Training for Executives +•Diversity and Inclusion +•Leadership Development Programs + + + + • CSPS Courses +- H200 (Module 1 and Module 2) “Basics of Staffing in the Public Service” +- H200 (Module 3) course, “Validation of Knowledge related to the Basics of Staffing in the Public Service” +- P901 course, “Staffing: A Resourcing Tool for Managers” +- W005 course, "Understanding Unconscious Bias" +- W006 course, "Overcoming Your Own Unconscious Biases" +- W007 course, "Overcoming Unconscious Bias in the Workplace" + +• SABA Courses +- “ESDC Orientation Session for Staffing Sub-Delegation” + +• Upon successful completion +- contact your sub-delegation coordinator +- iService page +• Contacts + + + • CSPS Courses +- G110 course, “Authority Delegation Training" +- G610 course, “Authority Delegation Validation Assessment for Executives” + +• SABA Courses +- “Travel, Hospitality, Conference and Event Expenditures – Financial Signing Authorities”. Course (ID: 00010242) + +• Upon successful completion +- please notify the Financial Delegation Unit (FDU) by email at: +- Request Financial Signing Authority - Incumbent and Requester Portal. + + + • Communities of Practice and Networks within ESDC +• Executive Corner on GcConnex (require .canada or .ca email) https://gcconnex.gc.ca/login +• Association of Professional Executives of the Public Service of Canada (APEX) https://apex.gc.ca/ +- APEX Ambassador at ESDC is <Person> <Email> + + + • Diversity is our strength (news article on iService) +• Self-identification forms in myEMS (PeopleSoft) + + + + + + + Executive Taskforce Leadership Team (ETLT) + + + + + + + + + + + + + + + + + + + + + + + + The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. + + + + + + + + The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living. + + + + + Terms and conditions +Customers will be registered to use the MSFT facility. They must have a Public Key Infrastructure (PKI) certificate that is cross-certified with the Government of Canada federal PKI bridge, as well as an active Internet connection to implement the service. +Government of Canada institutions (departments, agencies and Crown corporations) must encrypt human resources (HR) and financial data in accordance with the Operational Security Standard: Management of Information Technology Security (MITS). Use of the Government of Canada MSFT secure file transfer service supports MITS for the secure transfer of any file type and size up to and including the "Protected B" level at medium assurance for bi-directional file transfers between users, systems and applications. MSFT is mandatory for SSC and customers. +As per the Service Level Agreement with customers, each customer is ultimately responsible for ensuring their own security and privacy compliance through the identification, mitigation and acceptance of any residual risks. The customer ensures the application of appropriate security and privacy controls in their IM and IT activities and procedures. +The customer is responsible for their own Security Assessment and Accreditation (SA&A) initiatives related to their environment and systems. +Moreover, customer departments are responsible for controlling authorization and need-to-know within their own systems and are further advised, for added assurance, to encrypt end-to-end their protected data as per the Treasury Board of Canada Secretariat Operational Security Standard: Management Standard: Management of Information Technology Security (MITS). + + + http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12328 + +Rescinded [2019-06-28] - Operational Security Standard: Management of Information Technology Security (MITS) + + + https://gpp-ppm.service.gc.ca/sites/forms-formulaires/PMISformsFormulaires/Lists/IITBProposalIntake/DispForm.aspx?ID=47 +https://crm-grc.service.gc.ca/IITB-PPS-DGIIT-SPP/main.aspx + +PROJECT BACKGROUND: +Our current translation management system is MultiTrans 6 (2017) and it does not provide: +Industry standard functionality +An accessible interface +Compatibility with O365 64-bit +Document translation + +PROJECT DESCRIPTION +To replace our current translation management system is MultiTrans 6 (2017) with a modern and flexible product + +PMIS - PROJECT OUTCOMES +A Modern Translation Management System that provides: +Updated translation memory, functionality and workload management +An accessible interface +Support for Office 365 64-bit +End-user document translation + +DEFINITIVE MEDIA LIBRARY (DML) +MultiTrans 2017 Admin Console, MultiTrans 2017 Client, MultiTrans 2017 server + + + + + As shown in the commercial offer plus 2 Trados Studio licences per team +22 Linguistics Teams. +Linguistics staff will use both Language Cloud and Language Weaver (for them it's included in Language Cloud's licence) Non-linguistics staff will use Language Weaver for document translation instead of the current array of free and paid online services such as google, bing, DeepL, etc. etc. + + + As shown in the commercial offer plus 2 Trados Studio licences per team + + + + + WPSM will manage all requests and approvals as is the case with MultiTrans + + + + + + + + + + + + + + + + https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Major.pdf + + + https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Minor.pdf + + + Small Projects (between $500,000 and $2,500,000) (PDF, 607 KB) +https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Small%20500K-2.5M.pdf + +Small Projects (up to $500,000) (PDF, 423 KB) +https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Small%20Less%20Than%20500K.pdf#search=Life%20cycle + + + + + + + + + + + + + + + + + + + + + + A Service Delivery Hub (SDH) was created to modernize technology to allow Service Canada to create an integrated approach to service delivery, resulting in improved, seamless and timely service delivery for clients. + + + A Service Delivery Hub (SDH) was created to modernize technology to allow Service Canada to create an integrated approach to service delivery, resulting in improved, seamless and timely service delivery for clients. + + + By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve. + + + By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve. + + + By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve. + + + By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve. + + + Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub. + + + Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub. + + + Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub. + + + Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub. + + + + + + + + + + Contract Awarded to Brightspace by D2L following Agile RFP + + + School has VP/DG level steering committee and an Implementation Working Group consisting of all branches, business lines and supporting areas to contribute to planning and implementation. + + + School has VP/DG level steering committee and an Implementation Working Group consisting of all branches, business lines and supporting areas to contribute to planning and implementation. + + + + + + + + + + + + + + + + + + + + + A1 QC Client Primary A Quebec resident seeking to register for / login to MSCA using their QC Digital Identity. + + + A2 Service QC Agent Secondary A Service QC agent who provides support to clients. + + + A3 ESDC R&A Call Centre (NIDS) Agent Secondary A NIDS agent who provides telephone support to clients for issues associated with SIN validations. + + + A6 ESDC Systems Primary SIR/ECAS/MSCA portal + + + A4 Service Canada / 1-800 O CANADA Agent Secondary A Service Canada or 1-800 O CANADA agent who provides general information to clients in-person or by telephone for questions and issues assocated with federal programs and services. + + + A5 QC Systems Primary QC Digital Identity Program + + + UC1 Initiate Registration Quebec’s Digital Identity appears as a TDI option alongside federal credentials - GCKey and Sign-In Partner – on the federal Registration and Authentication (R&A) page for MSCA. QC client selects the Quebec Digital Identity option. + + + UC2 Client Login Client is redirected to Quebec’s Digital Identity website in QC system and must provide username and password. + + + UC4 Identity and Personal Information Consumed If the QC Digital Identity entered by the client in UC2 is valid, the client’s PAI will be consumed from the QC Digital Identity by ESDC systems. + +If the client’s QC Digital Identity is deemed to be a new user, the identity and personal information (Last Name, First Name, Date of Birth, will be consumed and used for SIR Validation (except for the First Name) and all data elements will be stored in ECAS. + +If the client’s QC Digital Identity does not meet all acceptability criteria (i.e. including the required Level of Assurance), an error message will be presented to the client by ECAS and only the PAI and LOA information will be stored in ECAS. + + + + UC3 No Match / Refer to Service QC Agent If the QC client’s username and/or password is invalid, or for any other exception, the QC system will generate an error message indicating the information entered does not match the database record and to either try again, or contact a Service QC Agent to resolve the issue. Number of acceptable failed attempts as per QC’s security protocol. + + + UC5 Entry of SIN The client is required to enter their SIN for mapping of the PAI to ECAS and to complete program enrolment. + + + UC6 R&A Database Lookup The SIN and PAI will be cross-referenced against the R&A Database to determine whether the client is a new or returning user. + + + UC7 Entry of Program Enrolment Information If the client is deemed to be a new user, the client is required to enter their SIN , Parent's name at birth and security questions and responses to complete the program enrolment requirements. The identity and personal information (Last Name, First Name, Date of Birth, Province of Residence) data elements will be requested and consumed from the QC Digital Identity. + + + UC8 SIR Validation Use the existing SIN validation services to validate the client’s SIN and additional personal information (Last Name, Date of Birth, and Parent's name at birth) against the SIR. + + + UC9 Match / Streamlined Access Route the match response to the ESDC system and create their MSCA profile. +QC clients can then access applicable services associated with the Canada Pension Plan (CPP), Employment Insurance (EI) and Old Age Security (OAS), as well as utilize the Linked Accounts service with Canada Revenue Agency (CRA). + + + + UC10 No Match / Refer to ESDC Agent If the QC client’s identity profile does not match SIR data, ECAS will generate an error message indicating the information entered does not match their SIR record and to either try again or contact an ESDC Service Agent by phone to resolve the issue. Number of acceptable failed attempts remains the same. + + + UC11 Returning MSCA User / Credential Substitution to QC Digital Identity If the QC client is deemed to be a returning user in UC6 (performing a credential substitution from GCKey or Sign-In Partner to QC Digital Identity), the QC client is required to enter the answers to the security questions previously provided. + + + UC12 Validate Answers The answers provided are validated against the R&A Database (ECAS) . + + + UC13 Match / Successful Credential Migration Pass the client through to MSCA. The new TDI is inserted in R&A Database, and the previous GCKey/ Sign-In Partner mapping will be set to inactive. + + + UC14 No Match / Refer to ESDC Agent If the client’s answers to do not match the R&A Database, ECAS will generate an error message indicating the information entered does not match the database and to either try again or contact an ESDC Service Agent by phone to resolve the issue. + + + UC15 Returning QC Digital Identity Users ECAS recognizes the PAI of a returning QC Digital Identity user and passes the client through to MSCA after a SIN flag check using the existing process . If there is a flag on the SIN, the QC user will receive an error message to contact an ESDC support agent by phone to resolve the issue. + + + UC16 Returning MSCA User / Credential Substitution from QC Digital Identity If the QC client is deemed to be a returning user, performing a credential substitution from QC Digital Identity to either GCKey or Sign-In Partner, the client is required to enter the answers to the ECAS security questions provided during a previous session. + + + + + + + + + + + The Wage Earner Protection Program (WEPP) provides payments to employees when their employer is subject to a receivership, bankruptcy, or other WEPP qualifying insolvency proceeding. + + + The WEPP will pay out unpaid wages, vacation pay, termination and/or severance based on the applicant’s eligibility. + + + + + + + + + + + + ID Name Description Relationship to Solution +SI1 ISB Regions Integrity Services Branch, regions ISB regions are responsible for conducting inspections on employers and they are directly impacted by these changes. +Direct users of solution. + + + + SI2 ISB NHQ ISB National Headquarters ISB NHQ is responsible for providing direction, advice and guidance and training/tools to ISB regions to make sure they are fully equipped and ready to operationalize the new conditions. ISB NHQ is also responsible to identifying and coordinating changes to IT solutions reflective of updated guidance. NHQ users are also responsible for non-compliant decision making, monitoring, reporting etc to support the regions throughout the inspection process. +Direct users of solution. + + + SI3 IT Information Technology IT is responsible for maintaining and implementing changes to the solution. + + + SI4 BSO Business Solutions Operation BSO is responsible for making changes to the letters/annexes templates in CCT in collaboration with IT where IT is impacted by changes to the templates. +Direct users of solution during changes or template development. + + + + SI5 POB Program Operations Branch POB is responsible for introducing the new regulations to employers upfront when they apply to ESDC with Labour Market Impact Assessment (LMIA) applications, so the employers are aware of the new commitments and the fact that they will be inspected and held responsible if an inspection was called. POB is also impacted when ISB suspends LMIA application assessment process if ISB determines that employer may not be complying with certain conditions. Suspending LMIA processing is a new authority granted to the program under these regulations coming into force Sept. 2022. A new field is planned to be added to the system to indicate that the employer has been suspended until further notice. +Not a direct user; they receive information via the interface on inspection status, decisions and consequences. + + + + SI6 SEB Skill and Employment Branch SEB is the lead for the program and is responsible for the regulatory framework for the TFWP. They work with all partners/stakeholders in drafting and implementing the new regulations. SEB/POB are also responsible for developing inspection policies. All changes to the solution must be aligned to the regulations, policies and guidance to operationalize the conditions. +Not a direct user of the solution. + + + + SE1 IRCC Immigration, Refugees and Citizenship Canada The Temporary Foreign Workers Program is administered jointly by ESDC and IRCC. Both departments work together and make sure the regulatory framework reflect the entire TFWP and that both departments are in agreement with the new regulations and how it applies to the part of the program they are responsible for administering. +Not a direct user of solution. + + + Definition of Minister +2 In this Act, Minister means the Minister of Employment and Social Development. + + + + + + + + + + + + + + + + + + + + + + + File your income taxes +Filing your income tax return is required to apply for this benefit. + +Have you filed your 2021 income taxes? + + + Set up direct deposit +Direct deposit will be the fastest way to get payments for this benefit. + +Is your direct deposit information up to date with the CRA? +Yes +No - I want to set it up +No - I prefer to receive my payment by cheque? + + + Confirm you have access to your CRA My Account +Canada Revenue Agency's online application (CRA My Account) will be the fastest way to apply for this benefit. + +Do you have a CRA My Account? + + + Confirm you receive the Canada Child Benefit (CCB) +Receiving the CCB is required to access this benefit. + +Do you receive CCB payments for your child as of December 1, 2022? + + + Estimate how much you could get +Your benefit amount depends on your adjusted family net income. + +What was your adjusted family net income in 2021? +less than $70,000 +$70,000 to $79,999 +$80,000 to $89,999 +$90,000 or more + + + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + + + Health Canada and the CRA are collaborating closely on an application platform that would deliver payments in a timely fashion. Further details on how and when to apply for the Benefit will be communicated in due course. + + + + + • Compatibility with data coming from Drupal (php) + + + + + + + • Ability to create surveys from within Dynamics +• Ability to monitor results from surveys within Dynamics +• Ability to sort survey responses by responses to specific questions +• We don’t want to link survey responses with stakeholders and their information --> Survey Anonymity + + + Log-in + +Accessible log-in with appropriate alt-text + +Our brand colours and logo/banner + +Display welcome screen with key takeaways (most recent stakeholders added, quick data like number of stakeholders, if there is an open survey, how many responses, email opens of newsletters) + +Accessible with appropriate alt-text + +Navigation bar with respect to various aspects of the program: our database, survey creation, survey results, analysis software, teams, search + +For example – navigating to stakeholder database. Click on database, shows full database in excel like format + +Click on individual stakeholder and brings up their contact card with all details and information + + + 1. Log-in +a. Accessible log-in with appropriate alt-text +b. Our brand colours and logo/banner + + + 2. Display welcome screen with key takeaways (most recent stakeholders added, quick data like number of stakeholders, if there is an open survey, how many responses, email opens of newsletters) +a. Accessible with appropriate alt-text + + + 3. Navigation bar with respect to various aspects of the program: our database, survey creation, survey results, analysis software, teams, search + + + + + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + + + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + + + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + + + In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + + Uploading a video +Uploading a video file on GCcollab uses the exact same steps as uploading a regular file, however it is important to note that the size of the video to be uploaded should not exceed 1GB. While GCcollab does not have video player functionality, users can upload video file types. + +Accepted file formats:: txt, jpg, jpeg, png, bmp, gif, pdf, doc, docx, xls, xlsx, ppt, pptx, odt, ods, odp, accdb, mdb, m4a, mp4, grd, map, rar, gdb, dwg, zip, mp3, ppsx, mid, mov, xlsm, ai, xd, svg, indd, vsd, vsdx, mpp, mppx, potx, dotx, .dotx + + + + + Unreliable. >100 GB with GoDaddy. Pay more to get more. + + + No capacity issues. No retention issues. + + + Max size for BuildTheVision DropBox is <unknown> GB. + + + https://engage.isaca.org/home + +Possible Delivery: Content from each DTiG Conference Year stored in separate tabs. + + + + + + Information Management Office Portal +https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + + + Peer-to-peer features allow for the direct transfer to another MSFT client. The user must control file delivery and destination. + +Security of information + +The MSFT service is capable of providing a secure means to transfer information up to and including "Protected B". + + + + + Eventmail +The Eventmail Utility contains Java code to configure the SFT Client to send emails using Events. The emails can be sent based on filenames. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftEventmail + + + Line Converter +The Line Converter Facility is a utility that converts text file line separators to Windows or UNIX format. This utility inputs a text file and converts the line separators based on two rules: the filename matches the mask of files to convert and the desired line separators are different than the current ones in the file. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftLineConverter + + + Sendmail +The Sendmail Utility contains Perl code and Perl scripts to configure the SFT Client to send emails using Events. +The code, scripts and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftSendmail + + + File Redirector Utility (FRU) +The File Redirector Utility allows files that arrive in one directory to be separated into different directories based on filename masks. The files are separated based on rules configured within a properties file. If a filename matches a rule, the file is moved to the destination directory specified. If the filename does not match a rule, the file is left in the input directory. +Files can be renamed when they are moved to the destination. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftRedirector + + + Crunch/Decrunch +The Crunch/Decrunch Facility is a utility for the Windows operating system to permit clients to gather a large number of small files into one file to send through the MSFT Service as one file transfer, instead of a multitude of small file transfers. The sending client runs Crunch and the receiving client runs Decrunch. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftCrunchDecrunch + + + https://sftweb.pwgsc.gc.ca/sft-html/SFT_main_e.html + +SFT Client Web - January 2015 +Please note that this version requires JRE 6 update 5 or greater, with the corresponding JCE files. + +Proof of Concept Web Client +http://sftweb.pwgsc.gc.ca/sftClient/index.html + +Production Web Clients + +Production Web Client from the Government network +http://sftweb.pwgsc.gc.ca/VERSION2/sftClient10-1/index.html + +Production Web Client from the Internet +http://sftweb.pwgsc.gc.ca/VERSION2/sftClient10-2/index.html + +Last Updated: 2013-12-03 + + + https://www.rws.com/localization/language-cloud/ + + + Translation "Pairs" (English / French) + + + + + + + Audit trails +RWS Language Cloud maintains a full audit tr ail of every file that is processed in the application. In the unlikely e vent +of a security incident, an administrator can query the history of a file as it pr ogressed through the workflow and +determine which workflow tasks were executed on the file and which users accessed it. + + + + + User interface (UI) log files +Log files for users accessing the RWS Language Cloud application user interface are created and stored in standard NCSA Combined log format. An example log entry would be: + +10.228.144.254 - - [31/Jan/2021:03:08:14 +0000] “GET /lc/t/483384/dashboard HTTP/1.1” +200 14196 “-” “Mozilla/5.0 (X11; Linux x86_64) AppleWebKit/537.36 (KHTML, like Gecko) +Chrome/87.0.4280.66 Safari/537.36” 761 14548 581839 + +These log files contain: +• [host] The IP address or host/subdomain name of the client making the request +• [rfc931] The identifier used to identify the client making the r equest +• [username] The username used by the client for authentication +• [date:time timezone] The date and time stamp of the request +• [request] The requested resource, the method, and the protocol version +• [statuscode] The outcome of the request +• [bytes] The number of bytes of data transferred +• [referrer] The URL which linked the user to the site +• [user_agent] The web browser and platform used by the visitor +• [cookies] One or more cookies passed by the browser + + + Microservice log files +Each service also creates a log file. API requests are logged both at the platform inbound endpoint (API gate way) as well as within each internal component (service). Debugging information is also logged to aid in tr acing specific behaviour. Examples: + +2021-02-01 07:45:31,880 INFO [http-nio-8765-exec-5179] [e76eafec-506f-4645-b6b2-d163ba173379] [lc.api.gateway] [guest] c.s.l.l.a.g.w.RequestLoggingConfiguration$1 +[RequestLoggingConfiguration.java:35] Incoming request [GET /gw-account-web/accounts/5ee8b4e27b56b01e50b71a82/settings?tenant=461371, client=10.228.60.25, +headers=[host:”de1-lc-apigw.sdlproducts.com”, accept:”*/*”, authorization:”masked”, x-lccaller-app:”LCUI/2.2.9”, x-lc-appsid:”masked”]] + +2021-02-01 07:45:32,004 INFO [http-nio-8080-exec-74] [e76eafec-506f-4645-b6b2-d163ba173379] [lc.account.service] [5ee8b4e27b56b01e50b71a82] +c.s.l.g.a.s.a.AccountServiceImpl [AccountServiceImpl.java:1484] getAccountSettings >> 5ee8b4e27b56b01e50b71a82 + +2021-02-01 07:45:32,011 DEBUG [http-nio-8080-exec-74] [e76eafec-506f-4645-b6b2-d163ba173379] [lc.account.service] [5ee8b4e27b56b01e50b71a82] +c.s.l.g.a.s.r.SubscriptionRepositoryImpl [SubscriptionRepositoryImpl.java:191] There is no subscription in cache for accountId=5ee8b4e27b56b01e50b71a82 sandbox=true + + + Log monitoring and retention +By default, logs are kept for 90 days in a centralized logging server. Basic log monitoring is in place and internal API errors are monitored automatically, with an alert raised to an internal collaboration tool if the number of errors exceeds a pre-set threshold. + + + + RWS ID +RWS ID is a single-sign-on (SSO) solution and is based on a third-party identity platform provided by Auth0. +More information on the security of Auth0 can be found by visiting auth0.com/security + + + Federation +RWS ID can be federated to a client’s identity provider, which provides the same level of security as is present in the client’s own environment. There are several options for this federation, including (but not limited to) LDAP, ADFS, Azure AD, OpenID Connect, and SAML. + + + Multi-factor authentication +If RWS ID is not federated to the client’s identity provider, multi-factor authentication (MFA) can be implemented on a per-domain basis. MFA is an authentication method in which a user is granted access only after successfully presenting two or more pieces of evidence (factors) to an authentication mechanism: +• Knowledge (something the user knows, such as a password) +• Possession (something the user has, such as a mobile device) +• Inherence (something the user is, usually a biometric factor such as a fingerprint) + + + Session timeout +If a session is left inactive in RWS Language Cloud, it will automatically time out and require the user to reauthenticate to continue working in the application. + + + User permissions +In RWS Language Cloud, each user belongs to one or more user groups. Each group has a limited set of permissions (a ‘role’) that determines which actions members of the group can execute, and at which level of the organizational structure. The permissions for users who are members of multiple groups are determined by creating a superset of all the +permissions of those groups. All users and groups are managed by account administrators. If clients are using a managed service, these administrators would be RWS personnel who set up the users and groups, but do not subsequently have access to the client data. Clients who want to administer their own accounts can do so without any involvement from +RWS. + + + + Custom roles +In addition to the default roles provided, RWS Language Cloud allows you to create custom roles that can be assigned to groups. A custom role can be granted a set of permissions, allowing for flexibility when determining the actions that can be performed by the members of those groups. + + + Encryption at rest +All data that is resident in the application is encrypted at rest. If projects are downloaded for offline translation, those files are not then guaranteed to be encrypted as they reside on a user’s own system. To mitigate this issue, there is a feature to force users to work online, which will prevent the data from leaving the application server. With this feature enabled on a project, translators and reviewers will only be able to use the browser-based interface. + + + https://www.rws.com/language-weaver/resources/machine-translation-cloud/ +Language Weaver Cloud is part of a holistic ground to cloud Linguistic AI solution for enterprises that need the ability to process high volumes of multilingual content to global audiences. + + + + + + + + + + + + + + + + + + + + + It also builds on the Workload Management Tool that was introduced in 2016 to support the Gs&Cs administration, business line performance and reporting. + + + School has also procured SAP Qualtrics via PSPC multi-departmental contract as a cloud-based SaaS survey/evaluation solution to replace Simple Survey. + + + + + + The IITB NIIS team will create a new NIIS Screen enabling users to select from a list of available templates stored in CCT. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Provided by the myKEY service, is required to use the MSFT service + + + SFT Client Node Software +The SFT Client Node is a machine that runs the SFT Client in unattended mode. +To proceed with the installation, please contact SFT Support at the following email address: SoutienSFT-SFTSupport@pwgsc.gc.ca . + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=140 +Create a new IC74 screen in order to enable NIIS users to create, edit, save, display, print and delete (CCT) Pensions Forms and Questionnaires. + + + + + + https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=670 + +Description (Purpose of business) +The on-going need to modify a large number of existing correspondence systems to meet changing business requirements, along with the desire to discontinue the creation of custom applications for each business line, ESDC’s Innovation, Information and Technology Branch (IITB) seeks to implement an enterprise-wide correspondence solution to allow Service Canada and ESDC to receive and disseminate data through multiple and varied channels - print (mail), fax, email, SMS (text) or Web (html). + +This solution would allow flexibility to meet both internal and external needs quickly and to manage correspondence based on business needs, as well as decouple the systems integration needs from business processes and rules. Therefore as business rules change the entire system does not have to change, rather one system process. This would allow for the implementation of a solution that can be reused by all business lines as well as easily adjustable to future system and business changes. + +Internal Clients: 640 +ESDC Branch: ESDC - Innovation, Information and Technology + +Presentation +Solutions Linked to Corporate Correspondence Tool - CCT - EngageOne +Solution | Lifecycle Status | Solution ID +National Integrity Investigation System | In Production | 140 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=140 +Labour Market Impact Assessment / Foreign Worker System | In Production | 292 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=292 +Canada’s Volunteer Awards | In Production | 486 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=486 +Integrity Case Management system | In Production | 896 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=896 + + + A web service between NIIS and CCT will populate some of the fields of the Form selected template based on some of the data elements available in NIIS. + + + The CCT web service will send a URL to NIIS in order for NIIS to open a new window in the CCT EngageOne Editor. The requested form with select populated fields will be displayed in the Editor. Users can update, save, and confirm delivery the form using the editor. + + + An additional web service method will enable users to update forms that have been saved but not confirm delivered. + + + Another web service method will enable users to request a PDF copy of any previously confirm delivered form that can be saved and/or printed locally. + + + A final web service method will allow users to delete forms that have been created and saved, but that have not had delivery confirmed... Confirm delivery forms cannot be deleted once the confirm delivery button has been pressed for the form in EngageOne. + + + + + + Document Upload System: Ability for clients to upload supplementary Request for Review documents through the Document Upload System via IFFS. + + + + + + + + + + + + + + + + + + + + Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs + - clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service + - include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service + - perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making + - Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels + + + Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada + - identify which departmental/GC business services, outcomes and strategies will be addressed + - establish metrics for identified business outcomes throughout the life cycle of an investment + - translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation + + + Promote horizontal enablement of the enterprise + - identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders + - reuse common business capabilities, processes and enterprise solutions from across government and private sector + - publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services + + + Collect data to address the needs of the users and other stakeholders + - assess data requirements‑based program objectives, as well users, business and stakeholder needs + - collect only the minimum set of data needed to support a policy, program, or service + - reuse existing data assets where permissible and only acquire new data if required + - ensure data collected, including from third-party sources, are of high quality + + + Manage and reuse data strategically and responsibly + - define and establish clear roles, responsibilities, and accountabilities for data management + - identify and document the lineage of data assets + - define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + - ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + - contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data + + + Use and share data openly in an ethical and secure manner + - share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + - ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + - ensure that combined data does not risk identification or re‑identification of sensitive or personal information + + + Design with privacy in mind for the collection, use and management of personal Information + - ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments + - assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed + - only collect personal information if it directly relates to the operation of the programs or activities + - notify individuals of the purpose for collection at the point of collection by including a privacy notice + - personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act + - personal information must be available to facilitate Canadians’ right of access to and correction of government records + - design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information + - design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required + - de‑identification techniques should be considered prior to sharing personal information + - in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals + - establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office + + + Use open source solutions hosted in public cloud + - select existing solutions that can be reused over custom built + - contribute all improvements back to the communities + - register open source software to the Open Resource Exchange + + + Use software as a service (SaaS) hosted in public cloud + - choose SaaS that best fit for purpose based on alignment with SaaS capabilities + - choose a SaaS solution that is extendable + - configure SaaS and if customization is necessary extend as open source modules + + + Design for Interoperability + - design systems as highly modular and loosely coupled services + - expose services, including existing ones, through APIs + - make the APIs discoverable to the appropriate stakeholders + + + Use cloud first + - adopt the use of the GC Accelerators to ensure proper security and access controls + - enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) + - fulfill cloud services through SSC Cloud‑Brokering Services + - enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions + - design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + + + Design for performance, availability and scalability + - ensure response times meet user needs, and critical services are highly available + - support zero‑downtime deployments for planned and unplanned maintenance + - use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively + - establish architectures that supports new technology insertion with minimal disruption to existing programs and services + - control technical diversity; design systems based on modern technologies and platforms already in use + + + Follow DevSecOps principles + - use continuous integration and continuous deployments + - ensure automated testing occurs for security and functionality + - include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + + + Build security into the system life cycle across all architectural layers + - identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability + - implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary + - apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit + - design systems to be resilient and available in order to support service continuity + + + Ensure secure access to systems and services + - identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework + - constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection + - implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security + - establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services + + + Maintain secure operations + - establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance + - enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks + - establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security + + + + Enable Interoperability, Proposed amendment March 23, 2021 + - expose data and functionality through service interfaces + - applications must communicate with each other via those interfaces + - services interfaces must be published and discoverable + + + + Currently ASC has no database solutions to house the information that they are collecting, they are currently using Excel sheets, and other means to store and manipulate data to be used to communicate to their stakeholders and partners across Canada + + + + + + + + + The solution needs to be able to create custom queries, and to be able to manipulate metadata to produce lists based on specific fields. + + + + + + It would be beneficial if the solution has the ability to bundle information and attach correspondence from client or about clients. + + + Present survey information in a dashboard with the ability to compute simple analytical data. + + + + Integration with MS Products (Teams, Excel, Power Automate). + + + + + + • To ensure the scope of the project, as defined in the project charter, is based on a clear understanding of high-level requirements. + + + • To ensure the scope of the project, as defined in the project charter, is based on a clear understanding of high-level requirements. + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. + + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. + + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. + + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. + + + + • To understand the business needs sufficiently to develop a conceptual design of the solution. +• To ensure the high-level requirements are testable. + + + + • To clearly understand the high-level scope of work necessary to deliver the project. +• To establish a baseline for creating the project work breakdown structure (WBS) + + + + • To validate that they have accurately defined all in-scope high-level requirements. +• To set priorities and boundaries for detailed requirements definition, analysis and management. + + + + 1.4.1 Elicitation +The performance of the following tasks helped to elicit and confirm the requirements defined in this document: +• Preparing and analyzing the list of stakeholders. +• Conducting meetings with key stakeholders to understand the business needs. +• Obtaining and capturing business requirements through continual collaboration with key stakeholders. +• Communicating business requirement presentation to management, implementation, and other relevant key stakeholders to promote visibility and engagement. +• Documenting and confirming use cases that capture the desired capabilities of the end state solution. + + + + + + + + + + + + + + + + + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + +In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + + + 2.2 Problem/Opportunity +The CSLP has been unable to resolve certain account access issues affecting users of its National Student Loan Services Centre (NSLSC) portal since the program on boarded to the credentials and ECAS in April 2018. There are three main problems facing its clients: +• At least 30,000 NSLSC accounts are now locked out, and that number increases each day. The causes for this include: +o GCKey username and password credentials are being forgotten by clients, thus preventing successful NSLSC login and contributing to the increasing tally of account lockouts. +o NSLSC security questions and answers are being forgotten by clients, thus preventing successful credential substitution, and sustaining the account lockout tally. +• MSFAA (Master Student Financial Assistance Agreement) for identity verification, as enabled by the Finastra vendor, is constrained to a single-use activation. NSLSC requires consuming one activation upon initial registration of the student. + +Note: Although CSLP has determined this to be the root cause for the business problems defined in this requirements document, it is not feasible to change the Finastra solution; therefore, the corrective action must start with the ECAS product. +• PAC method (i.e., re-registering the NSLSC account using credential substitution) for identity verification is a capability currently unavailable to NSLSC. + +Note: The program (CSLP) is in the process of evaluating the use of PAC as an alternative identity validation channel. +The consequences of these account access issues include: +• Negatively affected CSLP reputation (due to limitations of IT-enabled services). +• Inability of clients (i.e., students) to access student loan status, balance, services, etc. +• Increased call volume managed by the R&A and CSLP (NSLSC support) to manage these issues. +In response to these challenges, this SDIV-MVP2 CSLP initiative seeks to: +Augment the ECAS component by integrating SDIV with the capability to substitute credentials on NSLSC accounts, which will enable affected students to unlock their accounts. +The integration of SDIV as a service to CSLP in the NSLSC product would provide an alternate identity verification provider to support client credential substitution for the following scenario: +- NSLSC account login credentials and/or security Q&A’s are forgotten by the client user. +SDIV integrated within NSLSC (SDIV-MVP2 CSLP initiative) is consistent with BDM and ESDC transformational business needs in addition to addressing current operational needs with respect to regaining access to locked client accounts. Additionally, providing a rapid identity verification experience to users seeking to substitute their credentials. The SDIV-MVP2 CSLP solution will support service transformation across ESDC by providing a high-quality service experience which enables clients to access loan information and other services in a more timely and accessible manner. +As a result, ESDC must assess new and adaptive technologies that will allow CLSP to provide a feasible alternative to the identity verification option to all students who wish to re-register and access their NSLSC account. + + + • At least 30,000 NSLSC accounts are now locked out, and that number increases each day. The causes for this include: +o GCKey username and password credentials are being forgotten by clients, thus preventing successful NSLSC login and contributing to the increasing tally of account lockouts. +o NSLSC security questions and answers are being forgotten by clients, thus preventing successful credential substitution, and sustaining the account lockout tally. + + + + • MSFAA (Master Student Financial Assistance Agreement) for identity verification, as enabled by the Finastra vendor, is constrained to a single-use activation. NSLSC requires consuming one activation upon initial registration of the student. + +Note: Although CSLP has determined this to be the root cause for the business problems defined in this requirements document, it is not feasible to change the Finastra solution; therefore, the corrective action must start with the ECAS product.• MSFAA (Master Student Financial Assistance Agreement) for identity verification, as enabled by the Finastra vendor, is constrained to a single-use activation. NSLSC requires consuming one activation upon initial registration of the student. + +Note: Although CSLP has determined this to be the root cause for the business problems defined in this requirements document, it is not feasible to change the Finastra solution; therefore, the corrective action must start with the ECAS product. + + + • PAC method (i.e., re-registering the NSLSC account using credential substitution) for identity verification is a capability currently unavailable to NSLSC. + +Note: The program (CSLP) is in the process of evaluating the use of PAC as an alternative identity validation channel. + + + + The consequences of these account access issues include: +• Negatively affected CSLP reputation (due to limitations of IT-enabled services). +• Inability of clients (i.e., students) to access student loan status, balance, services, etc. +• Increased call volume managed by the R&A and CSLP (NSLSC support) to manage these issues. + + + + • Negatively affected CSLP reputation (due to limitations of IT-enabled services). + + + • Inability of clients (i.e., students) to access student loan status, balance, services, etc. + + + • Increased call volume managed by the R&A and CSLP (NSLSC support) to manage these issues. + + + + + Attempt to find multiple Platinum Sponsors + + + + + + + + + + + + Credibility +Backed up regularly; able to restore deleted / corrupted / lost content. + + + + + + + + + + + + + This is for System Administration, only. +Any non-SysAdmin's previously granted this permission will have their permission downgraded. + + + + Manage and reuse data strategically and responsibly + - define and establish clear roles, responsibilities, and accountabilities for data management + - identify and document the lineage of data assets + - define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + - ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + - contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data + + + Use and share data openly in an ethical and secure manner + - share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + - ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + - ensure that combined data does not risk identification or re‑identification of sensitive or personal information + + + + https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=32625&section=html +Directive on Terms and Conditions of Employment for Executives +1. Effective date +1.1This directive takes effect on April 1, 2021. +1.2This directive replaces the following Treasury Board policy instruments: +Directive on Terms and Conditions of Employment for Executives (April 1, 2020) +1.3Employees deployed or appointed (with the exception of acting appointments) to any Executive (EX) Group position on or after April 1, 2020, are subject to Appendix A, Part II, section 14. +1.4Employees whose substantive position is at the EX‑04, EX‑05 or LC-04 level on April 1, 2020, are subject to Appendix A, Part II, section 14. +1.5Employees whose substantive position is at the EX‑01, EX‑02 or EX‑03 level prior to April 1, 2020, are not subject to Appendix A, Part II, section 14, until they are deployed or appointed (with the exception of acting appointments) to another EX Group position, or until April 1, 2022, whichever comes first. +1.6Employees whose substantive position is at the LC-01, LC-02, LC-03, DS-07A, DS-07B or DS-08, level prior to October 1, 2021 are not subject to Appendix A, Part II, section 14, until they are deployed or appointed (with the exception of acting appointments) to another executive-level position in the EX or LC occupational groups or at the DS-07A, DS-07B or DS-08 levels or until October 1, 2023, whichever comes first. + + + https://www.oci-bec.gc.ca/cnt/hrm-grh/exec-eng.aspx + + + http://tbs-sct.gc.ca/pol/doc-eng.aspx?section=text&id=16552 + + + http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?section=text&id=12754 + + + http://www.parl.gc.ca/HousePublications/Publication.aspx?doc=C-8&language=E&parl=37&pub=bill&ses=3 + + + http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?section=text&id=28108 + + + http://iservice.prv/eng/stewardship_information/index.shtml + + + https://dialogue/grp/DLP-PPD/SitePages/Home.aspx + + + The Onboarding Opportunity, as identified by the Executive Taskforce Leadership Team (ETLT) and the Chief Operating Officer (COO) refers to the: +“Opportunity to streamline the onboarding process for new employees within ESDC to ensure it meets its objective of welcoming and helping integrate new employees as quickly and effectively as possible.” + + + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +environmental scan and inventory of current practices + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: + + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +discussion with service delivery business partners external to the HRSB: technology, phone, security + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +inclusion of all the HRSB business lines + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +research of studies on the subject + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +research on best practices + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +use of existing networks such as, but not limited to: Ymagin, students, managers, directors, diversity and inclusion. + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +College + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Departmental Staffing + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +EX Services + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Middle Management Network + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Information Technology for the survey + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +HR Innovation + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Management Support Services + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +HRSB Ymagin Network + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Regional HR Council (Quebec Region) + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Diversity Groups + + + + Manage and reuse data strategically and responsibly +identify and document the lineage of data assets + How to achieve: + * Summarize how the architecture’s data assets demonstrate alignment with department's data governance and strategy including: + * Alignment to the data foundation of the ESDC information/data architecture practice + * Alignment to the theoretical foundation of the ESDC information/data architecture practice + Tools: + * Target state (solution data elements) + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary + * Departmental Data Strategy + + + + + Follow DevSecOps principles +use continuous integration and continuous deployments + How to achieve: + * Summarize how the architecture can be deployed following a continuous integration approach + * Summarize how the architecture can be deployed following a continuous deployment approach. + Tools: + * CICP mesh + + + THIS IS THE MOMENT TO BUILD A HEALTHIER TODAY AND TOMORROW + +Priority number one remains getting the pandemic under control. The best way to do that is vaccination. + +Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + +The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. + +And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources. + +To build a healthy future, we must also strengthen our healthcare system and public health supports for all Canadians, especially seniors, veterans, persons with disabilities, vulnerable members of our communities, and those who have faced discrimination by the very system that is meant to heal. + +There is work to be done. On accessibility. On care in rural communities. On delayed procedures. On mental health and addiction treatment. On long-term care. On improving data collection across health systems to inform future decisions and get the best possible results. + +The Government will work collaboratively with provinces, territories, and other partners to deliver real results on what Canadians need. + + + THIS IS THE MOMENT TO GROW A MORE RESILIENT ECONOMY + +The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat. + +Now, with one of the most successful vaccination campaigns in the world, and employment back to pre-pandemic levels, the Government is moving to more targeted support, while +prudently managing spending. + +To ensure no one is left behind, support will be extended or added for industries that continue to struggle. + +At the same time, the Government will also continue making life more affordable for all Canadians. + +Inflation is a challenge that countries around the world are facing. And while Canada’s economic performance is better than many of our partners, we must keep tackling the rising cost of living. To do that, the Government’s plan includes two major priorities: housing and child care. + +Whether it is building more units per year, increasing affordable housing, or ending chronic homelessness, the Government is committed to working with its partners to get real results. + +For example, the Housing Accelerator Fund will help municipalities build more and better, faster. + +The Government will also help families buy their first home sooner with a more flexible First-Time Home Buyer’s Incentive, a new Rent-to-Own program, and by reducing the closing costs for first-time buyers. + +Supporting families will make life more affordable for the middle class and people working hard to join it. + +The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living. + +The Government will also continue building the first-ever Canada-wide early learning and child care system. By the end of 2022, average fees for regulated child care will be cut in half in most of the provinces and territories. And in some places, this will even happen as early as the start of the year. Families will save thousands of dollars. + +Four jurisdictions have not yet reached agreements on child care. Two are territories with unique infrastructure challenges, and the Government will keep working together to ensure we meet the needs of the North. The Government will continue working with the remaining two provinces to finalize agreements that will deliver $10-a-day child care for families who so badly need it. + +Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. + +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + THIS IS THE MOMENT FOR BOLDER CLIMATE ACTION + +Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy. + +As a country, we want to be leaders in producing the world’s cleanest steel, aluminum, building products, cars, and planes. Not only do we have the raw materials and energy to do that, most importantly, we have skilled, hard-working Canadians to power these industries. + +As we move forward on the economy of the future, no worker or region will be left behind. The Government will bring together provinces, territories, municipalities, and Indigenous communities, as well as labour and the private sector, to tap into global capital and attract investors. + +Canada will emerge from this generational challenge stronger and more prosperous. + +The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future. + +Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air. + +Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + +Protecting our land and oceans will address biodiversity loss. In this work, the Government will continue to strengthen its partnership with First Nations, Inuit, and Métis, to protect nature and respect their traditional knowledge. + +Creating the Canada Water Agency will safeguard that vital resource and support our farmers. + +And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy. + + + The first foundation of the Government’s approach is protecting Canadians from COVID-19. +This is priority number one. +It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort. +Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals. +Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. +The Government will continue to have people’s backs just like Canadians have each other’s backs. +Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. +The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. +At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. +Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. +The Government will also continue to work on what communities need more broadly. +The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. +To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. +These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. +At the same time, the Government will continue to support Canadians as they take action to keep each other safe. +Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. +The Government will also continue to work on getting Canadians the PPE they need. +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. +Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise. + +VACCINE EFFORTS +In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. +From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way. + + + The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family. +So the second foundation of the Government’s approach is supporting Canadians through this crisis. +The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived. +This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. +Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder. + +CREATING JOBS +People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced. +The CERB helped people stay healthy at home while being able to keep food on the table. +The CEWS helped people keep their jobs, or be rehired if they had been laid off. +But there is still more to be done. +Unemployment is in the double digits, and underemployment is high. +Women, racialized Canadians, and young people have borne the brunt of job losses. +Canadians need good jobs they can rely on. +To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers. +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. +Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians. +Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work. + +SUPPORTING WORKERS AND THEIR FAMILIES +With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. +Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy. + +WOMEN IN THE ECONOMY +Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession. +Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home. +We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure. +The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach. +It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system. +The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour leaders, that the time is now. +The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever. +The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses. + +SUPPORTING BUSINESSES +As the Government invests in people, it will continue to support job-creating businesses. +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. +COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments. +The Government will help businesses adapt for the future and thrive. +This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by: +• Expanding the Canada Emergency Business Account to help businesseswith fixed costs; +• Improving the Business Credit Availability Program; +• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts. + +FISCAL SUSTAINABILITY +This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less. +With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence. +There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy. +The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly. +In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants. +Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing. +This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech. +This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success. + + + + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. +The Government will create a resiliency agenda for the middle class and people working hard to join it. +This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society. + +ADDRESSING GAPS IN OUR SOCIAL SYSTEMS +Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity. +Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories. +The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger. +The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; +• And take additional action to help people stay in their homes longer. +The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. +The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society. +COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have: +• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors; +• A robust employment strategy for Canadians with disabilities; +• And a better process to determine eligibility for Government disability programs and benefits. +Over the last six months, it has become clearer than ever why Canadians need a resilient health care system. +The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care. +The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it. +The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that. +The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. +In addition to good health infrastructure, Canadians also need strong, safe communities to call home. +The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. +Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence. +To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities. +In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet. +The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet. +And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this. +Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter. +This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. +At the same time, the Government will also make substantial investments in housing for Canadians. +The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home. +Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities. +Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table. +The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada. +The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow. + +A STRONGER WORKFORCE +This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce. +We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. +From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability. +The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need. +Government must remain agile, and ready for what lies ahead. + +TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE +Climate action will be a cornerstone of our plan to support and create a millionjobs across the country. +This is where the world is going. Global consumers and investors are demanding and rewarding climate action. +Canadians have the determination and ingenuity to rise to this challenge and global market opportunity. +We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond. +Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050. +As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses; +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; +• Help deliver more transit and active transit options; +• And make zero-emissions vehicles more affordable while investing in more charging stations across the country. +A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge. +The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies. +Additionally, the Government will: +• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal; +• And support investments in renewable energy and next-generation clean energy and technology solutions. +Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs; +• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience. +The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute. +This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees. +The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act. +When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure. +At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper. + + + + This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone. +Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries. +Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism. + +RECONCILIATION +Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019. +However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by: +• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy; +• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action; +• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment. +The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; +• And support additional capacity-building for First Nations, Inuit, and the Métis Nation. +The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year. + +ADDRESSING SYSTEMIC RACISM +For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard. +Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change. +They are telling us we must do more. The Government agrees. +The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples. +The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape. +The Government will redouble its efforts by: +• Taking action on online hate; +• Going further on economic empowerment for specific communities, and increasing diversity on procurement; +• Building a whole-of-federal-government approach around better collection of disaggregated data; +• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service; +• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. +Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are +overrepresented in the criminal justice system. That has to change. +The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive. +The Government will: +• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records; +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; +• Modernize training for police and law enforcement, including addressing standards around the use of force; +• Move forward on RCMP reforms, with a shift toward community-led policing; +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + +PROTECTING TWO OFFICIAL LANGUAGES +Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. +In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French. + +A WELCOMING CANADA +Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian. +Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities. +The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together. +As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage. + +CANADA IN THE WORLD +We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity. +The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. +The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united. +The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. +Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well. + + + The medical and scientific fight against this virus is crucial. And so are the +livelihoods of every single Canadian, worker, and family. + + + The economic impact of COVID-19 on Canadians has already been worse +than the 2008 financial crisis. These consequences will not be short-lived. + + + Unemployment is in the double digits, and underemployment is high. + + + Unemployment is in the double digits, and underemployment is high. + + + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. + +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. + + + + THIS IS THE MOMENT TO FIGHT HARDER FOR SAFER COMMUNITIES + +While we address climate change – +While we fight COVID-19 and its consequences – +While we grow our economy for everyone – +We cannot turn away from other challenges. + +Gun violence is on the rise in many of our biggest cities. + +While investing in prevention and supporting the work of law enforcement, we must also continue to strengthen gun control. + +The Government has taken important actions like introducing lifetime background checks. + +The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns. + +During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services. + +When someone in our country is targeted because of their gender, or who they love, or where they come from, the way they pray, the language they speak, or the colour of their skin, we are all diminished. + +Everyone should be – and feel – safe. + +The Government will continue combatting hate and racism, including with a renewed Anti-Racism Strategy. + + + THIS IS THE MOMENT TO STAND UP FOR DIVERSITY AND INCLUSION + +Canadians understand that equity, justice, and diversity are the means and the ends to living together. + +Fighting systemic racism, sexism, discrimination, misconduct, and abuse, including in our core institutions, will remain a key priority. + +The Government will also continue to reform the criminal justice system and policing. + +This is the moment to rebuild for everyone. The Government will continue to invest in the empowerment of Black and racialized Canadians, and Indigenous Peoples. It will also continue to fight harmful content online, and stand up for LGBTQ2 communities while completing the ban on conversion therapy. + +As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act. + +To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content. + + + THIS IS THE MOMENT TO MOVE FASTER ON THE PATH OF RECONCILIATION + +This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools. + +To support communities, the Government will also invest significantly in a distinctions-based mental health and wellness strategy, guided by Indigenous Peoples, survivors, and their families. + +Everyone in our country deserves to be safe. + +That is why the Government will accelerate work with Indigenous partners to address the national tragedy of Missing and Murdered Indigenous Women, Girls and 2SLGBTQQIA+ People. + +The Government will also make sure communities have the support they need to keep families together, while ensuring fair and equitable compensation for those harmed by the First Nations Child and Family Services program. + +Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today. + + + + Decision-making requires continuous risk management. +In order to make sound business decisions based upon risk management, departments need to continually be aware of the assets they hold, and their associated sensitivity and criticality. Decisions should be made based upon risk management that recognizes the potential impacts to the department, and to government as a whole. + + + Working together to support IT security. +Far more than the sum of the tools used to protect information and systems, an effective IT security program combines people, processes and technologies. Each department's senior managers, program and service delivery managers, security personnel, IT operational personnel, human resources personnel and other stakeholders work together in a concerted manner to achieve the same high level of IT security across the federal government. + + + Service delivery requires IT security. +IT security is an integral part of continuous program and service delivery. To avoid the loss of service and trust that IT security breaches can cause, departments need to view IT security as a business imperative; a "service enabler." + +Although program and service delivery managers may delegate responsibility for IT security to technical experts, they remain accountable to the Deputy Head and are responsible for ensuring the security of the programs and services under their authority. + + + IT security practices need to reflect the changing environment. +Information technology continues to rapidly advance in support of greater interconnectedness and improved service delivery. At the same time, the number and potential severity of threats, vulnerabilities and incidents similarly increase. Departments need to be aware of this evolving environment, and understand how to manage their IT security programs in order to respond. + + + The Government of Canada is a single entity. +The increased availability of common and shared services can help departments in meeting their security requirements. While this offers the potential for improved efficiency, departments have to recognize that the security decisions they make can impact other organizations. + + + https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-employment-workforce-development-and-disability-inclusion + +Dear Minister Qualtrough: + +Thank you for continuing to serve Canadians as Minister of Employment, Workforce Development and Disability Inclusion. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Employment, Workforce Development and Disability Inclusion, your immediate priority is to support workers whose work has been interrupted by public health measures. I also expect you to build a better, more inclusive employment insurance system, complete and advance early and significant actions under Canada’s Disability Inclusion Action Plan, and help workers and communities prosper as we move to net-zero, including through the launch of a Clean Jobs Training Centre. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Secure passage and ensure implementation of a new Canada Worker Lockdown Benefit to support workers whose work is interrupted due to public health measures. +Work with the Minister of Health and provinces and territories to train up to 50,000 new personal support workers. +Move forward with the design, introduction and implementation of a Canada Disability Benefit Act and Canada Disability Benefit for low-income working age persons with disabilities. +Taking into account input received through consultations on the future of Employment Insurance (EI), by Summer 2022, bring forward and begin implementing a plan to modernize the EI system for the 21st century, building a stronger and more inclusive system that covers all workers, including workers in seasonal employment and persons employed by digital platforms, ensuring the system is simpler and more responsive for workers and employers. In addition to moving forward with extending EI sickness benefits from 15 to 26 weeks, the plan will include: +A new EI benefit for self-employed Canadians that would provide unemployment assistance comparable to EI and lasting for as many as 26 weeks; +A new 15-week benefit for adoptive parents; +A new EI Career Insurance Benefit to provide long-tenured workers who have lost their job with additional income support while they reintegrate into the labour market; and +Consideration of the realities of artists and cultural workers. +Finalize and release Canada’s Disability Inclusion Action Plan, in consultation with the disability community, with early actions in key areas of financial security and employment, creating disability-inclusive spaces and adopting a modern approach to and common definition of disability across the Government of Canada. In addition to measures to be implemented by other ministers, actions will include: +Launching an employment strategy for Canadians with disabilities; +Undertaking a comprehensive review of access to federal disability programs, including for Canadians with mental health challenges; +Supporting national disability organizations to build capacity and partner in efforts to eliminate systemic barriers; +Advancing our commitment to permanently fund support services that ensure equitable access to reading and other published works for Canadians with print disabilities; and +Proceeding with the implementation of the Accessible Canada Act and the harmonization of accessibility standards across Canada. +Permanently eliminate federal interest on Canada Student Loans and Canada Apprentice Loans, increase the repayment assistance threshold to $50,000 for Canada Student Loan borrowers who are single and make appropriate adjustments to the thresholds for other family sizes, and allow new parents to pause repayment of their federal student loans until their youngest child reaches the age of five. +Increase by 50 per cent the maximum debt forgiveness for which family doctors, residents in family medicine, nurse practitioners and nurses who work in rural or remote areas are eligible under the Canada Student Loans Forgiveness program, expand the current list of eligible professionals and undertake a review to ensure that rural communities are fully eligible in order to improve access to health care and social services in rural communities. +To support the future and livelihood of workers and their communities in the transition to a low carbon economy: +Support the Minister of Natural Resources and the Minister of Labour in moving forward with legislation and comprehensive action to achieve a Just Transition, guided by consultations with workers, unions, Indigenous Peoples, employers, communities, and provinces and territories; +Launch a Clean Jobs Training Centre to help workers across sectors upgrade or gain new skills so as to be on the leading edge of the zero carbon industry; +Redesign and implement the Canada Training Benefit; and +Address gaps in training and upskilling to ensure that all Canadian workers can take advantage of sustainable battery industry opportunities. +Double the Union Training and Innovation Program to support more apprenticeship training opportunities and partnerships in the Red Seal trades across Canada, and target greater participation from more diverse populations, including women, Indigenous people, newcomers, persons with disabilities, and Black and racialized Canadians. Continue to advance the Canadian Apprenticeship Service in partnership with provinces, territories, employers and unions so that Red Seal apprentices have sufficient work experience opportunities, including with small and medium-sized employers, to finish their training on time and find well-paying jobs. +Continue to support the work of the national campaign to promote the skilled trades as first choice careers for young people and diverse populations. +With the Minister of Immigration, Refugees and Citizenship, establish a Trusted Employer system for Canadian companies hiring temporary foreign workers and, as part of improving the Global Talent Stream of the Temporary Foreign Worker Program, simplify permit renewals, uphold the two-week processing time and establish an employer hotline. Continue to work with provinces, territories and regulatory bodies to improve foreign credential recognition. +With the support of the Minister of Agriculture and Agri-Food, implement sector-based work permits and strengthen the inspection regime to ensure the health and safety of temporary foreign workers. +Support the Minister of Agriculture and Agri-Food in developing a sector-specific Agricultural Labour Strategy to address persistent and chronic labour shortages in farming and food processing in the short and long term. +Make it easier for women and vulnerable groups to access training by requiring businesses supported through the Sectoral Workforce Solutions Program to include wrap-around supports. +Support the Minister for Women and Gender Equality and Youth in the evaluation process of GBA Plus with the goal of enhancing the framing and parameters of this analytical tool, and with particular attention to the intersectional analysis of race, indigeneity, rurality, disability and sexual identity, among other characteristics. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada + + + https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-families-children-and-social-development-mandate-letter + +Dear Minister Gould: + +Thank you for agreeing to serve Canadians as Minister of Families, Children and Social Development. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Families, Children and Social Development, your immediate priority is to build a Canada-wide Early Learning and Child Care system that reduces parent fees, creates more high-quality spaces, recruits and retains skilled educators, and ensures all kids get off to the best possible start. At the same time, you will work with Indigenous partners to implement a culturally appropriate Indigenous Early Learning and Child Care system. You will also focus on implementing the Community Services Recovery Fund to help charities and non-profits adapt and modernize as well as ensure Service Canada provides reliable and accessible services to Canadians, regardless of where they live. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Supported by the Minister for Women and Gender Equality and Youth, continue advancing the creation and sustainability of a Canada-wide Early Learning and Child Care system, including: +Concluding negotiations with remaining provinces and territories and implementing agreements: +Reducing fees for regulated child care by 50 per cent on average by the end of 2022 everywhere outside of Quebec, +Reducing regulated child care fees to $10 a day on average by the end of fiscal year 2025-2026 everywhere outside of Quebec, and +Building 250,000 new high-quality child care spaces and hiring 40,000 more early childhood educators by the end of fiscal year 2025-2026; +Introducing federal child care legislation to strengthen and protect a high-quality Canada-wide child care system; +Establishing a National Advisory Council on Early Learning and Child Care; +Continuing to advance work with provinces and territories to reduce fees for families for before and after school care; and +Ensuring the Federal Secretariat on Early Learning and Child Care is fully resourced and operational by early 2023. +Work with Indigenous partners to ensure that Indigenous children have access to a culturally appropriate Indigenous Early Learning and Child Care system that meets the needs of Indigenous families wherever they live, including ensuring more Indigenous families have access to high-quality programming, creating 3,300 new child care spaces, and continuing to support before and after school care for First Nations children on reserve. +Advance the implementation of the Community Services Recovery Fund to help charities and non-profits adapt and modernize as they recover from the pandemic. +Continue advancing the Social Innovation and Social Finance strategy, including fully implementing the Social Finance Fund and launching the Social Innovation Advisory Council. +Through the delivery of Canada’s Poverty Reduction Strategy and other measures, continue leading implementation of the 2030 Agenda for Sustainable Development adopted by the United Nations. +Work with the Minister of Agriculture and Agri-Food and with provinces, territories, municipalities, Indigenous partners and stakeholders to develop a National School Food Policy and to work toward a national school nutritious meal program. +Work with the Minister of Seniors to provide seniors with a single point of access to a wide range of government services and benefits. +As the Minister responsible for Service Canada, lead the development and implementation of modern, resilient, secure and reliable services and benefit delivery systems for Canadians and ensure those services and benefits reach all Canadians regardless of where they live. +Work with the Minister of National Revenue toward the implementation of a real-time e-payroll system, and ensure that businesses of all sizes benefit from this work. +Enhance the capacity and effectiveness of Black-led and Black-serving organizations through the continued implementation of the Supporting Black Canadian Communities Initiative. You will be supported in this work by the Minister of Housing and Diversity and Inclusion. +Work with the Minister for Women and Gender Equality and Youth to ensure the voices and needs of children are represented in our Government’s agenda, as we work to make Canada the best place to grow up. +Work with the Minister for Women and Gender Equality and Youth and the Minister of Mental Health and Addictions to ensure mental health supports are accessible to children and youth as they recover from the impact of the pandemic. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada + + + https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-labour-mandate-letter + +Dear Minister O’Regan: + +Thank you for agreeing to serve Canadians as Minister of Labour. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Labour, your immediate priorities are to work with federally regulated workplaces to ensure that COVID-19 vaccinations are enforced for those workers and to advance amendments to the Canada Labour Code to provide 10 paid days of sick leave for all federally regulated workers. I also expect you to work with federally regulated employers and labour groups, and with provincial and territorial counterparts, to make workplaces fairer and safer for everyone across the country as well as lead our efforts to eradicate forced labour from Canadian supply chains. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Continue to work with federally regulated workplaces to ensure that COVID-19 vaccination is enforced. +Secure passage of amendments to the Canada Labour Code to provide 10 days of paid sick leave for all federally regulated workers, and convene provinces and territories to develop a national action plan to legislate sick leave across the country while respecting provincial-territorial jurisdiction and the unique needs of small business owners. +Complete the development of a right-to-disconnect policy, in consultation with federally regulated employers and labour groups. +Move forward with and secure passage of amendments to the Canada Labour Code to include mental health as a specific element of occupational health and safety and to require federally regulated employers to take preventative steps to address workplace stress and injury. +Amend the Canada Labour Code to provide up to five new paid leave days for federally regulated employees who experience a miscarriage or still birth, and to strengthen provisions to better support working women who need to be re-assigned during pregnancy and while breast-feeding. +Continue working with provincial and territorial governments to fully implement the International Labour Organization Violence and Harassment Convention, 2019, and continue to support employers and unions to strengthen harassment and violence prevention measures in federally regulated workplaces. +Lead the efforts to provide free menstrual products in federally regulated workplaces to help ensure women’s participation in work. +With the support of the President of the Treasury Board, the Minister of Housing and Diversity and Inclusion and the Minister for Women and Gender Equality and Youth, work to accelerate the review of the Employment Equity Act and ensure timely implementation of improvements. +Modernize the Federal Contractors Program to ensure federal contractors are paying their employees the federal minimum wage in order to fulfill commitments in respect of Environmental, Social and Governance leadership and government procurement. +Continue advancing the implementation of the Pay Equity Act across federally regulated workplaces. +Create a fairer collective bargaining process in federally regulated workplaces by advancing legislation to prohibit the use of replacement workers when a unionized employer has locked out its employees. +Support the Deputy Prime Minister and Minister of Finance to introduce a Labour Mobility Tax Credit to allow workers in the building and construction trades to expense eligible travel and temporary relocation costs. +Work with the Minister of Natural Resources in moving forward with legislation and comprehensive action to achieve a Just Transition. This work will be guided by consultations with workers, unions, Indigenous Peoples, employers, communities, and provinces and territories to support the future and livelihood of workers and their communities in the transition to a low carbon economy. You will be supported by the Minister of Employment, Workforce Development and Disability Inclusion and Ministers responsible for Regional Development Agencies. +Work to advance amendments that entitle workers employed by digital platforms to job protections under the Canada Labour Code. This work will also include collaborating with the Minister of Employment, Workforce Development and Disability Inclusion to ensure better benefits and supports for these workers. +With the support of the Minister of Public Safety, the Minister of Public Services and Procurement and the Minister of International Trade, Export Promotion, Small Business and Economic Development, introduce legislation to eradicate forced labour from Canadian supply chains and ensure that Canadian businesses operating abroad do not contribute to human rights abuses. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada + + + https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-seniors-mandate-letter + +Dear Minister Khera: + +Thank you for agreeing to serve Canadians as Minister of Seniors. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Seniors, your immediate priority is to support and help advance the Government’s commitment to increase Old Age Security and the Guaranteed Income Supplement. I also expect you to support the Minister of Health in improving the quality and availability of long-term care and to take concrete actions to support seniors who want to age at home. As well, you will continue to create opportunities for seniors to be more connected, supported, and active members of their communities through implementing the New Horizons for Seniors Program. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Building on our commitment to old age security, increase the Guaranteed Income Supplement by $500 for single seniors and $750 for couples starting at age 65. +Ensure seniors’ eligibility for the Guaranteed Income Supplement is not negatively impacted by receipt of the Canada Emergency Response Benefit (CERB) and the Canada Recovery Benefit (CRB). +Establish an expert panel to provide recommendations for establishing an Aging at Home Benefit. You will be supported by the Minister of Health in this work. +Assist community-based organizations in providing practical support that helps low-income and otherwise vulnerable seniors age in place, and support regional and national projects that help expand services that have already demonstrated results in helping seniors stay in their homes. +Work with the Minister of Families, Children and Social Development to provide seniors with a single point of access to a wide range of government services and benefits. +Continue to work with the Minister of Justice and Attorney General of Canada to strengthen Canada’s approach to elder abuse by finalizing the national definition of elder abuse, investing in better data collection and establishing new offences and penalties in the Criminal Code related to elder abuse. +Represent the Government of Canada at the Federal, Provincial and Territorial Ministers Responsible for Seniors Forum. +Continue leading work within Employment and Social Development Canada on seniors’ programming including the New Horizons for Seniors Program. +Support the Minister of Health in their work to improve the quality and availability of long-term care homes and beds. This includes working with provinces and territories to improve infection prevention and control measures, identify shared principles, and develop national standards to ensure seniors get the care they deserve. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada + + + https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-de-la-ministre-de-lemploi-du-developpement-de-la-main + +Madame la Ministre, + +Je vous remercie de continuer de servir les Canadiens en tant que ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap, votre priorité immédiate est de soutenir les travailleurs dont le travail a été interrompu par des mesures de santé publique. Je m’attends à ce que vous mettiez en place un meilleur système d’assurance-emploi qui soit plus inclusif, à ce que vous meniez à bien et fassiez progresser les premières mesures importantes prévues dans le Plan d’action pour l’inclusion des personnes en situation de handicap, et à ce que vous aidiez les travailleurs et les collectivités à prospérer au moment où nous passons à la carboneutralité, notamment par le lancement d’un centre de formation pour les emplois propres. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +Travailler à l’adoption et à la mise en œuvre d’une nouvelle Prestation canadienne pour les travailleurs en cas de confinement pour soutenir les travailleurs touchés par une interruption de travail découlant des mesures de santé publique. +Travailler avec le ministre de la Santé, les provinces et les territoires afin de faire former jusqu’à 50 000 nouveaux préposés aux services de soutien à la personne. +Élaborer et mettre en œuvre une loi sur la prestation canadienne pour les personnes en situation de handicap, ainsi qu'une prestation canadienne pour les personnes en situation de handicap à faible revenu qui sont en âge de travailler. +Tenir compte des commentaires reçus dans le cadre des consultations sur l’avenir du programme d’assurance-emploi, présenter et commencer à mettre en œuvre d’ici l’été 2022 un plan de modernisation du programme d’assurance-emploi adapté au 21e siècle, établir un système plus robuste et plus inclusif dont tous les travailleurs peuvent bénéficier, y compris les travailleurs saisonniers et les travailleurs à l’emploi des plateformes numériques, s’assurer que le système est plus simple et qu’il est répond mieux aux besoins des travailleurs et des employeurs. En plus de prévoir le prolongement des prestations de maladie (de 15 à 26 semaines), le plan comprend : +une nouvelle prestation d’assurance-emploi pour les travailleurs autonomes canadiens, qui fournirait un soutien en cas de chômage comparable à celui qu’offre l’assurance-emploi pouvant s’étendre sur 26 semaines; +une nouvelle prestation de 15 semaines pour les parents adoptifs; +une nouvelle prestation d’assurance-carrière pour offrir aux travailleurs de longue date qui ont perdu leur emploi un revenu d’emploi additionnel pendant qu’ils tentent de réintégrer le marché du travail; +la prise en compte des réalités des artistes et des travailleurs du secteur de la culture. +Finaliser et rendre public le Plan d’action pour l’inclusion des personnes en situation de handicap, en consultation avec la communauté des personnes en situation de handicap. Ce Plan comprend des mesures immédiates dans des secteurs importants comme la sécurité financière et l’emploi et prévoit la création d’espaces inclusifs pour les personnes en situation de handicap et l’adoption d’une approche moderne et d’une définition commune à l’égard de l’invalidité dans l’ensemble du gouvernement du Canada. En plus des mesures qui seront instaurées par d’autres ministres, les mesures à prendre comprennent les suivantes : +Mettre en œuvre une stratégie d’emploi pour les Canadiens en situation de handicap; +Entreprendre un examen complet de l’accès aux programmes d’invalidité fédéraux, notamment pour les personnes ayant des problèmes de santé mentale; +Soutenir les organisations nationales de personnes en situation de handicap afin de renforcer leurs capacités et contribuer aux efforts visant à éliminer les obstacles systémiques; +Mener à bien notre engagement à financer de façon permanente les services de soutien assurant un accès équitable à la lecture et à d’autres œuvres publiées pour les Canadiens incapables de lire des imprimés; +Mettre en œuvre la Loi canadienne sur l’accessibilité et harmoniser les normes en matière d’accessibilité au Canada. +Éliminer définitivement les intérêts sur les prêts d’études canadiens et les prêts canadiens aux apprentis. Faire passer à 50 000 $ le seuil du Programme d’aide au remboursement pour les étudiants emprunteurs qui sont célibataires et apporter les modifications appropriées aux seuils pour les familles de diverses tailles. Et permettre aux nouveaux parents de suspendre le remboursement de leurs prêts étudiants jusqu’à ce que leur plus jeune enfant ait cinq ans. +Faire passer à 50 % l’effacement maximal de la dette auquel les médecins de famille, les résidents en médecine familiale, les infirmiers praticiens ou les infirmiers travaillant en régions rurales ou éloignées sont admissibles en vertu du Programme canadien de dispense de remboursement des prêts d’études. Élargir la liste actuelle des professionnels. Et entreprendre un examen pour s’assurer que les communautés rurales sont pleinement admissibles au programme afin d’améliorer l’accès aux soins de santé et aux services sociaux dans ces communautés. +Pour soutenir l’avenir et la qualité de vie des travailleurs et de leurs communautés dans le cadre de la transition vers une économie à faibles émissions de carbone : +Aider le ministre des Ressources naturelles et le ministre du Travail à favoriser l'adoption d’un projet de loi et de mesures exhaustives pour assurer une transition équitable. Ce travail s’appuiera sur les consultations menées auprès de travailleurs, de syndicats, de peuples autochtones, d’employeurs, de communautés, de provinces et de territoires; +Lancer un Centre de formation pour les emplois propres afin d’aider les travailleurs de tous les secteurs à mettre à niveau leurs compétences ou à en acquérir de nouvelles pour être à la fine pointe de l’industrie du carbone à zéro émission; +Restructurer et mettre en œuvre l’Allocation canadienne pour la formation; +Combler les lacunes en matière de formation et de perfectionnement afin que tous les travailleurs canadiens puissent profiter des débouchés durables offerts par l’industrie des batteries. +Doubler le financement du Programme pour la formation et l’innovation en milieu syndical pour financer davantage de possibilités de formation en apprentissage et davantage de partenariats concernant les métiers du Sceau rouge partout au Canada, et pour accroître la participation de populations plus diverses, notamment des femmes, des Autochtones, des nouveaux arrivants, des personnes en situation de handicap, des Noirs et des Canadiens racisés. Continuer à faire la promotion du Service canadien d’apprentissage en partenariat avec les provinces, les territoires, les employeurs et les syndicats pour que les apprentis du Sceau rouge aient suffisamment d’occasions d’acquérir de l’expérience professionnelle, notamment auprès de petits et moyens employeurs, pour terminer leur formation à temps et trouver des emplois bien rémunérés. +Continuer à soutenir le travail de la campagne nationale visant à promouvoir les métiers spécialisés comme des carrières de premier choix pour les jeunes et les populations diverses. +Avec le ministre de l’Immigration, des Réfugiés et de la Citoyenneté, établir un système d’employeur de confiance pour les entreprises canadiennes embauchant des travailleurs étrangers temporaires et, dans cadre de l’amélioration du Volet des talents mondiaux du Programme des travailleurs étrangers temporaires, simplifier le renouvellement des permis, faire respecter le délai de traitement de deux semaines et créer une ligne d’assistance pour les employeurs. Continuer de travailler avec les provinces, les territoires et les organismes de réglementation pour améliorer la reconnaissance des titres de compétences étrangers. +Avec l’appui de la ministre de l’Agriculture et de l’Agroalimentaire, mettre en œuvre des permis de travail sectoriels et renforcer le régime d’inspection pour assurer la santé et la sécurité des travailleurs étrangers temporaires. +Aider la ministre de l’Agriculture et de l’Agroalimentaire à élaborer une stratégie en matière de main-d’œuvre dans le secteur agricole pour combler les pénuries de main-d’œuvre chroniques et persistantes dans les secteurs de l’agriculture et de la transformation des aliments à court et long terme. +Faciliter l’accès des femmes et des membres de groupes vulnérables à la formation en exigeant des entreprises bénéficiant du Programme de solutions pour la main-d’œuvre sectorielle qu’elles prévoient des mesures de soutien globales. +Appuyer la ministre des Femmes et de l’Égalité des genres et de la Jeunesse dans le processus d’évaluation de l’ACS Plus afin d’améliorer le cadre et les paramètres de cet outil d’analyse, en portant une attention particulière à l’analyse intersectionnelle de diverses caractéristiques, parmi lesquelles l’ethnicité, l’identité autochtone, la ruralité, les handicaps et l’identité sexuelle. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Madame la Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle de la ministre. + + + https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-de-la-ministre-de-la-famille-des-enfants-et-du + +Madame la Ministre, + +Je vous remercie d’avoir accepté de servir les Canadiens en tant que ministre de la Famille, des Enfants et du Développement social. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre de la Famille, des Enfants et du Développement social, votre priorité immédiate est de mettre en place un système pancanadien d’apprentissage et de garde des jeunes enfants qui permettra de réduire les frais exigés des parents, de créer plus de places de qualité, de recruter et de retenir des éducateurs qualifiés ainsi que de faire en sorte que tous les enfants bénéficient du meilleur départ possible dans la vie. Parallèlement, vous travaillerez avec des partenaires autochtones pour mettre en place un système d’apprentissage et de garde des jeunes enfants adapté à la culture autochtone. Par ailleurs, vous vous concentrerez sur la mise en œuvre du Fonds de relance des services communautaires afin d’aider les organismes de bienfaisance et les organismes sans but lucratif à s’adapter et à se moderniser, et vous veillerez à ce que Service Canada fournisse des services fiables et accessibles aux Canadiens, peu importe où ils vivent. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +Avec l’appui de la ministre des Femmes et de l’Égalité des genres et de la Jeunesse, continuer à promouvoir la création et la durabilité d’un système pancanadien d’apprentissage et de garde des jeunes enfants, en prenant les mesures suivantes : +Conclure les négociations avec les provinces et territoires restants, et mettre en œuvre des ententes : +Réduire de moitié en moyenne les frais des services de garde d’enfants réglementés d’ici la fin de 2022 partout au Canada à l’extérieur du Québec; +Abaisser à 10 $ par jour en moyenne les frais de services de garde d’enfants réglementés d’ici la fin de l’exercice 2025-2026 partout au Canada à l’extérieur du Québec; +Créer 250 000 places en garderie de haute qualité et embaucher 40 000 éducateurs et éducatrices de la petite enfance d’ici la fin de l’exercice 2025-2026; +Présenter un projet de loi sur la garde d’enfants pour renforcer et protéger le système pancanadien de garde des jeunes enfants; +Créer un Conseil consultatif national sur l’apprentissage et la garde des jeunes enfants; +Poursuivre le travail avec les provinces et territoires visant à réduire les frais des familles pour la garde d’enfants avant et après l’école; +S’assurer que le Secrétariat fédéral sur l’apprentissage et la garde des jeunes enfants dispose de toutes les ressources nécessaires et est pleinement fonctionnel d’ici le début de 2023. +Travailler avec les partenaires autochtones pour s’assurer que les jeunes enfants autochtones ont accès à un système d’apprentissage et de garde autochtone culturellement approprié qui répond aux besoins des familles autochtones peu importe où elles vivent, ce qui comprend veiller à ce qu’un plus grand nombre de familles autochtones aient accès à des programmes de grande qualité, créer 3 300 places en garderie et continuer à soutenir les services de garde avant et après l'école pour les enfants des Premières Nations dans les réserves. +Faire avancer la mise en œuvre du Fonds de relance des services communautaires pour aider les organismes de bienfaisance et à but non lucratif à s’adapter et à se moderniser au moment où ils se remettent de la pandémie. +Poursuivre la mise en place de la Stratégie d’innovation sociale et de finance sociale, y compris mettre pleinement en œuvre le Fonds de finance sociale et lancer le Conseil consultatif sur l’innovation sociale. +Grâce au déploiement de la Stratégie de réduction de la pauvreté du Canada et d’autres mesures, continuer de montrer la voie à suivre en ce qui touche la mise en œuvre du Programme de développement durable à l’horizon 2030 adopté par les Nations Unies. +Travailler avec la ministre de l’Agriculture et de l’Agroalimentaire et avec les provinces, les territoires, les municipalités, les partenaires autochtones et les intervenants à l’élaboration d’une politique nationale en matière d’alimentation dans les écoles et d’un programme national de repas nutritifs. +Travailler avec la ministre des Aînés pour fournir aux aînés un point d’accès unique à un vaste éventail de services et de prestations du gouvernement. +En tant que ministre responsable de Service Canada, vous dirigerez l’élaboration et la mise en œuvre de services et systèmes de versement des prestations modernes, sûrs et fiables pour les Canadiens et verrez à ce que tous les Canadiens admissibles y aient accès, peu importe où ils vivent. +Travailler avec la ministre du Revenu national à la mise en œuvre d’un système de paie électronique en temps réel, et veiller à ce que les entreprises de toutes tailles en bénéficient. +Augmenter la capacité et l’efficacité des organismes dirigés par des Noirs et au service des Noirs par une mise en œuvre continue de l’initiative Appuyer les communautés noires du Canada. Pour mener à bien cet engagement, vous aurez l’appui du ministre du Logement et de la Diversité et de l’Inclusion. +Travailler avec la ministre des Femmes et de l’Égalité des genres et de la Jeunesse pour s’assurer que la voix et les besoins des enfants soient pris en compte dans le programme de notre gouvernement au moment où il s’emploie à faire du Canada le meilleur endroit où grandir. +Travailler avec la ministre des Femmes et de l’Égalité des genres et de la Jeunesse et la ministre de la Santé mentale et des Dépendances et ministre associée de la Santé afin de veiller à ce que les enfants et les jeunes aient accès à des services de santé mentale pendant qu'ils se remettent des effets de la pandémie. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Madame la Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle de la ministre. + + + https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-du-ministre-du-travail + +Monsieur le Ministre, + +Je vous remercie d’avoir accepté de servir les Canadiens en tant que ministre du Travail. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre du Travail, vos priorités immédiates sont de collaborer avec les milieux de travail sous réglementation fédérale pour veiller à ce que la vaccination contre la COVID-19 y soit obligatoire, et de modifier le Code canadien du travail de sorte que tous les travailleurs régis par les lois fédérales aient droit à 10 jours de congés de maladie payés. Je m’attends à ce que vous collaboriez avec les employeurs sous réglementation fédérale et les organisations représentant les travailleurs, ainsi qu’avec vos homologues provinciaux et territoriaux, pour rendre les lieux de travail plus sécuritaires et équitables pour toutes les personnes à l’échelle du pays et à ce que vous chapeautiez nos efforts visant à éliminer le travail forcé des chaînes d’approvisionnement canadiennes. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +Poursuivre la collaboration avec les lieux de travail sous réglementation fédérale pour veiller à ce que la vaccination obligatoire contre la COVID-19 soit mise en œuvre. +Obtenir l’adoption de modifications au Code canadien du travail pour accorder 10 jours de congé de maladie payés à tous les travailleurs sous réglementation fédérale, et convoquer les provinces et les territoires pour élaborer un plan d’action national dans le but de légiférer les congés de maladie dans tout le pays, tout en respectant les compétences provinciales et territoriales et les besoins uniques des propriétaires de petites entreprises. +Terminer l’élaboration d’une politique de droit de se déconnecter, de concert avec les employeurs sous réglementation fédérale et les groupes syndicaux. +Aller de l’avant et obtenir l’adoption de modifications au Code canadien du travail afin d’inclure la santé mentale en tant qu’élément particulier des normes de santé et de sécurité au travail et d’exiger des employeurs sous réglementation fédérale qu’ils prennent des mesures préventives visant à résoudre les problèmes de stress et les risques de blessures au travail. +Modifier le Code canadien du travail afin de prévoir jusqu’à cinq jours de congé payés de plus pour les employés sous réglementation fédérale qui vivent une situation de fausse couche ou de mort à la naissance, et de renforcer les dispositions visant à mieux soutenir les travailleuses qui doivent être réaffectées pendant la grossesse et l’allaitement. +Continuer à travailler avec les gouvernements provinciaux et territoriaux pour mettre pleinement en œuvre la Convention sur la violence et le harcèlement de 2019 de l’Organisation internationale du Travail et continuer à appuyer les employeurs et les syndicats pour renforcer les mesures de prévention du harcèlement et de la violence dans les lieux de travail de compétence fédérale. +Diriger les efforts pour fournir des produits d’hygiène féminine gratuits dans les lieux de travail sous réglementation fédérale afin de favoriser la participation des femmes au travail. +Avec l’appui de la présidente du Conseil du Trésor, du ministre du Logement et de la Diversité et de l’Inclusion et de la ministre des Femmes et de l’Égalité des genres et de la Jeunesse, travailler à accélérer l’examen de la Loi sur l’équité en matière d’emploi et assurer la mise en œuvre rapide des améliorations nécessaires. +Moderniser le Programme de contrats fédéraux pour veiller à ce que les entrepreneurs fédéraux paient à leurs employés le salaire minimum fédéral, de façon à respecter les engagements relatifs au leadership sur les plans environnemental, social et de la gouvernance et à l’approvisionnement du gouvernement. +Continuer à faire progresser la mise en œuvre de la Loi sur l’équité salariale dans les lieux de travail sous réglementation fédérale. +Créer un processus de négociation collective plus équitable dans les lieux de travail sous réglementation fédérale en faisant avancer des mesures législatives qui interdisent le recours à des travailleurs de remplacement lorsqu’un employeur syndiqué met ses employés en lock-out. +Appuyer la vice-première ministre et ministre des Finances dans l’introduction d’un crédit d’impôt pour la mobilité de la main-d’œuvre permettant aux travailleurs des secteurs du bâtiment et de la construction de déduire les frais admissibles de déplacement et de réinstallation temporaire. +Travailler avec le ministre des Ressources naturelles pour favoriser l’adoption d’un projet de loi et de mesures exhaustives pour assurer une transition équitable. Ce travail s’appuiera sur les consultations menées auprès de travailleurs, de syndicats, de peuples autochtones, d’employeurs, de communautés, de provinces et de territoires pour soutenir l’avenir et la qualité de vie des travailleurs et de leurs communautés dans le cadre de la transition vers une économie à faibles émissions de carbone. Vous recevrez l’appui de la ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap et des ministres responsables des agences de développement régional. +Travailler à des modifications qui permettront aux travailleurs à l’emploi de grandes plateformes numériques de bénéficier d’une sécurité d’emploi en vertu du Code canadien du travail. Vous collaborerez également avec la ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap pour veiller à ce que ces travailleurs bénéficient de prestations et de mesures de soutien. +Avec l’appui du ministre de la Sécurité publique, de la ministre des Services publics et de l’Approvisionnement et de la ministre du Commerce international, de la Promotion des exportations, de la Petite Entreprise et du Développement économique, présenter un projet de loi pour éliminer le travail forcé des chaînes d’approvisionnement canadiennes et faire en sorte que les entreprises canadiennes qui mènent des activités à l’étranger ne contribuent pas à des violations des droits de la personne. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Monsieur le Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle du ministre. + + + https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-de-la-ministre-des-aines + +Madame la Ministre, + +Je vous remercie d’avoir accepté de servir les Canadiens en tant que ministre des Aînés. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre des Aînés, votre priorité immédiate est de soutenir et de faire progresser l’engagement pris par le gouvernement d’augmenter la Sécurité de la vieillesse et le Supplément de revenu garanti. Je m’attends à ce que vous aidiez le ministre de la Santé à améliorer la qualité et la disponibilité des soins de longue durée, et à prendre des mesures concrètes pour soutenir les aînés qui veulent vieillir chez eux. De plus, vous continuerez de créer des possibilités pour les aînés d’entretenir plus de liens, d’obtenir du soutien et d’être des membres actifs de leur communauté en mettant en œuvre le programme Nouveaux Horizons pour les aînés. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +En tablant sur notre engagement à l’égard de la Sécurité de la vieillesse, augmenter le Supplément de revenu garanti de 500 $ pour les aînés vivant seuls et de 750 $ pour les couples, à compter de l’âge de 65 ans. +Veiller à ce que la Prestation canadienne d’urgence (PCU) et la Prestation canadienne de la relance économique (PCRE) n’aient pas d’incidence négative sur l’admissibilité des aînés au Supplément de revenu garanti. +Avec l’appui du ministre de la Santé, créer un comité d’experts chargé de formuler des recommandations sur la mise en œuvre d’une allocation Vieillir chez soi. +Aider les organismes communautaires à fournir un soutien pratique pour aider les aînés à faibles revenus ou autrement vulnérables à vivre chez eux aussi longtemps que possible, et appuyer les projets régionaux et nationaux qui facilitent l’expansion de services ayant déjà fait leurs preuves pour ce qui est d’aider les aînés à demeurer dans leur domicile. +Travailler avec la ministre de la Famille, des Enfants et du Développement social pour fournir aux aînés un point d’accès unique à un vaste éventail de services et de prestations du gouvernement. +Continuer de collaborer avec le ministre de la Justice et procureur général du Canada pour renforcer l’approche du Canada à l’égard de la maltraitance des personnes âgées en mettant la dernière main à la définition nationale des mauvais traitements infligés aux aînés, en investissant des fonds pour améliorer la collecte de données, et en établissant dans le Code criminel de nouvelles infractions et de nouvelles sanctions liées à la maltraitance des aînés. +Représenter le gouvernement du Canada au Forum des ministres fédéral, provinciaux et territoriaux responsables des aînés. +Continuer de diriger les travaux d’Emploi et Développement social Canada portant sur les programmes destinés aux aînés, ce qui comprend le programme Nouveaux Horizons pour les aînés. +Aider le ministre de la Santé à améliorer la qualité et la disponibilité des établissements et des lits de soins de longue durée. Pour ce faire, travailler avec les provinces et territoires pour améliorer les mesures de prévention et de contrôle des infections, définir les principes communs et élaborer des normes nationales afin que les aînés reçoivent les soins qu’ils méritent. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Madame la Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle de la ministre. + + + + + + + 2021-12-09 +Suggest replacting OUTCOMES with the already provided words: 'Support ESDC to meet its Official Languages requirements and enable 117 users who work in 17 Linguistics Services' . + Reconsider items already listed in OUTCOMES as OBJECTIVES to reach the outcome. + + + Support ESDC to meet its Official Languages requirements and enable 117 users who work in 17 Linguistics Services + + + Support ESDC to meet its Official Languages requirements and enable 117 users who work in 17 Linguistics Services + + + About RWS +RWS Holdings plc is the world’s leading provider of technology-enabled language, content management and intellectual property +services. We help our customers to connect with and bring new ideas to people globally by communicating business critical content +at scale and enabling the protection and realization of their innovations. +Our vision is to help organizations interact effectively with people anywhere in the world by solving their language, content and +market access challenges through our collective global intelligence, deep expertise and smart technology. +Customers include 90 of the globe’s top 100 brands, the top 10 pharmaceutical companies and approximately half of the top +20 patent filers worldwide. Our client base spans Eur ope, Asia Pacific, and North and South America acr oss the technology, +pharmaceutical, medical, legal, chemical, automotive, government and telecommunications sectors, which we serve fr om offices +across five continents. +Founded in 1958, RWS is headquartered in the UK and publicly listed on AIM, the London Stock Ex change regulated market (RWS.L). +For further information, please visit: www.rws.com +© All Rights Reserved. Information contained herein is deemed confidential and the proprietary information of RWS Group*. +*RWS Group shall mean RWS Holdings PLC for and on behalf of its affiliates and subsidiaries. + + + Data residency +RWS Language Cloud is currently hosted in AWS Frankfurt and all client data is held in that location. + +Hosting environment security +RWS Language Cloud is hosted as a software-as-aservice (SaaS) application by our Cloud Operations organization, which is ISO 27001-certified for all our hosted products and has achieved 100% compliance with the controls and objectives of SOC 2 Type 2 attestation. We are further specializing and tailoring security for cloud services by implementing ISO 27017 in 2021. +We have contracted with leading third-party service providers to host our products. These include Amazon Web Services, NTT Communications and Alibaba Cloud, all of which maintain multiple certifications for security including, but not limited to, ISO 27001, SSAE 16, SOC 1, SOC 2, and SOC 3. +In addition to the security measures implemented by our hosting partners, we also have policies and procedures covering: +• Access control +• Physical protection +• Logical protection +• Data backup +• Data security +• Availability and proactive monitoring +• Risk assessment + +Cloud Operations also has a collection of security tools and capabilities to ensure the security of our clients’ data. These include: +• Event management monitoring tools to perform anomaly detection +• Perimeter firewalls and integrated Network Threat Protection (NTP) with anti-virus +• 24/7 operation to support real-time event management activities +• Industry recommended tools for threat visibility +• A state-of-the-art vulnerability and penetration security testing scanner +• An IT Infrastructure Library (ITIL) compliant ticketing tool for incident management + + + + + + + + + + + + This work is in alignment with ESDC/SC’s Service Strategy and our shared commitment to transforming the way we deliver services and programs to our clients + + + It also builds on the Workload Management Tool that was introduced in 2016 to support the Gs&Cs administration, business line performance and reporting. + + + Collaboration & Engagement: Maximize collaboration across the Gs&Cs delivery network to develop tools and approaches that meet common needs. + + + Efficiency and Stewardship: Provide Business Intelligence (BI) to support enhanced efficiencies in program planning, implementation and delivery. + + + Accountability: Enable timely and comprehensive performance measurement, management, and reporting in a coherent and integrated manner. + + + Responsiveness: Support timely and responsive program delivery management. + + + Innovation: Adopt new approaches, methodologies and systems to advance WMBI evolution within ESDC/SC. + + + VALUE PROPOSITION: +The WMBI will offer a consistent and responsive approach to provide Gs&Cs workload management and business intelligence supports that will: + +- Strengthen resource/financial allocation and workload forecasting and management capabilities +- Strengthen our ability to develop and disseminate consistent, timely, and relevant business intelligence that is responsive to the needs of our program partners and stakeholders +- Support effective and client centric program administration and evidence based decision making + +This work is in alignment with ESDC/SC’s Service Strategy and our shared commitment to transforming the way we deliver services and programs to our clients. + +It also builds on the Workload Management Tool that was introduced in 2016 to support the Gs&Cs administration, business line performance and reporting. + + + + Strengthen resource/financial allocation and workload forecasting and management capabilities + + + Strengthen our ability to develop and disseminate consistent, timely, and relevant business intelligence that is responsive to the needs of our program partners and stakeholders + + + Support effective and client centric program administration and evidence based decision making + + + Facilitates the assignment, tracking and management of Gs&Cs workload and supports enhanced productivity. + + + Supports close monitoring and management of program and project budgets, commitments and expenditures. + + + Reinforces sound financial management and pro-active budget management + + + Simplifies the reporting of regional, national and business line performance results. + + + Provides access to timely, consistent and accurate data relating to business line indicators and facilitates the monitoring of key performance indicators and service standards. + + + Provides both detailed and summarized information on programs and projects. + + + Facilitates impact/benefit analysis. + + + Reduces the need for customized reports. + + + + + + Alignment and coordination with ongoing development of corporate systems (CSGC) will be a priority + + + KPI and Service Standard markers will be embedded as appropriate to support improved performance + + + Data management and reporting capabilities will be available at different levels of granularity and to present common and/or program specific priority elements/tasks + + + Core to the effort will be the identification of common data elements to underpin the WMBI tools + + + Consistent data capture approaches will be essential to the success of these efforts + + + Processing time capture will be a key functionality to support productivity + + + There will be opportunities to collect and validate information on what has worked well and identify outstanding needs/gaps and opportunities for improvement. + + + There will be organizational capacity and expertise to support the development and ongoing evolution of this process (Strategic Directions Directorate POB + partners as appropriate, e.g. IITB). + + + SLIDE 2 +The purpose of this presentation is to: + - Secure endorsement of the updated interim and target architectures for the CSPS Next Generation Digital Learning Environment, which was a condition of the initial July 2nd, 2020 GCEARB Presentation. + - Secure GCEARB support to prioritize CCCS Cloud Service Provider (CSP) Information Technology Security (ITS) Assessment of NGDLE core components. + - Present opportunity to leverage NGDLE as an enterprise solution to meet need for learning platforms through a multi-departmental approach. + + + Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences. + + + Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences. + + + Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences. + + + Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences. + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + For GC Employees + + + Maximize alignment with GC enterprise solutions reuse of COTS or open-source applications + + + Maximize interoperability across the enterprise via APIs or global learning technology standards (ex: Learning Tools Interoperability (LTI) , Experience API (xAPI), Common Cartridge, SCORM, Open Educational Resources) + + + Stronger base for accessibility and Official Languages over existing solution + + + Information for the courseware is stored in standard formats that allow interoperability + + + B. Main Drivers: Manual, outdated process. Opportunity to modernize and help work better, smarter and faster. + + + C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. + + + C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. + + + C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. + + + C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. + + + EA Assessment Summary: +Enterprise Architecture (EA) considers this project as fully aligned to EA principles, standards and best practices, with opportunity for further alignment under tactical and strategic recommendations. + +Project/Proposal Background: +High Level Project/Proposal Notes: NIIS Pensions Web Service for Pensions OAS and CPP Letters [CSD: National Integrity Investigation System] +A. IITB Proposal Intake Form: IITB Lite-Branch Initiative Proposal Intake Form +B. Main Drivers: Manual, outdated process. Opportunity to modernize and help work better, smarter and faster. +C. Main Goals & Outcomes: + a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. + b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. + c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. + d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. +D. Current Status: Project/Proposal is in pre-development using ACS/CCT, Web Services and an updated NIIS form. +E. Support Model: NIIS and CCT/ACS +F. Costing Model: No additional cost. Existing license. +G. Data Sensitivity: Protected-B + + + + + + + + Outcome 1- Enhanced client services +The QC TDI project will enable Quebec residents to use their provincial TDI to login to MSCA. This will improve their client experience with ESDC and result in streamlined access to programs and services such as EI, CPP and OAS as well as other government of Canada (GC) online services. + + + Outcome 2- Advance the implementation of the Pan-Canadian Trust Framework (PCTF) +This project supports the pan-Canadian digital identity vision by collaborating with Federal, Provincial and Territorial (FPT) partners to operationalize the PCTF and leverage provincial TDI’s for access to programs and services offered by the government of Canada. + + + Outcome 3- Increased interoperability between partners by using open source technologies +This project will increase interoperability between FPT partners by using open standards and standards-based protocol. + + + Outcome 4- Reduced resource usage for mailing PACs to QC clients for authentication +With using a provincial TDI, ESDC replaces the second factor authentication of sending a PAC by mail to clients when registering to MSCA via GCKey or Sign-In Partner. This project will help reduce the amount of PACs sent when QC clients use their QC provincial TDI instead of other options. + + + Benefit 1- Process simplification +• Simplified registration – the project will streamline the federal MSCA and CRA My Account registration process for QC residents with a QC Digital Identity by relying on an approved Provincial TDI instead of a federal credential and federal identity proofing. +• Enhanced client services – streamlined access by eliminating the need to create multiple usernames and passwords and provide duplicate personal information to each level of government to access programs and services. +• Faster access – It will offer real-time access to MSCA by eliminating the requirement for a PAC for identity validation purposes (for those that do not have access to Verified.Me via one of the six available financial institutions). +This benefit will be measured by: +1) The number of new QC clients using their QC Digital Identity to register in real time to MSCA (out of the total number of QC residents that have an MSCA Account). +2) The percentage of QC clients who register to MSCA via credential substitution for Quebec TDI (out of the total number of QC residents that have a MSCA Account). +3) The percentage of logins to MSCA from distinct users using their QC Digital Identity (out of the total number of QC residents that have a MSCA Account). + + + + Benefit 2- Demonstrate business value by leveraging a PT TDI for the GC +• This project will further advance the pan-Canadian digital identity ecosystem by collaborating with Treasury Board of Canada Secretariat (TBS) and FPT partners to onboard a third province using the Public Sector Profile of the PCTF. The PCTF is a framework that enables standardised, high value and high integrity identity solutions between jurisdictions and the private sector. It enables Canada’s full and secure participation in the global digital economy through economic sector innovation and the enablement of modernized digital service delivery. +This benefit will be measured by: +1) The QC TDI agreement being in place. +2) A Letter of Acceptance issued by the Chief Information Officer at TBS to the Province of Quebec accepting Quebec’s DI as Trusted. +3) Subsequent conformance assessments with the PCTF as required by the TDI agreement. + + + + Benefit 3- Demonstrate business value of using open source technologies to increase interoperability +• The project will leverage the business values provided by the BCDIFS Project, and allow interoperability and usage of components (i.e. Open ID connect) that are embedded in service interfaces (i.e. Application Program Interface). +This benefit will be measured by: +1) The number of PTs that offer digital identities that leverage this service model. + + + FR01 Transaction Audit An audit capability shall track all transactions being initiated by clients and systems. + + + FR02 Management Reporting An audit capability shall provide support for enquiries and management reporting (e.g. volumes, match rates, etc.) + + + FR03 Timestamps An audit capability shall record timestamps of all transactions or requests being initiated. + + + FR04 Incomplete Transactions An audit capability shall capture the reason for incomplete transaction being initiated by clients and systems. + + + FR06 Privacy notifications, Consent and Terms and Conditions The system must capture and record the Privacy notifications, Consent and Terms and Conditions version(s) agreed to by the client to be available if/when required by phone agents supporting clients, for management reporting purposes, and for audit purposes. + + + FR05 Track Multiple Attempts An audit capability shall include the ability to track multiple attempts from a single user. + + + FR07 Initiate Registration Maintain the existing online capability to login to MSCA site using existing credentials (i.e. TBS-owned federal anonymous credentials – Sign-In Partner or GCKey). The system must have the new ability for clients to sign in using their TDI. Maintain existing system lockout parameters (number of attempts). In the event the provincial system is unavailable, a system outage message must be presented to clients in the ESDC system. + + + FR08 Consume Client Identifier (New and Returning Users) The system must be able to request, receive, consume, and store the Persistent Anonymous Identifier (PAI) from the user’s TDI to support mapping of the user within the ESDC system. + + + FR09 R&A Database Lookup (New and Returning Users) The system must be able to look up the client-entered SIN in the R&A Database and identify whether the user is new or returning. + + + FR10 Consume Identity (New and Returning Users) The system must be able to request, receive, consume and store the required data elements from the user’s TDI at the required Level of Assurance (minimum LOA 2). Storage of data elements is in accordance with existing policies and procedures. + + + FR12 Enter Identity Profile (New Users) The system must accept identity profile information (i.e. for SIN and Parents last name at birth) entered by the client. + + + FR11 Exception Handling (New and Returning Users) The system must be able to handle exceptions etc. through process termination and presentation of an error message to the client. + + + FR13 Standard Field Edits (New Users) The system must use the existing field edits to verify that the data is entered using the proper format (i.e. for SIN and Parents last name at birth). + + + FR14 Create ECAS Security Questions and Answers (New Users) The system must use the existing online capability to enter security questions and answers. + + + FR15 Confirm Identity Profile (New Users) The system must maintain the existing process to confirm the user identity profile information that was entered. + + + FR16 Program Enrolment The system must support mapping of the Quebec user using the PAI and SIN. + + + FR17 Validate Identity Profile Against SIR (New and Returning Users) The system must use the existing SIN validation service to validate the required identity and personal information against the SIR, with match / no match / flagged response.The system must have the ability to combine data elements consumed from the TDI with user-entered data elements to submit the request to the SIN validation service. + + + FR18 SIN No Match/Refer to Agent (New and Returning Users and Returning Quebec TDI users) If the client’s SIN or identity / personal information does not match the SIR, the system will generate an error message indicating the information does not match the SIR record and to either try again or contact an ESDC support agent by phone to resolve the issue. Maintain existing system lockout parameters (number of attempts, SIN flags). + + + FR19 Create My Service Canada Account Use the existing process to create a MSCA after successful SIR match is made. + + + NF01 Integrity Data corruption must not harm business operations. + + + FR20 Inform Client of Account Creation With successful account creation, the client is re-directed to MSCA (Welcome Page / Landing Page). + + + FR21 Credential Substitution (Returning Users and Returning Quebec TDI users) Maintain the existing online capability for existing MSCA users to substitute their credential, including the existing SIN flag process, and process whereby the user provides answers to the selected Security Questions which are verified against the sytem database. Maintain existing system lockout parameters (number of attempts, SIN flags). + + + FR22 Returning Quebec TDI users Maintain existing SIN flag process when an already mapped user enters credential to pass through to secure MSCA portal. + + + NF02 Efficiency Existing Service Level Protocol (SLP) standards for provision of online services will apply and/or be adapted with the province as needed to support the project (regardless of technology used). + + + NF03 Reliability The project does not change the requirements for the associated provincial, ESDC or partner systems. In case of system outage or data corruption, databases must be fully recoverable. + + + NF04 Recoverability The project does not change the recoverability requirements for the associated Quebec, ESDC or partner systems. + + + NF05 Usability The new TDI functionality will adopt the existing ESDC usability requirements. + + + NF06 Maintainability No change to existing maintainability requirements. + + + NF07 Verifiability The system must be verifiable, i.e. it has to perform as intended and yield to the benefits outlined in the project Intake Proposal. + + + NF08 Availability The project does not change the availability requirements for the associated ESDC systems. If the provincial system is down, the client will get a message that the service is unavailable and be directed to the standard support process. + + + NF09 Scalability Design with scalability in mind to allow for the addition of additional Trusted Digital Identities, programs, provinces and territories. Defer to TBS regarding the GC vision for the federated consolidator (i.e. Sign-In Canada). + + + NF10 User Experience Design with maximization of user experience in mind (e.g., fewer steps in the registration and authentication process and therefore less time spent to access federal benefits),and to allow for the seamless addition of additional TDI, programs, provinces and territories to the extent possible. + + + NF11 Interoperability Design with interoperability in mind to allow for the addition of additional TDI, programs, provinces and territories. Defer to TBS regarding the GC vision for the federated consolidator and cross-jurisdictional information sharing platform(s). + + + NF12 Security ESDC must be able to suspend services unilaterally in case of potential privacy or IT security risks/issues and breaches. + + + • Citizen-centric design, in alignment with the GC Service Strategy, ESDC Benefit Delivery Modernization Initiative and the GC’s Sign-in Canada Platform; + + + • Real-time access to digital services; + + + • Measurable qualitative and quantitative results; + + + • Privacy by design; + + + • Adherence to all GC standards and policies, including web accessibility and official languages; + + + • Scalable solution to enable future expansion; + + + • Security and integrity of information transfer processes and technology. + + + • Business solutions developed to minimize modifications to existing systems; + + + Improve system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. + + + Simplify and facilitate process for clients: Allowing the client to upload documents to support their Request for Review by the minister will simplify the process for the client. They will be able to complete their request without having to mail in additional documentation. This will also allow the clients to receive their decision in a timelier manner. + + + Improve communication: The updates to the client and trustee letters will make it easier for the client to understand the decision made and their responsibilities depending on if they were approved or denied. + + + + • Current solution: +The Continuous Improvement Project looks to efficiently simplify the processes of the WEPP program, with the purposes of improving the speed and quality of the WEPP decision. Some actions of the maintenance project will include allowing clients to submit supporting documents via doc upload, modifying the client applications and updating questions on trustee information forms, updating client and trustee letters, adding help texts in screens to assist processing officers, etc. + + + • Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. + + + + • Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. + + + + • Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. + + + + • Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. + + + + o Functional: + Doc upload will allow clients to submit their documents online allowing processing officers to improve speed of deliver. + Improved system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. + + + + o Functional: + Doc upload will allow clients to submit their documents online allowing processing officers to improve speed of deliver. + Improved system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. + + + + o Non-Functional: + Improve Communication: Updated letters will provide clients and trustees a better understanding of their responsibilities depending what decision was made. + + + + + + + + + + + + + • The new conditions to the system are added and can be selected when an inspection is created and initiated + + + • New letter(s)/annex(es) are added and the existing templates are updated in the Corporate Correspondence Tool (CCT) with the new conditions; + + + • Updates to the solution are made in order to continue the use of CCT to produce letters/annexes directly from the case. + + + • Additional fields are added to the solution to request additional information/documents required to verify employers’ compliance with the new conditions. + + + • The program is ready to start inspecting employers against the new conditions imposed as of September 26th, 2022. + + + • The Training site is updated with the changes to facilitate training prior to deploying changes to production. + + + 2.4 Expected Benefits +• Program meets the regulatory requirements by implementing and operationalizing the new conditions; + + + + 2.4 Expected Benefits +• The solution is updated with the new conditions, mandatory requirement, to ensure new conditions can be selected, inspected, and documented; + + + 2.4 Expected Benefits +• The new conditions are identified for investigators as required before the inspection referrals are distributed to regions; + + + • The solution is reliable and accurate with up-to-date information on conditions and can be used for stats and reporting. + + + 2.4 Expected Benefits +• Continued use of CCT adds efficiencies and streamlines the inspection process; it eliminates the need for users to produce and save outgoing correspondence outside of the system and manually upload them to the system after sent to employers; + + + • Inspections of new conditions increases TFW protections relating to health and safety and financial abuse. + + + • Employers who fail to comply with these conditions are held responsible and will face consequences for violations committed. + + + 2.5 Business Requirements +1. These are part of ongoing improvements to the program to make sure it continues to meet the government’s goals and objectives to support the Canadian economy and the employer community as well as protecting the TFWs and the program from abuse; + + + 2.5 Business Requirements +3. Regulatory changes will protect the TFWs employed in Canada: +o by ensuring they have access to emergency medical care paid by the employer before they become eligible by provincial health care system; +o by ensuring they are given information on their rights in Canada before or the first day of work; +o by ensuring they are provided a written employment contract so they are aware of the terms and conditions of their employment before or on the first day of work. + + + 2.5 Business Requirements +2. Implementing the amendments to regulations, which are mandatory, in a timely manner will ensure that employers are being held to the commitments made and are being inspected against the new conditions starting in September 2022 and onwards; + + + 2.5 Business Requirements +4. Suspension of employer’s LMIA application assessment, when there is a reason to suspect that the employer may not be complying with certain conditions, will protect the TFWs from serious harm and it will stop the employer from employing new TFWs until the allegations are addressed. It also strengthens program integrity and protects the Canadian labour market and standards of living. + + + To ensure the scope of the project is based on a clear understanding of high-level requirements + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level +• To validate whether the documented requirements are aligned with the business need and prioritized according to business value +• To verify whether their identified requirements are deemed in or out of scope of the project + + + • To understand the business need sufficiently to develop a conceptual design of the solution. +• To ensure the high-level requirements are testable + + + • To validate that they have accurately defined all in-scope high-level requirements +• To set priorities and boundaries for detailed requirements definition, analysis and management. + + + • To clearly understand the high-level scope of work necessary to deliver the project +• To establish a baseline for creating the project work breakdown structure (WBS) + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level +• To validate whether the documented requirements are aligned with the business need and prioritized according to business value +• To verify whether their identified requirements are deemed in or out of scope of the project + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level +• To validate whether the documented requirements are aligned with the business need and prioritized according to business value +• To verify whether their identified requirements are deemed in or out of scope of the project + + + FR01 Functional New Conditions + -Must provide information to TFW on their rights in Canada on the first day of work or before +-Must post information on TFWs right in Canada in accessible place at work +-Must provide and purchase emergency medical care for TFWs until they are eligible for provincial coverage +-Must make reasonable efforts for access to health care service when TFW is injured or becomes ill +-Must not charge TFWs for employment or recruitment, directly or indirectly +-Must ensure the employer’s recruiter is not charging fees for employment or recruitment. + + + + FR02 Functional New letter/annex +Name the letters and annexes New letter(s) and annex(es) names are added to the system activity for selection via link from CCT. + + + FR03 Functional Update letters and annexes with new conditions + Update all letters and annexes with new conditions and develop new fields in ICMS that will enable the investigators to request additional information/documents from employer to inspect new conditions. + + + + FR04 Functional Field for Suspensions + Add a new field to suspend LMIA application assessment when ISB determines the employer may not be complying with certain conditions. Medium + + + + TR01 Training NHQ and Regional Trainers Train NHQ Training team to train the regional trainers on the changes High + + + TR07 System release date/ approvals Scheduling a system release date and seeking approval. A release date be planned in advance for seek approvals prior to deployment to production date of Sept 26. High + + + TR02 Training System ICMS Training Site Deploy the changes to the training site in order to conduct training prior to deployment to production. High + + + TR03 Policy Finalize Policies Finalize policies to develop reference and training material. High + + + TR04 Letters and Annexes Update letters/annexes + Update letters and annexes in advance to see what changes will impact IT and to develop detailed business requirements for change requests High + + + + TR05 Advice and Guidance + Prepare reference and training material + Prepare reference and training material for training and ongoing advice and guidance. High + + + + TR06 ICMS Reference material ICMS reference and user guide Update ICMS reference and user guide Medium + + + Canada Disability Benefit +Eligibility +4 A person is eligible for a Canada disability benefit if they meet the eligibility criteria set out in the regulations. + + + + Obligation to provide information +6 An applicant or the representative of an applicant who is incapable of managing their own affairs must provide the Minister with any information that the Minister may require in respect of the application. + + + Social Insurance Number +7 The Minister is authorized to collect and use, for the purposes of the administration and enforcement of this Act, the Social Insurance Number of an applicant. + + + Preamble +Whereas working-age persons with disabilities are more likely to live in poverty than working-age persons without disabilities, because of economic and social exclusion; + + + Preamble +Whereas persons with disabilities often face barriers to employment, including work disincentives such as the loss of income and other benefits as a result of becoming employed; + + + Whereas the Canadian Charter of Rights and Freedoms guarantees persons with disabilities the right to the equal protection and equal benefit of the law without discrimination; + + + Preamble +Whereas the Government of Canada is committed to the economic and social inclusion of persons with disabilities, as evidenced by its introduction of the Accessible Canada Act; + + + Whereas Canada aspires to be a world leader in the eradication of poverty, and Parliament, with a view to this objective, enacted the Poverty Reduction Act; + + + Whereas, in the spirit of “Nothing Without Us”, the Government of Canada recognizes the importance, in developing support measures for persons with disabilities, of engaging with the disability community, in accordance with the Accessible Canada Act, which specifies that “persons with disabilities must be involved in the development and design of laws, policies, programs, services and structures”; + + + Whereas reducing poverty contributes to the progressive realization of Canada’s international obligations under the United Nations Convention on the Rights of Persons with Disabilities; + + + Whereas progress made by Canada in reducing poverty for persons with disabilities and others contributes to meeting the Sustainable Development Goals of the United Nations; + + + Whereas the Government of Canada seeks to build on its successes in addressing poverty through providing benefits for seniors and for families with children; + + + And whereas Parliament recognizes the leading role that the provinces and territories play in providing supports and services to persons with disabilities and the importance of engaging with them in developing income supports and other support services; + + + + 11 (1) The Governor in Council may make regulations + +(b) respecting conditions that are to be met in order to receive or to continue to receive a benefit; + + + Regulations +11 (1) The Governor in Council may make regulations + +(c) respecting the amount of a benefit or the method for determining the amount; + + + Regulations +11 (1) The Governor in Council may make regulations + +(d) respecting the manner in which a benefit is to be indexed to inflation; + + + Regulations +11 (1) The Governor in Council may make regulations + +(e) respecting payment periods and the amount to be paid each period; + + + (h) respecting reviews or reconsiderations of decisions made under this Act; + + + (i) respecting appeals; + + + (j) respecting the circumstances in which retroactive payments may be made to persons who do not apply in the time specified in the regulations but are otherwise eligible; + + + Regulations +11 (1) The Governor in Council may make regulations + +(f) respecting applications for a benefit; + + + (g) respecting the amendment or rescission of decisions made by the Minister; + + + (k) respecting applications made on behalf of persons who are incapable of managing their own affairs, payments to those persons and reviews, reconsiderations or appeals commenced on their behalf; + + + (l) respecting the circumstances in which the Minister may deem an applicant or beneficiary to be dead and may determine their date of death if the applicant or beneficiary has disappeared under circumstances that, in the opinion of the Minister, raise beyond a reasonable doubt a presumption that the applicant or beneficiary is dead; + + + (m) respecting the application of this Act when an applicant or beneficiary dies; + + + (n) authorizing the Minister to correct administrative errors; + + + (t) authorizing the Minister, for any purpose related to verifying compliance or preventing non-compliance with this Act, to require an applicant, a beneficiary or the representative of an applicant or beneficiary who is incapable of managing their own affairs, to be at a suitable place — or to be available by audioconference or videoconference or in any other suitable manner — at a suitable time in order to provide any information or any document that the Minister may require in respect of the application; and + + + (o) respecting the identification of debts due to Her Majesty in right of Canada; + + + (p) respecting the recovery of overpayments and debts due to Her Majesty in right of Canada, including limitation or prescription periods; + + + (q) establishing offences punishable on summary conviction for the commission of any of the following acts and setting fines or terms of imprisonment or both for such offences: + +(i) knowingly using false identity information or another person’s identity information for the purpose of obtaining a benefit for themselves, + +(ii) counselling a person to apply for a benefit with intent to steal all or a substantial part of it, + +(iii) knowingly making false or misleading representations in relation to an application; + + + (r) establishing a system of administrative monetary penalties applicable to the commission of either or both of the following acts and setting the amounts of those penalties: + +(i) knowingly making false or misleading representations in relation to an application, + +(ii) making an application for, and receiving, a benefit while knowingly not being eligible to receive it; + + + (s) adapting section 44.‍2 of the Old Age Security Act for the purpose of applying that section as adapted to the verification of compliance or the prevention of non-compliance with this Act and to the use of copies as evidence; + + + (u) generally, for carrying out the purposes and provisions of this Act. + + + (i) knowingly using false identity information or another person’s identity information for the purpose of obtaining a benefit for themselves, + + + (ii) counselling a person to apply for a benefit with intent to steal all or a substantial part of it, + + + (iii) knowingly making false or misleading representations in relation to an application; + + + (r) establishing a system of administrative monetary penalties applicable to the commission of either or both of the following acts and setting the amounts of those penalties: + +(i) knowingly making false or misleading representations in relation to an application, + +(ii) making an application for, and receiving, a benefit while knowingly not being eligible to receive it; + + + (r) establishing a system of administrative monetary penalties applicable to the commission of either or both of the following acts and setting the amounts of those penalties: + +(i) knowingly making false or misleading representations in relation to an application, + +(ii) making an application for, and receiving, a benefit while knowingly not being eligible to receive it; + + + The interim Canada Dental Benefit is intended to help lower dental costs for eligible families earning less than $90,000 per year. Parents and guardians can apply if the child receiving dental care is under 12 years old and does not have access to a private dental insurance plan. + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Explanatory Note +Section 4.2 of the Department of Justice Act requires the Minister of Justice to prepare a Charter Statement for every government bill to help inform public and Parliamentary debate on government bills. One of the Minister of Justice’s most important responsibilities is to examine legislation for inconsistency with the Canadian Charter of Rights and Freedoms [“the Charter”]. By tabling a Charter Statement, the Minister is sharing some of the key considerations that informed the review of a bill for inconsistency with the Charter. A Statement identifies Charter rights and freedoms that may potentially be engaged by a bill and provides a brief explanation of the nature of any engagement, in light of the measures being proposed. + +A Charter Statement also identifies potential justifications for any limits a bill may impose on Charter rights and freedoms. Section 1 of the Charter provides that rights and freedoms may be subject to reasonable limits if those limits are prescribed by law and demonstrably justified in a free and democratic society. This means that Parliament may enact laws that limit Charter rights and freedoms. The Charter will be violated only where a limit is not demonstrably justifiable in a free and democratic society. + +A Charter Statement is intended to provide legal information to the public and Parliament on a bill’s potential effects on rights and freedoms that are neither trivial nor too speculative. It is not intended to be a comprehensive overview of all conceivable Charter considerations. Additional considerations relevant to the constitutionality of a bill may also arise in the course of Parliamentary study and amendment of a bill. A Statement is not a legal opinion on the constitutionality of a bill. + + + Charter Considerations +The Minister of Justice has examined Bill C-31, An Act respecting cost of living relief measures related to dental care and rental housing, for any inconsistency with the Charter pursuant to his obligation under section 4.1 of the Department of Justice Act. This review involved consideration of the objectives and features of the Bill. + +What follows is a non-exhaustive discussion of the ways in which Bill C-31 potentially engages the rights and freedoms guaranteed by the Charter. It is presented to assist in informing the public and Parliamentary debate on the Bill. It does not include an exhaustive description of the entire bill, but rather focuses on those elements relevant for the purposes of a Charter statement. + + + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + Part 2 of Bill C-31 would enact the Rental Housing Benefit Act to provide for a one-time rental housing benefit of $500 for eligible persons who have paid rent in 2022 for their principal residence. A person would need to apply for the benefit, and eligibility would depend in part on their 2021 adjusted income. The benefit would be limited to applicants whose 2021 adjusted income falls below a specified threshold and whose total amount of rent paid in 2022 is at least 30% of their 2021 adjusted income. + + + Overview +Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + +Part 2 of Bill C-31 would enact the Rental Housing Benefit Act to provide for a one-time rental housing benefit of $500 for eligible persons who have paid rent in 2022 for their principal residence. A person would need to apply for the benefit, and eligibility would depend in part on their 2021 adjusted income. The benefit would be limited to applicants whose 2021 adjusted income falls below a specified threshold and whose total amount of rent paid in 2022 is at least 30% of their 2021 adjusted income. + + + Limited eligibility based on age +Part 1 of the Bill enacting the Dental Benefit Act would limit eligibility for financial support to eligible parents of children under 12 years of age. Subsection 15(1) provides that every individual is equal before and under the law and has the right to the equal protection and equal benefit of the law without discrimination on various grounds, including the ground of age. This limited eligibility criteria could potentially engage section 15 as it creates a distinction based on age. + +In seeking to address barriers and improve access to dental care for children, Part 1 of the Bill is in keeping with the purpose of section 15 to promote substantive equality and prevent discrimination against disadvantaged groups. Subsection 15(2) of the Charter clarifies that subsection 15(1) does not preclude laws, programs, or activities that have as their object the amelioration of conditions of disadvantaged individuals or group, including those that are disadvantaged because of age. + + + Offence provisions +Parts 1 and 2 of the Bill would establish offences including to knowingly use false identity information or another person’s identity information to obtain a benefit, or to counsel another person to apply for a benefit with an intent to steal all or a substantial part of that person’s benefit. Part 1 of the Bill would also create an offence to knowingly make three or more representations on one or more applications that are false or misleading if the total amount of the benefits that were or would have been paid as a result of the applications is at least $5,000. + +Section 7 of the Charter protects against the deprivation of an individual’s life, liberty and security of the person unless done in accordance with the principles of fundamental justice. Because the offences carry the possibility of imprisonment, they have the potential to deprive liberty and so must accord with the principles of fundamental justice. + +In reviewing the relevant measures, the Minister of Justice has not identified any potential inconsistencies of the offence provisions with the principles of fundamental justice under section 7. The scope of the offences is tailored to their objective, and upon conviction, a judge will have discretion to impose a fit and appropriate sentence. + + + It is estimated that 500,000 Canadian children would benefit from this targeted investment of $938 million. + + + In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required. + + + In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required. + + + In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required. + + + A long-term dental care program in Canada + +The federal government remains committed to providing dental care to Canadians, and continues to take needed steps to build a comprehensive national long-term dental care program. Provinces and territories and private industry have been engaged about the design and timelines of such a program. The federal government remains committed to full implementation of a dental care program for households with incomes under $90,000 by 2025. + + + + + + + + + + + + + + + + + + + Data will continue to go unmanaged. +There will be ineffiency while trying to access the data we currently have. + + + + + In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + + + + + + + + - Review statistics. Identify need for marketing, etc. + - + + + + + + + - Attempt to find multiple Platinum Sponsors + - Charge for each attendee: 1) non-Members of ISACA-CIPS-AEA-etc. 2) Government Worker 3) Public + + + Determine what capabilities exist, along with any perceived gaps in what is already available at UofO factilities. + + + + + + + + + - If there are text limits for naming (Cvent restriction on Titles, etc.), communicate those in Speaker guidance. + - Provide guidance on file naming to presenters, where applicable. + - Conference Etiquette Guide: Guidance for attendees on etiquette for asking q's. No 'stump-the-chump' type questions. When will questions submitted online be accepted? Will in-person questions be vetted? + - Avoid the use of Acronyms...OMG! + + + + + + + + 1. Inventory of HRSB activities related to Onboarding. + + + 2. Design and implementation of Onboarding Minimum Viable Products – MVP 1 + - Updated Letter of Offer for new executives + - Executive onboarding content + - Link in the myESDC app to the onboarding website + - Design and develop a launchpad / website for the content + + + Establish a WMBI task team: POB, Regions, and other key stakeholder representatives – including Policy Branches, Chief Data Office (CDO), and IITB, see Annex A (April 2022) * +*Additional members will be added to the task team as appropriate. + + + Conduct an environmental scan of business needs and a functionality inventory of existing tools for workload management and BI across the delivery network (April 2022) +- Complete inventory of exiting tools and current data elements captured +- Complete business needs analysis +- Identify best practices and common functions +- Identify gaps + + + Analyze existing tools and processes and formulate recommendations for common and consistent WMBI solutions to be used across the Gs&Cs delivery network (May-June 2022). + + + Provide monthly updates tabled for discussion at SPOC and return to Gs&Cs Strategic Hub to present recommendations, and associated implementation workplans, for final approval (July 2022). + + + Implement a fully functional, hosted, cloud-based software as a service (SaaS) Solution with the ability to support digital learning and development, including planning design, delivery, training materials, help desk strategies and personnel, professional training services, and operation on on-going basis for up to 260,000 employees. + + + [As Of 2021-01-14] +Finalizing preliminary privacy impact assessment. Need support from TBS, SSC and CSE (CCCS) to carry out protected B certification of cloud service providers. + + + While Nasser’s new role is noted here (IITB in BDM), Rina, Nasser and I will take the next few weeks to determine the responsibility for all of the Branch’s activities and priorities. We will share more information on this with you as soon as it is available. + + + + The Continuous Improvement Project looks to efficiently simplify the processes of the WEPP program, with the purposes of improving the speed and quality of the WEPP decision. Some actions of the maintenance project will include modifying or removing unnecessary questions on the client applications, updating or simplifying questions on trustee information forms, updating client and trustee letters, adding help texts to assist clients applying for WEPP, etc. These improvements will benefit all stakeholders, especially clients and the processing centre. + + + + + + + + + + + + + + + + + + + + The first benefit period is for dental care received between October 1, 2022 and June 30, 2023. Applications for this period open on December 1, 2022. + + + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + The second benefit period will open for applications on July 1, 2023. This will cover dental care your child receives between July 1, 2023 and June 30, 2024. + + + + + + + + + + From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 11 – Digital Operations Strategic Plan – Strategic Actions + + + From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 12: Digital Operations Modernization Priorities (DOMP) + + + + + Business architecture +click here for Business Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/BusinessGuide + +Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus. + + + Information architecture +click here for Information/Data Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/DataGuide + +Information architecture includes both structured and unstructured data. The best practices and principles aim to support the needs of a business service and business capability orientation. To facilitate effective sharing of data and information across government, information architectures should be designed to reflect a consistent approach to data, such as the adoption of federal and international standards. Information architecture should also reflect responsible data management, information management and governance practices, including the source, quality, interoperability, and associated legal and policy obligations related to the data assets. Information architectures should also distinguish between personal and non‑personal data and information as the collection, use, sharing (disclosure), and management of personal information must respect the requirements of the Privacy Act and its related policies. + + + Application architecture +click here for Application Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/ApplicationGuide +Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases. + + + Technology architecture +click here for Technology Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/TechnologyGuide +Technology architecture is an important enabler of highly available and adaptable solutions that must be aligned with the chosen application architecture. Cloud adoption provides many potential advantages by mitigating the logistical constraints that often negatively impacted legacy solutions hosted “on premises.” However, the application architecture must be able to enable these advantages. + + + Security architecture +click here for Security Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/SecurityGuide +The GC Enterprise Security Architecture program is a government‑wide initiative to provide a standardized approach to developing IT security architecture, ensuring that basic security blocks are implemented across the enterprise as the infrastructure is being renewed. + + + v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + +Enterprise Architecture Framework +The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital. + +The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital. + +4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture. + +4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment. + +4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures. + +The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework. + + + + 1.4.2 Validation +The following tasks were performed to verify and validate the requirements defined in this document: +• Business Requirements vetted through shareholder groups. +• Business Requirements initially challenged through SSC’s CSPV checklist. +• Business Requirements were reviewed by the Implementation Lead to ensure that the scope of work is achievable given the current SDIV capability. +The following stakeholder roles were engaged in verification and validation activities: +• CSLP Program +• NLSC (National Student Loans Centre) +• R&A (Registration and Authentication) +• Innovation, Information and Technology Branch (IITB) +• EIS (Enterprise Identity Services) +• PASRB (Public Affairs and Stakeholder Relations Branch) +• PMD (Privacy Management Division) +• CFOB (Chief Financial Officer Branch) or IITB +• LSU (Legal Services Unit) +• SSC (Shared Services Canada) + + + + + + + + https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + + + From: Domond, Christine C [NC] +Sent: July 20, 2021 11:40 AM +Subject: ticket 8013542 - FULL Access (Addition to SP2010 Group SAS_Owners) + +SharePoint Permission Levels +The first step to managing permissions in SharePoint is to understand what actions the various permission levels authorize a person to perform. As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. + + + + + + + + + + See Appendix A, "ETLT-Onboarding-16082021.pptx" + + + See Appendix B, "ETLT-Onboarding-16082021.pptx" + + + + + + + Update external content - iterate through use cases, employee types or personas and confer with business content owners. +Provide functionality to allow end users to submit feedback and/or participate in surveys. +Resource component (Dedicated support/analytics staffing). ** +Leverage information collected from IFFS (Interactive Fact Findings Services) surveys, end user support requests etc. +Leverage information collected from performance measurement framework (e.g., dashboard). +Leverage Marketplace Analytics tool (employee profile analytics) +Update additional letter of offer template(s) (e.g., non-EX template). + + + Priority number one remains getting the pandemic under control. The best way to do that is vaccination. +Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. +The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. +And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources. + + + From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way. + + + + + + + + + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + + From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way. + + + + + + As the Government invests in people, it will continue to support +job-creating businesses. + + + + + + + + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + + + + + + + + + + + + + Policies and guidelines +Operational Security Standard: Management of Information Technology Security (MITS) +http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12328 + + + + + + + + + + + + + + + + + + + + + + + CSPS has significant expertise with educational technologies. Opportunity to partner with departments on hosted or federated approaches. + + + + ID Requirement Description +FR01 Transaction Audit An audit capability shall track all transactions being initiated by clients and systems. +FR02 Management Reporting An audit capability shall provide support for enquiries and management reporting (e.g. volumes, match rates, etc.) +FR03 Timestamps An audit capability shall record timestamps of all transactions or requests being initiated. +FR04 Incomplete Transactions An audit capability shall capture the reason for incomplete transaction being initiated by clients and systems. +FR05 Track Multiple Attempts An audit capability shall include the ability to track multiple attempts from a single user. +FR06 Privacy notifications, Consent and Terms and Conditions The system must capture and record the Privacy notifications, Consent and Terms and Conditions version(s) agreed to by the client to be available if/when required by phone agents supporting clients, for management reporting purposes, and for audit purposes. +FR07 Initiate Registration Maintain the existing online capability to login to MSCA site using existing credentials (i.e. TBS-owned federal anonymous credentials – Sign-In Partner or GCKey). The system must have the new ability for clients to sign in using their TDI. Maintain existing system lockout parameters (number of attempts). In the event the provincial system is unavailable, a system outage message must be presented to clients in the ESDC system. +FR08 Consume Client Identifier (New and Returning Users) The system must be able to request, receive, consume, and store the Persistent Anonymous Identifier (PAI) from the user’s TDI to support mapping of the user within the ESDC system. +FR09 R&A Database Lookup (New and Returning Users) The system must be able to look up the client-entered SIN in the R&A Database and identify whether the user is new or returning. +FR10 Consume Identity (New and Returning Users) The system must be able to request, receive, consume and store the required data elements from the user’s TDI at the required Level of Assurance (minimum LOA 2). Storage of data elements is in accordance with existing policies and procedures. +FR11 Exception Handling (New and Returning Users) The system must be able to handle exceptions etc. through process termination and presentation of an error message to the client. +FR12 Enter Identity Profile (New Users) The system must accept identity profile information (i.e. for SIN and Parents last name at birth) entered by the client. +FR13 Standard Field Edits (New Users) The system must use the existing field edits to verify that the data is entered using the proper format (i.e. for SIN and Parents last name at birth). +FR14 Create ECAS Security Questions and Answers (New Users) The system must use the existing online capability to enter security questions and answers. +FR15 Confirm Identity Profile (New Users) The system must maintain the existing process to confirm the user identity profile information that was entered. +FR16 Program Enrolment The system must support mapping of the Quebec user using the PAI and SIN. +FR17 Validate Identity Profile Against SIR (New and Returning Users) The system must use the existing SIN validation service to validate the required identity and personal information against the SIR, with match / no match / flagged response.The system must have the ability to combine data elements consumed from the TDI with user-entered data elements to submit the request to the SIN validation service. +FR18 SIN No Match/Refer to Agent (New and Returning Users and Returning Quebec TDI users) If the client’s SIN or identity / personal information does not match the SIR, the system will generate an error message indicating the information does not match the SIR record and to either try again or contact an ESDC support agent by phone to resolve the issue. Maintain existing system lockout parameters (number of attempts, SIN flags). +FR19 Create My Service Canada Account Use the existing process to create a MSCA after successful SIR match is made. +FR20 Inform Client of Account Creation With successful account creation, the client is re-directed to MSCA (Welcome Page / Landing Page). +FR21 Credential Substitution (Returning Users and Returning Quebec TDI users) Maintain the existing online capability for existing MSCA users to substitute their credential, including the existing SIN flag process, and process whereby the user provides answers to the selected Security Questions which are verified against the sytem database. Maintain existing system lockout parameters (number of attempts, SIN flags). +FR22 Returning Quebec TDI users Maintain existing SIN flag process when an already mapped user enters credential to pass through to secure MSCA portal. + + + + + + + + + + + 2.3 Desired Outcomes +• The new conditions to the system are added and can be selected when an inspection is created and initiated; +• New letter(s)/annex(es) are added and the existing templates are updated in the Corporate Correspondence Tool (CCT) with the new conditions; +• Updates to the solution are made in order to continue the use of CCT to produce letters/annexes directly from the case. +• Additional fields are added to the solution to request additional information/documents required to verify employers’ compliance with the new conditions. +• The Training site is updated with the changes to facilitate training prior to deploying changes to production. +• The program is ready to start inspecting employers against the new conditions imposed as of September 26th, 2022. + + + 2.4 Expected Benefits +• Program meets the regulatory requirements by implementing and operationalizing the new conditions; +• The solution is updated with the new conditions, mandatory requirement, to ensure new conditions can be selected, inspected, and documented; +• The new conditions are identified for investigators as required before the inspection referrals are distributed to regions; +• Continued use of CCT adds efficiencies and streamlines the inspection process; it eliminates the need for users to produce and save outgoing correspondence outside of the system and manually upload them to the system after sent to employers; +• Inspections of new conditions increases TFW protections relating to health and safety and financial abuse. +• Employers who fail to comply with these conditions are held responsible and will face consequences for violations committed. +• The solution is reliable and accurate with up-to-date information on conditions and can be used for stats and reporting. + + + + 2.5 Business Requirements +1. These are part of ongoing improvements to the program to make sure it continues to meet the government’s goals and objectives to support the Canadian economy and the employer community as well as protecting the TFWs and the program from abuse; +2. Implementing the amendments to regulations, which are mandatory, in a timely manner will ensure that employers are being held to the commitments made and are being inspected against the new conditions starting in September 2022 and onwards; +3. Regulatory changes will protect the TFWs employed in Canada: +o by ensuring they have access to emergency medical care paid by the employer before they become eligible by provincial health care system; +o by ensuring they are given information on their rights in Canada before or the first day of work; +o by ensuring they are provided a written employment contract so they are aware of the terms and conditions of their employment before or on the first day of work. +4. Suspension of employer’s LMIA application assessment, when there is a reason to suspect that the employer may not be complying with certain conditions, will protect the TFWs from serious harm and it will stop the employer from employing new TFWs until the allegations are addressed. It also strengthens program integrity and protects the Canadian labour market and standards of living. + + + + + Preamble +Whereas working-age persons with disabilities are more likely to live in poverty than working-age persons without disabilities, because of economic and social exclusion; + +Whereas persons with disabilities often face barriers to employment, including work disincentives such as the loss of income and other benefits as a result of becoming employed; + +Whereas the Government of Canada is committed to the economic and social inclusion of persons with disabilities, as evidenced by its introduction of the Accessible Canada Act; + +Whereas the Canadian Charter of Rights and Freedoms guarantees persons with disabilities the right to the equal protection and equal benefit of the law without discrimination; + +Whereas reducing poverty contributes to the progressive realization of Canada’s international obligations under the United Nations Convention on the Rights of Persons with Disabilities; + +Whereas Canada aspires to be a world leader in the eradication of poverty, and Parliament, with a view to this objective, enacted the Poverty Reduction Act; + +Whereas progress made by Canada in reducing poverty for persons with disabilities and others contributes to meeting the Sustainable Development Goals of the United Nations; + +Whereas the Government of Canada seeks to build on its successes in addressing poverty through providing benefits for seniors and for families with children; + +Whereas, in the spirit of “Nothing Without Us”, the Government of Canada recognizes the importance, in developing support measures for persons with disabilities, of engaging with the disability community, in accordance with the Accessible Canada Act, which specifies that “persons with disabilities must be involved in the development and design of laws, policies, programs, services and structures”; + +And whereas Parliament recognizes the leading role that the provinces and territories play in providing supports and services to persons with disabilities and the importance of engaging with them in developing income supports and other support services; + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Limit will likely never be reached. + + + + Time and Dates are unclear. GCcollab will not undergo any new development as a result of the planned consolidation of all GCTools (i.e. GCconnex, GCpedia, GCwiki, GCdirectory, GCcollab, etc.) to a single platform (e.g. Microsoft M365 Platform). Risk of loss of any information is low. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + $260 would be provided for each eligible child if the family’s adjusted net income is between $80,000 and $89,999. + + + $390 would be provided for each eligible child if the family’s adjusted net income is between $70,000 and $79,999. + + + $650 would be provided for each eligible child if the family’s adjusted net income is under $70,000. + + + + + + + + + + + + + + + + + + + + + + + + + + Lite Project: Lite-2021-0133 ASC Database + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Considered Solutions: +We have looked into a few solutions, MS Access – it is not currently supported by ESDC and would not meet many of the requirements that are needed. +MS Sharepoint - under the recommendation of our internal standards unit, sharepoint has many accessibility issues, such as with screen readers and not being fully accessible with a keyboard. It also has known issues with speech to text integration and issues with zooming tools. +Salesforce is not currently supported by ESDC and was not recommended by IITB + +Chosen solution +MS Dynamics – Dynamics was recommended to us by AAATC and IITB as a solution that was cloud based allowing us to use many accessibility features. It could be built in a modular fashion allowing us to add features as needed and allow for training on those features as the system grows. It is supported by ESDC and IITB. Has the ability to add modules such as Marketing, Service, and Project management, when needed which allows us to grow the system without having to recreate the solution. + + + + + Lite-2021-IITB-10 SDIV-MVP2 for CSLP. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Project description per Lite Proposal: +The solution scope is to augment the ECAS solution by integrating the SDIV functionality to provide digital identity validation capability. This form of validation provides an additional option and improves user experience by complimenting, not replacing, the current validation mechanisms. Existing NSLSC users will have the choice to gain access using the now present security questions and answers capability, or through the new SDIV identity validation functionality. The SDIV validation capability will be available to existing users for substitutions only. Once the substitution is successful and the profile is created, students may resume access to the NSLSC portal for online services. + +OBJECTS SOURCED FROM HL REQUIREMENTS DOCUMENT: +SDIV-MVP2 CSLP_High-Level-Business-Requirements v1.0.3(DRAFT).docx +This high-level business requirements document will server as the scope of the solution and used as an artifact for the Lite Project approval process at PPOC (Project Portfolio Operations Committee). +The intention of this document is to catalogue all business and stakeholder requirements for the SDIV-MVP2 CLSP project and to define the solution requirements at a high-level, to set the scope for definition of detailed solution design requirements by the implementation team. + + + + + Lite-2021-IITB-47 Translation Management Modernization +Modernisation de la gestion de la traduction + + + + EA Assessment Due: 2022-01-19 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Lite-2021-IITB-52 NIIS Pensions Web Service +for Pensions OAS and CPP Letters + + + + EA Assessment Due: 2022-05-03 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + *Description (Purpose of business)* +This is an on-line system with batch components for keeping records and reporting on all cases dealt with by HRCC Investigation and Control Units. This system avoids duplicate data keying, calculates revised overpayments automatically and eliminates some +Internal Clients 10,000 +ESDC Branch: Service Canada - Integrity Services + +Project Background: Hundreds of Pensions letters and questionaire are manually created. Creation of web service would modernize and help Integrity work faster and smarter. +Project Description: Users would access the NIIS case number. And via a new NIIS screen the users would have access to different drop down menus to access Pensions Letters or Questionaires to be sent to the client. Once a Form selected the clients information would populate the form via a CCT window. The user would have acapacity to preview, edit, save and print the form. This would be possible due to an NIIS web service build by IITB NIIS team. This work would use a similar process used in TFWP Dynamics system and would modernize the pensions letters operations significantly. + +PMIS - Project Outcomes: Creating a web service from NIIS to ACS/CCT letters will modernize the processus of creating Pensions letters. They are over 100 templates manually populated when contacting pensioners. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. This will eliminate some of the manual entries and help speed the process of pensions letters. A future phase could be introduced to enable Bulk Printing of letters/questionaires. + +Problem/Opportunity: Manual, outdated process. Opportunity to modernize and help work better, smarter and faster. + + + + + + + Lite-2022-IITB-56 Onboarding Quebec Digitial Identity To MSCA + + + + EA Assessment Due: 2022-06-29 + + + + All content here is from document "HLBR - QC Digtal Identity Project_20220526.docx" + + + + DRAFT + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The drafting of the high-level business requirements for the QC TDI Project is based on the high-level business requirements which were developed for the BC Digital Identity for Federal Services (BCDIFS) Project. +The requirements were confirmed through consultations with Innovation, Information and Technology Branch (IITB), Integrity Services Branch (ISB), Citizen Service Branch (CSB) and the province of Quebec. The consultations were done via email and in virtual meetings. + + + + + Lite-2022-IITB-67 WEPP Continuous Improvements + + + + EA Assessment Due: 2022-07-13 + + + + All content here is from document "WEPP Lite Project High Level Business Requirement.docx" + + + + DRAFT + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Contexte/Background +The Wage Earner Protection Program (WEPP) provides payments to employees when their employer is subject to a receivership, bankruptcy, or other WEPP qualifying insolvency proceeding. The WEPP will pay out unpaid wages, vacation pay, termination and/or severance based on the applicant’s eligibility. Clients, as well as trustees assigned to the insolvent estates, provide information to the processing centre via applications and Trustee Information forms. This data is reviewed by Payment Services Officers to determine client eligibility by referencing WEPP procedures. +The Continuous Improvement Project looks to efficiently simplify the processes of the WEPP program, with the purposes of improving the speed and quality of the WEPP decision. Some actions of the maintenance project will include modifying or removing unnecessary questions on the client applications, updating or simplifying questions on trustee information forms, updating client and trustee letters, adding help texts to assist clients applying for WEPP, etc. These improvements will benefit all stakeholders, especially clients and the processing centre. + +Description du projet/Project Description +Document Upload System: Ability for clients to upload supplementary Request for Review documents through the Document Upload System via IFFS. +Additional field to be added to client application screen in IFFS. +Insert additional question in the amounts owed section, to allow the Trustee to show the period used to calculate the earnings owed. +Trustee Satisfaction Survey + +Résultats du projet/Project Outcomes +•Improve system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. +•Simplify and facilitate process for clients: Allowing the client to upload documents to support their Request for Review by the minister will simplify the process for the client. They will be able to complete their request without having to mail in additional documentation. This will also allow the clients to receive their decision in a timelier manner. +•Improve communication: The updates to the client and trustee letters will make it easier for the client to understand the decision made and their responsibilities depending on if they were approved or denied. + +Problème/Opportunité-Problem/Opportunity +Each year, new and modified requirements for the Common System for Grants and Contribution (CSGC) and for the Interactive Fact Finding System (IFFS) are identified to reflect the ongoing nature of development resulting from policy and program priority changes. In addition, changes will be based on comments received from Trustee feedback sessions. These changes affect the WEPP applicants, trustees, agents processing the applications and partners in other branches of the Department. The IFFS and CSGC system updates are essential and necessary to support and continue to strengthen the Department's ability to deliver the WEPP. It allows the Program to enhance and develop a user-friendly tool, which has the most up-to-date functionality; this maintenance improves operational processing, data accuracy and integrity. + + + + + Lite-2022-IITB-71 Integrity Case Management System (ICMS) Changes For Regulatory Amendments (CFRA) 2022 + + + + EA Assessment Due: 2022-07-13 + + + + All content here is from document "ICMS Reg Amendments High-level Requirements.docx" + + + + DRAFT + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 2 Business Need +2.1 Business Context +The Program introduces new regulations or amendments to regulations on an ongoing basis to ensure it continues to meet its objective and responds to emerging business needs of the department as they relate to the program and health and safety of TFWs. +The Program is in the process of amending regulations, coming into force in fiscal 2022-2023, that are mandatory and will have an impact on the Program Operations Branch (POB) and the Integrity Service Branch, ISB. +Operationalization of the amendments need to be supported by a case management system(IT enabled solution) in order to start inspecting employers against these new regulations to ensure their compliance with the conditions/requirements of the program and apply sanctions and other consequences for non-compliance rulings. +The Program is planning to have business solutions developed and deployed by summer of 2022 in preparation for training and guidance for regional and NHQ staff, in advance of September 26, 2022. + + + + + + + 3rd Annual Digital Transformation in Government (DTiG) Conference +June 14-16, 2022 +Ottawa, Ontario, Canada + + + + Version: 0.1.20210625 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + January to May 2022 + + + + July to December 2021 + + + + + + + + + + + + + + + + + + + + + + + + + + + + June to July 2021 + + + + + + + + + + + + + + + + + + https://digitaltransform.ca/2022/ + +3rd Digital Transformation in Government ( DTiG ) Conference, 14-16 June 2022 +Hybrid - Virtual and In-Person +University of Ottawa +• Plenaries +• Specialist Streams +• Including Peer reviewed streams +• Proceedings +• More Partners +Volunteers, partnering, sponsoring ? +Contact Robert (Bob) Weisman, PhD, PEng, PMP, CD1 +Chair DTiG 2021 / 2022 +rweisman@uottawa.ca + + + + + + + HRSB EX On Boarding - Hosting Platform Options +High Level Requirements, Processes + + + + v0.1.20210817 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Diagram Audience: HRSB WG +Diagram Purpose: An architectural, visual depiction to represent EX On Boarding Hosting Platform Requirements (e.g. Content, Users, Stakeholders, Operations, etc.) + + + + DRAFT + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Classification of External Content? 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It is our true history. In each of your own ridings, I encourage you to seek out the truth, and to learn about the lived realities in First Nations, Inuit and Métis communities. Although each community is distinct, we all share a desire to chart a way forward together towards reconciliation. + +The discovery of unmarked graves of children who died in the residential school system shows how the actions of governments and institutions of the past have devastated Indigenous Peoples and continue to impact them today. We cannot hide from these discoveries; they open deep wounds. + +Despite the profound pain, there is hope. + +There is hope in the every day. Reconciliation is not a single act, nor does it have an end date. It is a lifelong journey of healing, respect and understanding. We need to embrace the diversity of Canada and demonstrate respect and understanding for all peoples every day. + +Already, I have seen how Canadians are committed to reconciliation. Indigenous Peoples are reclaiming our history, stories, culture and language through action. Non-Indigenous Peoples are coming to understand and accept the true impact of the past and the pain suffered by generations of Indigenous Peoples. Together they are walking the path towards reconciliation. + +We must turn the guilt we carry into action. + +Action on reconciliation. + +Action on our collective health and well-being. + +Action on climate change. + +Our Earth is in danger. From a warming Arctic to the increasing devastation of natural disasters, our land and our people need help. We must move talk into action and adapt where we must. We cannot afford to wait. + +From the grief and pain of residential schools to the fear of threats to our natural environment to the profound impacts of the COVID-19 pandemic, this past year has been hard on all of us. + +I want to thank all workers across Canada, especially those in health care, for their efforts to keep us safe and healthy, and offer my deepest condolences to those who have experienced loss of loved ones during the pandemic. It has touched us all, including those in this chamber who lost a cherished colleague just a few days ago, Senator Forest-Niesing. To her family and to all of you, my deepest sympathies. + +The pandemic has shown us that we need to put a focus on mental health in the same way as physical well-being because they are inseparable. + +As you begin this 44th Parliament of Canada, and as we recover from the effects of the pandemic and build a better relationship between Indigenous Peoples and non-Indigenous Peoples, I urge you to transform discussion into concrete results for us and for our country. + +Collaborate with and listen to each other. + +Listen to the diverse voices who speak a multitude of languages and who shape this country. + +Confronting the hard questions will not always be easy or comfortable—and it will require conviction—but it is necessary. The outcome will be a sustainable, united Canada, for you, for me, for our children, and for every generation to come. + +Opening +As we speak, British Columbians are facing immeasurable challenges as their homes, their communities, and their well-being are impacted by terrible flooding. + +But in a time of crisis, we know how Canadians respond. We step up and we are there for each other. + +And the Government will continue to be there for the people of British Columbia. + +In 2020, Canadians did not know they would face the crisis of a once-in-a-century pandemic. But, as always, no one should be surprised by how Canadians responded. + +We adapted. We helped one another. And we stayed true to our values. + +Values like compassion, courage, and determination. + +Values like democracy. + +And in this difficult time, Canadians made a democratic choice. + +Their direction is clear: not only do they want Parliamentarians to work together to put this pandemic behind us, they also want bold, concrete solutions to meet the other challenges we face. + +Growing an economy that works for everyone. + +Fighting climate change. + +Moving forward on the path of reconciliation. + +Making sure our communities are safe, healthy, and inclusive. + +Yes, the decade got off to an incredibly difficult start, but this is the time to rebuild. + +This is the moment for Parliamentarians to work together to get big things done, and shape a better future for our kids. + +This is the moment to build a healthier today and tomorrow +Priority number one remains getting the pandemic under control. The best way to do that is vaccination. + +Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + +The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. + +And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources. + +To build a healthy future, we must also strengthen our healthcare system and public health supports for all Canadians, especially seniors, veterans, persons with disabilities, vulnerable members of our communities, and those who have faced discrimination by the very system that is meant to heal. + +There is work to be done. On accessibility. On care in rural communities. On delayed procedures. On mental health and addiction treatment. On long-term care. On improving data collection across health systems to inform future decisions and get the best possible results. + +The Government will work collaboratively with provinces, territories, and other partners to deliver real results on what Canadians need. + +This is the moment to grow a more resilient economy +The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat. + +Now, with one of the most successful vaccination campaigns in the world, and employment back to pre-pandemic levels, the Government is moving to more targeted support, while prudently managing spending. + +To ensure no one is left behind, support will be extended or added for industries that continue to struggle. + +At the same time, the Government will also continue making life more affordable for all Canadians. + +Inflation is a challenge that countries around the world are facing. And while Canada’s economic performance is better than many of our partners, we must keep tackling the rising cost of living. To do that, the Government’s plan includes two major priorities: housing and child care. + +Whether it is building more units per year, increasing affordable housing, or ending chronic homelessness, the Government is committed to working with its partners to get real results. + +For example, the Housing Accelerator Fund will help municipalities build more and better, faster. + +The Government will also help families buy their first home sooner with a more flexible First-Time Home Buyer’s Incentive, a new Rent-to-Own program, and by reducing the closing costs for first-time buyers. + +Supporting families will make life more affordable for the middle class and people working hard to join it. + +The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living. + +The Government will also continue building the first-ever Canada-wide early learning and child care system. By the end of 2022, average fees for regulated child care will be cut in half in most of the provinces and territories. And in some places, this will even happen as early as the start of the year. Families will save thousands of dollars. + +Four jurisdictions have not yet reached agreements on child care. Two are territories with unique infrastructure challenges, and the Government will keep working together to ensure we meet the needs of the North. The Government will continue working with the remaining two provinces to finalize agreements that will deliver $10-a-day child care for families who so badly need it. + +Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. + +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + +This is the moment for bolder climate action +Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy. + +As a country, we want to be leaders in producing the world’s cleanest steel, aluminum, building products, cars, and planes. Not only do we have the raw materials and energy to do that, most importantly, we have skilled, hard-working Canadians to power these industries. + +As we move forward on the economy of the future, no worker or region will be left behind. The Government will bring together provinces, territories, municipalities, and Indigenous communities, as well as labour and the private sector, to tap into global capital and attract investors. + +Canada will emerge from this generational challenge stronger and more prosperous. + +The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future. + +Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air. + +Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + +Protecting our land and oceans will address biodiversity loss. In this work, the Government will continue to strengthen its partnership with First Nations, Inuit, and Métis, to protect nature and respect their traditional knowledge. + +Creating the Canada Water Agency will safeguard that vital resource and support our farmers. + +And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy. + +This is the moment to fight harder for safer communities +While we address climate change – + +While we fight COVID-19 and its consequences – + +While we grow our economy for everyone – + +We cannot turn away from other challenges. + +Gun violence is on the rise in many of our biggest cities. + +While investing in prevention and supporting the work of law enforcement, we must also continue to strengthen gun control. + +The Government has taken important actions like introducing lifetime background checks. + +The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns. + +During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services. + +When someone in our country is targeted because of their gender, or who they love, or where they come from, the way they pray, the language they speak, or the colour of their skin, we are all diminished. + +Everyone should be – and feel – safe. + +The Government will continue combatting hate and racism, including with a renewed Anti-Racism Strategy. + +This is the moment to stand up for diversity and inclusion +Canadians understand that equity, justice, and diversity are the means and the ends to living together. + +Fighting systemic racism, sexism, discrimination, misconduct, and abuse, including in our core institutions, will remain a key priority. + +The Government will also continue to reform the criminal justice system and policing. + +This is the moment to rebuild for everyone. The Government will continue to invest in the empowerment of Black and racialized Canadians, and Indigenous Peoples. It will also continue to fight harmful content online, and stand up for LGBTQ2 communities while completing the ban on conversion therapy. + +As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act. + +To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content. + +This is the moment to move faster on the path to reconciliation +This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools. + +To support communities, the Government will also invest significantly in a distinctions-based mental health and wellness strategy, guided by Indigenous Peoples, survivors, and their families. + +Everyone in our country deserves to be safe. + +That is why the Government will accelerate work with Indigenous partners to address the national tragedy of Missing and Murdered Indigenous Women, Girls and 2SLGBTQQIA+ People. + +The Government will also make sure communities have the support they need to keep families together, while ensuring fair and equitable compensation for those harmed by the First Nations Child and Family Services program. + +Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today. + +This is the moment to fight for a secure, just, and equitable world +The last 19 months have underscored that we live in a deeply interconnected world. + +Canada must stand up on the pressing challenges of our time, through our own commitments and by increasing our engagement with international partners, coalitions, and organizations. + +In the face of rising authoritarianism and great power competition, Canada must reinforce international peace and security, the rule of law, democracy, and respect for human rights. + +Canada’s prosperity – and middle class jobs – depend on preserving and expanding open, rules-based trade and ensuring our supply chains are strong and resilient. + +At home, the Government will continue to protect Canadians from threats to our communities, our society, and our democracy. + +A changing world requires adapting and expanding diplomatic engagement. Canada will continue working with key allies and partners, while making deliberate efforts to deepen partnerships in the Indo-Pacific and across the Arctic. + +Increasing Canada’s foreign assistance budget each year, and investing in sustainable, equitable, and feminist development that benefits the world’s most vulnerable and promotes gender equality will continue to be priorities. + +We will always stand up for a brighter future for all. + +Conclusion +This decade is still young. With compassion, courage, and determination, we have the power to make it better than how it started. + +But that can only happen by standing together. + +Parliamentarians, never before has so much depended on your ability to deliver results for Canadians. + +That is what people expect and need from you. + +In addition to ending this pandemic, their priorities for this 44th Parliament are clear: a more resilient economy, and a cleaner and healthier future for all of our kids. + +I do not doubt that you will honour the trust that has been placed in you. + +Members of the House of Commons, you will be asked to appropriate the funds to carry out the services and expenditures authorized by Parliament. + +Members of the Senate and Members of the House of Commons, may you be equal to the profound trust bestowed on you by Canadians, and may Divine Providence guide you in all your duties. + +Date modified: 2021-11-23 + + + + + 2020 - Speech From The Throne + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ArchiMate One-Pager +(One Enterprise Architect's Interpretation) +2020-09-23 DRAFT (v0.1) + + + + + + + + + + + + + + + + + + + + + + + + + + Managed Secure File Transfer (MSFT) +EA Overview + + + + v0.1.20211220 + + + + https://www.gcpedia.gc.ca/wiki/Product_catalogue/Managed_Secure_File_Transfer_Services + + + + Managed Secure File Transfer (MSFT) Services is the provision of secure file transfer between two secure points. This protected B service provides bi-directional and secure file transfers between users, systems and applications. MSFT Services handles any type of file, and sizes up to the Gigabit range. + +The security portion of MSFT Services has been developed and accredited using Entrust's Public Key Infrastructure (PKI) product. Entrust's PKI provides data integrity, confidentiality, proof services, authentication, access controls and non-repudiation. + +For more information, visit the MSFT home or the ITS Product Catalogue or contact your departmental Client Relationship Manager (CRM). + + + + + + + + + + + + + + + + https://service.ssc-spc.gc.ca/en/services/infrastructure/network-infra/msft-admin + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Ministers Mandate Letters +https://pm.gc.ca/en/mandate-letters + + + + 2021-12-16 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://pm.gc.ca/en/mandate-letters +Mandate letters outline the objectives that each minister will work to accomplish, as well as the pressing challenges they will address in their role. + +https://pm.gc.ca/fr/lettres-de-mandat +Les lettres de mandat énoncent les objectifs que tous les ministres chercheront à atteindre, ainsi que les défis urgents qu’ils devront relever dans le cadre de leurs fonctions. + + + + + + + ESDC's Investment Management +https://iservice.prv/eng/finance/ipprocess/index.shtml + + + + 2022-01-12 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Enterprise Architecture +Workload Management Landscape + + + + v0.1.2022-05-02 + + + + + + ESDC Enterprise Architecture Solution Architecture Services +On Boarding Hierarchy Diagram + + + + v0.1.2022-05-12 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + All On Boarding processes for SAS Member to on board + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + IITB Senior Leadership Changes + + + + 2022-05-20 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + From: Littlefield, Peter P [NC] +Sent: May 20, 2022 12:22 PM +To: DGIIT Employés / Employees IITB (EDSC/ESDC) +Subject: FW: Changements à la haute direction de la DGIIT / IITB Senior Leadership Changes + +Bonjour à tous, + +À la suite des annonces d'aujourd'hui de la haute direction envoyées par nos sous-ministres (ci-joint), j'aimerais vous fournir du contexte et des renseignements supplémentaires sur ce que l'ajout de deux nouveaux sous-ministres adjoints signifie pour nous tous à la DGIIT, pour le reste de notre ministère et à la communauté numérique élargie du gouvernement du Canada (GC). + +Tout d'abord, permettez-moi de féliciter Rina Lorello et Nasser Alsukayri pour leurs nominations à venir à leurs nouveaux postes au sein de la DGIIT. Comme annoncé, Rina sera nommée sous-ministre adjointe et dirigeante principale de l'information déléguée (DPID) et Nasser sera nommé sous-ministre adjoint, Responsable du changement technique (Programme de modernisation du versement des prestations) et dirigeant principal de l'information délégué. + +C'est une excellente nouvelle pour nous tous. Ces nominations reconnaissent plusieurs choses. + +• EDSC subit actuellement une transformation massive de ses services, comme vous le savez. Le rôle de la DGIIT dans ce travail est suffisamment important – nous devons nous assurer que tous les éléments informatiques substantiels de notre transformation sont livrés, que ce soit par notre équipe ou par nos partenaires de prestation de services. Ce travail est de la plus haute priorité pour notre ministère, pour le GC et, en fait, pour les Canadiens. + +• La plus grande initiative de notre transformation est la Modernisation du versement des prestations (MVP). Les sous-ministres ont souligné le rôle important que la DGIIT joue dans la MVP à de nombreuses reprises, y compris l'annonce en 2020 de mon rôle - désormais assumé par Nasser - en tant que Responsable du changement technique dans le programme de la MVP, avec des responsabilités spécifiques envers le Dirigeant principal de la transformation. Le travail informatique dans la MVP est un mandat complet en soi, et il prendra bientôt de l'ampleur à mesure que nous commencerons la mise en œuvre de la Sécurité de la vieillesse dans la MVP. + +• Alors que notre ministère et notre direction générale sont occupés à la transformation, la DGIIT a également la très grande tâche de continuer à faire fonctionner et à maintenir les services informatiques essentiels qui sous-tendent tout. EDSC est souvent qualifié de « portefeuille » et non seulement de ministère, pour une très bonne raison : nous sommes énormes. Nos opérations informatiques sont relativement importantes. + +• Nos programmes et services, ainsi que les systèmes informatiques qui les exécutent, ne sont pas statiques – il y a des changements tout le temps. EDSC a un portefeuille d'environ 50 grands projets actuellement en cours et de nombreux petits projets. Presque tout ce travail implique la DGIIT. + +• Enfin, la taille, la stature, l'importance d'EDSC et le très bon travail que nous faisons font de nous un chef de file dans la communauté numérique du GC. Nous pouvons faire plus dans notre communauté élargie pour partager nos réussites, nos pratiques exemplaires et nos leçons avec les autres. + +Tout compte fait, à la DGIIT, collectivement, nous avons l'un des mandats informatiques les plus visibles, les plus difficiles et les plus importants du pays. Rina et Nasser apportent tous deux un leadership supplémentaire et diversifié à notre direction générale pour nous aider dans notre important travail. + +De votre point de vue, en tant qu'employés de la DGIIT, l'ajout de Rina et Nasser dans leurs nouveaux rôles ne changera pas beaucoup votre vie professionnelle quotidienne – il n'y a pas de changement organisationnel en cours ici. La DGIIT continuera comme une seule organisation, avec un DPI pour le ministère. Les deux nouveaux DPID et moi travaillerons ensemble comme une seule équipe. + +Bien que le nouveau rôle de Nasser soit noté ici (la DGIIT dans la MVP), Rina, Nasser et moi prendrons les prochaines semaines pour déterminer la responsabilité de toutes les activités et les priorités de la direction générale. Nous partagerons plus d'informations à ce sujet avec vous dès qu'elles seront disponibles. + +Rina, Nasser et moi nous engageons à veiller à ce que les informations soient partagées régulièrement et, plus important encore, en temps opportun. À cette fin, nous prévoyons une rencontre et une discussion ouverte à la mi-juin, pendant ou à proximité de la Semaine nationale de la fonction publique. Les détails de cette rencontre seront transmis dans les prochains jours. + +Veuillez vous joindre à moi pour féliciter Rina et Nasser pour leurs nominations à venir. + +Merci, + +Peter Littlefield +(Il/lui) +Dirigeant principal de l’information + + +*************************************************** + +Hello Everyone, + +Following today’s senior leadership announcements made by our Deputy Ministers (attached), I would like to provide you with some additional context and information about what the addition of two new Assistant Deputy Ministers means to all of us in IITB, to the rest of our Department, and to the broader Government of Canada (GC) digital community. + +First, let me congratulate Rina Lorello and Nasser Alsukayri for their upcoming appointments to their new positions within IITB. As announced, Rina will be appointed as Assistant Deputy Minister and Deputy Chief Information Officer (DCIO) and Nasser will be appointed as Assistant Deputy Minister, Technical Change Authority (Benefits Delivery Modernization Programme), and Deputy Chief Information Officer. + +This is great news for all of us. These appointments recognise several things. + +• ESDC is undergoing a massive service transformation right now, as you know. IITB’s role in this work is suitably large – we must ensure that all of the substantial IT elements of our transformation are delivered, whether by our team or by our service delivery partners. This work is of highest priority in our Department, and for the GC and indeed for Canadians. + +• The largest initiative in our transformation is Benefits Delivery Modernisation (BDM). The DMs have signalled the important role that IITB has in BDM on many occasions, including the 2020 announcement of my role – now to be assumed by Nasser – as Technical Change Authority in the BDM programme, with specific accountabilities to the Chief Transformation Officer. The IT work in BDM is a full mandate of and in itself, and it will soon grow larger as we begin the implementation of Old Age Security in BDM. + +• While our Department and our Branch are busy transforming, IITB also has the very large job of keeping running and maintaining the essential IT services that underpin everything. ESDC is often referred to as a “portfolio” and not just a department, for very good reason: We are enormous. Our IT operations are comparably large. + +• Our programs and services, and the IT systems that run them, are not static – there is change all the time. ESDC has a portfolio of roughly 50 major projects currently underway, and numerous smaller ones. Nearly all of this work involves IITB. + +• Lastly, ESDC’s size, stature, importance, and the very good work that we do makes us a leader in the GC digital community. There is more that we can do in our broader community to share our successes, best practices, and lessons with others. + +All to say, in IITB, collectively, we have one of the biggest, most challenging, and most important IT mandates in the country. Both Rina and Nasser bring additional and diverse leadership to our Branch to help in our important work. + +From your perspective, as IITB employees, the addition of Rina and Nasser in their new roles here will not change your daily work life much – there is no organisational change happening here. IITB will continue as one branch, with one CIO for the department. The two new DCIOs and I will work together as one team. + +While Nasser’s new role is noted here (IITB in BDM), Rina, Nasser and I will take the next few weeks to determine the responsibility for all of the Branch’s activities and priorities. We will share more information on this with you as soon as it is available. + +Rina, Nasser and I are committed to ensuring that information is shared regularly and, more importantly, in a timely fashion. To that end, we are planning a meet and greet town hall for mid-June, in or near National Public Service Week. Details on this meeting will be sent in the coming days. + +Please join me in congratulating Rina and Nasser on their upcoming appointments. + +Thank you, + +Peter Littlefield +(He/him/his) +Chief Information Officer + + + + + National Public Service Week: Thank you!  + + + + 2022-06-13 + + + + + + + + + + + + + + + + + + + + + + + Caption: National Public Service Week 2022 + +Hello Everyone, +  +Happy National Public Service Week 2022! This week is an opportunity for all of us to recognize and celebrate the efforts and leadership of public servants from across the country. + +At management tables and speaking to employees across the country, we regularly hear positive feedback about your efforts. Many IITB employees are on the front lines of the services ESDC employees use regularly, as well as those upon which Canadians rely. What you do really matters; it keeps ESDC up and running and ensures Canadians get the support they need when they need it. + +As the Department has grown in recent years, you have stepped up to meet the challenge of increased demand for information technology (IT) and information management (IM) services. Whether that’s by providing the equipment and software employees need to do their jobs remotely or in the office, ensuring our systems and data remain safe, or managing the IM and IT aspects of the many projects we support, you have shown resilience in keeping up with ESDC’s needs throughout the pandemic, while also feeling its effects personally. + +We are constantly impressed by your dedication and commitment to service. We are proud to be public servants, proud to lead IITB, and proud to work with such a talented and hardworking team. + +We encourage you to take some time this week and participate in the virtual activities that recognize your efforts. + +We look forward to seeing you and taking your questions at the IITB Town Hall on June 15. Event details are included in a calendar invitation you would have received earlier. + +We encourage you to also attend a live, bilingual, virtual “Ask Me Anything” Deputy Ministers’ Town Hall that will be open to everyone in ESDC on June 16 from 1:00 to 2:30 p.m. ET. + +As we approach summer, we hope that you will take time for yourselves with your loved ones and recharge. Thank you for all that you have done. + +Nasser Alsukayri +(He/him/his) +Deputy Chief Information Officer + +Rina Lorello +(She/her/hers) +Deputy Chief Information Officer + +Peter Littlefield +(He/him/his) +Chief Information Officer + + + + + While EA's will typically be involved in assessing each viable Option as part of the EARB review and preparation process, aspects of the EA Scoring may be unclear, or opportunities for improvement may present themselves. Below is a general process that may be used to manage that feedback and requests for support. + + + + EA Review: 2022-11-15 + + + + Guide for EA Scoring located under EA Collab: + + + + + FINAL DRAFT + + + + EARB: EA Scoring Support + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + IITB Flexible Work Model + + + + 2023-01-16 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + From: Littlefield, Peter P [NC] +Sent: January 16, 2023 1:56 PM +To: DGIIT Employés / Employees IITB (EDSC/ESDC) +Subject: Mise à jour sur le modèle de travail flexible à la DGIIT / Update on IITB’s Flexible Work Model + +[English version] + +Bonjour, + +Bonne année à vous tous ! + +Nous savons que la nouvelle orientation relative au modèle de travail flexible préoccupe bon nombre d’entre vous depuis que vous avez pris connaissance du plus récent message des sous-ministres, et nous sommes conscients que vous pourriez avoir d’autres questions sur la manière dont elle s’applique à votre travail, vos équipes et votre situation personnelle. + +La priorité de notre équipe de la haute direction est aussi de partager l’information avec vous dès que possible. Bien que plusieurs aspects de la mise en œuvre d’EDSC des nouvelles exigences du SCT restent à l’étude, nous souhaitons vous faire part de l’application prévue de cette nouvelle politique au sein de la DGIIT. + +Les employés devront travailler du bureau au moins de deux jours par semaine. Les exigences entreront en vigueur de manière progressive étant donné qu’il faut plus d’espace de bureaux pour répondre à l’accroissement de nos activités. Le 16 janvier, les employés avec une modalité de travail hybride qui venaient déjà travailler au bureau avant l’annonce du SCT devront continuer de venir au bureau. Les employés hybrides qui ne venaient pas travailler au bureau avant l’annonce du SCT commenceront à le faire au début du mois de février. Les employés avec une modalité de travail principalement à distance et qui passeront dans la catégorie hybride devront venir travailler au bureau au plus tard à la mi-mars. Les employés dont les postes sont basés au bureau continueront à suivre leur emploi du temps normal et ne seront pas affectés par ce changement. Si vous n’est pas certain de votre catégorie, veuillez consulter la modalité de travail indiquée à votre profil de PeopleSoft ou vous adresser à votre supérieur. + +Des efforts sont actuellement déployés pour assurer une présence de la DGIIT au bureau durant tous les jours ouvrables. Cela signifie que tous les employés de la DGIIT n’auront pas nécessairement le même calendrier de présence au bureau, mais que leurs jours de travail au bureau pourront varier selon les directions ou les équipes de manière à assurer une utilisation optimale de l’espace. Il est essentiel pour nous que vous ayez toute la flexibilité possible tout en respectant les difficultés logistiques initiales engendrées par la répartition efficace et sécuritaire des attentes relatives à la présence au bureau. + +Dans la région de la capitale nationale, le 8e et le 9e étage du 22, rue Eddy à Gatineau deviendront progressivement des espaces dits de voisinage pour notre direction générale. Ces deux étages seront exclusivement réservés à la DGIIT afin de permettre une collaboration transversale entre nos équipes. Le 5e étage du 22, rue Eddy est déjà un précieux espace de cotravail, et nous encourageons les employés à continuer de l’utiliser, tout comme ils peuvent utiliser les autres espaces de cotravail d’EDSC de la région d’Ottawa (les bureaux situés sur l’avenue Terminal, l’avenue Woodward et la promenade du Portage) en attendant l’ouverture de nos espaces de voisinage. Les régions se chargent de coordonner les approches relatives aux bâtiments pour leurs bureaux. La DGIIT continuera de travailler avec les régions pour s’assurer que les employés de la DGIIT répartis dans le pays sont soutenus. De plus amples renseignements seront communiqués dès que possible. + +Afin de préparer votre retour au bureau, veuillez vous assurer d’avoir une carte d’accès valide. Les instructions pour obtenir ou renouveler votre carte d’accès se trouvent sur la page intranet du modèle de travail flexible de la DGIIT. Nous vous encourageons à anticiper votre retour au bureau afin que tout se passe bien. Nous vous encourageons également à passer en revue l’infographie « Je suis prêt » qui vous aidera à planifier vos journées au bureau et qui vous redirigera vers les instructions pour réserver un poste de travail. Les gestionnaires auront accès à des ressources supplémentaires pour les aider dans leurs décisions et dans la planification de l’emploi du temps de leur équipe. + +Les mesures sanitaires suivantes restent en vigueur dans les bureaux du gouvernement du Canada : +· restez chez vous si vous êtes malade; +· portez un masque médical lorsque vous êtes au bureau (consultez l’infographie); +· pratiquez la distanciation sociale lorsque cela est possible; +· continuez de vous laver les mains régulièrement au travail. + +Nous continuerons de collaborer avec l’équipe de la haute direction d’EDSC pour nous assurer que l’information vous est transmise dans les meilleurs délais. Vous recevrez d’autres communications de votre équipe de direction aux cours des prochaines semaines. Alors que nous nous préparons à ce changement, nous vous encourageons à mettre en signet les pages intranet du modèle de travail flexible de la DGIIT et du modèle de travail flexible d’EDSC. + +Nous sommes conscients qu’en raison de ces nouvelles attentes, de nombreux employés devront prendre des dispositions personnelles au cours des prochaines semaines et des prochains mois pour se conformer à l’orientation de cette politique du gouvernement. Les membres de la haute direction s’entendent pour dire que nous aborderons ces situations avec compassion et flexibilité. EDSC a la ferme intention de soutenir les employés ayant besoin de mesures d’adaptation et de le faire de manière uniforme et dans les meilleurs délais. Un processus de gestion de ces demandes est en cours d’élaboration et vous sera communiqué lorsque nous en saurons plus. N’hésitez pas à parler avec votre supérieur si vous avez des préoccupations ou des questions. Nous sommes là pour vous. Vous pouvez également poser vos questions à l’équipe du modèle de travail flexible de la DGIIT. Nous comprenons que ce changement pourrait apporter son lot de difficultés. Pour obtenir des services de consultation confidentiels et gratuits, veuillez visiter la page du Programme d’aide aux employées (PAE). + +Merci de votre patience et votre compréhension. Ensemble, nous saurons mener à bien ce changement. + +Nasser Alsukayri +(Il/lui) +Dirigeant principal adjoint de l’information + +Rina Lorello +(Elle) +Dirigeante principale adjointe de l’information + +Peter Littlefield +(Il/lui) +Dirigeant principal de l’information +************************************************************************************ +Hello Everyone, + +Happy New Year to all of you! + +We know that the new direction for the flexible work model is top-of-mind for many of you following the most recent DM message, and we understand that you may have further questions about how the new direction applies to your work, your teams, and your individual circumstances. + +Sharing information with you as it becomes available is a top priority for our leadership team as well. Although many aspects of ESDC’s implementation of new TBS requirements are still under consideration, we want to share with you what we expect about the application of this new policy at IITB. + +In office requirements will be set at a minimum of two days per week. Expectations will come into effect gradually, as office space must be expanded to accommodate our increased activity. On January 16, hybrid employees who were already coming onsite prior to the TBS announcement will be expected to continue to come into the office. For hybrid employees who weren’t coming onsite prior to the TBS announcement, you will begin to come onsite in early February. For employees with predominately offsite work arrangements who will move into the hybrid category, you will need to come onsite no later than mid-March. Employees in onsite functions will continue to work their regular onsite schedule and will not be impacted by this change. If you are unsure which category you fall under, please consult your work arrangement in PeopleSoft or speak with your supervisor. + +Efforts are currently underway to ensure that IITB has an in-office presence across the entire work week – this means that not all IITB employees will have the same in-office schedule, but that fixed days in office may vary across directorates or teams to ensure the best use of space. Our priority is to maximize the flexibility available to you, while respecting the early logistical challenges of distributing office expectations effectively and safely. + +In the National Capital Region, the 8th and 9th floors at 22 Eddy Street in Gatineau will gradually become IITB neighbourhood spaces. These floors will be available exclusively to IITB, which will provide opportunities for teams to collaborate across the Branch. The 5th floor at 22 Eddy is already a valuable co-working space and we encourage employees to continue to make use of it and other ESDC co-working spaces in the Ottawa area (located at Terminal Avenue, Woodward Avenue and Promenade du Portage) while we await the opening of our neighbourhood spaces. Regions are coordinating the building approaches for their offices. IITB will continue working with the Regions to ensure that IITB employees across the country are supported. More information will be shared as it becomes available. + +To prepare for your return to the office, please ensure you have a valid building pass. Instructions for obtaining or renewing a building pass are available on the IITB Flexible Work Model intranet page. We encourage you to plan ahead to ensure a smooth return to the office and to review the I'm Ready Infographic to help you plan for your day in office, including instructions for booking a workstation. Additional resources will be made available to managers to aid in decision-making and individual team planning. + +The following health measures remain in place at Government of Canada office locations: +• Stay home when you are sick. +• Wear a medical mask while in the office (see infographic). +• Practice physical distancing where possible. +• Maintain hand hygiene at work. + +We will continue to collaborate with ESDC’s leadership team to ensure information is distributed in a timely manner as it becomes available. You can expect further communications from your senior management team over the next few weeks. As we get ready for this change, we encourage you to bookmark the IITB Flexible Work Intranet Page and the ESDC Flexible Work Model Intranet page. + +We are mindful that with these new expectations, many employees will need to make personal arrangements over the coming weeks and months to fulfill this government policy direction. There is consensus amongst our leadership that we will approach these situations with compassion and flexibility. ESDC is fully committed to ensuring that individuals who need an accommodation are supported in a consistent and timely manner. A process is being developed to oversee requests for a Duty to Accommodate and details will be shared once available. Please do not hesitate to speak with your supervisor if you have concerns or questions. We are here for you. You can also ask your questions via the IITB Flexible Work Model GD Box. We understand that this change may be challenging. To access free, confidential counselling services, please visit the Employee Assistance Program (EAP). + +Thank you for your patience and collaboration as we work through this change together. + +Nasser Alsukayri +(He/him/his) +Deputy Chief Information Officer + +Rina Lorello +(She/her/hers) +Deputy Chief Information Officer + +Peter Littlefield +(He/him/his) +Chief Information Officer + + + + + + + + + + + + + F-SIR +Decoupled Architecture Option + + + + v0.1.20220210 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Consultation: Recommendations to strengthen enterprsie data and information governance in the Government of Canada + +From ADM SEP WG for Data and Information Final Report + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Program Operations Branch G&Cs Workload Management and Business Intelligence (WMBI) + + + + v0.1.20220331 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Program Operations Branch G&Cs Workload Management and Business Intelligence (WMBI) +Presentation to the Gs&Cs Strategic Hub March 2022 + + + + + + + Bill C-22: An Act to reduce poverty and to support the financial security of persons with disabilities by establishing the Canada disability benefit and making a consequential amendment to the Income Tax Act.​ + + + + EA Review: 2022-10-14 + + + + All content here is from document "https://www.parl.ca/DocumentViewer/en/44-1/bill/C-22/first-reading" + + + + DRAFT + + + + + + + + + + + + + Canada Disability Benefit Act + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Purposes of Act +Purposes +3 The purposes of this Act are to reduce poverty and to support the financial security of working-age persons with disabilities. + + + + + + + Canada Dental Benefit + + + + + + + Bill C-31: An Act respecting cost of living relief measures related to dental care and rental housing. + + + + EA Review: 2022-11-23 + + + + All content here is from documents "https://www.canada.ca/en/revenue-agency/services/child-family-benefits/dental-benefit.html" AND "https://www.canada.ca/en/department-finance/news/2022/09/making-dental-care-more-affordable-the-canada-dental-benefit.html" + + + + DRAFT + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://www.canada.ca/en/revenue-agency/services/child-family-benefits/dental-benefit.html + +Canada Dental Benefit +Status: Not yet available + +The interim Canada Dental Benefit is intended to help lower dental costs for eligible families earning less than $90,000 per year. Parents and guardians can apply if the child receiving dental care is under 12 years old and does not have access to a private dental insurance plan. + +Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + +The first benefit period is for dental care received between October 1, 2022 and June 30, 2023. Applications for this period open on December 1, 2022. + +Get ready to apply +Complete any steps you are missing so you're ready to apply when applications open. + +File your income taxes +Filing your income tax return is required to apply for this benefit. + +Have you filed your 2021 income taxes? +Yes +No +Confirm you receive the Canada Child Benefit (CCB) +Receiving the CCB is required to access this benefit. + +Do you receive CCB payments for your child as of December 1, 2022? +Yes +No +Not sure +Confirm you have access to your CRA My Account +Canada Revenue Agency's online application (CRA My Account) will be the fastest way to apply for this benefit. + +Do you have a CRA My Account? +Yes +No +Set up direct deposit +Direct deposit will be the fastest way to get payments for this benefit. + +Is your direct deposit information up to date with the CRA? +Yes +No - I want to set it up +No - I prefer to receive my payment by cheque +Estimate how much you could get +Your benefit amount depends on your adjusted family net income. + +What was your adjusted family net income in 2021? +less than $70,000 +$70,000 to $79,999 +$80,000 to $89,999 +$90,000 or more +When to apply +Applications open on December 1, 2022 for dental care your child receives between October 1, 2022 and June 30, 2023. + +The second benefit period will open for applications on July 1, 2023. This will cover dental care your child receives between July 1, 2023 and June 30, 2024. + +Date modified: 2022-11-18 + +https://www.canada.ca/en/department-finance/news/2022/09/making-dental-care-more-affordable-the-canada-dental-benefit.html +Making Dental Care More Affordable: The Canada Dental Benefit +From: Department of Finance Canada + +Backgrounder +Seeing a dentist is important for our health, but it can be expensive. A third of Canadians currently do not have dental insurance, and in 2018, more than one in five Canadians reported avoiding dental care because of the cost. + +For these reasons, the government has previously committed to providing dental care for uninsured Canadians with a family income of less than $90,000 annually, starting with children under 12-years-old in 2022. + +This is the first stage of the government’s plan to deliver dental coverage for families with income under $90,000, and will allow eligible children under 12 to get the dental care they need while a comprehensive national dental care program is developed. + +The Canada Dental Benefit + +The proposed Canada Dental Benefit would provide eligible parents or guardians with direct, up-front tax-free payments to cover dental expenses for their children under 12-years-old. + +The target implementation date for the Canada Dental Benefit is December 1, 2022, pending Parliamentary approval and Royal Assent of enabling legislation, and the program would cover expenses retroactive to October 1, 2022. + +The Canada Dental Benefit would provide payments up to $650 per child per year for families with adjusted net income under $90,000 per year and without dental coverage. + +$650 would be provided for each eligible child if the family’s adjusted net income is under $70,000. +$390 would be provided for each eligible child if the family’s adjusted net income is between $70,000 and $79,999. +$260 would be provided for each eligible child if the family’s adjusted net income is between $80,000 and $89,999. +It is estimated that 500,000 Canadian children would benefit from this targeted investment of $938 million. + +To access the Benefit, parents or guardians of eligible children would need to apply through the Canada Revenue Agency (CRA). In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required. +Health Canada and the CRA are collaborating closely on an application platform that would deliver payments in a timely fashion. Further details on how and when to apply for the Benefit will be communicated in due course. + +The Canada Dental Benefit would not reduce other federal income-tested benefits such as the Canada Workers Benefit, the Canada Child Benefit, and the Goods and Services Tax Credit. + +A long-term dental care program in Canada +The federal government remains committed to providing dental care to Canadians, and continues to take needed steps to build a comprehensive national long-term dental care program. Provinces and territories and private industry have been engaged about the design and timelines of such a program. The federal government remains committed to full implementation of a dental care program for households with incomes under $90,000 by 2025. + +Date modified: 2022-09-13 + + + + + Bill C-31: An Act respecting cost of living relief measures related to dental care and rental housing. + + + + EA Review: 2022-11-23 + + + + All content here is from document "https://www.justice.gc.ca/eng/csj-sjc/pl/charter-charte/c31.html" + +Tabled in the House of Commons, October 6, 2022 + + + + DRAFT + + + + Bill C-31 (Dental Care) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Section 3.2 +Figure 1 +Page 31 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + TARGET STATE +DRAFT +For Discussion + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + v1.34 [2021-02-24] + + GC Enterprise Architecture/Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Version: 1.34 +February 24, 2021 +Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + CURRENT STATE +Common Process + + + + + + + + + + + + + + + + + + + + + + + + + + + IM and Term Store on QualiWare? + +Potential HL Solution / Flow + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/id-8aa550a3f57941e69cfd20a06a01e15b/model.json b/dataset/processed-models/id-8aa550a3f57941e69cfd20a06a01e15b/model.json new file mode 100644 index 00000000..7ae83c67 --- /dev/null +++ b/dataset/processed-models/id-8aa550a3f57941e69cfd20a06a01e15b/model.json @@ -0,0 +1 @@ +{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/id-8aa550a3f57941e69cfd20a06a01e15b","archimateId":"id-8aa550a3f57941e69cfd20a06a01e15b","name":"Sandbox-Lapierre, Jean B","description":"","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"sara-sabr/EA-models","license":"CC0-1.0","sourceFile":"raw-data/github/archimate/JeanBLapierreSandbox.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:22:59","tags":["WARNING"],"duplicates":[],"language":"en","elements":[{"id":"id-ef3ae8c0bfac4873a07bf9824990818f","name":"7 - Shift Culture & Processes Toward Open By Design","type":"CourseOfAction","layer":"strategy"},{"id":"id-6fd172e86df04a7b812ca33127209a5d","name":"11 - Incorporate Digital Principles Into Operations, Programs & Service Design","type":"CourseOfAction","layer":"strategy"},{"id":"id-c59504a83d1343afa69ec35472bf512d","name":"57 - Promote digital literacy and collaboration","type":"CourseOfAction","layer":"strategy"},{"id":"id-ae5122bc07da44929f534faccd041481","name":"70 - Evolve IM/IT management practices, processes and tools","type":"CourseOfAction","layer":"strategy"},{"id":"id-9a2448f6e6124263aab546bc69acbf51","name":"73 - Rationalize investments","type":"CourseOfAction","layer":"strategy"},{"id":"id-e1c2d3cd890649918e00feed66520684","name":"74 - Introduce stronger project oversight at the concept phase","type":"CourseOfAction","layer":"strategy"},{"id":"id-3bd5c16644544ba6b6f6fddb08ad7236","name":"Service orientation and user-centered","type":"ValueStream","layer":"strategy"},{"id":"id-20ab94e1ca7341e1aae635ceb6b2c7ed","name":"Improving service delivery and compliance with the new Policy on Service and Digital as well as the OneGC Vision","type":"CourseOfAction","layer":"strategy"},{"id":"id-3d03dd296f46486ea8be20f0ce0a7287","name":"Open, collaborative and accessible","type":"ValueStream","layer":"strategy"},{"id":"id-d39e8558ad65487e8cdc32474ceaf03d","name":"Digital collaboration tools","type":"CourseOfAction","layer":"strategy"},{"id":"id-84c026beb3e64a978eb306d7f74ab29f","name":"Digitally enabled delivery","type":"ValueStream","layer":"strategy"},{"id":"id-f4bd25afa8b7486bbd1c2c7469c08e92","name":"Departmental Application Strategy, data centre consolidation, and cloud adoption","type":"CourseOfAction","layer":"strategy"},{"id":"id-540951341bbf48e3884ad9a43db86c62","name":"Data Strategy","type":"CourseOfAction","layer":"strategy"},{"id":"id-3fa55ace287c473eb45fd60da76f6c36","name":"Good governance","type":"ValueStream","layer":"strategy"},{"id":"id-bfd45f3d159f47e9b311edadc0f2b29d","name":"Early alignment and review discussions starting at the concept phase, and GCEARB","type":"CourseOfAction","layer":"strategy"},{"id":"id-ea3bf21b3f40424db7ba8ae3ece20588","name":"Enhancing project oversight","type":"CourseOfAction","layer":"strategy"},{"id":"id-357ede514a63446097808670b2f7b4f2","name":"Stakeholder Management (Capability)","type":"Capability","layer":"strategy"},{"id":"id-f5d6116909eb454bb474e0541bfe4f36","name":"Recover OR Create New Google DTiG Account (Course of Action)","type":"CourseOfAction","layer":"strategy"},{"id":"id-fab976ab315648b89a0ecb8ea3367abd","name":"Add Web Links To Each Presentation Profile To Recording Video Stream, Deck PDF (Course of Action)","type":"CourseOfAction","layer":"strategy"},{"id":"id-1374066ddc254290810ae7c686a94a50","name":"Keep SharePoint Access and Permissions Up-To-Date (Course of Action)","type":"CourseOfAction","layer":"strategy"},{"id":"id-0d8c9abd15c04589ad3ce2d061ff0f47","name":"Place Internal Links On iService (Course of Action)","type":"CourseOfAction","layer":"strategy"},{"id":"id-229d509a911e4039948745b59bd8f8b2","name":"1. 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Source Software (OSS) Management Framework to guide employees. To this effect, the IT Strategy and IT Research team within ESDC has begun working in the open. Existing project teams are increasingly looking to share their source codes and work in the open (e.g. CDO, CAWS). More than 50 GitHub source code repositories have been shared (32 Developer Experience, 11 Developer Community of Practice [DevCoP] and 9 Service Canada). The DevCoP has numerous repositories on GcCode and GitHub, indicating ESDC’s efforts to both promote and align with the DOSP - working in the open, collaborating widely, using open standards and solutions. Over 99% of EI applications are currently submitted through digital methods. In addition, the Pensions projects (especially CPP-SIS) are further advancing the availability of e-services for that client segment as well. + + + 11 - Incorporate Digital Principles Into Operations, Programs & Service Design + In order to guide and shape how government information, technology and service delivery will be managed in a new digital ecosystem, ESDC is undertaking the following initiatives: +  CSLP – E-Service Re-Procurement; +  Temporary Foreign Worker System and Webservice Enhancements 2.0; and, +  CSLP - New Brunswick SIN Validation. + +These initiatives will help build a set of digital standards into policy, operations and program development. +In response to the COVID-19 pandemic, ESDC created and rapidly deployed the e-service and eSIN applications. Currently, over 99% of EI applications are currently submitted through digital methods. Additionally, Pensions projects, such as CPP-SIS, are further advancing the availability of e-services for that client segment. + + + 57 - Promote digital literacy and collaboration + In order to promote digital literacy and collaboration within the Department, ESDC has developed an Open Source Software (OSS) Management Framework, which encourages employees to contribute to public open source software projects. + + + 70 - Evolve IM/IT management practices, processes and tools + + + 73 - Rationalize investments + In order to keep with enterprise IM/IT governance, ESDC is implementing the PMIS Upgrade and Enhancement. + + + 74 - Introduce stronger project oversight at the concept phase + In order to enhance and strengthen the oversight function for IT-enabled projects, ESDC is implementing the PMIS Upgrade and Enhancement. + + + Service orientation and user-centered + + + Improving service delivery and compliance with the new Policy on Service and Digital as well as the OneGC Vision + TB’s Policy on Service and Digital is estimated to have 247 requirements applying to the departmental Chief Information Officer (CIO) function. Along with this are key changes, which produce new expectations for Deputy Heads in the areas of service, information and data, technology, cyber security, as well as workforce capacity and capability. To comply with the Policy, a methodological gap analysis was performed by IITB teams to determine the policy-driven requirements based on five themes: + Governance, planning and reporting (as it relates to IT governance and planning within ESDC); + Service Design and Delivery; + Information and Data; + Technology (including automated decision making); and, + Cyber Security and Identity. +The gap analysis looked at IITB’s existing investments and priorities and made 12 recommendations for IITB to either create new initiatives or reprioritize its portfolio of activities. Most of these recommendations are already in progress as part of the IITB Way Forward. The top five prioritized recommendations are: + Clarify the role and responsibilities between the CDO and the CIO; + Establish the role of a designated official for Cyber Security (DOCS); + Review IM/IT and Identity Policies to address redundancy, conflicts, user-centered policy writing, and training; + Harmonize the different service inventories for a single source of truth; and, + Formalize automated decision-making governance at ESDC. +These recommendations reflect the integrated management of functions as expected by the Policy, the increased responsibilities of the CIO, and the unique governance entities within ESDC (e.g. use of a CDO, a Chief Security Officer outside the branch of the CIO, and a tier 2 level committee focused on purely on service). +In addition, the Branches within the Department have been collaborating internally to improve service delivery and digital transformation: + Business Architecture and Alignment Office participates regularly at EA activities as one of the EA domains in developing project architectures; + User Experience Team provides UX research and design services to IT project teams regularly; and, + Business Process Management Team provides guidance and services on business process mapping to IT project teams regularly. + + + Open, collaborative and accessible + + + Digital collaboration tools + In support of ESDC’s Accessibility Strategy, ESDC is working on and testing an interdepartmental initiative to replace existing GC tools to ensure availability of more accessible toolsets, where such collaborative tools (i.e. Office 365) used for accessibility follow internationally recognized accessibility standards. ESDC is also working to ensure interoperability of adaptive technologies with the ESDC collaboration toolset. These digital collaboration tools are required for Canadians with disabilities as they continue to face barriers to their full participation in the workplace, which limit their opportunities for career development and advancement. + + + Digitally enabled delivery + + + Departmental Application Strategy, data centre consolidation, and cloud adoption + Via the Infrastructure Re-use Branch Initiative, connectivity between the legacy ESDC infrastructure and data centres to the SSC End State data centres is being made available as a selfprovisioning service to allow the migration of certain applications. Further work, resources and funds under the WLM Project will need to be engaged to migrate specific ESDC workloads of the legacy data centres to SSC End State data centres. +In order to complete the migration of the specific ESDC workloads of the legacy data centres to SSC’s End State data centre, the following projects are being migrated as part of the WLM project: + 1-800 O-Canada Business Model Review and Contract ReProcurement; + Emergency Management Application System; + ESDC’s Cloud Implementation Plan is underway to support the departmental application strategy, data centre consolidation and cloud adoption. This includes the Cloud Assessment Framework, Research and Prototyping, and the Cloud Intake process; and, + Making all internal applications accessible over the next three years is a significant outcome of ESDC’s Application Strategy. + + + Data Strategy + ESDC’s Data Strategy has been designed to build capabilities to generate strategic insights, increase opportunities for collaboration and to enable improvements and efficiencies in program, service delivery and internal operations. Through its implementation, the Department aims to provide people with easy, secure, and authorized access to quality data in a way that protects privacy and delivers value for Canadians. +The Strategy is built on six foundations for improved client service and policy: access, analytics, data governance and stewardship, data management, enablement, and people. +Foundations investments include among others: + Master data management (MDM) expansion; + Purchase and installation of ESDC Data Catalogue; + Procurement of SAS (VA); + Data Visualization for Business Solutions; and, + Implementation of and analytics platform and Big Data Appliance. + + + Good governance + + + Early alignment and review discussions starting at the concept phase, and GCEARB + Early EA alignment and review discussions will occur pre-gate 0 in order to support streamlined project proposals, financing, management and governance. + + + Enhancing project oversight + The IT Project Management Officer (PMO) has adopted a continuous improvement state of mind. Currently, ESDC is improving project management oversight activities by: + Reviewing current SDLC methodology. The new SDLC is more modern and is adopting latest market state of the art technics such as agile development and management; + Implementing a process through the IT PMO to manage initiatives that fall off its current project management framework by adapting current oversight techniques and procedures to include any unfitted projects\activities; and, + Improving PMIS system and centralizing ESDC’s project data repository. The IT PMO and Enterprise PMO are actively running those projects. + + + Stakeholder Management (Capability) + + + Recover OR Create New Google DTiG Account (Course of Action) + + + Add Web Links To Each Presentation Profile To Recording Video Stream, Deck PDF (Course of Action) + + + Keep SharePoint Access and Permissions Up-To-Date (Course of Action) + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx +13. Will the site’s security groups migrate? +No. Active Directory lists that are on premise will not be migrated; however the Project Team will recreate them as Azure Active Directory groups with settings activated to enable Owners and Designers to manage their membership after they migrate. + +Please keep your access and permissions up-to-date. You should not wait until your site is scheduled for migration to perform this update. + +https://dialogue/proj/ITCD-RMTI/SAS-SAS/_layouts/settings.aspx + + + Place Internal Links On iService (Course of Action) + Should these internal links be included? +(users won't be able to access off the network anyways) -> Maybe include these on an internal site like iService. + + + 1. Develop Onboarding Inventory (Course of Action) + 1. Develop an Inventory of Onboarding + + + 2. Yearly Onboarding Survey (Course of Action) + 2. Yearly survey on Onboarding - with the 2021 April Survey as the baseline. + + + 3. Support Pilots (Course of Action) + 3. Support Pilots (Ref. Section 2.3). + + + 4. Prototype A "One Click Away" Platform (Course of Action) + 4. Explore use / develop a prototype platform "One Click Away" for Onboarding using Power tool. + + + Determine Project Scope (Course of Action) + + + Leverage Marketplace Analytics Tool (Employee Profile Analytics) (Course of Action) + Leverage Marketplace Analytics tool (employee profile analytics) + + + Resourcing (Dedicated Support/Analytics Staffing) (Course of Action) + + + Leverage Interactive Fact Findings Services (IFFS) Survey Info (Course of Action) + Leverage information collected from IFFS (Interactive Fact Findings Services) surveys, end user support requests etc. + + + Leverage Performance Measurement Framework Info (Course of Action) + Leverage information collected from performance measurement framework (e.g., dashboard). + + + Allow End Users To Submit Feedback and/or Participate In Surveys (Course of Action) + + + Update Non-EX Letter of Offer Template(s) (Course of Action) + Update additional letter of offer template(s) (e.g., non-EX template). + + + Update External Content (Course of Action) + Update external content - iterate through use cases, employee types or personas and confer with business content owners. +Provide functionality to allow end users to submit feedback and/or participate in surveys. +Resource component (Dedicated support/analytics staffing). ** +Leverage information collected from IFFS (Interactive Fact Findings Services) surveys, end user support requests etc. +Leverage information collected from performance measurement framework (e.g., dashboard). +Leverage Marketplace Analytics tool (employee profile analytics) +Update additional letter of offer template(s) (e.g., non-EX template). + + + Strengthen Our Healthcare System And Public Health Supports For All Canadians + To build a healthy future, we must also strengthen our healthcare system and public health supports for all Canadians, especially seniors, veterans, persons with disabilities, vulnerable members of our communities, and those who have faced discrimination by the very system that is meant to heal. + + + Work Collaboratively With Provinces, Territories, and Other Partners To Deliver Real Results + The Government will work collaboratively with provinces, territories, and other partners to deliver real results on what Canadians need. + + + CERB & Wage Subsidy Support + Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. + + + Help Provinces Increase Testing Capacity + The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. + + + Pursue Faster Testing Technology + At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. + + + Improve Data Collection Across Health Systems To Inform Future Decisions + There is work to be done. On accessibility. On care in rural communities. On delayed procedures. On mental health and addiction treatment. On long-term care. On improving data collection across health systems to inform future decisions and get the best possible results. + + + Target Additional Financial Support to Affected Businesses + Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. + + + Support Health Care Systems Capacity + The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. + + + Safe Return To Class Fund Investment + To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. + + + Personal Support Worker Wage Top-Up + These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. + + + COVID Alert app + Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. + + + Get The Pandemic Under Control Via Vaccination + Priority number one remains getting the pandemic under control. The best way to do that is vaccination. + + + Mandated Vaccination For Federal & Federally-Regulated Workers + Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + + + Mandated Vaccination for Domestic Travel + Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + + + Canada Emergency Response Benefit + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table. + + + Canada Emergency Wage Subsidy + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + Rebuild An Economy That Works For Everyone + The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat. + + + Made Investments To Support Families and Small Businesses + The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat. + + + Extend Support For Struggling Industries + Now, with one of the most successful vaccination campaigns in the world, and employment back to pre-pandemic levels, the Government is moving to more targeted support, while +prudently managing spending. + +To ensure no one is left behind, support will be extended or added for industries that continue to struggle. + + + Build More Units Per Year + At the same time, the Government will also continue making life more affordable for all Canadians. + +Inflation is a challenge that countries around the world are facing. And while Canada’s economic performance is better than many of our partners, we must keep tackling the rising cost of living. To do that, the Government’s plan includes two major priorities: housing and child care. + + + Increase Affordable Housing + + + Helped Lift Hundreds of Thousands of Children Out of Poverty + The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living. + + + Build The First-Ever Canada-Wide Early Learning and Child Care System + The Government will also continue building the first-ever Canada-wide early learning and child care system. By the end of 2022, average fees for regulated child care will be cut in half in most of the provinces and territories. And in some places, this will even happen as early as the start of the year. Families will save thousands of dollars. + + + Deliver $10-A-Day Child Care + Four jurisdictions have not yet reached agreements on child care. Two are territories with unique infrastructure challenges, and the Government will keep working together to ensure we meet the needs of the North. The Government will continue working with the remaining two provinces to finalize agreements that will deliver $10-a-day child care for families who so badly need it. + + + Canada Emergency Business Account Expansion + + + Business Credit Availability Program Improvement + + + Support For Hardest-Hit Industries + And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts. + + + Invest In Innovation and Good, Green Jobs + Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy. + + + Work With Like-Minded Countries + Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy. + + + Lead In Producing the World’s Cleanest Steel, Aluminum, Building Products, Cars, and Planes + As a country, we want to be leaders in producing the world’s cleanest steel, aluminum, building products, cars, and planes. Not only do we have the raw materials and energy to do that, most importantly, we have skilled, hard-working Canadians to power these industries. + + + Tap Into Global Capital and Attract Investors + As we move forward on the economy of the future, no worker or region will be left behind. The Government will bring together provinces, territories, municipalities, and Indigenous communities, as well as labour and the private sector, to tap into global capital and attract investors. + + + Move To Cap and Cut Oil and Gas Sector Emissions + The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future. + + + Accelerate Our Path to A 100 Percent Net-Zero Electricity Future + The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future. + + + Legislate Net-Zero Emmissions By 2050 + Canadians also know climate change threatens our health, way of life, and +planet. They want climate action now, and that is what the Government +will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s +2030 climate goal. The Government will also legislate Canada’s goal of net-zero +emissions by 2050. + + + Create Jobs Cutting Energy Costs + As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses + + + Expand Urban Parks + This pandemic has reminded Canadians of the importance of nature. The +Government will work with municipalities as part of a new commitment to +expand urban parks, so that everyone has access to green space. This will be +done while protecting a quarter of Canada’s land and a quarter of Canada’s +oceans in five years, and using nature-based solutions to fight climate change, +including by planting two billion trees. + + + Deliver More Trainsit + • Help deliver more transit and active transit options; + + + Recognize Key Partner Efforts To Reduce Emissions + • And recognize farmers, foresters, and ranchers as key partners in the +fight against climate change, supporting their efforts to reduce emissions +and build resilience. + + + Black Entrepreneurship Program + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Anti-Racism Strategy for 2019-2022 + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + Action Online Hate + The Government will redouble its efforts by: +• Taking action on online hate; + + + GC-Wide Data Collection Approach + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + Support Black Culture & Heritage + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + Eliminate Discriminatory Justice + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + Enhance Civilian Oversight of Law Enforcement + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + Modernize Law Enforcement Training + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + Shift To Community-Led Policing + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + Co-Develop First Nations Policing Framework + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + Strengthen the Official Languages Act + + + Invest In International Development + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Ensure Worldwide Access To A Vaccine + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + Stand Up For Human Rights & The Rule Of Law + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + Fight For Free Trade + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + Keep Canada Competitive + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + Distinctions-Based Mental Health & Wellness Strategy + + + Accelerate National Action Plan For The National Inquiry into Missing & Murdered Indigenous Women & Girls’ Calls For Justice + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + Implement The Truth & Reconciliation Commission’s Calls To Action + + + Indigenous Infrastructure + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + Meet Clean Water Committments + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + Support Capacity Building + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + Enact UN Declaration + + + Action On Reconciliation + + + Action On Our Collective Health and Well-Being + Action on our collective health and well-being. + +The pandemic has shown us that we need to put a focus on mental health in the same way as physical well-being because they are inseparable. + + + Action On Climate Change + + + Ensured A Standardized Canadian Proof of Vaccination + Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + + + Secure Next Generation COVID-19 Vaccines, Boosters, & Doses For Kids Aged 5 to 11 + The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. + + + Continue Work With Partners To Ensure Fair & Equitable Access To Vaccines & Other Resources + And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources. + + + Personal Protective Equipment Supply Chain Security + Personal protective equipment has been shipped across the country. + +The Government will also continue to work on getting Canadians the PPE they need. + +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. + + + Ramp Up Contact Tracing & Testing + Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. + + + CERB & Wage Subsidy Support + Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. + + + Help Provinces Increase Testing Capacity + The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. + + + Pursue Faster Testing Technology + At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. + + + Canadian Forces Support in Long-Term Care Homes + Members of the Canadian Forces were there in long-term care homes. + + + Target Additional Financial Support to Affected Businesses + Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. + + + Support Health Care Systems Capacity + The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. + + + Safe Return To Class Fund Investment + To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. + + + Personal Support Worker Wage Top-Up + These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. + + + COVID Alert app + Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. + + + Secure Access To Vaccine Candidates + In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. + + + Invest In Domestic Vaccine Manufacture + + + Invest In Vaccine Distribution + And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. + + + Canada Emergency Response Benefit + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table. + + + Canada Emergency Wage Subsidy + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + Social Sector & Infrastructure Investment + To help make that happen, the Government will launch a campaign to create +over one million jobs, restoring employment to previous levels. This will be +done by using a range of tools, including direct investments in the social sector +and infrastructure, immediate training to quickly skill up workers, and +incentives for employers to hire and retain workers. + + + Employer Incentives + + + Youth Employment & Skills Strategy + Another example of how the Government will create jobs is by significantly +scaling up the Youth Employment and Skills Strategy, to provide more +paid work experiences next year for young Canadians. + + + Eliminate Provincial Trade Barriers + + + Canada Emergency Wage Subsidy + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + Worker Training + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + CERB-to-EI Canada Recovery Benefit + With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. + + + A Modernized EI System + + + Action Plan for Women in the Economy + The Government will create an Action Plan for Women in the Economy to help +more women get back into the workforce and to ensure a feminist, intersectional +response to this pandemic and recovery. This Plan will be guided by a task force +of experts whose diverse voices will power a whole of government approach. + + + National Early Learning & Childcare System + It has been nearly 50 years since the Royal Commission on the Status of Women +outlined the necessity of child care services for women’s social and economic +equality. We have long understood that Canada cannot succeed if half of the +population is held back. Canadians need more accessible, affordable, inclusive, +and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a +significant, long-term, sustained investment to create a Canada-wide early +learning and childcare system. +The Government will build on previous investments, learn from the model that +already exists in Quebec, and work with all provinces and territories to ensure +that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour +leaders, that the time is now. + + + Before-and-After School Program Subsidy + The Government also remains committed to subsidizing before- and after-school +program costs. With the way that this pandemic has affected parents and families, +flexible care options for primary school children are more important than ever. + + + Women’s Entrepreneurship Strategy + The Government will also accelerate the Women’s Entrepreneurship Strategy, +which has already helped women across Canada grow their businesses. + + + Canada Emergency Wage Subsidy + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + Canada Emergency Business Account Expansion + + + Business Credit Availability Program Improvement + + + Support For Hardest-Hit Industries + And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts. + + + Address Extreme Wealth Inequality + In the longer term, the Government will focus on targeted investments to +strengthen the middle class, build resiliency, and generate growth. The Government +will also identify additional ways to tax extreme wealth inequality, including by +concluding work to limit the stock option deduction for wealthy individuals at large, +established corporations, and addressing corporate tax avoidance by digital giants. + + + Ensure High Revenue Entity Wealth Sharing + Web giants are taking Canadians’ money while imposing their own priorities. +Things must change, and will change. The Government will act to ensure their +revenue is shared more fairly with our creators and media, and will also require +them to contribute to the creation, production, and distribution of our stories, +on screen, in lyrics, in music, and in writing. + + + Update Canada's COVID-19 Economic Response Plan + This fall, the Government will release an update to Canada’s COVID-19 +Economic Response Plan. This will outline the Government’s economic and +fiscal position, provide fiscal projections, and set out new measures to +implement this Throne Speech. + +This update will make clear that the strength of the middle class, and the +wellbeing of all Canadians, remain Canada’s key measures of success. + + + Support Seniors with Provinces & Territories + Central to this is recognizing that one of the greatest tragedies of this pandemic +is the lives lost in long-term care homes. Elders deserve to be safe, respected, +and live in dignity. + +Although long-term care falls under provincial and territorial jurisdiction, +the federal government will take any action it can to support seniors while +working alongside the provinces and territories. + + + Criminal Code Amendments + The Government will work with Parliament on Criminal Code amendments +to explicitly penalize those who neglect seniors under their care, putting +them in danger. + + + Standardize National Long-Term Care + The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; + + + Help People Remain In Their Homes Longer + The Government will also: +• ...take additional action to help people stay in their homes longer. + + + Increase Old Age Security + + + Increase Canada Pension Plan Survivor Benefit + The Government remains committed to increasing Old Age Security once a +senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. + + + Personal Support Worker Measures + The Government will look at further targeted measures for personal support +workers, who do an essential service helping the most vulnerable in our +communities. Canada must better value their work and their contributions +to our society. + + + Disability Inclusion Plan + + + Canadian Disability Benefit + A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors + + + Employment Strategy + A robust employment strategy for Canadians with disabilities + + + Improve Eligibility Process + + + Improve Access To Primary Care + Over the last six months, it has become clearer than ever why Canadians need +a resilient health care system. + +The Government will ensure that everyone – including in rural and remote +areas – has access to a family doctor or primary care team. COVID-19 has also +shown that our system needs to be more flexible and able to reach people at home. +The Government will continue to expand capacity to deliver virtual health care. + + + Address Opiod Epidemic + + + Increase Mental Health Resource Access + + + Improve Access To Medicine + The same goes for access to the medicine that keeps people healthy. Many +Canadians who had drug plans through work lost this coverage when they were +laid off because of the pandemic. So this is exactly the right moment to ramp +up efforts to address that. + + + National, Universal Pharmacare Program + The Government remains committed to a national, universal pharmacare +program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. + + + Implement Firearms Policy + The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. + + + National Action Plan Against Gender-Based Violence + Women’s safety must be the foundation on which all progress is built. The +Government will accelerate investments in shelters and transition housing, and +continue to advance with a National Action Plan on Gender-Based Violence. + + + Invest In Infrastructure + To keep building strong communities, over the next two years the Government +will also invest in all types of infrastructure, including public transit, energy +efficient retrofits, clean energy, rural broadband, and affordable housing, +particularly for Indigenous Peoples and northern communities. + + + Universal Broadband Fund + + + Support Regional Airline Routes + And to further link our communities together, the Government will work with +partners to support regional routes for airlines. It is essential that Canadians have +access to reliable and affordable regional air services. This is an issue of equity, of +jobs, and of economic development. The Government will work to support this. + + + Reduce Chronic Homelessness + This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. + +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. + + + Increase National Housing Strategy Investment + The Government will add to the historic National Housing Strategy announced +in 2017 by increasing investments to rapid housing in the short term, and +partnering with not-for-profits and co-ops in the mid- to long-term. For the +middle class, the Government will also move forward with enhancements to +the First-Time Home Buyer Incentive, including in Canada’s largest cities, +so families can afford to buy their first home. + + + Address Food Insecurity + Just like everyone deserves a home, everyone deserves to be able to put nutritious +food on the table. +The pandemic has made that harder for Canadians. The Government will +continue to work with partners – including directly with First Nations, Inuit, +and Métis Nation partners – to address food insecurity in Canada. The +Government will also strengthen local food supply chains here in Canada. + + + Fair Supply Sector Compensation + The Canadian and migrant workers who produce, harvest, and process our +food – from people picking fruit to packing seafood – have done an outstanding +job getting good food on people’s plates. They deserve the Government’s +full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors +receive full and fair compensation for recent trade agreements. Farmers keep +our families fed, and we will continue to help them succeed and grow. + + + Worker Training + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + Update Outdated IT Systems + From researchers developing vaccines, to entrepreneurs building online stores, +this pandemic has reminded us of the power of the knowledge economy, and +how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT +systems to modernize the way that Government serves Canadians, from the +elderly to the young, from people looking for work to those living with a disability. + + + Introduce Free Tax Filing + The Government will also work to introduce free, automatic tax filing for simple +returns to ensure citizens receive the benefits they need. + + + Legislate Net-Zero Emmissions By 2050 + Canadians also know climate change threatens our health, way of life, and +planet. They want climate action now, and that is what the Government +will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s +2030 climate goal. The Government will also legislate Canada’s goal of net-zero +emissions by 2050. + + + Create Jobs Cutting Energy Costs + As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses + + + Reduce Climate-Related Impacts + As part of its plan, the Government will: +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; + + + Expand Urban Parks + This pandemic has reminded Canadians of the importance of nature. The +Government will work with municipalities as part of a new commitment to +expand urban parks, so that everyone has access to green space. This will be +done while protecting a quarter of Canada’s land and a quarter of Canada’s +oceans in five years, and using nature-based solutions to fight climate change, +including by planting two billion trees. + + + Ban Single-Use Plastics + The Government will ban harmful single-use plastics next year and ensure +more plastic is recycled. And the Government will also modernize Canada’s +Environmental Protection Act. + + + Create Canada Water Agency + When the Prairie Farm Rehabilitation Administration was closed by a previous +government, Canada lost an important tool to manage its waters. The Government +will create a new Canada Water Agency to keep our water safe, clean, and +well-managed. The Government will also identify opportunities to build more +resilient water and irrigation infrastructure. + + + Invest In Blue Economy + At the same time, the Government will look at continuing to grow Canada’s +ocean economy to create opportunities for fishers and coastal communities, +while advancing reconciliation and conservation objectives. Investing in the +Blue Economy will help Canada prosper. + + + Deliver More Trainsit + • Help deliver more transit and active transit options; + + + Make Zero-Emission Vehicles More Affordable + Make zero-emissions vehicles more affordable while investing in more charging stations across the country. + + + Attract Zero-Emission Investment + The Government will launch a new fund to attract investments in making +zero-emissions products and cut the corporate tax rate in half for these +companies to create jobs and make Canada a world leader in clean technology. +The Government will ensure Canada is the most competitive jurisdiction in +the world for clean technology companies + + + Move Forward With Clean Power Fund + • Transform how we power our economy and communities by moving +forward with the Clean Power Fund, including with projects like the +Atlantic Loop that will connect surplus clean power to regions +transitioning away from coal; + + + Support Renewable Energy Investment + • And support investments in renewable energy and next-generation clean energy and technology solutions. + + + Support Sector Transformation Towards Net-Zero Future + Canada cannot reach net zero without the know-how of the energy sector, +and the innovative ideas of all Canadians, including people in places like +British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they +work to transform to meet a net zero future, creating good-paying +and long-lasting jobs; + + + Recognize Key Partner Efforts To Reduce Emissions + • And recognize farmers, foresters, and ranchers as key partners in the +fight against climate change, supporting their efforts to reduce emissions +and build resilience. + + + Continue To Put A Price On Pollution + The Government will continue its policy of putting a price on pollution, while +putting that money back in the pockets of Canadians. It cannot be free to pollute. + + + Black Entrepreneurship Program + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Anti-Racism Strategy for 2019-2022 + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + Action Online Hate + The Government will redouble its efforts by: +• Taking action on online hate; + + + GC-Wide Data Collection Approach + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + Support Black Culture & Heritage + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + Eliminate Discriminatory Justice + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + Enhance Civilian Oversight of Law Enforcement + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + Modernize Law Enforcement Training + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + Shift To Community-Led Policing + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + Co-Develop First Nations Policing Framework + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + Strengthen the Official Languages Act + + + Invest In International Development + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Ensure Worldwide Access To A Vaccine + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + Stand Up For Human Rights & The Rule Of Law + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + Fight For Free Trade + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + Keep Canada Competitive + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + Distinctions-Based Mental Health & Wellness Strategy + + + Accelerate National Action Plan For The National Inquiry into Missing & Murdered Indigenous Women & Girls’ Calls For Justice + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + Implement The Truth & Reconciliation Commission’s Calls To Action + + + Indigenous Infrastructure + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + Meet Clean Water Committments + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + Support Capacity Building + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + Enact UN Declaration + + + End Chronic Homelessness + + + Work With Partners To Get Real Results + + + Help Municipalities Build More and Better, Faster + + + Help Families Buy Their First Home Sooner + The Government will also help families buy their first home sooner with a more flexible First-Time Home Buyer’s Incentive, a new Rent-to-Own program, and by reducing the closing costs for first-time buyers. + + + Reduce Closing Costs For First-Time Buyers + + + Continue Increasing Immigration Levels + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + Continue To Reduce Wait Times + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + Support Family Reunification + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + Deliver A World-Leading Refugee Resettlement Program + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + Black Entrepreneurship Program (copy) + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Anti-Racism Strategy for 2019-2022 (copy) + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + Action Online Hate (copy) + The Government will redouble its efforts by: +• Taking action on online hate; + + + GC-Wide Data Collection Approach (copy) + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + Support Black Culture & Heritage (copy) + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + Eliminate Discriminatory Justice (copy) + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + Enhance Civilian Oversight of Law Enforcement (copy) + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + Modernize Law Enforcement Training (copy) + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + Shift To Community-Led Policing (copy) + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + Co-Develop First Nations Policing Framework (copy) + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + Strengthen the Official Languages Act (copy) + + + Invest In International Development (copy) + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Ensure Worldwide Access To A Vaccine (copy) + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + Stand Up For Human Rights & The Rule Of Law (copy) + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + Fight For Free Trade (copy) + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + Keep Canada Competitive (copy) + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + Distinctions-Based Mental Health & Wellness Strategy (copy) + + + Accelerate National Action Plan For The National Inquiry into Missing & Murdered Indigenous Women & Girls’ Calls For Justice (copy) + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + Implement The Truth & Reconciliation Commission’s Calls To Action (copy) + + + Indigenous Infrastructure (copy) + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + Meet Clean Water Committments (copy) + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + Support Capacity Building (copy) + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + Enact UN Declaration (copy) + + + Black Entrepreneurship Program (copy) (copy) + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Anti-Racism Strategy for 2019-2022 (copy) (copy) + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + Action Online Hate (copy) (copy) + The Government will redouble its efforts by: +• Taking action on online hate; + + + GC-Wide Data Collection Approach (copy) (copy) + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + Support Black Culture & Heritage (copy) (copy) + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + Eliminate Discriminatory Justice (copy) (copy) + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + Enhance Civilian Oversight of Law Enforcement (copy) (copy) + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + Modernize Law Enforcement Training (copy) (copy) + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + Shift To Community-Led Policing (copy) (copy) + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + Co-Develop First Nations Policing Framework (copy) (copy) + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + Strengthen the Official Languages Act (copy) (copy) + + + Invest In International Development (copy) (copy) + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Ensure Worldwide Access To A Vaccine (copy) (copy) + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + Stand Up For Human Rights & The Rule Of Law (copy) (copy) + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + Fight For Free Trade (copy) (copy) + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + Keep Canada Competitive (copy) (copy) + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + Distinctions-Based Mental Health & Wellness Strategy (copy) (copy) + + + Accelerate National Action Plan For The National Inquiry into Missing & Murdered Indigenous Women & Girls’ Calls For Justice (copy) (copy) + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + Implement The Truth & Reconciliation Commission’s Calls To Action (copy) (copy) + + + Indigenous Infrastructure (copy) (copy) + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + Meet Clean Water Committments (copy) (copy) + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + Support Capacity Building (copy) (copy) + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + Enact UN Declaration (copy) (copy) + + + Invest In Public Transit + Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air. + + + Mandate The Sale of Zero Emissions Vehicles + Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air. + + + Increase The Price On Pollution + Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + + + Deliver A Cleaner Environment and A Stronger Economy + Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + + + Protect Our Lands and Oceans + Protecting our land and oceans will address biodiversity loss. In this work, the Government will continue to strengthen its partnership with First Nations, Inuit, and Métis, to protect nature and respect their traditional knowledge. + + + Create The Canada Water Agency + Creating the Canada Water Agency will safeguard that vital resource and support our farmers. + + + Strengthen Action To Prevent and Prepare For Extreme Weather Worsened By Climate Change + And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy. + + + Develop Canada’s First-Ever National Adaptation Strategy + And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy. + + + Introduced Lifetime Background Checks + While we address climate change – +While we fight COVID-19 and its consequences – +While we grow our economy for everyone – +We cannot turn away from other challenges. + +Gun violence is on the rise in many of our biggest cities. + +While investing in prevention and supporting the work of law enforcement, we must also continue to strengthen gun control. + +The Government has taken important actions like introducing lifetime background checks. + + + Put Forward A Mandatory Buyback of Banned Assault-Style Weapons + The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns. + + + Move Forward With Any Province or Territory That Wants To Ban Handguns + The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns. + + + Move Forward With A 10-Year National Action Plan on Gender-Based Violence + During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services. + + + Continue To Support Organizations Providing Critical Services + During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services. + + + Continue To Combat Hate and Racism, Including A Renewed Anti-Racism Strategy + When someone in our country is targeted because of their gender, or who they love, or where they come from, the way they pray, the language they speak, or the colour of their skin, we are all diminished. + +Everyone should be – and feel – safe. + +The Government will continue combatting hate and racism, including with a renewed Anti-Racism Strategy. + + + Increase The Price On Pollution (copy) + Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + + + Fight Systemic Racism, Sexism, Discrimination, Misconduct, and Abuse, Including In Core Institutions + Canadians understand that equity, justice, and diversity are the means and the ends to living together. + +Fighting systemic racism, sexism, discrimination, misconduct, and abuse, including in our core institutions, will remain a key priority. + + + Continue To Reform the Criminal Justice System and Policing + The Government will also continue to reform the criminal justice system and policing. + + + Continue To Invest In the Empowerment of Black and Racialized Canadians, and Indigenous Peoples + This is the moment to rebuild for everyone. The Government will continue to invest in the empowerment of Black and racialized Canadians, and Indigenous Peoples. It will also continue to fight harmful content online, and stand up for LGBTQ2 communities while completing the ban on conversion therapy. + + + Reintroduce the Proposed Act For the Substantive Equality of French and English + As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act. + + + Reintroduce the Strengthening of the Official Languages Act + As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act. + + + Invest In the Creation of a National Monument To Honour Survivors + This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools. + + + Appoint A Special Interlocutor To Further Advance Justice on Residential Schools + This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools. + + + Invest Significantly In A Distinctions-Based Mental Health and Wellness Strategy + To support communities, the Government will also invest significantly in a distinctions-based mental health and wellness strategy, guided by Indigenous Peoples, survivors, and their families. + + + Accelerate Work With Indigenous Partners To Address the National Tragedy of Missing and Murdered Indigenous Women, Girls and 2SLGBTQQIA+ People + Everyone in our country deserves to be safe. + +That is why the Government will accelerate work with Indigenous partners to address the national tragedy of Missing and Murdered Indigenous Women, Girls and 2SLGBTQQIA+ People. + + + Ensure Fair and Equitable Compensation For Those Harmed by the First Nations Child and Family Services Program + The Government will also make sure communities have the support they need to keep families together, while ensuring fair and equitable compensation for those harmed by the First Nations Child and Family Services program. + + + Eliminate All Remaining Long-Term Drinking Water Advisories + Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today. + + + Reintroduce Legislation To Reform the Broadcasting Act + To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content. + + + Ensure Web Giants Pay Their Fair Share For the Creation and Promotion of Canadian Content + To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content. + + + Implement the United Nations Declaration on the Rights of Indigenous Peoples + Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today. + + + Securely Transfer Files + Allows government organizations to securely transfer files: + +between themselves +to and from private organizations + + + Controlled File Transfer + + + Email Notification + + + Strong Authentication (using myKEY) + + + Server Scalability ("Capable") + Servers can be grouped to support more users + + + Data Integrity & Confidentiality (File Encryption / Decryption) + + + Controlled Server Access + + + Access Control Via Authorized List of Users-to-Servers + + + Platform Readiness Guide + Platform Readiness Guide +This guide provides platform readiness information needed to set up a machine to successfully connect to and access the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/SFT_Platform_Readiness_Guide_Ver_1.8.pdf + + + SFT Client User Guide for SFT Client Version 2.x + SFT Client User Guide for SFT Client Version 2.x +This guide provides instructions on the SFT Client GUI and options for Version 2. +https://sftweb.pwgsc.gc.ca/guides/sftClientV2UG_e.pdf + + + Architecture Document + Architecture Document +This document describes the architecture of the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/Architecture_MSFT_Ver_1.4.pdf + + + Requirements Gathering Checklist + Requirements Gathering Checklist +This document allows the prospective client to provide information required for the setup of the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/MSFT%20Requirements%20Gathering%20Checklist.doc + + + Operations/User Guide + Operations/User Guide +This guide provides operational procedures in running the SFT Client and using the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/SFT_Operations-User_Guide.pdf + + + Secure Multilingual Employee Collaboration + + + Multilingual Community Interaction Enablement + + + Multilingual Capabilities Added to Communication Channels + + + Personalized Enterprise Translation Portal + + + Instant Translation of Content + + + Report To PCO: A Data Strategy Roadmap For The Federal Service + + + Government of Canada Digital Standards + + + GC Digital Operations Strategic Plan 2021-2024 + + + GC Policy on Service and Digital + + + Create An Integrated Approach To Service Delivery + A Service Delivery Hub (SDH) was created to modernize technology to allow Service Canada to create an integrated approach to service delivery, resulting in improved, seamless and timely service delivery for clients. + + + Workforce Management + Two major components of the strategy are workforce management and workload management. + + + Workload Management + Two major components of the strategy are workforce management and workload management. + + + A. Content Hosting In Common Space On One Instance + a) Hosting of content in common space on a single instance; +b) OGD branded sub-school "condo" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs + + + B. OGD Branded Sub-school "Condo" Model on One Instance + a) Hosting of content in common space on a single instance; +b) OGD branded sub-school "condo" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs + + + C. OGDs May Work Directly With D2L To Implement Separate Instance + a) Hosting of content in common space on a single instance; +b) OGD branded sub-school "condo" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs + + + D. Federate with Learning Platforms Deployed by OGDs + a) Hosting of content in common space on a single instance; +b) OGD branded sub-school "condo" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs + + + Support Global Learning Technology Interoperability Standards + D2L supports global learning technology interoperability standards, such as SCORM/xAPI, LTI and IMS common cartridge, enabling reusabilty and interoperability. + + + Enable Reusability + + + Enable Interoperability + D2L supports global learning technology interoperability standards, such as SCORM/xAPI, LTI and IMS common cartridge, enabling reusabilty and interoperability. + + + Allow For SSO Credentials, Learner Attributes, Learning Content, Common Learner Record + Single sign-on credentials, learner attributes, learning content, common learner record. + + + Provide Self-Service or API-Based Access to Data / Reports About Own Employees / Learners + Provide OGDs with self-service or API based access to data/reports about own employees/learners + + + Carry Out Pilots with GCPass / Sign-In Canada, GCExchange, DCAM (ADFS) + Carry out pilots with GCPass/Sign-in Canada, GCExchange, DCAM (ADFS) in 2021 + + + Complete Security Assessment and Authorization in partnership with TBS, SSC and CCCS + Complete Security Assessment and Authorization in partnership with TBS, SSC and CCCS + + + NIIS Business Requirements For CCT Pension Forms (2022) + Business Solutions Operations +NIIS BR (Pension forms) for IITB / NIIS +Updated: March 9, 2022 + + + New Worker Info + + + Team Information + + + New ESDC Worker Info + + + On-Site Work Information + physical work environment and hardware (building, garage, office, phones, etc.) +1.1 Mailstop Information +1.2 Relocating, if Necessary +1.3 Printers +1.3.1 Add Printer Wizard +1.3.2 Have Your Email Account Added For Scan Function +1.4 Building Services +1.5 Parking, Bike Cage, Change Room, Showers +1.6 Evacuation Sequence +1.7 Meeting Arrangements +1.7.1 Booking System +1.7.2 Hosting a Conference call +1.7.3 Skype +1.8 Telephone (VOIP) +1.9 Voicemail +1.10 Outlook Calenda + + + SAS Services + + + New EA Worker Info + + + New SAS Worker Info + + + Architecture Artifacts + + + SAS Knowledge Base + + + #1: Ensure that all of the substantial IT elements of ESDC's transformation are delivered + • ESDC is undergoing a massive service transformation right now, as you know. IITB’s role in this work is suitably large – we must ensure that all of the substantial IT elements of our transformation are delivered, whether by our team or by our service delivery partners. This work is of highest priority in our Department, and for the GC and indeed for Canadians. + + + Keep running and maintaining the essential IT services that underpin everything at ESDC + • While our Department and our Branch are busy transforming, IITB also has the very large job of keeping running and maintaining the essential IT services that underpin everything. ESDC is often referred to as a “portfolio” and not just a department, for very good reason: We are enormous. Our IT operations are comparably large. + + + Work Together As One Team + + + Ensure that Information Is Shared Regularly, In a Timely Fashion + Rina, Nasser and I are committed to ensuring that information is shared regularly and, more importantly, in a timely fashion. To that end, we are planning a meet and greet town hall for mid-June, in or near National Public Service Week. Details on this meeting will be sent in the coming days. + + + Recognize and Celebrate the Efforts and Leadership of Public Servants From Across the Country + + + Parliamentary Review: 3rd Year Then Every 5th Year (Course of Action) + Parliamentary review +12 As soon as feasible after the third anniversary of the day on which this section comes into force and after each subsequent fifth anniversary, a review of this Act and of its administration and operation is to be undertaken by a committee of the Senate, of the House of Commons or of both Houses of Parliament that may be designated or established for that purpose. + + + Tax-Free Payment $390 (Course of Action) + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Tax-Free Payment $260 (Course of Action) + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Tax-Free Payment $650 (Course of Action) + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Office Space Must Be Expanded (Course of Action) + + + Regions Coordinating Building Approaches For Their Offices (Course of Action) + + + Ensure To Have A Valid Building Pass (Course of Action) + + + EA Requests SAS Feedback + + + BRM Facilitated Stakeholder Meeting + + + SAS Peer Review + + + Assigned Enterprise Architect + + + Peer Enterprise Architect + + + [SAS] Provide EA Feedback <<Lite Projects>> + + + Draft EA Assessment + + + Finalize EA Assessment + + + SAS Lite Project EA Assessment + + + SAS Peer Review Team + + + EA Requests EA Assessment + + + [ESDC-EA] Provide EA Assessment <<ESDC EARB>> + + + EA Assessment Review Team + + + (Lead) EA Assessor + + + Business Architect Assessor + + + Data Architect Assessor + + + Applicaiton Architect Assessor + + + Technology Architect Assessor + + + Security Architect Assessor + + + Facilitated EA Assessment Review & Meeting + + + Draft EA Assessment + + + EARB Co-Chairs + + + EA Assessment Peer Review By Domains + + + Pre-Brief Review of EA Assessment + + + Finalize EA Assessment + + + ESDC CIO + + + Lead Enterprise Architect + + + EARB Deck Review Attendees + + + EARB EA Assessment Group + + + EARB Deck Reviews (N Times) + + + EA Assessment <<EARB Deck Slide(s)>> + + + Accessibility Standards Canada (ASC) (Business Function) + + + Communicate With Stakeholders (Process) + + + ASC Partners (Collaboration) + + + Solution Administrator (Business Role) + + + Solution User (Business Role) + + + New User (Business Role) + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + +In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + Credential Substitution User (Business Role) + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + + + Canada Student Loan Program (Business Function) + + + Simplified Digital Identity Validation (SDIV) (Business Service) + + + Existing User (Business Role) + In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + Master Student Financial Assistance Agreement (MSFAA) (Contract) + + + DTiG Chair (Business Role) + + + DTiG Technology Platform Manager (Business Role) + + + AEA Ottawa Gatineau Chapter Director Programs Designate (Business Role) + + + DTiG Website Administrator (Business Role) + + + DTiG Director for Government Advocacy (Business Role) + + + Robert (Bob) Weisman (Business Actor) + Robert (Bob) Weisman, PhD, PEng, PMP, CD1 +President ISACA Ottawa Valley Chapter and President Association of Enterprise Architects (Ottawa Gatineau Chapter) +DTiG 2021 Conference Chair +Robert is an Engineer in Residence and Professor Digital Transformation and Innovation at University of Ottawa where he now teaches enterprise architecture to graduate and undergraduate students and soon Digital Transformation Leadership Bob spent 30 years in government, 10 years at CGI and then academia with a PhD journey He is a very active member of The Open Group and also CEO and Executive Management Consultant at Build The Vision Inc. + + + DTiG Treasurer (Business Role) + + + Volunteer Placeholder (Business Role) + Role to be discussed at a later date + + + Jean-Luc Lemieux (Business Actor) + Jean-Luc Lemieux CPA, CMA, CISA, CIDA +ISACA Ottawa Valley Director Conferences and Secretary Designate +Jean-Luc is a senior consultant at Samson and Associates and President of Jean Luc Lemieux CPA Inc. He has volunteered to manage the technology platform supporting the DTiG 2021 Conference. + + + Xenos Khan (Business Actor) + Xenos Khan, MBA +AEA Ottawa Gatineau Chapter Director Programs Designate +Xenos passed away suddenly in May 2021. He was a gifted and warm hearted man dedicated to his family, friends, and his colleagues at Gelder, Gingras and Associates where he was Vice President Consulting and at Employment and Social Development Canada (ESDC) where he was working on the Cloud Reference Architecture. He will be sorely missed. + + + Will Xu (Business Actor) + Will Xu +Conference Website Administrator +Will serves as the Director of Communications and Webmaster for the ISACA Ottawa Valley chapter. Professionally, he is a member of the audit team at the Office of the Auditor General of Canada, conducting IT performance audits of federal government departments. He has created and maintained the web presence of DTiG 2021. + + + Jean Lapierre (Business Actor) + Jean Lapierre +Director for Government Advocacy. Association of Enterprise Architects’ Ottawa Gatineau Chapter +Jean’s most recent public service engagement is at Employment and Social +Development Canada (ESDC) is as an enterprise architect, seeking to enable +architectural alignment and reduce technical debt. Previously, his career was +focussed in the field of Data Warehousing, having worked at National Defence +(DND), Treasury Board of Canada Secretariat (TBS), and Shared Services Canada +(SSC). For the conference, Jean was instrumental in getting key speakers for DTiG +2021 and communicating with the public service. + + + Jenny Xi (Business Actor) + Jenny Xi, Treasurer +ISACA Ottawa Valley Chapter +Jenny +has been volunteering as the Treasurer for the ISACA Ottawa Valley Chapter Board for +two years She works at NAV CANADA as Manager, Internal Control and has over 13 years of +experience in the accounting profession including internal controls, fraud risk management, +general computer controls, taxation, governance and information security controls +For +DTiG 2021 Jenny has managed the finances for the first time the conferences has been in a +virtual format + + + Scarlett Kelly (Business Actor) + Analyst: Expenditure Management Division. +Treasury Board of Canada Secretariat / Expenditure Management Sector / EMS - Assistant Secretary's Office / Program Performance and Evaluation Division / Central Performance and Impact Assessment Unit + + + Content Management (Business Function) + Need to create and manage a Google account, with sufficient security settings and credentials, to be managed by key members of the group. +Ensure consistent naming is used, ideally starting with "YYYYMMDD" to indicate the day of presentation. "<Date Presented in format: YYYYMMDD>-<Digit indicating the order: 1, 2, 3, etc. from that day> - <Last Name> - <Organization Acronym> - <Shortened Title>.pdf" + + + Director for Academic Advocacy (Business Role) + + + Facilitation of Whitepaper Peer Reviews (Business Function) + + + In-Person Presentations (Business Interaction) + + + Potential DTiG 2022 Sponsors (Business Role) + + + Deloitte (Business Actor) + + + Treasury Board of Canada Secretariat (Business Actor) + + + Host Aide (Business Role) + + + Session Reviewers / Assessors (Business Role) + + + Content Management (Business Function) + Organizing Site Content +Content is organized into external (pre-onboarding) and internal (first day of onboarding and beyond) information. +New executives would not be able to access the internal content (financial delegation, staffing sub-delegation). +One concern is that of the security risk introduced by placing internal email addresses on an external-facing website (Maybe include the contacts in the LOO?). Also, are we going to cover more topics (i.e. remote work)? + + + External Content (Business Object) + + + Internal Content (Business Object) + - Internal links +- Require ESDC account + + + Pre-On Boarding (Business Process) + + + On Boarding Day 1+ (Business Process) + + + Signing Of LoO (Business Process) + + + HR Practitioners (Business Collaboration) + + + Departmental SharePoint Site Administration and Support (Business Role) + + + HRSB IM Lead (Business Role) + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - +https://dialogue/grp/GI-IM/default.aspx + TBS Directive on Recordkeeping + TBS Directive on IM Roles and Responsibilities + Standard on Email Management + Library and Archives Canada Act + Information Management Courses offered by CSPS + IM Basics + Directive on Open Government + Stewardship of Information + Guidelines for USB usage + ESDC Data Loss Prevention + + + HRSB Director (Business Role) + + + IM Planning (Business Process) + + + Collection, Creation, Receipt and Capture (Business Process) + + + Organization (Business Process) + + + Use and Dissemination (Business Process) + + + Maintenance, Protection and Preservation (Business Process) + + + Disposition (Business Process) + + + Evalutation (Business Process) + + + ESDC User + + + IM Lead (SharePoint Role) (Business Role) + IM Lead + - Reviews sites and proposed migration dates with the Project Team + - May update name(s) “Site Owner” role for migration, in the site metadata + - Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) + - Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Point of contact to Site Owners/Designers through the migration process + + + Technical Consultant (SharePoint Role) (Business Role) + The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site + + + Site Designer (SharePoint Role) (Business Role) + Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online + + + Site Owner (SharePoint Role) (Business Role) + Site Owner + - Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities + - Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed: https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-Site-Remediation.aspx + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Confirms completion of final steps in SharePoint Online, with the Project Team + + + SharePoint Migration Project Team (SharePoint Role) (Business Role) + SharePoint Migration Project Team + - Creates new URL for site in SharePoint Online + - Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation + - Consults with Branch/Regional IM Leads to schedule sites in migration waves + - Migrates site to new SharePoint Online environment + - Point of contact to Site Owners/Designers through the migration process + - May assign additional resources to support Site Owners/Designers of more complex sites + + + Business Analyst (SharePoint Role) (Business Role) + The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online + + + View Web Analytics Data (SharePoint Permission) (Business Role) + View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents. + + + Limited Access (SharePoint Permission) (Business Role) + Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4). + + + Design (SharePoint Permission) (Business Role) + + + Read (SharePoint Permission) (Business Role) + Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. + + + Contribute (SharePoint Permission) (Business Role) + Contribute: Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents. + + + DesignerPlus (SharePoint Permission) (Business Role) + + + Everyone EXCEPT External Users (SharePoint Group) (Business Role) + Everyone Except External Users + + + ALL Users (includes PUBLIC) (SharePoint Group) (Business Role) + This Permission might be used to: +1. Share with other GC Departments, Partners, etc. +2. Share with System Integrators who may not have an ESDC Network Account +3. Share with Public (use caution here). +There should be a strong Use Case here, with permissions set only at the lowest-level folder, to ensure permissions are not inherited by mistake. + + + OWNER (High Level SharePoint Role) (Business Role) + + + MEMBER (High Level SharePoint Role) (Business Role) + + + VISITOR (High Level SharePoint Role) (Business Role) + + + SharePoint Online Learning Essentials (Business Object) + SharePoint Online Learning Essentials +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + + + Resource Centre Frequently Asked Questions (FAQs) (Business Object) + Explore the Resource Centre and be sure to see the Frequently Asked Questions. +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx + + + Full Control (SharePoint Permission) (Business Role) + Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. +Users have the ability to run code, delete the entire SharePoint instance, etc. ("SAS_Owner"). + + + "What You Should Know as an EX" (Business Object) + Employment and Social Development +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Labour Program +https://www.canada.ca/en/employment-social-development/corporate/portfolio/labour.html +Service Canada +https://www.canada.ca/en/employment-social-development/corporate/portfolio/service-canada.html +More about the portfolios and programs +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Mandate +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-results/2017-2018/ +mandate-role.html +Departmental Plans +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-plan.html +Read about our Leaders +https://www.canada.ca/en/employment-social-development/corporate/organizational-structure.html +Accessibility +https://www.canada.ca/en/employment-social-development/programs/accessible-people-disabilities.html +Diversity and Inclusion + - Self ID (just an introduction to it, no links + + + +Key Leadership Competencies +https://www.canada.ca/en/treasury-board-secretariat/services/professional-development/key-leadership-competencyprofile.html +Directive on Terms and Conditions of Employment for Executives +https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=32625&section=html +Executive Performance Management (PM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/performancemanagement-program-executives.html +Executive Talent Management (TM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/executive-talentmanagement.html +Public Service Group Insurance Benefits Plan +https://www.canada.ca/en/treasury-board-secretariat/services/benefit-plans/active-members/becoming-executive.html + + +Bring a copy of your leave balance and MyKey + + +Canada School of Public Service +https://www.csps-efpc.gc.ca/index-eng.aspx +- Public Service Orientation: Learn about government +https://www.canada.ca/en/government/system.html + + + Entitlements For New EXs (Business Object) + - Executive compensation at a glance +- Hours of work +- Executive Leave +- Help +Advisory Services offered by the Association of Professional Executives of the Public Service of Canada (APEX) +https://apex.gc.ca/confidential-advisory-services/ + +The Pension Centre: 1-888-742-1300 + + + Learning Opportunities (Business Object) + Learning path for executives +https://www.csps-efpc.gc.ca/exdev-eng.aspx +Diversity and inclusion learning path for executives +https://csps-efpc.gc.ca/diversity-inclusion-eng.aspx + + + Contact Listing (Business Object) + CONTACTS +● Executive Resourcing: +● Executive Performance and Talent Management: +● Executive Leadership Development Programs: +● Compensation for executives: + + + Fiancial Delegation Info (Business Object) + • CSPS Courses +- G110 course, “Authority Delegation Training" +- G610 course, “Authority Delegation Validation Assessment for Executives” + +• SABA Courses +- “Travel, Hospitality, Conference and Event Expenditures – Financial Signing Authorities”. Course (ID: 00010242) + +• Upon successful completion +- please notify the Financial Delegation Unit (FDU) by email at: +- Request Financial Signing Authority - Incumbent and Requester Portal. + + + Staffing Sub-Delegation Info (Business Object) + • CSPS Courses +- H200 (Module 1 and Module 2) “Basics of Staffing in the Public Service” +- H200 (Module 3) course, “Validation of Knowledge related to the Basics of Staffing in the Public Service” +- P901 course, “Staffing: A Resourcing Tool for Managers” +- W005 course, "Understanding Unconscious Bias" +- W006 course, "Overcoming Your Own Unconscious Biases" +- W007 course, "Overcoming Unconscious Bias in the Workplace" + +• SABA Courses +- “ESDC Orientation Session for Staffing Sub-Delegation” + +• Upon successful completion +- contact your sub-delegation coordinator +- iService page +• Contacts + + + Executive HR Programs & Services iService Page (Business Object) + • Performance Management (PM) +• Talent Management (TM) +• ESDC Essential Training for Executives +• Diversity and Inclusion +• Leadership Development Programs + + + Networking Info (Business Object) + • Communities of Practice and Networks within ESDC +• Executive Corner on GcConnex (require .canada or .ca email) https://gcconnex.gc.ca/login +• Association of Professional Executives of the Public Service of Canada (APEX) https://apex.gc.ca/ +- APEX Ambassador at ESDC is <Person> <Email> + + + Diversity and Inclusion (Business Object) + • Diversity is our strength (news article on iService) +• Self-identification forms in myEMS (PeopleSoft) + + + HR EX Content Steward (Business Role) + + + HRSB Broker (Business Role) + + + EX Pre-Onboarding (Business Role) + + + On Boarded EX (Business Role) + + + External Content (Business Object) (copy) + + + Contact Listing (Business Object) (copy) + CONTACTS +● Executive Resourcing: +● Executive Performance and Talent Management: +● Executive Leadership Development Programs: +● Compensation for executives: + + + Learning Opportunities (Business Object) (copy) + Learning path for executives +https://www.csps-efpc.gc.ca/exdev-eng.aspx +Diversity and inclusion learning path for executives +https://csps-efpc.gc.ca/diversity-inclusion-eng.aspx + + + Entitlements For New EXs (Business Object) (copy) + - Executive compensation at a glance +- Hours of work +- Executive Leave +- Help +Advisory Services offered by the Association of Professional Executives of the Public Service of Canada (APEX) +https://apex.gc.ca/confidential-advisory-services/ + +The Pension Centre: 1-888-742-1300 + + + "What You Should Know as an EX" (Business Object) (copy) + Employment and Social Development +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Labour Program +https://www.canada.ca/en/employment-social-development/corporate/portfolio/labour.html +Service Canada +https://www.canada.ca/en/employment-social-development/corporate/portfolio/service-canada.html +More about the portfolios and programs +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Mandate +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-results/2017-2018/ +mandate-role.html +Departmental Plans +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-plan.html +Read about our Leaders +https://www.canada.ca/en/employment-social-development/corporate/organizational-structure.html +Accessibility +https://www.canada.ca/en/employment-social-development/programs/accessible-people-disabilities.html +Diversity and Inclusion + - Self ID (just an introduction to it, no links + + + +Key Leadership Competencies +https://www.canada.ca/en/treasury-board-secretariat/services/professional-development/key-leadership-competencyprofile.html +Directive on Terms and Conditions of Employment for Executives +https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=32625&section=html +Executive Performance Management (PM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/performancemanagement-program-executives.html +Executive Talent Management (TM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/executive-talentmanagement.html +Public Service Group Insurance Benefits Plan +https://www.canada.ca/en/treasury-board-secretariat/services/benefit-plans/active-members/becoming-executive.html + + +Bring a copy of your leave balance and MyKey + + +Canada School of Public Service +https://www.csps-efpc.gc.ca/index-eng.aspx +- Public Service Orientation: Learn about government +https://www.canada.ca/en/government/system.html + + + Internal Content (Business Object) (copy) + - Internal links +- Require ESDC account + + + Executive HR Programs & Services iService Page (Business Object) (copy) + •Performance Management (PM) +•Talent Management (TM) +•ESDC Essential Training for Executives +•Diversity and Inclusion +•Leadership Development Programs + + + Staffing Sub-Delegation Info (Business Object) (copy) + • CSPS Courses +- H200 (Module 1 and Module 2) “Basics of Staffing in the Public Service” +- H200 (Module 3) course, “Validation of Knowledge related to the Basics of Staffing in the Public Service” +- P901 course, “Staffing: A Resourcing Tool for Managers” +- W005 course, "Understanding Unconscious Bias" +- W006 course, "Overcoming Your Own Unconscious Biases" +- W007 course, "Overcoming Unconscious Bias in the Workplace" + +• SABA Courses +- “ESDC Orientation Session for Staffing Sub-Delegation” + +• Upon successful completion +- contact your sub-delegation coordinator +- iService page +• Contacts + + + Fiancial Delegation Info (Business Object) (copy) + • CSPS Courses +- G110 course, “Authority Delegation Training" +- G610 course, “Authority Delegation Validation Assessment for Executives” + +• SABA Courses +- “Travel, Hospitality, Conference and Event Expenditures – Financial Signing Authorities”. Course (ID: 00010242) + +• Upon successful completion +- please notify the Financial Delegation Unit (FDU) by email at: +- Request Financial Signing Authority - Incumbent and Requester Portal. + + + Networking Info (Business Object) (copy) + • Communities of Practice and Networks within ESDC +• Executive Corner on GcConnex (require .canada or .ca email) https://gcconnex.gc.ca/login +• Association of Professional Executives of the Public Service of Canada (APEX) https://apex.gc.ca/ +- APEX Ambassador at ESDC is <Person> <Email> + + + Diversity and Inclusion (Business Object) (copy) + • Diversity is our strength (news article on iService) +• Self-identification forms in myEMS (PeopleSoft) + + + Content Publisher (Business Role) + + + System Administrator (Business Role) + + + Executive Taskforce Leadership Team (ETLT) (Business Role) + + + Chief Operating Officer (COO) (Business Role) + + + Co-Chair ETLT (Business Role) + Executive Taskforce Leadership Team (ETLT) + + + Co-Chair Onboarding Opportunity (Business Role) + + + Custodian of ESDC Letter of Offer Templates (Business Role) + + + Future of Work Secretariat (Business Role) + + + myESDC App Support (Business Role) + + + Co-Lead Onboarding Opportunity (Business Role) + + + Digital Workplace Taskforce (Business Collaboration) + + + Core Team (Business Collaboration) + + + Senior Associate Deputy Minister (SADM) (Business Role) + + + HRSB, Assistant Deputy Minister (ADM) (Business Role) + + + Executive Taskforce Lead Team (ETLT) (Business Role) + + + HRSB, Director General (DG) (Business Role) + + + HR EX Content Creator (Business Role) + + + New Employee (Business Role) + + + M365 Support + + + SharePoint Online Migration + + + SharePoint 2010 Support + + + (IITB) Information Management Support + + + Solution Architecture Services + + + Communauté de Pratique O365 Community of Practice + + + Immunity Task Force + + + Safe Restart Agreement (Provinces & Territories) + + + Testing Assistance Response Team + The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. + + + Vaccine Task Force + + + Immunity Task Force + + + Housing Accelerator Fund + + + First-Time Home Buyer's Incentive + + + Rent-to-Own Program + + + Canada Child Benefit + The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living. + + + Canada-Wide Early Learning and Child Care System + + + Issuance Of A Valid Key + + + MSFT Terms and Conditions + Terms and conditions +Customers will be registered to use the MSFT facility. They must have a Public Key Infrastructure (PKI) certificate that is cross-certified with the Government of Canada federal PKI bridge, as well as an active Internet connection to implement the service. +Government of Canada institutions (departments, agencies and Crown corporations) must encrypt human resources (HR) and financial data in accordance with the Operational Security Standard: Management of Information Technology Security (MITS). Use of the Government of Canada MSFT secure file transfer service supports MITS for the secure transfer of any file type and size up to and including the "Protected B" level at medium assurance for bi-directional file transfers between users, systems and applications. MSFT is mandatory for SSC and customers. +As per the Service Level Agreement with customers, each customer is ultimately responsible for ensuring their own security and privacy compliance through the identification, mitigation and acceptance of any residual risks. The customer ensures the application of appropriate security and privacy controls in their IM and IT activities and procedures. +The customer is responsible for their own Security Assessment and Accreditation (SA&A) initiatives related to their environment and systems. +Moreover, customer departments are responsible for controlling authorization and need-to-know within their own systems and are further advised, for added assurance, to encrypt end-to-end their protected data as per the Treasury Board of Canada Secretariat Operational Security Standard: Management Standard: Management of Information Technology Security (MITS). + + + Operational Security Standard: Management of Information Technology Security (MITS) + http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12328 + +Rescinded [2019-06-28] - Operational Security Standard: Management of Information Technology Security (MITS) + + + IITB Intake Proposal - LITE-2021-IITB-47 + https://gpp-ppm.service.gc.ca/sites/forms-formulaires/PMISformsFormulaires/Lists/IITBProposalIntake/DispForm.aspx?ID=47 +https://crm-grc.service.gc.ca/IITB-PPS-DGIIT-SPP/main.aspx + +PROJECT BACKGROUND: +Our current translation management system is MultiTrans 6 (2017) and it does not provide: +Industry standard functionality +An accessible interface +Compatibility with O365 64-bit +Document translation + +PROJECT DESCRIPTION +To replace our current translation management system is MultiTrans 6 (2017) with a modern and flexible product + +PMIS - PROJECT OUTCOMES +A Modern Translation Management System that provides: +Updated translation memory, functionality and workload management +An accessible interface +Support for Office 365 64-bit +End-user document translation + +DEFINITIVE MEDIA LIBRARY (DML) +MultiTrans 2017 Admin Console, MultiTrans 2017 Client, MultiTrans 2017 server + + + Approved Document Translation User + + + Document Translation Linguistics Team + As shown in the commercial offer plus 2 Trados Studio licences per team +22 Linguistics Teams. +Linguistics staff will use both Language Cloud and Language Weaver (for them it's included in Language Cloud's licence) Non-linguistics staff will use Language Weaver for document translation instead of the current array of free and paid online services such as google, bing, DeepL, etc. etc. + + + Trados Studio Licence + As shown in the commercial offer plus 2 Trados Studio licences per team + + + Document To Be Translated + + + Translated Document + + + Workstation Productivity Software Management (WPSM) + WPSM will manage all requests and approvals as is the case with MultiTrans + + + RWS Service and Support Contract + + + Translation Work Assigned + + + Request For Translation + + + Translation of Content + + + Translation Delivery (Email) + + + Translation Review & Validation + + + Translation Security Classification + + + Investment Need Identified (Business Event) + + + Project (Business Object) + + + Acquired Service (Business Object) + + + Asset (Business Object) + + + Identify Investment Type (Business Process) + + + Project Size Identification (Business Process) + + + Major Project >$5M (Business Process) + https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Major.pdf + + + Major Project $2.5M to $5M (Business Process) + https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Minor.pdf + + + Major Project Up To $2.5M (Business Process) + Small Projects (between $500,000 and $2,500,000) (PDF, 607 KB) +https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Small%20500K-2.5M.pdf + +Small Projects (up to $500,000) (PDF, 423 KB) +https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Small%20Less%20Than%20500K.pdf#search=Life%20cycle + + + Change Request Form + + + ESDC Analyst + + + Change Requestor + + + Change To SIN Data Requested + + + Manual SIN Change (D365) + + + ADM SEP WG for Data and Information + + + Steward, Publish & Maintain Enterprise Data and Information Standards + + + Resourcing Enterprise Data and Information Initiatives + + + Determine Which Initiatives Require An Enterprise Approach To Data & Information + + + Identify / Develop Policy & Legislation To Facilitate Responsible Stewarship & Use of Data & Information + + + Identify Infrastructure Provisioning For Enterprise Data & Information + + + Standardize HOW & WHERE Enterprise Data & Information Is Stored & Shared + + + Solution Architecture + + + Business Architecture + + + Information Architecture + + + Technology Architecture + + + Security Architecture + + + Export and Map New Content + + + Term Searcher + + + Service Canada + A Service Delivery Hub (SDH) was created to modernize technology to allow Service Canada to create an integrated approach to service delivery, resulting in improved, seamless and timely service delivery for clients. + + + Service Delivery Hub (SDH) + A Service Delivery Hub (SDH) was created to modernize technology to allow Service Canada to create an integrated approach to service delivery, resulting in improved, seamless and timely service delivery for clients. + + + Gs & Cs + By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve. + + + Workload Forecasting + By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve. + + + Workload Planning + By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve. + + + Workload Management + By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve. + + + Strategic Program Operations Committee (SPOC) + Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub. + + + WMBI Governance + Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub. + + + Gs&Cs Strategic Hub + Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub. + + + Final Endorsement + Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub. + + + Program Operations Branch (POB) + + + Regions + + + Business Role + + + Business Role + + + Business Role + + + GC EARB Presenter + + + Leszek Nowosielski + + + Contract Awarded to D2L for Brightspace following Agile RFP + Contract Awarded to Brightspace by D2L following Agile RFP + + + CSPS VP/DG Level Steering Committee + School has VP/DG level steering committee and an Implementation Working Group consisting of all branches, business lines and supporting areas to contribute to planning and implementation. + + + CSPS Implementation Working Group + School has VP/DG level steering committee and an Implementation Working Group consisting of all branches, business lines and supporting areas to contribute to planning and implementation. + + + ESDC On Boarding + + + ESDC Pre-Arrival Checklist + + + Enterprise Architect On Boarding + + + Solution Architecture Services On Boarding + + + EA Pre-Arrival Checklist + + + SAS Pre-Arrival Checklist + + + ESDC Worker Arrival (Day One) + + + Assistant Deputy Minister + + + Deputy Chief Information Officer (DCIO) + + + Assistant Deputy Minister, Technical Change Authority (Benefits Delivery Modernization Programme) + + + Deputy Chief Information Officer + + + Rita + + + Nasser + + + Chief Information Officer + + + Peter + + + Executive Sponsor + + + Business Owner + + + Sponsoring Branch + + + A1 QC Client (Primary) + A1 QC Client Primary A Quebec resident seeking to register for / login to MSCA using their QC Digital Identity. + + + A2 Service QC Agent (Secondary) + A2 Service QC Agent Secondary A Service QC agent who provides support to clients. + + + A3 ESDC R&A Call Centre (NIDS) Agent (Secondary) + A3 ESDC R&A Call Centre (NIDS) Agent Secondary A NIDS agent who provides telephone support to clients for issues associated with SIN validations. + + + A6 ESDC Systems (Primary) + A6 ESDC Systems Primary SIR/ECAS/MSCA portal + + + A4 Service Canada / 1-800 O CANADA Agent (Secondary) + A4 Service Canada / 1-800 O CANADA Agent Secondary A Service Canada or 1-800 O CANADA agent who provides general information to clients in-person or by telephone for questions and issues assocated with federal programs and services. + + + A5 QC Systems (Primary) + A5 QC Systems Primary QC Digital Identity Program + + + UC1 Initiate Registration + UC1 Initiate Registration Quebec’s Digital Identity appears as a TDI option alongside federal credentials - GCKey and Sign-In Partner – on the federal Registration and Authentication (R&A) page for MSCA. QC client selects the Quebec Digital Identity option. + + + UC2 Client Login + UC2 Client Login Client is redirected to Quebec’s Digital Identity website in QC system and must provide username and password. + + + UC4 Identity and Personal Information Consumed + UC4 Identity and Personal Information Consumed If the QC Digital Identity entered by the client in UC2 is valid, the client’s PAI will be consumed from the QC Digital Identity by ESDC systems. + +If the client’s QC Digital Identity is deemed to be a new user, the identity and personal information (Last Name, First Name, Date of Birth, will be consumed and used for SIR Validation (except for the First Name) and all data elements will be stored in ECAS. + +If the client’s QC Digital Identity does not meet all acceptability criteria (i.e. including the required Level of Assurance), an error message will be presented to the client by ECAS and only the PAI and LOA information will be stored in ECAS. + + + UC3 No Match / Refer to Service QC Agent + UC3 No Match / Refer to Service QC Agent If the QC client’s username and/or password is invalid, or for any other exception, the QC system will generate an error message indicating the information entered does not match the database record and to either try again, or contact a Service QC Agent to resolve the issue. Number of acceptable failed attempts as per QC’s security protocol. + + + UC5 Entry of SIN + UC5 Entry of SIN The client is required to enter their SIN for mapping of the PAI to ECAS and to complete program enrolment. + + + UC6 R&A Database Lookup + UC6 R&A Database Lookup The SIN and PAI will be cross-referenced against the R&A Database to determine whether the client is a new or returning user. + + + UC7 Entry of Program + UC7 Entry of Program Enrolment Information If the client is deemed to be a new user, the client is required to enter their SIN , Parent's name at birth and security questions and responses to complete the program enrolment requirements. The identity and personal information (Last Name, First Name, Date of Birth, Province of Residence) data elements will be requested and consumed from the QC Digital Identity. + + + UC8 SIR Validation + UC8 SIR Validation Use the existing SIN validation services to validate the client’s SIN and additional personal information (Last Name, Date of Birth, and Parent's name at birth) against the SIR. + + + UC9 Match / Streamlined Access + UC9 Match / Streamlined Access Route the match response to the ESDC system and create their MSCA profile. +QC clients can then access applicable services associated with the Canada Pension Plan (CPP), Employment Insurance (EI) and Old Age Security (OAS), as well as utilize the Linked Accounts service with Canada Revenue Agency (CRA). + + + UC10 No Match / Refer to ESDC Agent + UC10 No Match / Refer to ESDC Agent If the QC client’s identity profile does not match SIR data, ECAS will generate an error message indicating the information entered does not match their SIR record and to either try again or contact an ESDC Service Agent by phone to resolve the issue. Number of acceptable failed attempts remains the same. + + + UC11 Returning MSCA User / Credential Substitution to QC Digital Identity + UC11 Returning MSCA User / Credential Substitution to QC Digital Identity If the QC client is deemed to be a returning user in UC6 (performing a credential substitution from GCKey or Sign-In Partner to QC Digital Identity), the QC client is required to enter the answers to the security questions previously provided. + + + UC12 Validate Answers + UC12 Validate Answers The answers provided are validated against the R&A Database (ECAS) . + + + UC13 Match / Successful Credential Migration + UC13 Match / Successful Credential Migration Pass the client through to MSCA. The new TDI is inserted in R&A Database, and the previous GCKey/ Sign-In Partner mapping will be set to inactive. + + + UC14 No Match / Refer to ESDC Agent + UC14 No Match / Refer to ESDC Agent If the client’s answers to do not match the R&A Database, ECAS will generate an error message indicating the information entered does not match the database and to either try again or contact an ESDC Service Agent by phone to resolve the issue. + + + UC15 Returning QC Digital Identity + UC15 Returning QC Digital Identity Users ECAS recognizes the PAI of a returning QC Digital Identity user and passes the client through to MSCA after a SIN flag check using the existing process . If there is a flag on the SIN, the QC user will receive an error message to contact an ESDC support agent by phone to resolve the issue. + + + UC16 Returning MSCA User / Credential Substitution from QC Digital Identity + UC16 Returning MSCA User / Credential Substitution from QC Digital Identity If the QC client is deemed to be a returning user, performing a credential substitution from QC Digital Identity to either GCKey or Sign-In Partner, the client is required to enter the answers to the ECAS security questions provided during a previous session. + + + Dabboussy, Rouba RD + + + L'Ecuyer, Steve S + + + IITB Project Manager + + + Proposal Contact + + + BRM Contact + + + Matte, Julie J + + + Lacroix, Michael M + + + Wage Earner Protection Program (WEPP) + + + Provide Payments To Employees + The Wage Earner Protection Program (WEPP) provides payments to employees when their employer is subject to a receivership, bankruptcy, or other WEPP qualifying insolvency proceeding. + + + Pay Out Unpaid Wages, Vacation Pay To Applicants + The WEPP will pay out unpaid wages, vacation pay, termination and/or severance based on the applicant’s eligibility. + + + Request For Review Documents + + + Trustee Satisfaction Survey + + + Integrity Services Branch (ISB) + + + Harès, Caroline C + + + Potvin, Kristine KE + + + Gill, Dale DK + + + Wood, Cheryl CP + + + Temporary Foreign Worker Program (TFWP) + + + Employers Using TFWP To Fill Immediate Labour Shortage Needs + + + SI1 Integrity Services Branch (ISB), Regions + ID Name Description Relationship to Solution +SI1 ISB Regions Integrity Services Branch, regions ISB regions are responsible for conducting inspections on employers and they are directly impacted by these changes. +Direct users of solution. + + + SI2 ISB National Headquarters + SI2 ISB NHQ ISB National Headquarters ISB NHQ is responsible for providing direction, advice and guidance and training/tools to ISB regions to make sure they are fully equipped and ready to operationalize the new conditions. ISB NHQ is also responsible to identifying and coordinating changes to IT solutions reflective of updated guidance. NHQ users are also responsible for non-compliant decision making, monitoring, reporting etc to support the regions throughout the inspection process. +Direct users of solution. + + + SI3 Information Technology + SI3 IT Information Technology IT is responsible for maintaining and implementing changes to the solution. + + + SI4 Business Solutions Operation (BSO) + SI4 BSO Business Solutions Operation BSO is responsible for making changes to the letters/annexes templates in CCT in collaboration with IT where IT is impacted by changes to the templates. +Direct users of solution during changes or template development. + + + SI5 Program Operations Branch (POB) + SI5 POB Program Operations Branch POB is responsible for introducing the new regulations to employers upfront when they apply to ESDC with Labour Market Impact Assessment (LMIA) applications, so the employers are aware of the new commitments and the fact that they will be inspected and held responsible if an inspection was called. POB is also impacted when ISB suspends LMIA application assessment process if ISB determines that employer may not be complying with certain conditions. Suspending LMIA processing is a new authority granted to the program under these regulations coming into force Sept. 2022. A new field is planned to be added to the system to indicate that the employer has been suspended until further notice. +Not a direct user; they receive information via the interface on inspection status, decisions and consequences. + + + SI6 Skills and Employment Branch (SEB) + SI6 SEB Skill and Employment Branch SEB is the lead for the program and is responsible for the regulatory framework for the TFWP. They work with all partners/stakeholders in drafting and implementing the new regulations. SEB/POB are also responsible for developing inspection policies. All changes to the solution must be aligned to the regulations, policies and guidance to operationalize the conditions. +Not a direct user of the solution. + + + SE1 Immigration, Refugees and Citizenship Canada (IRCC) + SE1 IRCC Immigration, Refugees and Citizenship Canada The Temporary Foreign Workers Program is administered jointly by ESDC and IRCC. Both departments work together and make sure the regulatory framework reflect the entire TFWP and that both departments are in agreement with the new regulations and how it applies to the part of the program they are responsible for administering. +Not a direct user of solution. + + + Minister of ESDC (Business Role) + Definition of Minister +2 In this Act, Minister means the Minister of Employment and Social Development. + + + EA Options Review #1 + + + EA Options Review #2 + + + EA Options Review #3 + + + ADO User Story #101 + + + ADO User Story #100 + + + ADO Task #200 Facilitation + + + ADO User Story #102 + + + ADO User Story #103 + + + ADO User Story #104 + + + ADO User Story #105 + + + ADO User Story #106 + + + ADO Task #201 Facilitation + + + ADO Task #202 Facilitation + + + ADO User Story #107 + + + ADO Task #300 Back Log Action + + + ADO Task #301 Back Log Action + + + ADO Task #302 Back Log Action + + + ADO Task #303 Back Log Action + + + ADO Task #305 Back Log Action + + + ADO Task #304 Back Log Action + + + File Your Income Taxes (Business Process) + File your income taxes +Filing your income tax return is required to apply for this benefit. + +Have you filed your 2021 income taxes? + + + Set Up Direct Deposit (Business Process) + Set up direct deposit +Direct deposit will be the fastest way to get payments for this benefit. + +Is your direct deposit information up to date with the CRA? +Yes +No - I want to set it up +No - I prefer to receive my payment by cheque? + + + Confirm you have access to your CRA My Account (Business Process) + Confirm you have access to your CRA My Account +Canada Revenue Agency's online application (CRA My Account) will be the fastest way to apply for this benefit. + +Do you have a CRA My Account? + + + Confirm Receipt Of Canada Child Benefit (Business Process) + Confirm you receive the Canada Child Benefit (CCB) +Receiving the CCB is required to access this benefit. + +Do you receive CCB payments for your child as of December 1, 2022? + + + Estimate How Much You Could Get (Business Process) + Estimate how much you could get +Your benefit amount depends on your adjusted family net income. + +What was your adjusted family net income in 2021? +less than $70,000 +$70,000 to $79,999 +$80,000 to $89,999 +$90,000 or more + + + Dental Benefit Act (Business Object) + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + Rental Housing Benefit Act (Business Object) + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + Health Canada (Business Role) + + + Canada Revenue Agency (Business Role) + + + Application Platform Collaboration + Health Canada and the CRA are collaborating closely on an application platform that would deliver payments in a timely fashion. Further details on how and when to apply for the Benefit will be communicated in due course. + + + Drupal-Sourced Data (Data Object) + • Compatibility with data coming from Drupal (php) + + + Role-Based Access Control (RBAC) (Application Function) + + + Data Categorization (Application Function) + + + Stakeholder Database (Contact Information) and Email Function (Application Function) + + + Survey Creation and Responses (Application Function) + + + Survey Management (Application Function) + • Ability to create surveys from within Dynamics +• Ability to monitor results from surveys within Dynamics +• Ability to sort survey responses by responses to specific questions +• We don’t want to link survey responses with stakeholders and their information --> Survey Anonymity + + + Solution Processes (Application Process) + Log-in + +Accessible log-in with appropriate alt-text + +Our brand colours and logo/banner + +Display welcome screen with key takeaways (most recent stakeholders added, quick data like number of stakeholders, if there is an open survey, how many responses, email opens of newsletters) + +Accessible with appropriate alt-text + +Navigation bar with respect to various aspects of the program: our database, survey creation, survey results, analysis software, teams, search + +For example – navigating to stakeholder database. Click on database, shows full database in excel like format + +Click on individual stakeholder and brings up their contact card with all details and information + + + Log-In (Application Process) + 1. Log-in +a. Accessible log-in with appropriate alt-text +b. Our brand colours and logo/banner + + + Welcome Screen (Application Process) + 2. Display welcome screen with key takeaways (most recent stakeholders added, quick data like number of stakeholders, if there is an open survey, how many responses, email opens of newsletters) +a. Accessible with appropriate alt-text + + + Navigation Bar (Application Process) + 3. Navigation bar with respect to various aspects of the program: our database, survey creation, survey results, analysis software, teams, search + + + Stakeholder Database Navigation (Application Process) + + + Contact Card Details (Application Process) + + + My Service Canada Account (MSCA) (Application Service) + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + + + PAC Identity Verification Alternative (Application Process) + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + + + New Service Provider Identity Verification Process (Application Interface) + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + + + Canada Student Loan Program (Application Service) + In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + National Student Loan Services Centre (NSLSC) Portal (Application Interface) + + + GCcollab File Sharing (Application Service) + Uploading a video +Uploading a video file on GCcollab uses the exact same steps as uploading a regular file, however it is important to note that the size of the video to be uploaded should not exceed 1GB. While GCcollab does not have video player functionality, users can upload video file types. + +Accepted file formats:: txt, jpg, jpeg, png, bmp, gif, pdf, doc, docx, xls, xlsx, ppt, pptx, odt, ods, odp, accdb, mdb, m4a, mp4, grd, map, rar, gdb, dwg, zip, mp3, ppsx, mid, mov, xlsm, ai, xd, svg, indd, vsd, vsdx, mpp, mppx, potx, dotx, .dotx + + + Cvent File Sharing (Application Service) + + + Cvent Video Streaming (Application Service) + + + DTiG Website File Downloading (Application Service) + Unreliable. >100 GB with GoDaddy. Pay more to get more. + + + DTiG YouTube Channel Video Streaming (Application Service) + No capacity issues. No retention issues. + + + DropBox File Storage (Application Service) + Max size for BuildTheVision DropBox is <unknown> GB. + + + ISACA Engage Website File Sharing (Application Service) + https://engage.isaca.org/home + +Possible Delivery: Content from each DTiG Conference Year stored in separate tabs. + + + Cvent Web Site (Application Service) + + + Eventbrite Registration (Application Service) + + + University of Ottawa Libraries (Application Service) + + + Information Management Office Portal (Application Service) + Information Management Office Portal +https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + Interactive Fact Findings Services (IFFS) (Application Service) + + + Hub-and-Spoke Exchange Pattern + + + Peer-to-Peer Exchange Pattern + Peer-to-peer features allow for the direct transfer to another MSFT client. The user must control file delivery and destination. + +Security of information + +The MSFT service is capable of providing a secure means to transfer information up to and including "Protected B". + + + Client-Pull Exchange Pattern + + + Web / Browser Access + + + Eventmail + Eventmail +The Eventmail Utility contains Java code to configure the SFT Client to send emails using Events. The emails can be sent based on filenames. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftEventmail + + + Line Converter + Line Converter +The Line Converter Facility is a utility that converts text file line separators to Windows or UNIX format. This utility inputs a text file and converts the line separators based on two rules: the filename matches the mask of files to convert and the desired line separators are different than the current ones in the file. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftLineConverter + + + Sendmail + Sendmail +The Sendmail Utility contains Perl code and Perl scripts to configure the SFT Client to send emails using Events. +The code, scripts and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftSendmail + + + File Redirector Utility (FRU) + File Redirector Utility (FRU) +The File Redirector Utility allows files that arrive in one directory to be separated into different directories based on filename masks. The files are separated based on rules configured within a properties file. If a filename matches a rule, the file is moved to the destination directory specified. If the filename does not match a rule, the file is left in the input directory. +Files can be renamed when they are moved to the destination. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftRedirector + + + Crunch / De-crunch + Crunch/Decrunch +The Crunch/Decrunch Facility is a utility for the Windows operating system to permit clients to gather a large number of small files into one file to send through the MSFT Service as one file transfer, instead of a multitude of small file transfers. The sending client runs Crunch and the receiving client runs Decrunch. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftCrunchDecrunch + + + MSFT Client Web + https://sftweb.pwgsc.gc.ca/sft-html/SFT_main_e.html + +SFT Client Web - January 2015 +Please note that this version requires JRE 6 update 5 or greater, with the corresponding JCE files. + +Proof of Concept Web Client +http://sftweb.pwgsc.gc.ca/sftClient/index.html + +Production Web Clients + +Production Web Client from the Government network +http://sftweb.pwgsc.gc.ca/VERSION2/sftClient10-1/index.html + +Production Web Client from the Internet +http://sftweb.pwgsc.gc.ca/VERSION2/sftClient10-2/index.html + +Last Updated: 2013-12-03 + + + RWS Language Cloud + https://www.rws.com/localization/language-cloud/ + + + Termbase + Translation "Pairs" (English / French) + + + Translation Memory Management + + + Online Editor + + + Workflow Management Service + + + Full Audit Trail + Audit trails +RWS Language Cloud maintains a full audit tr ail of every file that is processed in the application. In the unlikely e vent +of a security incident, an administrator can query the history of a file as it pr ogressed through the workflow and +determine which workflow tasks were executed on the file and which users accessed it. + + + UI Log Files + User interface (UI) log files +Log files for users accessing the RWS Language Cloud application user interface are created and stored in standard NCSA Combined log format. An example log entry would be: + +10.228.144.254 - - [31/Jan/2021:03:08:14 +0000] “GET /lc/t/483384/dashboard HTTP/1.1” +200 14196 “-” “Mozilla/5.0 (X11; Linux x86_64) AppleWebKit/537.36 (KHTML, like Gecko) +Chrome/87.0.4280.66 Safari/537.36” 761 14548 581839 + +These log files contain: +• [host] The IP address or host/subdomain name of the client making the request +• [rfc931] The identifier used to identify the client making the r equest +• [username] The username used by the client for authentication +• [date:time timezone] The date and time stamp of the request +• [request] The requested resource, the method, and the protocol version +• [statuscode] The outcome of the request +• [bytes] The number of bytes of data transferred +• [referrer] The URL which linked the user to the site +• [user_agent] The web browser and platform used by the visitor +• [cookies] One or more cookies passed by the browser + + + Microservices Log Files + Microservice log files +Each service also creates a log file. API requests are logged both at the platform inbound endpoint (API gate way) as well as within each internal component (service). Debugging information is also logged to aid in tr acing specific behaviour. Examples: + +2021-02-01 07:45:31,880 INFO [http-nio-8765-exec-5179] [e76eafec-506f-4645-b6b2-d163ba173379] [lc.api.gateway] [guest] c.s.l.l.a.g.w.RequestLoggingConfiguration$1 +[RequestLoggingConfiguration.java:35] Incoming request [GET /gw-account-web/accounts/5ee8b4e27b56b01e50b71a82/settings?tenant=461371, client=10.228.60.25, +headers=[host:”de1-lc-apigw.sdlproducts.com”, accept:”*/*”, authorization:”masked”, x-lccaller-app:”LCUI/2.2.9”, x-lc-appsid:”masked”]] + +2021-02-01 07:45:32,004 INFO [http-nio-8080-exec-74] [e76eafec-506f-4645-b6b2-d163ba173379] [lc.account.service] [5ee8b4e27b56b01e50b71a82] +c.s.l.g.a.s.a.AccountServiceImpl [AccountServiceImpl.java:1484] getAccountSettings >> 5ee8b4e27b56b01e50b71a82 + +2021-02-01 07:45:32,011 DEBUG [http-nio-8080-exec-74] [e76eafec-506f-4645-b6b2-d163ba173379] [lc.account.service] [5ee8b4e27b56b01e50b71a82] +c.s.l.g.a.s.r.SubscriptionRepositoryImpl [SubscriptionRepositoryImpl.java:191] There is no subscription in cache for accountId=5ee8b4e27b56b01e50b71a82 sandbox=true + + + Log Monitoring and Retention + Log monitoring and retention +By default, logs are kept for 90 days in a centralized logging server. Basic log monitoring is in place and internal API errors are monitored automatically, with an alert raised to an internal collaboration tool if the number of errors exceeds a pre-set threshold. + + + RWS Account Security + + + RWS ID + RWS ID +RWS ID is a single-sign-on (SSO) solution and is based on a third-party identity platform provided by Auth0. +More information on the security of Auth0 can be found by visiting auth0.com/security + + + Federation + Federation +RWS ID can be federated to a client’s identity provider, which provides the same level of security as is present in the client’s own environment. There are several options for this federation, including (but not limited to) LDAP, ADFS, Azure AD, OpenID Connect, and SAML. + + + MFA + Multi-factor authentication +If RWS ID is not federated to the client’s identity provider, multi-factor authentication (MFA) can be implemented on a per-domain basis. MFA is an authentication method in which a user is granted access only after successfully presenting two or more pieces of evidence (factors) to an authentication mechanism: +• Knowledge (something the user knows, such as a password) +• Possession (something the user has, such as a mobile device) +• Inherence (something the user is, usually a biometric factor such as a fingerprint) + + + Session Timeout + Session timeout +If a session is left inactive in RWS Language Cloud, it will automatically time out and require the user to reauthenticate to continue working in the application. + + + User Permission Management + User permissions +In RWS Language Cloud, each user belongs to one or more user groups. Each group has a limited set of permissions (a ‘role’) that determines which actions members of the group can execute, and at which level of the organizational structure. The permissions for users who are members of multiple groups are determined by creating a superset of all the +permissions of those groups. All users and groups are managed by account administrators. If clients are using a managed service, these administrators would be RWS personnel who set up the users and groups, but do not subsequently have access to the client data. Clients who want to administer their own accounts can do so without any involvement from +RWS. + + + Custom Role Management + Custom roles +In addition to the default roles provided, RWS Language Cloud allows you to create custom roles that can be assigned to groups. A custom role can be granted a set of permissions, allowing for flexibility when determining the actions that can be performed by the members of those groups. + + + Encryption At Rest + Encryption at rest +All data that is resident in the application is encrypted at rest. If projects are downloaded for offline translation, those files are not then guaranteed to be encrypted as they reside on a user’s own system. To mitigate this issue, there is a feature to force users to work online, which will prevent the data from leaving the application server. With this feature enabled on a project, translators and reviewers will only be able to use the browser-based interface. + + + RWS Language Weaver Cloud + https://www.rws.com/language-weaver/resources/machine-translation-cloud/ +Language Weaver Cloud is part of a holistic ground to cloud Linguistic AI solution for enterprises that need the ability to process high volumes of multilingual content to global audiences. + + + Neural Machine Translation + + + Enterprise-Grade Security & Reliability + + + RWS Linguistic AI + + + Easily Fits Into Enterprise Workflows + + + Language Pair Chaining + + + SSO Via LDAP + + + Web Portal + + + Dashboards, Reports, KPI's + + + OOTB Connectors (DropBox) + + + Change Request Workflow GUI + + + SIN Change Workflow <<D365>> + + + SIN Support History + + + <<Machine to Machine Interface>> ESDC API + + + <<Machine to Machine Interface>> GC API + + + Term Store User Interface + + + ESDC-EA Terminology Repository + + + TermiumPLUS Intake Worksheet + + + TermiumPLUS Web Interface + + + Workload Management Tool (WMT) + It also builds on the Workload Management Tool that was introduced in 2016 to support the Gs&Cs administration, business line performance and reporting. + + + SAP Qualtrics + School has also procured SAP Qualtrics via PSPC multi-departmental contract as a cloud-based SaaS survey/evaluation solution to replace Simple Survey. + + + NIIS - Mainframe Reports + + + NIIS - Intranet Web + + + NIIS - Mainframe Online + + + <<NEW>> NIIS Screen for CCT Templates + The IITB NIIS team will create a new NIIS Screen enabling users to select from a list of available templates stored in CCT. + + + Model + + + Concept + + + Relationship + + + Relationship Connector + + + Element + + + Structure Element + + + Motivation Element + + + Behavior Element + + + Composite Element + + + ESDC EA Repository + + + ESDC Initiative EA Assessment + + + Newsletter Apps (System Software) + + + Microsoft Dynamics 365 (System Software) + + + University of Ottawa Facilities (Facility) + + + Live-Streaming Presentations (Technology Interaction) + + + Onboarding Content Repository (System Software) + + + Launch Pad (Pre-Onboarding Online Info) (System Software) + + + Standalone Station + + + Java Application Installed On A Server Machine + + + Java Client Accessed Only Through A Browser + + + Activity Logging & Reporting + + + File Compression / Decompression + + + TLS/SSL Connection Between Client and Server + + + Proof Services (File Signing/Verifying) + + + Desktop / Application Integration + + + File Malware Scanning + + + myKEY + Provided by the myKEY service, is required to use the MSFT service + + + SFT Client Node + SFT Client Node Software +The SFT Client Node is a machine that runs the SFT Client in unattended mode. +To proceed with the installation, please contact SFT Support at the following email address: SoutienSFT-SFTSupport@pwgsc.gc.ca . + + + MSFT Hub Node + + + MSFT Target Node(s) + + + MultiTrans v2017 + + + MultiTrans 2017 Admin Console + + + MultiTrans 2017 Client + + + MultiTrans 2017 Server + + + RWS Hosted SaaS + + + Trados Studio + + + SharePoint Online + + + Mirosoft Office 365 (64-bit) Tools + + + Desktop Transition Environment & Alignment Tool + + + Facility + + + Node + + + SIN Change Microservice + + + ESDC SIN-Reliant System #1 + + + ESDC SIN-Reliant System #20 + + + GC Partner SIN-Reliant System #1 + + + GC Partner SIN-Reliant System #20 + + + ESDC Azure Tenant + + + AER Workload Management <<ADO>> + + + SAS Workload Management <<ADO>> + + + BAAO Workload Management <<ADO>> + + + TA Workload Management <<ADO>> + + + BDM EA Workload Management <<ADO>> + + + CDO Workload Management <<ADO>> + + + ESDC EDC + + + EAS Workload Management <<Azure DevOps On Prem>> + + + BDM EA Workload Management <<MS Planner>> + + + National Integrity Investigation System (NIIS) + https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=140 +Create a new IC74 screen in order to enable NIIS users to create, edit, save, display, print and delete (CCT) Pensions Forms and Questionnaires. + + + NIIS - Oracle DB + + + NIIS - Mainframe DB + + + NIIS - Web Service + + + Corporate Correspondence Tool (CCT) EngageOne System + https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=670 + +Description (Purpose of business) +The on-going need to modify a large number of existing correspondence systems to meet changing business requirements, along with the desire to discontinue the creation of custom applications for each business line, ESDC’s Innovation, Information and Technology Branch (IITB) seeks to implement an enterprise-wide correspondence solution to allow Service Canada and ESDC to receive and disseminate data through multiple and varied channels - print (mail), fax, email, SMS (text) or Web (html). + +This solution would allow flexibility to meet both internal and external needs quickly and to manage correspondence based on business needs, as well as decouple the systems integration needs from business processes and rules. Therefore as business rules change the entire system does not have to change, rather one system process. This would allow for the implementation of a solution that can be reused by all business lines as well as easily adjustable to future system and business changes. + +Internal Clients: 640 +ESDC Branch: ESDC - Innovation, Information and Technology + +Presentation +Solutions Linked to Corporate Correspondence Tool - CCT - EngageOne +Solution | Lifecycle Status | Solution ID +National Integrity Investigation System | In Production | 140 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=140 +Labour Market Impact Assessment / Foreign Worker System | In Production | 292 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=292 +Canada’s Volunteer Awards | In Production | 486 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=486 +Integrity Case Management system | In Production | 896 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=896 + + + Form-Based Fields Data Service + A web service between NIIS and CCT will populate some of the fields of the Form selected template based on some of the data elements available in NIIS. + + + CCT EngageOne Editor + The CCT web service will send a URL to NIIS in order for NIIS to open a new window in the CCT EngageOne Editor. The requested form with select populated fields will be displayed in the Editor. Users can update, save, and confirm delivery the form using the editor. + + + Update Saved Forms Not Yet Sent + An additional web service method will enable users to update forms that have been saved but not confirm delivered. + + + Fetch Previously Delivered PDF Copy + Another web service method will enable users to request a PDF copy of any previously confirm delivered form that can be saved and/or printed locally. + + + Delete Forms Not Confirmed Delivered + A final web service method will allow users to delete forms that have been created and saved, but that have not had delivery confirmed... Confirm delivery forms cannot be deleted once the confirm delivery button has been pressed for the form in EngageOne. + + + Labour Market Impact Assessment + + + Canada’s Volunteer Awards + + + Integrity Case Management System + + + Document Upload System + Document Upload System: Ability for clients to upload supplementary Request for Review documents through the Document Upload System via IFFS. + + + Interactive Fact Finding System (IFFS) + + + Common System for Grants and Contribution (CSGC) + + + Corporate Correspondence Tool (CCT) + + + Integrity Case Management System (ICMS) + + + Over Time + + + ESDC Workspace Management System (System Software) + + + GC EA Principles + + + ESDC EA Principles + + + Reduce Technical Debt + + + SAS Lite Assessment + + + GC EA Framework Review Criteria + + + ESDC EA Principles + + + BDM EA Principles + + + ESDC EA Assessment Criteria + + + ESDC EA Assessment + + + Design End-to-End Services Digitally To Meet Needs + Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs + - clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service + - include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service + - perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making + - Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels + + + Outcome-Driven Architecture & Strategic Alignment + Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada + - identify which departmental/GC business services, outcomes and strategies will be addressed + - establish metrics for identified business outcomes throughout the life cycle of an investment + - translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation + + + Promote Enterprise Horizontal Enablement + Promote horizontal enablement of the enterprise + - identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders + - reuse common business capabilities, processes and enterprise solutions from across government and private sector + - publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services + + + Collect Data to Address Needs + Collect data to address the needs of the users and other stakeholders + - assess data requirements‑based program objectives, as well users, business and stakeholder needs + - collect only the minimum set of data needed to support a policy, program, or service + - reuse existing data assets where permissible and only acquire new data if required + - ensure data collected, including from third-party sources, are of high quality + + + Manage & Reuse Data Strategically, Responsibly + Manage and reuse data strategically and responsibly + - define and establish clear roles, responsibilities, and accountabilities for data management + - identify and document the lineage of data assets + - define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + - ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + - contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data + + + Use & Share Data Openly, Ethically, Securely + Use and share data openly in an ethical and secure manner + - share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + - ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + - ensure that combined data does not risk identification or re‑identification of sensitive or personal information + + + Design With Privacy In Mind + Design with privacy in mind for the collection, use and management of personal Information + - ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments + - assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed + - only collect personal information if it directly relates to the operation of the programs or activities + - notify individuals of the purpose for collection at the point of collection by including a privacy notice + - personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act + - personal information must be available to facilitate Canadians’ right of access to and correction of government records + - design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information + - design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required + - de‑identification techniques should be considered prior to sharing personal information + - in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals + - establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office + + + Use Public Cloud-Hosted Open Source Solutions + Use open source solutions hosted in public cloud + - select existing solutions that can be reused over custom built + - contribute all improvements back to the communities + - register open source software to the Open Resource Exchange + + + Use Public Cloud-Hosted SaaS + Use software as a service (SaaS) hosted in public cloud + - choose SaaS that best fit for purpose based on alignment with SaaS capabilities + - choose a SaaS solution that is extendable + - configure SaaS and if customization is necessary extend as open source modules + + + Design For Interoperability + Design for Interoperability + - design systems as highly modular and loosely coupled services + - expose services, including existing ones, through APIs + - make the APIs discoverable to the appropriate stakeholders + + + Use Cloud First + Use cloud first + - adopt the use of the GC Accelerators to ensure proper security and access controls + - enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) + - fulfill cloud services through SSC Cloud‑Brokering Services + - enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions + - design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + + + Design For Performance, Availability & Scalability + Design for performance, availability and scalability + - ensure response times meet user needs, and critical services are highly available + - support zero‑downtime deployments for planned and unplanned maintenance + - use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively + - establish architectures that supports new technology insertion with minimal disruption to existing programs and services + - control technical diversity; design systems based on modern technologies and platforms already in use + + + Follow DevSecOps Principles + Follow DevSecOps principles + - use continuous integration and continuous deployments + - ensure automated testing occurs for security and functionality + - include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + + + Build Security Into System life Cycle, All Architectural Layers + Build security into the system life cycle across all architectural layers + - identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability + - implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary + - apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit + - design systems to be resilient and available in order to support service continuity + + + Ensure Secure Access To Systems & Services + Ensure secure access to systems and services + - identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework + - constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection + - implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security + - establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services + + + Maintain Secure Operations + Maintain secure operations + - establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance + - enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks + - establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security + + + Technical Fit For Business Needs + + + Enable Interoperability + Enable Interoperability, Proposed amendment March 23, 2021 + - expose data and functionality through service interfaces + - applications must communicate with each other via those interfaces + - services interfaces must be published and discoverable + + + Track Unmanaged Data (Requirement) + + + Lack of Repository (Assessment) + Currently ASC has no database solutions to house the information that they are collecting, they are currently using Excel sheets, and other means to store and manipulate data to be used to communicate to their stakeholders and partners across Canada + + + Solutions Must Be Accessible (Constraint) + + + High Color Contrast (Constraint) + + + Screen Readable (Constraint) + + + Text (.txt) Data Export Function (Constraint) + + + Web-Based UI (Constraint) + + + Customizable UI (Constraint) + + + Create Custom Queries (Requirement) + The solution needs to be able to create custom queries, and to be able to manipulate metadata to produce lists based on specific fields. + + + Multiple User Congruency (Requirement) + + + Data Import Variation Support (Requirement) + + + ASC Stakeholders (Stakeholder) + + + Collect Information Centrally (Value) + It would be beneficial if the solution has the ability to bundle information and attach correspondence from client or about clients. + + + Perform Data Analysis (Value) + Present survey information in a dashboard with the ability to compute simple analytical data. + + + Share Information With Stakeholders (Value) + + + Integrate With Enterprise Solutions (Value) + Integration with MS Products (Teams, Excel, Power Automate). + + + Cloud First (SaaS) (Principle) + + + Speech-To-Text Integration (Constraint) + + + Ability To Zoom (Constraint) + + + Executive Sponsor (Stakeholder) + • To ensure the scope of the project, as defined in the project charter, is based on a clear understanding of high-level requirements. + + + Stakeholder Sponsor (Stakeholder) + • To ensure the scope of the project, as defined in the project charter, is based on a clear understanding of high-level requirements. + + + Business Lead (Stakeholder) + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. + + + Stakeholder Branch Lead (Stakeholder) + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. + + + End User Lead (Stakeholder) + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. + + + Domain Subject Matter Expert (Stakeholder) + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. + + + Implementation Team Lead (Stakeholder) + • To understand the business needs sufficiently to develop a conceptual design of the solution. +• To ensure the high-level requirements are testable. + + + Project Manager (Stakeholder) + • To clearly understand the high-level scope of work necessary to deliver the project. +• To establish a baseline for creating the project work breakdown structure (WBS) + + + Business Analyst (Stakeholder) + • To validate that they have accurately defined all in-scope high-level requirements. +• To set priorities and boundaries for detailed requirements definition, analysis and management. + + + Key Stakeholder Business Needs (Assessment) + 1.4.1 Elicitation +The performance of the following tasks helped to elicit and confirm the requirements defined in this document: +• Preparing and analyzing the list of stakeholders. +• Conducting meetings with key stakeholders to understand the business needs. +• Obtaining and capturing business requirements through continual collaboration with key stakeholders. +• Communicating business requirement presentation to management, implementation, and other relevant key stakeholders to promote visibility and engagement. +• Documenting and confirming use cases that capture the desired capabilities of the end state solution. + + + Canada Student Loan Program (Stakeholder) + + + National Student Loans Centre (NSLC) (Stakeholder) + + + Registration and Authentication (R&A) (Stakeholder) + + + Innovation, Information and Technology Branch (IITB) (Stakeholder) + + + Enterprise Identity Services (EIS) (Stakeholder) + + + Public Affairs and Stakeholder Relations Branch (PASRB) (Stakeholder) + + + Privacy Management Division (PMD) (Stakeholder) + + + Legal Services Unit (LSU) (Stakeholder) + + + Chief Financial Officer Branch (CFOB) (Stakeholder) + + + Shared Services Canada (SSC) (Stakeholder) + + + Real-Time Identity Validation of Client (Requirement) + + + Reduce Personal Access Code (PAC) Reliance (Requirement) + + + Interoperate With Enterprise Cyber Authentication Solution (ECAS) (Constraint) + + + Provide Identity Verification Alternative to Personal Access Code (PAC) Process (Outcome) + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + +In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + Provide New Credential Substitution Option To Use SDIV (Goal) + In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + Regain National Student Loan Services Centre (NSLSC) Portal Access (Goal) + + + New Profile Creation (Goal) + + + Account Access Issues (Assessment) + 2.2 Problem/Opportunity +The CSLP has been unable to resolve certain account access issues affecting users of its National Student Loan Services Centre (NSLSC) portal since the program on boarded to the credentials and ECAS in April 2018. There are three main problems facing its clients: +• At least 30,000 NSLSC accounts are now locked out, and that number increases each day. The causes for this include: +o GCKey username and password credentials are being forgotten by clients, thus preventing successful NSLSC login and contributing to the increasing tally of account lockouts. +o NSLSC security questions and answers are being forgotten by clients, thus preventing successful credential substitution, and sustaining the account lockout tally. +• MSFAA (Master Student Financial Assistance Agreement) for identity verification, as enabled by the Finastra vendor, is constrained to a single-use activation. NSLSC requires consuming one activation upon initial registration of the student. + +Note: Although CSLP has determined this to be the root cause for the business problems defined in this requirements document, it is not feasible to change the Finastra solution; therefore, the corrective action must start with the ECAS product. +• PAC method (i.e., re-registering the NSLSC account using credential substitution) for identity verification is a capability currently unavailable to NSLSC. + +Note: The program (CSLP) is in the process of evaluating the use of PAC as an alternative identity validation channel. +The consequences of these account access issues include: +• Negatively affected CSLP reputation (due to limitations of IT-enabled services). +• Inability of clients (i.e., students) to access student loan status, balance, services, etc. +• Increased call volume managed by the R&A and CSLP (NSLSC support) to manage these issues. +In response to these challenges, this SDIV-MVP2 CSLP initiative seeks to: +Augment the ECAS component by integrating SDIV with the capability to substitute credentials on NSLSC accounts, which will enable affected students to unlock their accounts. +The integration of SDIV as a service to CSLP in the NSLSC product would provide an alternate identity verification provider to support client credential substitution for the following scenario: +- NSLSC account login credentials and/or security Q&A’s are forgotten by the client user. +SDIV integrated within NSLSC (SDIV-MVP2 CSLP initiative) is consistent with BDM and ESDC transformational business needs in addition to addressing current operational needs with respect to regaining access to locked client accounts. Additionally, providing a rapid identity verification experience to users seeking to substitute their credentials. The SDIV-MVP2 CSLP solution will support service transformation across ESDC by providing a high-quality service experience which enables clients to access loan information and other services in a more timely and accessible manner. +As a result, ESDC must assess new and adaptive technologies that will allow CLSP to provide a feasible alternative to the identity verification option to all students who wish to re-register and access their NSLSC account. + + + Increased Account Lock-Outs (Assessment) + • At least 30,000 NSLSC accounts are now locked out, and that number increases each day. The causes for this include: +o GCKey username and password credentials are being forgotten by clients, thus preventing successful NSLSC login and contributing to the increasing tally of account lockouts. +o NSLSC security questions and answers are being forgotten by clients, thus preventing successful credential substitution, and sustaining the account lockout tally. + + + Master Student Financial Assistance Agreement (MSFAA) Constrained To Single-Use Activation (Assessment) + • MSFAA (Master Student Financial Assistance Agreement) for identity verification, as enabled by the Finastra vendor, is constrained to a single-use activation. NSLSC requires consuming one activation upon initial registration of the student. + +Note: Although CSLP has determined this to be the root cause for the business problems defined in this requirements document, it is not feasible to change the Finastra solution; therefore, the corrective action must start with the ECAS product.• MSFAA (Master Student Financial Assistance Agreement) for identity verification, as enabled by the Finastra vendor, is constrained to a single-use activation. NSLSC requires consuming one activation upon initial registration of the student. + +Note: Although CSLP has determined this to be the root cause for the business problems defined in this requirements document, it is not feasible to change the Finastra solution; therefore, the corrective action must start with the ECAS product. + + + PAC Method For Identity Verification Capability Unavailable to NSLSC (Assessment) + • PAC method (i.e., re-registering the NSLSC account using credential substitution) for identity verification is a capability currently unavailable to NSLSC. + +Note: The program (CSLP) is in the process of evaluating the use of PAC as an alternative identity validation channel. + + + Account Access Issues Consequences (Assessment) + The consequences of these account access issues include: +• Negatively affected CSLP reputation (due to limitations of IT-enabled services). +• Inability of clients (i.e., students) to access student loan status, balance, services, etc. +• Increased call volume managed by the R&A and CSLP (NSLSC support) to manage these issues. + + + Negatively Affected Reputation (Assessment) + • Negatively affected CSLP reputation (due to limitations of IT-enabled services). + + + Client Inability to Access Services (Assessment) + • Inability of clients (i.e., students) to access student loan status, balance, services, etc. + + + Increased Call Volume (Assessment) + • Increased call volume managed by the R&A and CSLP (NSLSC support) to manage these issues. + + + Ensure Backup Actor(s) for Each Role (Principle) + + + A Highly Diverse Group of Speakers (Goal) + + + Full Cost Recovery For DTiG 2022 Conference (Goal) + Attempt to find multiple Platinum Sponsors + + + Streaming Capacity (Assessment) + + + Storage Capacity (Assessment) + + + Retention Limitations (Assessment) + + + Increase Provinces-and-Territories, and Municipal Government Representation (Goal) + + + A Highly Diverse Group of Speakers (Goal) + + + Access By External (Public) (Requirement) + + + Sub-Pages Capability (Requirement) + + + Role-Based Access Control (Requirement) + + + Protected-B Certification (Requirement) + + + Trusted & Reliable System (Requirement) + Credibility +Backed up regularly; able to restore deleted / corrupted / lost content. + + + Media Storage (Requirement) + + + Flexible UI Customization (Requirement) + + + Automated Release Management (Requirement) + + + Printable Content (Requirement) + + + Able To Save Content As PDF (Requirement) + + + Multiple Languages (Requirement) + + + Meets Accessibility Standards (Requirement) + + + Content Rating System (Requirement) + + + Ease & Speed To Publish (Requirement) + + + System Administration (Constraint) + + + No User Should Have Full Control Permissions (Principle) + This is for System Administration, only. +Any non-SysAdmin's previously granted this permission will have their permission downgraded. + + + Manage & Reuse Data Strategically, Responsibly + Manage and reuse data strategically and responsibly + - define and establish clear roles, responsibilities, and accountabilities for data management + - identify and document the lineage of data assets + - define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + - ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + - contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data + + + Use & Share Data Openly, Ethically, Securely + Use and share data openly in an ethical and secure manner + - share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + - ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + - ensure that combined data does not risk identification or re‑identification of sensitive or personal information + + + Avoid Displaying Email Addresses To Public (Constraint) + + + TBS Directive on Terms and Conditions of Employment for Executives (Driver) + https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=32625&section=html +Directive on Terms and Conditions of Employment for Executives +1. Effective date +1.1This directive takes effect on April 1, 2021. +1.2This directive replaces the following Treasury Board policy instruments: +Directive on Terms and Conditions of Employment for Executives (April 1, 2020) +1.3Employees deployed or appointed (with the exception of acting appointments) to any Executive (EX) Group position on or after April 1, 2020, are subject to Appendix A, Part II, section 14. +1.4Employees whose substantive position is at the EX‑04, EX‑05 or LC-04 level on April 1, 2020, are subject to Appendix A, Part II, section 14. +1.5Employees whose substantive position is at the EX‑01, EX‑02 or EX‑03 level prior to April 1, 2020, are not subject to Appendix A, Part II, section 14, until they are deployed or appointed (with the exception of acting appointments) to another EX Group position, or until April 1, 2022, whichever comes first. +1.6Employees whose substantive position is at the LC-01, LC-02, LC-03, DS-07A, DS-07B or DS-08, level prior to October 1, 2021 are not subject to Appendix A, Part II, section 14, until they are deployed or appointed (with the exception of acting appointments) to another executive-level position in the EX or LC occupational groups or at the DS-07A, DS-07B or DS-08 levels or until October 1, 2023, whichever comes first. + + + TBS Policy on the Management of Executives (Driver) + https://www.oci-bec.gc.ca/cnt/hrm-grh/exec-eng.aspx + + + TBS Directive on Recordkeeping (Driver) + http://tbs-sct.gc.ca/pol/doc-eng.aspx?section=text&id=16552 + + + TBS Directive on IM Roles & Responsibilities (Driver) + http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?section=text&id=12754 + + + Library and Archives Canada Act (Driver) + http://www.parl.gc.ca/HousePublications/Publication.aspx?doc=C-8&language=E&parl=37&pub=bill&ses=3 + + + Directive on Open Government (Driver) + http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?section=text&id=28108 + + + Stewardship of Information (Driver) + http://iservice.prv/eng/stewardship_information/index.shtml + + + ESDC Data Loss Prevention (Driver) + https://dialogue/grp/DLP-PPD/SitePages/Home.aspx + + + The Onboarding Opportunity (Value) + The Onboarding Opportunity, as identified by the Executive Taskforce Leadership Team (ETLT) and the Chief Operating Officer (COO) refers to the: +“Opportunity to streamline the onboarding process for new employees within ESDC to ensure it meets its objective of welcoming and helping integrate new employees as quickly and effectively as possible.” + + + Welcome & Integrate New ESDC Employees Quickly, Effectively (Goal) + + + Streamline The Onboarding Process For New ESDC Employees (Goal) + + + Current Environmental Scan & Inventory (Assessment) + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +environmental scan and inventory of current practices + + + Surveys, Interviews, Observer Groups (Assessment) + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: + + + External Service Delivery Partner Discussion (Assessment) + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +discussion with service delivery business partners external to the HRSB: technology, phone, security + + + Inclusion of All HRSB Business Lines (Assessment) + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +inclusion of all the HRSB business lines + + + Subject Study Research (Assessment) + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +research of studies on the subject + + + Best Practices Research (Assessment) + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +research on best practices + + + Leverage Existing Business Networks (Assessment) + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +use of existing networks such as, but not limited to: Ymagin, students, managers, directors, diversity and inclusion. + + + College (Stakeholder) + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +College + + + Departmental Staffing (Stakeholder) + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Departmental Staffing + + + EX Services (Stakeholder) + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +EX Services + + + Middle Management Network (Stakeholder) + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Middle Management Network + + + IT For The Survey (Stakeholder) + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Information Technology for the survey + + + HR Innovation (Stakeholder) + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +HR Innovation + + + Management Support Services (Stakeholder) + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Management Support Services + + + HRSB Ymagin Network (Stakeholder) + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +HRSB Ymagin Network + + + HR Council (Quebec Region) (Stakeholder) + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Regional HR Council (Quebec Region) + + + Diversity Groups (Stakeholder) + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Diversity Groups + + + Co-Create with Digital Workplace Taskforce (Constraint) + + + Identify, Document Data Asset Lineage (Principle) + Manage and reuse data strategically and responsibly +identify and document the lineage of data assets + How to achieve: + * Summarize how the architecture’s data assets demonstrate alignment with department's data governance and strategy including: + * Alignment to the data foundation of the ESDC information/data architecture practice + * Alignment to the theoretical foundation of the ESDC information/data architecture practice + Tools: + * Target state (solution data elements) + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary + * Departmental Data Strategy + + + Manage, Reuse Data Strategically, Responsibly (Principle) + + + Follow DevSecOps Principles (Principle) + + + Use Continuous Integration and Continuous Deployments (CI/CD) (Principle) + Follow DevSecOps principles +use continuous integration and continuous deployments + How to achieve: + * Summarize how the architecture can be deployed following a continuous integration approach + * Summarize how the architecture can be deployed following a continuous deployment approach. + Tools: + * CICP mesh + + + This Is The Moment To Build A Healthier Today And Tomorrow + THIS IS THE MOMENT TO BUILD A HEALTHIER TODAY AND TOMORROW + +Priority number one remains getting the pandemic under control. The best way to do that is vaccination. + +Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + +The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. + +And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources. + +To build a healthy future, we must also strengthen our healthcare system and public health supports for all Canadians, especially seniors, veterans, persons with disabilities, vulnerable members of our communities, and those who have faced discrimination by the very system that is meant to heal. + +There is work to be done. On accessibility. On care in rural communities. On delayed procedures. On mental health and addiction treatment. On long-term care. On improving data collection across health systems to inform future decisions and get the best possible results. + +The Government will work collaboratively with provinces, territories, and other partners to deliver real results on what Canadians need. + + + This Is The Moment To Grow A More Resilient Economy + THIS IS THE MOMENT TO GROW A MORE RESILIENT ECONOMY + +The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat. + +Now, with one of the most successful vaccination campaigns in the world, and employment back to pre-pandemic levels, the Government is moving to more targeted support, while +prudently managing spending. + +To ensure no one is left behind, support will be extended or added for industries that continue to struggle. + +At the same time, the Government will also continue making life more affordable for all Canadians. + +Inflation is a challenge that countries around the world are facing. And while Canada’s economic performance is better than many of our partners, we must keep tackling the rising cost of living. To do that, the Government’s plan includes two major priorities: housing and child care. + +Whether it is building more units per year, increasing affordable housing, or ending chronic homelessness, the Government is committed to working with its partners to get real results. + +For example, the Housing Accelerator Fund will help municipalities build more and better, faster. + +The Government will also help families buy their first home sooner with a more flexible First-Time Home Buyer’s Incentive, a new Rent-to-Own program, and by reducing the closing costs for first-time buyers. + +Supporting families will make life more affordable for the middle class and people working hard to join it. + +The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living. + +The Government will also continue building the first-ever Canada-wide early learning and child care system. By the end of 2022, average fees for regulated child care will be cut in half in most of the provinces and territories. And in some places, this will even happen as early as the start of the year. Families will save thousands of dollars. + +Four jurisdictions have not yet reached agreements on child care. Two are territories with unique infrastructure challenges, and the Government will keep working together to ensure we meet the needs of the North. The Government will continue working with the remaining two provinces to finalize agreements that will deliver $10-a-day child care for families who so badly need it. + +Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. + +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + This Is The Moment For Bolder Climate Action + THIS IS THE MOMENT FOR BOLDER CLIMATE ACTION + +Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy. + +As a country, we want to be leaders in producing the world’s cleanest steel, aluminum, building products, cars, and planes. Not only do we have the raw materials and energy to do that, most importantly, we have skilled, hard-working Canadians to power these industries. + +As we move forward on the economy of the future, no worker or region will be left behind. The Government will bring together provinces, territories, municipalities, and Indigenous communities, as well as labour and the private sector, to tap into global capital and attract investors. + +Canada will emerge from this generational challenge stronger and more prosperous. + +The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future. + +Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air. + +Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + +Protecting our land and oceans will address biodiversity loss. In this work, the Government will continue to strengthen its partnership with First Nations, Inuit, and Métis, to protect nature and respect their traditional knowledge. + +Creating the Canada Water Agency will safeguard that vital resource and support our farmers. + +And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy. + + + Protecting Canadians From COVID-19 + The first foundation of the Government’s approach is protecting Canadians from COVID-19. +This is priority number one. +It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort. +Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals. +Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. +The Government will continue to have people’s backs just like Canadians have each other’s backs. +Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. +The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. +At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. +Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. +The Government will also continue to work on what communities need more broadly. +The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. +To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. +These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. +At the same time, the Government will continue to support Canadians as they take action to keep each other safe. +Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. +The Government will also continue to work on getting Canadians the PPE they need. +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. +Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise. + +VACCINE EFFORTS +In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. +From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way. + + + Helping Canadians Through The Pandemic + The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family. +So the second foundation of the Government’s approach is supporting Canadians through this crisis. +The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived. +This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. +Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder. + +CREATING JOBS +People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced. +The CERB helped people stay healthy at home while being able to keep food on the table. +The CEWS helped people keep their jobs, or be rehired if they had been laid off. +But there is still more to be done. +Unemployment is in the double digits, and underemployment is high. +Women, racialized Canadians, and young people have borne the brunt of job losses. +Canadians need good jobs they can rely on. +To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers. +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. +Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians. +Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work. + +SUPPORTING WORKERS AND THEIR FAMILIES +With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. +Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy. + +WOMEN IN THE ECONOMY +Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession. +Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home. +We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure. +The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach. +It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system. +The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour leaders, that the time is now. +The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever. +The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses. + +SUPPORTING BUSINESSES +As the Government invests in people, it will continue to support job-creating businesses. +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. +COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments. +The Government will help businesses adapt for the future and thrive. +This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by: +• Expanding the Canada Emergency Business Account to help businesseswith fixed costs; +• Improving the Business Credit Availability Program; +• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts. + +FISCAL SUSTAINABILITY +This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less. +With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence. +There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy. +The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly. +In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants. +Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing. +This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech. +This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success. + + + Building Back Better: A Resilience Agenda For the Middle Class + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. +The Government will create a resiliency agenda for the middle class and people working hard to join it. +This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society. + +ADDRESSING GAPS IN OUR SOCIAL SYSTEMS +Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity. +Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories. +The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger. +The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; +• And take additional action to help people stay in their homes longer. +The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. +The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society. +COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have: +• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors; +• A robust employment strategy for Canadians with disabilities; +• And a better process to determine eligibility for Government disability programs and benefits. +Over the last six months, it has become clearer than ever why Canadians need a resilient health care system. +The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care. +The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it. +The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that. +The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. +In addition to good health infrastructure, Canadians also need strong, safe communities to call home. +The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. +Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence. +To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities. +In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet. +The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet. +And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this. +Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter. +This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. +At the same time, the Government will also make substantial investments in housing for Canadians. +The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home. +Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities. +Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table. +The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada. +The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow. + +A STRONGER WORKFORCE +This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce. +We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. +From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability. +The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need. +Government must remain agile, and ready for what lies ahead. + +TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE +Climate action will be a cornerstone of our plan to support and create a millionjobs across the country. +This is where the world is going. Global consumers and investors are demanding and rewarding climate action. +Canadians have the determination and ingenuity to rise to this challenge and global market opportunity. +We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond. +Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050. +As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses; +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; +• Help deliver more transit and active transit options; +• And make zero-emissions vehicles more affordable while investing in more charging stations across the country. +A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge. +The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies. +Additionally, the Government will: +• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal; +• And support investments in renewable energy and next-generation clean energy and technology solutions. +Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs; +• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience. +The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute. +This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees. +The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act. +When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure. +At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper. + + + The Canada We're Fighting For + This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone. +Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries. +Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism. + +RECONCILIATION +Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019. +However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by: +• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy; +• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action; +• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment. +The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; +• And support additional capacity-building for First Nations, Inuit, and the Métis Nation. +The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year. + +ADDRESSING SYSTEMIC RACISM +For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard. +Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change. +They are telling us we must do more. The Government agrees. +The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples. +The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape. +The Government will redouble its efforts by: +• Taking action on online hate; +• Going further on economic empowerment for specific communities, and increasing diversity on procurement; +• Building a whole-of-federal-government approach around better collection of disaggregated data; +• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service; +• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. +Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are +overrepresented in the criminal justice system. That has to change. +The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive. +The Government will: +• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records; +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; +• Modernize training for police and law enforcement, including addressing standards around the use of force; +• Move forward on RCMP reforms, with a shift toward community-led policing; +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + +PROTECTING TWO OFFICIAL LANGUAGES +Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. +In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French. + +A WELCOMING CANADA +Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian. +Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities. +The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together. +As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage. + +CANADA IN THE WORLD +We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity. +The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. +The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united. +The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. +Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well. + + + Livelihood of Every Single Canadian + The medical and scientific fight against this virus is crucial. And so are the +livelihoods of every single Canadian, worker, and family. + + + COVID-19 Economic Impacts + The economic impact of COVID-19 on Canadians has already been worse +than the 2008 financial crisis. These consequences will not be short-lived. + + + Unemployment + Unemployment is in the double digits, and underemployment is high. + + + Underemployment + Unemployment is in the double digits, and underemployment is high. + + + Societal Vulnerability + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. + +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. + + + Workforce Inequality + + + This Is The Moment To Fight Harder For Safer Communities + THIS IS THE MOMENT TO FIGHT HARDER FOR SAFER COMMUNITIES + +While we address climate change – +While we fight COVID-19 and its consequences – +While we grow our economy for everyone – +We cannot turn away from other challenges. + +Gun violence is on the rise in many of our biggest cities. + +While investing in prevention and supporting the work of law enforcement, we must also continue to strengthen gun control. + +The Government has taken important actions like introducing lifetime background checks. + +The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns. + +During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services. + +When someone in our country is targeted because of their gender, or who they love, or where they come from, the way they pray, the language they speak, or the colour of their skin, we are all diminished. + +Everyone should be – and feel – safe. + +The Government will continue combatting hate and racism, including with a renewed Anti-Racism Strategy. + + + This Is The Moment To Stand Up For Diversity and Inclusion + THIS IS THE MOMENT TO STAND UP FOR DIVERSITY AND INCLUSION + +Canadians understand that equity, justice, and diversity are the means and the ends to living together. + +Fighting systemic racism, sexism, discrimination, misconduct, and abuse, including in our core institutions, will remain a key priority. + +The Government will also continue to reform the criminal justice system and policing. + +This is the moment to rebuild for everyone. The Government will continue to invest in the empowerment of Black and racialized Canadians, and Indigenous Peoples. It will also continue to fight harmful content online, and stand up for LGBTQ2 communities while completing the ban on conversion therapy. + +As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act. + +To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content. + + + This Is The Moment To Move Faster On The Path Of Reconciliation + THIS IS THE MOMENT TO MOVE FASTER ON THE PATH OF RECONCILIATION + +This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools. + +To support communities, the Government will also invest significantly in a distinctions-based mental health and wellness strategy, guided by Indigenous Peoples, survivors, and their families. + +Everyone in our country deserves to be safe. + +That is why the Government will accelerate work with Indigenous partners to address the national tragedy of Missing and Murdered Indigenous Women, Girls and 2SLGBTQQIA+ People. + +The Government will also make sure communities have the support they need to keep families together, while ensuring fair and equitable compensation for those harmed by the First Nations Child and Family Services program. + +Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today. + + + Protected-B Certification + + + Decision-Making Requires Continuous Risk Management + Decision-making requires continuous risk management. +In order to make sound business decisions based upon risk management, departments need to continually be aware of the assets they hold, and their associated sensitivity and criticality. Decisions should be made based upon risk management that recognizes the potential impacts to the department, and to government as a whole. + + + Working Together To Support IT Security + Working together to support IT security. +Far more than the sum of the tools used to protect information and systems, an effective IT security program combines people, processes and technologies. Each department's senior managers, program and service delivery managers, security personnel, IT operational personnel, human resources personnel and other stakeholders work together in a concerted manner to achieve the same high level of IT security across the federal government. + + + Service Delivery Requires IT Security + Service delivery requires IT security. +IT security is an integral part of continuous program and service delivery. To avoid the loss of service and trust that IT security breaches can cause, departments need to view IT security as a business imperative; a "service enabler." + +Although program and service delivery managers may delegate responsibility for IT security to technical experts, they remain accountable to the Deputy Head and are responsible for ensuring the security of the programs and services under their authority. + + + IT Security Practices Need To Reflect the Changing Environment + IT security practices need to reflect the changing environment. +Information technology continues to rapidly advance in support of greater interconnectedness and improved service delivery. At the same time, the number and potential severity of threats, vulnerabilities and incidents similarly increase. Departments need to be aware of this evolving environment, and understand how to manage their IT security programs in order to respond. + + + The Government of Canada Is A Single Entity + The Government of Canada is a single entity. +The increased availability of common and shared services can help departments in meeting their security requirements. While this offers the potential for improved efficiency, departments have to recognize that the security decisions they make can impact other organizations. + + + Minister of Employment, Workforce Development and Disability Inclusion Mandate Letter + https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-employment-workforce-development-and-disability-inclusion + +Dear Minister Qualtrough: + +Thank you for continuing to serve Canadians as Minister of Employment, Workforce Development and Disability Inclusion. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Employment, Workforce Development and Disability Inclusion, your immediate priority is to support workers whose work has been interrupted by public health measures. I also expect you to build a better, more inclusive employment insurance system, complete and advance early and significant actions under Canada’s Disability Inclusion Action Plan, and help workers and communities prosper as we move to net-zero, including through the launch of a Clean Jobs Training Centre. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Secure passage and ensure implementation of a new Canada Worker Lockdown Benefit to support workers whose work is interrupted due to public health measures. +Work with the Minister of Health and provinces and territories to train up to 50,000 new personal support workers. +Move forward with the design, introduction and implementation of a Canada Disability Benefit Act and Canada Disability Benefit for low-income working age persons with disabilities. +Taking into account input received through consultations on the future of Employment Insurance (EI), by Summer 2022, bring forward and begin implementing a plan to modernize the EI system for the 21st century, building a stronger and more inclusive system that covers all workers, including workers in seasonal employment and persons employed by digital platforms, ensuring the system is simpler and more responsive for workers and employers. In addition to moving forward with extending EI sickness benefits from 15 to 26 weeks, the plan will include: +A new EI benefit for self-employed Canadians that would provide unemployment assistance comparable to EI and lasting for as many as 26 weeks; +A new 15-week benefit for adoptive parents; +A new EI Career Insurance Benefit to provide long-tenured workers who have lost their job with additional income support while they reintegrate into the labour market; and +Consideration of the realities of artists and cultural workers. +Finalize and release Canada’s Disability Inclusion Action Plan, in consultation with the disability community, with early actions in key areas of financial security and employment, creating disability-inclusive spaces and adopting a modern approach to and common definition of disability across the Government of Canada. In addition to measures to be implemented by other ministers, actions will include: +Launching an employment strategy for Canadians with disabilities; +Undertaking a comprehensive review of access to federal disability programs, including for Canadians with mental health challenges; +Supporting national disability organizations to build capacity and partner in efforts to eliminate systemic barriers; +Advancing our commitment to permanently fund support services that ensure equitable access to reading and other published works for Canadians with print disabilities; and +Proceeding with the implementation of the Accessible Canada Act and the harmonization of accessibility standards across Canada. +Permanently eliminate federal interest on Canada Student Loans and Canada Apprentice Loans, increase the repayment assistance threshold to $50,000 for Canada Student Loan borrowers who are single and make appropriate adjustments to the thresholds for other family sizes, and allow new parents to pause repayment of their federal student loans until their youngest child reaches the age of five. +Increase by 50 per cent the maximum debt forgiveness for which family doctors, residents in family medicine, nurse practitioners and nurses who work in rural or remote areas are eligible under the Canada Student Loans Forgiveness program, expand the current list of eligible professionals and undertake a review to ensure that rural communities are fully eligible in order to improve access to health care and social services in rural communities. +To support the future and livelihood of workers and their communities in the transition to a low carbon economy: +Support the Minister of Natural Resources and the Minister of Labour in moving forward with legislation and comprehensive action to achieve a Just Transition, guided by consultations with workers, unions, Indigenous Peoples, employers, communities, and provinces and territories; +Launch a Clean Jobs Training Centre to help workers across sectors upgrade or gain new skills so as to be on the leading edge of the zero carbon industry; +Redesign and implement the Canada Training Benefit; and +Address gaps in training and upskilling to ensure that all Canadian workers can take advantage of sustainable battery industry opportunities. +Double the Union Training and Innovation Program to support more apprenticeship training opportunities and partnerships in the Red Seal trades across Canada, and target greater participation from more diverse populations, including women, Indigenous people, newcomers, persons with disabilities, and Black and racialized Canadians. Continue to advance the Canadian Apprenticeship Service in partnership with provinces, territories, employers and unions so that Red Seal apprentices have sufficient work experience opportunities, including with small and medium-sized employers, to finish their training on time and find well-paying jobs. +Continue to support the work of the national campaign to promote the skilled trades as first choice careers for young people and diverse populations. +With the Minister of Immigration, Refugees and Citizenship, establish a Trusted Employer system for Canadian companies hiring temporary foreign workers and, as part of improving the Global Talent Stream of the Temporary Foreign Worker Program, simplify permit renewals, uphold the two-week processing time and establish an employer hotline. Continue to work with provinces, territories and regulatory bodies to improve foreign credential recognition. +With the support of the Minister of Agriculture and Agri-Food, implement sector-based work permits and strengthen the inspection regime to ensure the health and safety of temporary foreign workers. +Support the Minister of Agriculture and Agri-Food in developing a sector-specific Agricultural Labour Strategy to address persistent and chronic labour shortages in farming and food processing in the short and long term. +Make it easier for women and vulnerable groups to access training by requiring businesses supported through the Sectoral Workforce Solutions Program to include wrap-around supports. +Support the Minister for Women and Gender Equality and Youth in the evaluation process of GBA Plus with the goal of enhancing the framing and parameters of this analytical tool, and with particular attention to the intersectional analysis of race, indigeneity, rurality, disability and sexual identity, among other characteristics. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada + + + Minister of Families, Children and Social Development Mandate Letter + https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-families-children-and-social-development-mandate-letter + +Dear Minister Gould: + +Thank you for agreeing to serve Canadians as Minister of Families, Children and Social Development. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Families, Children and Social Development, your immediate priority is to build a Canada-wide Early Learning and Child Care system that reduces parent fees, creates more high-quality spaces, recruits and retains skilled educators, and ensures all kids get off to the best possible start. At the same time, you will work with Indigenous partners to implement a culturally appropriate Indigenous Early Learning and Child Care system. You will also focus on implementing the Community Services Recovery Fund to help charities and non-profits adapt and modernize as well as ensure Service Canada provides reliable and accessible services to Canadians, regardless of where they live. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Supported by the Minister for Women and Gender Equality and Youth, continue advancing the creation and sustainability of a Canada-wide Early Learning and Child Care system, including: +Concluding negotiations with remaining provinces and territories and implementing agreements: +Reducing fees for regulated child care by 50 per cent on average by the end of 2022 everywhere outside of Quebec, +Reducing regulated child care fees to $10 a day on average by the end of fiscal year 2025-2026 everywhere outside of Quebec, and +Building 250,000 new high-quality child care spaces and hiring 40,000 more early childhood educators by the end of fiscal year 2025-2026; +Introducing federal child care legislation to strengthen and protect a high-quality Canada-wide child care system; +Establishing a National Advisory Council on Early Learning and Child Care; +Continuing to advance work with provinces and territories to reduce fees for families for before and after school care; and +Ensuring the Federal Secretariat on Early Learning and Child Care is fully resourced and operational by early 2023. +Work with Indigenous partners to ensure that Indigenous children have access to a culturally appropriate Indigenous Early Learning and Child Care system that meets the needs of Indigenous families wherever they live, including ensuring more Indigenous families have access to high-quality programming, creating 3,300 new child care spaces, and continuing to support before and after school care for First Nations children on reserve. +Advance the implementation of the Community Services Recovery Fund to help charities and non-profits adapt and modernize as they recover from the pandemic. +Continue advancing the Social Innovation and Social Finance strategy, including fully implementing the Social Finance Fund and launching the Social Innovation Advisory Council. +Through the delivery of Canada’s Poverty Reduction Strategy and other measures, continue leading implementation of the 2030 Agenda for Sustainable Development adopted by the United Nations. +Work with the Minister of Agriculture and Agri-Food and with provinces, territories, municipalities, Indigenous partners and stakeholders to develop a National School Food Policy and to work toward a national school nutritious meal program. +Work with the Minister of Seniors to provide seniors with a single point of access to a wide range of government services and benefits. +As the Minister responsible for Service Canada, lead the development and implementation of modern, resilient, secure and reliable services and benefit delivery systems for Canadians and ensure those services and benefits reach all Canadians regardless of where they live. +Work with the Minister of National Revenue toward the implementation of a real-time e-payroll system, and ensure that businesses of all sizes benefit from this work. +Enhance the capacity and effectiveness of Black-led and Black-serving organizations through the continued implementation of the Supporting Black Canadian Communities Initiative. You will be supported in this work by the Minister of Housing and Diversity and Inclusion. +Work with the Minister for Women and Gender Equality and Youth to ensure the voices and needs of children are represented in our Government’s agenda, as we work to make Canada the best place to grow up. +Work with the Minister for Women and Gender Equality and Youth and the Minister of Mental Health and Addictions to ensure mental health supports are accessible to children and youth as they recover from the impact of the pandemic. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada + + + Minister of Labour Mandate Letter + https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-labour-mandate-letter + +Dear Minister O’Regan: + +Thank you for agreeing to serve Canadians as Minister of Labour. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Labour, your immediate priorities are to work with federally regulated workplaces to ensure that COVID-19 vaccinations are enforced for those workers and to advance amendments to the Canada Labour Code to provide 10 paid days of sick leave for all federally regulated workers. I also expect you to work with federally regulated employers and labour groups, and with provincial and territorial counterparts, to make workplaces fairer and safer for everyone across the country as well as lead our efforts to eradicate forced labour from Canadian supply chains. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Continue to work with federally regulated workplaces to ensure that COVID-19 vaccination is enforced. +Secure passage of amendments to the Canada Labour Code to provide 10 days of paid sick leave for all federally regulated workers, and convene provinces and territories to develop a national action plan to legislate sick leave across the country while respecting provincial-territorial jurisdiction and the unique needs of small business owners. +Complete the development of a right-to-disconnect policy, in consultation with federally regulated employers and labour groups. +Move forward with and secure passage of amendments to the Canada Labour Code to include mental health as a specific element of occupational health and safety and to require federally regulated employers to take preventative steps to address workplace stress and injury. +Amend the Canada Labour Code to provide up to five new paid leave days for federally regulated employees who experience a miscarriage or still birth, and to strengthen provisions to better support working women who need to be re-assigned during pregnancy and while breast-feeding. +Continue working with provincial and territorial governments to fully implement the International Labour Organization Violence and Harassment Convention, 2019, and continue to support employers and unions to strengthen harassment and violence prevention measures in federally regulated workplaces. +Lead the efforts to provide free menstrual products in federally regulated workplaces to help ensure women’s participation in work. +With the support of the President of the Treasury Board, the Minister of Housing and Diversity and Inclusion and the Minister for Women and Gender Equality and Youth, work to accelerate the review of the Employment Equity Act and ensure timely implementation of improvements. +Modernize the Federal Contractors Program to ensure federal contractors are paying their employees the federal minimum wage in order to fulfill commitments in respect of Environmental, Social and Governance leadership and government procurement. +Continue advancing the implementation of the Pay Equity Act across federally regulated workplaces. +Create a fairer collective bargaining process in federally regulated workplaces by advancing legislation to prohibit the use of replacement workers when a unionized employer has locked out its employees. +Support the Deputy Prime Minister and Minister of Finance to introduce a Labour Mobility Tax Credit to allow workers in the building and construction trades to expense eligible travel and temporary relocation costs. +Work with the Minister of Natural Resources in moving forward with legislation and comprehensive action to achieve a Just Transition. This work will be guided by consultations with workers, unions, Indigenous Peoples, employers, communities, and provinces and territories to support the future and livelihood of workers and their communities in the transition to a low carbon economy. You will be supported by the Minister of Employment, Workforce Development and Disability Inclusion and Ministers responsible for Regional Development Agencies. +Work to advance amendments that entitle workers employed by digital platforms to job protections under the Canada Labour Code. This work will also include collaborating with the Minister of Employment, Workforce Development and Disability Inclusion to ensure better benefits and supports for these workers. +With the support of the Minister of Public Safety, the Minister of Public Services and Procurement and the Minister of International Trade, Export Promotion, Small Business and Economic Development, introduce legislation to eradicate forced labour from Canadian supply chains and ensure that Canadian businesses operating abroad do not contribute to human rights abuses. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada + + + Minister of Seniors Mandate Letter + https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-seniors-mandate-letter + +Dear Minister Khera: + +Thank you for agreeing to serve Canadians as Minister of Seniors. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Seniors, your immediate priority is to support and help advance the Government’s commitment to increase Old Age Security and the Guaranteed Income Supplement. I also expect you to support the Minister of Health in improving the quality and availability of long-term care and to take concrete actions to support seniors who want to age at home. As well, you will continue to create opportunities for seniors to be more connected, supported, and active members of their communities through implementing the New Horizons for Seniors Program. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Building on our commitment to old age security, increase the Guaranteed Income Supplement by $500 for single seniors and $750 for couples starting at age 65. +Ensure seniors’ eligibility for the Guaranteed Income Supplement is not negatively impacted by receipt of the Canada Emergency Response Benefit (CERB) and the Canada Recovery Benefit (CRB). +Establish an expert panel to provide recommendations for establishing an Aging at Home Benefit. You will be supported by the Minister of Health in this work. +Assist community-based organizations in providing practical support that helps low-income and otherwise vulnerable seniors age in place, and support regional and national projects that help expand services that have already demonstrated results in helping seniors stay in their homes. +Work with the Minister of Families, Children and Social Development to provide seniors with a single point of access to a wide range of government services and benefits. +Continue to work with the Minister of Justice and Attorney General of Canada to strengthen Canada’s approach to elder abuse by finalizing the national definition of elder abuse, investing in better data collection and establishing new offences and penalties in the Criminal Code related to elder abuse. +Represent the Government of Canada at the Federal, Provincial and Territorial Ministers Responsible for Seniors Forum. +Continue leading work within Employment and Social Development Canada on seniors’ programming including the New Horizons for Seniors Program. +Support the Minister of Health in their work to improve the quality and availability of long-term care homes and beds. This includes working with provinces and territories to improve infection prevention and control measures, identify shared principles, and develop national standards to ensure seniors get the care they deserve. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada + + + Lettre de mandat de la ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap + https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-de-la-ministre-de-lemploi-du-developpement-de-la-main + +Madame la Ministre, + +Je vous remercie de continuer de servir les Canadiens en tant que ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap, votre priorité immédiate est de soutenir les travailleurs dont le travail a été interrompu par des mesures de santé publique. Je m’attends à ce que vous mettiez en place un meilleur système d’assurance-emploi qui soit plus inclusif, à ce que vous meniez à bien et fassiez progresser les premières mesures importantes prévues dans le Plan d’action pour l’inclusion des personnes en situation de handicap, et à ce que vous aidiez les travailleurs et les collectivités à prospérer au moment où nous passons à la carboneutralité, notamment par le lancement d’un centre de formation pour les emplois propres. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +Travailler à l’adoption et à la mise en œuvre d’une nouvelle Prestation canadienne pour les travailleurs en cas de confinement pour soutenir les travailleurs touchés par une interruption de travail découlant des mesures de santé publique. +Travailler avec le ministre de la Santé, les provinces et les territoires afin de faire former jusqu’à 50 000 nouveaux préposés aux services de soutien à la personne. +Élaborer et mettre en œuvre une loi sur la prestation canadienne pour les personnes en situation de handicap, ainsi qu'une prestation canadienne pour les personnes en situation de handicap à faible revenu qui sont en âge de travailler. +Tenir compte des commentaires reçus dans le cadre des consultations sur l’avenir du programme d’assurance-emploi, présenter et commencer à mettre en œuvre d’ici l’été 2022 un plan de modernisation du programme d’assurance-emploi adapté au 21e siècle, établir un système plus robuste et plus inclusif dont tous les travailleurs peuvent bénéficier, y compris les travailleurs saisonniers et les travailleurs à l’emploi des plateformes numériques, s’assurer que le système est plus simple et qu’il est répond mieux aux besoins des travailleurs et des employeurs. En plus de prévoir le prolongement des prestations de maladie (de 15 à 26 semaines), le plan comprend : +une nouvelle prestation d’assurance-emploi pour les travailleurs autonomes canadiens, qui fournirait un soutien en cas de chômage comparable à celui qu’offre l’assurance-emploi pouvant s’étendre sur 26 semaines; +une nouvelle prestation de 15 semaines pour les parents adoptifs; +une nouvelle prestation d’assurance-carrière pour offrir aux travailleurs de longue date qui ont perdu leur emploi un revenu d’emploi additionnel pendant qu’ils tentent de réintégrer le marché du travail; +la prise en compte des réalités des artistes et des travailleurs du secteur de la culture. +Finaliser et rendre public le Plan d’action pour l’inclusion des personnes en situation de handicap, en consultation avec la communauté des personnes en situation de handicap. Ce Plan comprend des mesures immédiates dans des secteurs importants comme la sécurité financière et l’emploi et prévoit la création d’espaces inclusifs pour les personnes en situation de handicap et l’adoption d’une approche moderne et d’une définition commune à l’égard de l’invalidité dans l’ensemble du gouvernement du Canada. En plus des mesures qui seront instaurées par d’autres ministres, les mesures à prendre comprennent les suivantes : +Mettre en œuvre une stratégie d’emploi pour les Canadiens en situation de handicap; +Entreprendre un examen complet de l’accès aux programmes d’invalidité fédéraux, notamment pour les personnes ayant des problèmes de santé mentale; +Soutenir les organisations nationales de personnes en situation de handicap afin de renforcer leurs capacités et contribuer aux efforts visant à éliminer les obstacles systémiques; +Mener à bien notre engagement à financer de façon permanente les services de soutien assurant un accès équitable à la lecture et à d’autres œuvres publiées pour les Canadiens incapables de lire des imprimés; +Mettre en œuvre la Loi canadienne sur l’accessibilité et harmoniser les normes en matière d’accessibilité au Canada. +Éliminer définitivement les intérêts sur les prêts d’études canadiens et les prêts canadiens aux apprentis. Faire passer à 50 000 $ le seuil du Programme d’aide au remboursement pour les étudiants emprunteurs qui sont célibataires et apporter les modifications appropriées aux seuils pour les familles de diverses tailles. Et permettre aux nouveaux parents de suspendre le remboursement de leurs prêts étudiants jusqu’à ce que leur plus jeune enfant ait cinq ans. +Faire passer à 50 % l’effacement maximal de la dette auquel les médecins de famille, les résidents en médecine familiale, les infirmiers praticiens ou les infirmiers travaillant en régions rurales ou éloignées sont admissibles en vertu du Programme canadien de dispense de remboursement des prêts d’études. Élargir la liste actuelle des professionnels. Et entreprendre un examen pour s’assurer que les communautés rurales sont pleinement admissibles au programme afin d’améliorer l’accès aux soins de santé et aux services sociaux dans ces communautés. +Pour soutenir l’avenir et la qualité de vie des travailleurs et de leurs communautés dans le cadre de la transition vers une économie à faibles émissions de carbone : +Aider le ministre des Ressources naturelles et le ministre du Travail à favoriser l'adoption d’un projet de loi et de mesures exhaustives pour assurer une transition équitable. Ce travail s’appuiera sur les consultations menées auprès de travailleurs, de syndicats, de peuples autochtones, d’employeurs, de communautés, de provinces et de territoires; +Lancer un Centre de formation pour les emplois propres afin d’aider les travailleurs de tous les secteurs à mettre à niveau leurs compétences ou à en acquérir de nouvelles pour être à la fine pointe de l’industrie du carbone à zéro émission; +Restructurer et mettre en œuvre l’Allocation canadienne pour la formation; +Combler les lacunes en matière de formation et de perfectionnement afin que tous les travailleurs canadiens puissent profiter des débouchés durables offerts par l’industrie des batteries. +Doubler le financement du Programme pour la formation et l’innovation en milieu syndical pour financer davantage de possibilités de formation en apprentissage et davantage de partenariats concernant les métiers du Sceau rouge partout au Canada, et pour accroître la participation de populations plus diverses, notamment des femmes, des Autochtones, des nouveaux arrivants, des personnes en situation de handicap, des Noirs et des Canadiens racisés. Continuer à faire la promotion du Service canadien d’apprentissage en partenariat avec les provinces, les territoires, les employeurs et les syndicats pour que les apprentis du Sceau rouge aient suffisamment d’occasions d’acquérir de l’expérience professionnelle, notamment auprès de petits et moyens employeurs, pour terminer leur formation à temps et trouver des emplois bien rémunérés. +Continuer à soutenir le travail de la campagne nationale visant à promouvoir les métiers spécialisés comme des carrières de premier choix pour les jeunes et les populations diverses. +Avec le ministre de l’Immigration, des Réfugiés et de la Citoyenneté, établir un système d’employeur de confiance pour les entreprises canadiennes embauchant des travailleurs étrangers temporaires et, dans cadre de l’amélioration du Volet des talents mondiaux du Programme des travailleurs étrangers temporaires, simplifier le renouvellement des permis, faire respecter le délai de traitement de deux semaines et créer une ligne d’assistance pour les employeurs. Continuer de travailler avec les provinces, les territoires et les organismes de réglementation pour améliorer la reconnaissance des titres de compétences étrangers. +Avec l’appui de la ministre de l’Agriculture et de l’Agroalimentaire, mettre en œuvre des permis de travail sectoriels et renforcer le régime d’inspection pour assurer la santé et la sécurité des travailleurs étrangers temporaires. +Aider la ministre de l’Agriculture et de l’Agroalimentaire à élaborer une stratégie en matière de main-d’œuvre dans le secteur agricole pour combler les pénuries de main-d’œuvre chroniques et persistantes dans les secteurs de l’agriculture et de la transformation des aliments à court et long terme. +Faciliter l’accès des femmes et des membres de groupes vulnérables à la formation en exigeant des entreprises bénéficiant du Programme de solutions pour la main-d’œuvre sectorielle qu’elles prévoient des mesures de soutien globales. +Appuyer la ministre des Femmes et de l’Égalité des genres et de la Jeunesse dans le processus d’évaluation de l’ACS Plus afin d’améliorer le cadre et les paramètres de cet outil d’analyse, en portant une attention particulière à l’analyse intersectionnelle de diverses caractéristiques, parmi lesquelles l’ethnicité, l’identité autochtone, la ruralité, les handicaps et l’identité sexuelle. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Madame la Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle de la ministre. + + + Lettre de mandat de la ministre de la Famille, des Enfants et du Développement social + https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-de-la-ministre-de-la-famille-des-enfants-et-du + +Madame la Ministre, + +Je vous remercie d’avoir accepté de servir les Canadiens en tant que ministre de la Famille, des Enfants et du Développement social. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre de la Famille, des Enfants et du Développement social, votre priorité immédiate est de mettre en place un système pancanadien d’apprentissage et de garde des jeunes enfants qui permettra de réduire les frais exigés des parents, de créer plus de places de qualité, de recruter et de retenir des éducateurs qualifiés ainsi que de faire en sorte que tous les enfants bénéficient du meilleur départ possible dans la vie. Parallèlement, vous travaillerez avec des partenaires autochtones pour mettre en place un système d’apprentissage et de garde des jeunes enfants adapté à la culture autochtone. Par ailleurs, vous vous concentrerez sur la mise en œuvre du Fonds de relance des services communautaires afin d’aider les organismes de bienfaisance et les organismes sans but lucratif à s’adapter et à se moderniser, et vous veillerez à ce que Service Canada fournisse des services fiables et accessibles aux Canadiens, peu importe où ils vivent. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +Avec l’appui de la ministre des Femmes et de l’Égalité des genres et de la Jeunesse, continuer à promouvoir la création et la durabilité d’un système pancanadien d’apprentissage et de garde des jeunes enfants, en prenant les mesures suivantes : +Conclure les négociations avec les provinces et territoires restants, et mettre en œuvre des ententes : +Réduire de moitié en moyenne les frais des services de garde d’enfants réglementés d’ici la fin de 2022 partout au Canada à l’extérieur du Québec; +Abaisser à 10 $ par jour en moyenne les frais de services de garde d’enfants réglementés d’ici la fin de l’exercice 2025-2026 partout au Canada à l’extérieur du Québec; +Créer 250 000 places en garderie de haute qualité et embaucher 40 000 éducateurs et éducatrices de la petite enfance d’ici la fin de l’exercice 2025-2026; +Présenter un projet de loi sur la garde d’enfants pour renforcer et protéger le système pancanadien de garde des jeunes enfants; +Créer un Conseil consultatif national sur l’apprentissage et la garde des jeunes enfants; +Poursuivre le travail avec les provinces et territoires visant à réduire les frais des familles pour la garde d’enfants avant et après l’école; +S’assurer que le Secrétariat fédéral sur l’apprentissage et la garde des jeunes enfants dispose de toutes les ressources nécessaires et est pleinement fonctionnel d’ici le début de 2023. +Travailler avec les partenaires autochtones pour s’assurer que les jeunes enfants autochtones ont accès à un système d’apprentissage et de garde autochtone culturellement approprié qui répond aux besoins des familles autochtones peu importe où elles vivent, ce qui comprend veiller à ce qu’un plus grand nombre de familles autochtones aient accès à des programmes de grande qualité, créer 3 300 places en garderie et continuer à soutenir les services de garde avant et après l'école pour les enfants des Premières Nations dans les réserves. +Faire avancer la mise en œuvre du Fonds de relance des services communautaires pour aider les organismes de bienfaisance et à but non lucratif à s’adapter et à se moderniser au moment où ils se remettent de la pandémie. +Poursuivre la mise en place de la Stratégie d’innovation sociale et de finance sociale, y compris mettre pleinement en œuvre le Fonds de finance sociale et lancer le Conseil consultatif sur l’innovation sociale. +Grâce au déploiement de la Stratégie de réduction de la pauvreté du Canada et d’autres mesures, continuer de montrer la voie à suivre en ce qui touche la mise en œuvre du Programme de développement durable à l’horizon 2030 adopté par les Nations Unies. +Travailler avec la ministre de l’Agriculture et de l’Agroalimentaire et avec les provinces, les territoires, les municipalités, les partenaires autochtones et les intervenants à l’élaboration d’une politique nationale en matière d’alimentation dans les écoles et d’un programme national de repas nutritifs. +Travailler avec la ministre des Aînés pour fournir aux aînés un point d’accès unique à un vaste éventail de services et de prestations du gouvernement. +En tant que ministre responsable de Service Canada, vous dirigerez l’élaboration et la mise en œuvre de services et systèmes de versement des prestations modernes, sûrs et fiables pour les Canadiens et verrez à ce que tous les Canadiens admissibles y aient accès, peu importe où ils vivent. +Travailler avec la ministre du Revenu national à la mise en œuvre d’un système de paie électronique en temps réel, et veiller à ce que les entreprises de toutes tailles en bénéficient. +Augmenter la capacité et l’efficacité des organismes dirigés par des Noirs et au service des Noirs par une mise en œuvre continue de l’initiative Appuyer les communautés noires du Canada. Pour mener à bien cet engagement, vous aurez l’appui du ministre du Logement et de la Diversité et de l’Inclusion. +Travailler avec la ministre des Femmes et de l’Égalité des genres et de la Jeunesse pour s’assurer que la voix et les besoins des enfants soient pris en compte dans le programme de notre gouvernement au moment où il s’emploie à faire du Canada le meilleur endroit où grandir. +Travailler avec la ministre des Femmes et de l’Égalité des genres et de la Jeunesse et la ministre de la Santé mentale et des Dépendances et ministre associée de la Santé afin de veiller à ce que les enfants et les jeunes aient accès à des services de santé mentale pendant qu'ils se remettent des effets de la pandémie. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Madame la Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle de la ministre. + + + Lettre de mandat du ministre du Travail + https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-du-ministre-du-travail + +Monsieur le Ministre, + +Je vous remercie d’avoir accepté de servir les Canadiens en tant que ministre du Travail. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre du Travail, vos priorités immédiates sont de collaborer avec les milieux de travail sous réglementation fédérale pour veiller à ce que la vaccination contre la COVID-19 y soit obligatoire, et de modifier le Code canadien du travail de sorte que tous les travailleurs régis par les lois fédérales aient droit à 10 jours de congés de maladie payés. Je m’attends à ce que vous collaboriez avec les employeurs sous réglementation fédérale et les organisations représentant les travailleurs, ainsi qu’avec vos homologues provinciaux et territoriaux, pour rendre les lieux de travail plus sécuritaires et équitables pour toutes les personnes à l’échelle du pays et à ce que vous chapeautiez nos efforts visant à éliminer le travail forcé des chaînes d’approvisionnement canadiennes. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +Poursuivre la collaboration avec les lieux de travail sous réglementation fédérale pour veiller à ce que la vaccination obligatoire contre la COVID-19 soit mise en œuvre. +Obtenir l’adoption de modifications au Code canadien du travail pour accorder 10 jours de congé de maladie payés à tous les travailleurs sous réglementation fédérale, et convoquer les provinces et les territoires pour élaborer un plan d’action national dans le but de légiférer les congés de maladie dans tout le pays, tout en respectant les compétences provinciales et territoriales et les besoins uniques des propriétaires de petites entreprises. +Terminer l’élaboration d’une politique de droit de se déconnecter, de concert avec les employeurs sous réglementation fédérale et les groupes syndicaux. +Aller de l’avant et obtenir l’adoption de modifications au Code canadien du travail afin d’inclure la santé mentale en tant qu’élément particulier des normes de santé et de sécurité au travail et d’exiger des employeurs sous réglementation fédérale qu’ils prennent des mesures préventives visant à résoudre les problèmes de stress et les risques de blessures au travail. +Modifier le Code canadien du travail afin de prévoir jusqu’à cinq jours de congé payés de plus pour les employés sous réglementation fédérale qui vivent une situation de fausse couche ou de mort à la naissance, et de renforcer les dispositions visant à mieux soutenir les travailleuses qui doivent être réaffectées pendant la grossesse et l’allaitement. +Continuer à travailler avec les gouvernements provinciaux et territoriaux pour mettre pleinement en œuvre la Convention sur la violence et le harcèlement de 2019 de l’Organisation internationale du Travail et continuer à appuyer les employeurs et les syndicats pour renforcer les mesures de prévention du harcèlement et de la violence dans les lieux de travail de compétence fédérale. +Diriger les efforts pour fournir des produits d’hygiène féminine gratuits dans les lieux de travail sous réglementation fédérale afin de favoriser la participation des femmes au travail. +Avec l’appui de la présidente du Conseil du Trésor, du ministre du Logement et de la Diversité et de l’Inclusion et de la ministre des Femmes et de l’Égalité des genres et de la Jeunesse, travailler à accélérer l’examen de la Loi sur l’équité en matière d’emploi et assurer la mise en œuvre rapide des améliorations nécessaires. +Moderniser le Programme de contrats fédéraux pour veiller à ce que les entrepreneurs fédéraux paient à leurs employés le salaire minimum fédéral, de façon à respecter les engagements relatifs au leadership sur les plans environnemental, social et de la gouvernance et à l’approvisionnement du gouvernement. +Continuer à faire progresser la mise en œuvre de la Loi sur l’équité salariale dans les lieux de travail sous réglementation fédérale. +Créer un processus de négociation collective plus équitable dans les lieux de travail sous réglementation fédérale en faisant avancer des mesures législatives qui interdisent le recours à des travailleurs de remplacement lorsqu’un employeur syndiqué met ses employés en lock-out. +Appuyer la vice-première ministre et ministre des Finances dans l’introduction d’un crédit d’impôt pour la mobilité de la main-d’œuvre permettant aux travailleurs des secteurs du bâtiment et de la construction de déduire les frais admissibles de déplacement et de réinstallation temporaire. +Travailler avec le ministre des Ressources naturelles pour favoriser l’adoption d’un projet de loi et de mesures exhaustives pour assurer une transition équitable. Ce travail s’appuiera sur les consultations menées auprès de travailleurs, de syndicats, de peuples autochtones, d’employeurs, de communautés, de provinces et de territoires pour soutenir l’avenir et la qualité de vie des travailleurs et de leurs communautés dans le cadre de la transition vers une économie à faibles émissions de carbone. Vous recevrez l’appui de la ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap et des ministres responsables des agences de développement régional. +Travailler à des modifications qui permettront aux travailleurs à l’emploi de grandes plateformes numériques de bénéficier d’une sécurité d’emploi en vertu du Code canadien du travail. Vous collaborerez également avec la ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap pour veiller à ce que ces travailleurs bénéficient de prestations et de mesures de soutien. +Avec l’appui du ministre de la Sécurité publique, de la ministre des Services publics et de l’Approvisionnement et de la ministre du Commerce international, de la Promotion des exportations, de la Petite Entreprise et du Développement économique, présenter un projet de loi pour éliminer le travail forcé des chaînes d’approvisionnement canadiennes et faire en sorte que les entreprises canadiennes qui mènent des activités à l’étranger ne contribuent pas à des violations des droits de la personne. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Monsieur le Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle du ministre. + + + Lettre de mandat de la ministre des Aînés + https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-de-la-ministre-des-aines + +Madame la Ministre, + +Je vous remercie d’avoir accepté de servir les Canadiens en tant que ministre des Aînés. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre des Aînés, votre priorité immédiate est de soutenir et de faire progresser l’engagement pris par le gouvernement d’augmenter la Sécurité de la vieillesse et le Supplément de revenu garanti. Je m’attends à ce que vous aidiez le ministre de la Santé à améliorer la qualité et la disponibilité des soins de longue durée, et à prendre des mesures concrètes pour soutenir les aînés qui veulent vieillir chez eux. De plus, vous continuerez de créer des possibilités pour les aînés d’entretenir plus de liens, d’obtenir du soutien et d’être des membres actifs de leur communauté en mettant en œuvre le programme Nouveaux Horizons pour les aînés. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +En tablant sur notre engagement à l’égard de la Sécurité de la vieillesse, augmenter le Supplément de revenu garanti de 500 $ pour les aînés vivant seuls et de 750 $ pour les couples, à compter de l’âge de 65 ans. +Veiller à ce que la Prestation canadienne d’urgence (PCU) et la Prestation canadienne de la relance économique (PCRE) n’aient pas d’incidence négative sur l’admissibilité des aînés au Supplément de revenu garanti. +Avec l’appui du ministre de la Santé, créer un comité d’experts chargé de formuler des recommandations sur la mise en œuvre d’une allocation Vieillir chez soi. +Aider les organismes communautaires à fournir un soutien pratique pour aider les aînés à faibles revenus ou autrement vulnérables à vivre chez eux aussi longtemps que possible, et appuyer les projets régionaux et nationaux qui facilitent l’expansion de services ayant déjà fait leurs preuves pour ce qui est d’aider les aînés à demeurer dans leur domicile. +Travailler avec la ministre de la Famille, des Enfants et du Développement social pour fournir aux aînés un point d’accès unique à un vaste éventail de services et de prestations du gouvernement. +Continuer de collaborer avec le ministre de la Justice et procureur général du Canada pour renforcer l’approche du Canada à l’égard de la maltraitance des personnes âgées en mettant la dernière main à la définition nationale des mauvais traitements infligés aux aînés, en investissant des fonds pour améliorer la collecte de données, et en établissant dans le Code criminel de nouvelles infractions et de nouvelles sanctions liées à la maltraitance des aînés. +Représenter le gouvernement du Canada au Forum des ministres fédéral, provinciaux et territoriaux responsables des aînés. +Continuer de diriger les travaux d’Emploi et Développement social Canada portant sur les programmes destinés aux aînés, ce qui comprend le programme Nouveaux Horizons pour les aînés. +Aider le ministre de la Santé à améliorer la qualité et la disponibilité des établissements et des lits de soins de longue durée. Pour ce faire, travailler avec les provinces et territoires pour améliorer les mesures de prévention et de contrôle des infections, définir les principes communs et élaborer des normes nationales afin que les aînés reçoivent les soins qu’ils méritent. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Madame la Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle de la ministre. + + + R1 - Industry Standard Functionality + + + R2 - Accessible Interface + + + R3 - O365 (64-bit) Compatibility + + + R4 - Document Translation + + + PMA Review + 2021-12-09 +Suggest replacting OUTCOMES with the already provided words: 'Support ESDC to meet its Official Languages requirements and enable 117 users who work in 17 Linguistics Services' . + Reconsider items already listed in OUTCOMES as OBJECTIVES to reach the outcome. + + + Meet Official Lanaguage Requirements + Support ESDC to meet its Official Languages requirements and enable 117 users who work in 17 Linguistics Services + + + Enable Linguistics Services Users + Support ESDC to meet its Official Languages requirements and enable 117 users who work in 17 Linguistics Services + + + RWS Holdings PLC + About RWS +RWS Holdings plc is the world’s leading provider of technology-enabled language, content management and intellectual property +services. We help our customers to connect with and bring new ideas to people globally by communicating business critical content +at scale and enabling the protection and realization of their innovations. +Our vision is to help organizations interact effectively with people anywhere in the world by solving their language, content and +market access challenges through our collective global intelligence, deep expertise and smart technology. +Customers include 90 of the globe’s top 100 brands, the top 10 pharmaceutical companies and approximately half of the top +20 patent filers worldwide. Our client base spans Eur ope, Asia Pacific, and North and South America acr oss the technology, +pharmaceutical, medical, legal, chemical, automotive, government and telecommunications sectors, which we serve fr om offices +across five continents. +Founded in 1958, RWS is headquartered in the UK and publicly listed on AIM, the London Stock Ex change regulated market (RWS.L). +For further information, please visit: www.rws.com +© All Rights Reserved. Information contained herein is deemed confidential and the proprietary information of RWS Group*. +*RWS Group shall mean RWS Holdings PLC for and on behalf of its affiliates and subsidiaries. + + + Data Residency: AWS Frankfurt + Data residency +RWS Language Cloud is currently hosted in AWS Frankfurt and all client data is held in that location. + +Hosting environment security +RWS Language Cloud is hosted as a software-as-aservice (SaaS) application by our Cloud Operations organization, which is ISO 27001-certified for all our hosted products and has achieved 100% compliance with the controls and objectives of SOC 2 Type 2 attestation. We are further specializing and tailoring security for cloud services by implementing ISO 27017 in 2021. +We have contracted with leading third-party service providers to host our products. These include Amazon Web Services, NTT Communications and Alibaba Cloud, all of which maintain multiple certifications for security including, but not limited to, ISO 27001, SSAE 16, SOC 1, SOC 2, and SOC 3. +In addition to the security measures implemented by our hosting partners, we also have policies and procedures covering: +• Access control +• Physical protection +• Logical protection +• Data backup +• Data security +• Availability and proactive monitoring +• Risk assessment + +Cloud Operations also has a collection of security tools and capabilities to ensure the security of our clients’ data. These include: +• Event management monitoring tools to perform anomaly detection +• Perimeter firewalls and integrated Network Threat Protection (NTP) with anti-virus +• 24/7 operation to support real-time event management activities +• Industry recommended tools for threat visibility +• A state-of-the-art vulnerability and penetration security testing scanner +• An IT Infrastructure Library (ITIL) compliant ticketing tool for incident management + + + Unclassified Information ONLY + + + Existing Systems In Use + + + Strenthen Enterprise Data & Info Governance in GC + + + Treat Data and Information As Strategic Assets + + + Define Clear Accountabilities For Stewardship & Use + + + Optimize Data & Information Quality + + + Promote Ethical & Trusted Practices + + + Foster Design For Openness & Transparency + + + Safeguard Privacy & Security + + + Align With ESDC/SC’s Service Strategy + This work is in alignment with ESDC/SC’s Service Strategy and our shared commitment to transforming the way we deliver services and programs to our clients + + + Build on WMT: Support Gs&Cs Admin, LoB Performance & Reporting + It also builds on the Workload Management Tool that was introduced in 2016 to support the Gs&Cs administration, business line performance and reporting. + + + Collaboration and Engagement + Collaboration & Engagement: Maximize collaboration across the Gs&Cs delivery network to develop tools and approaches that meet common needs. + + + Efficiency and Stewardship + Efficiency and Stewardship: Provide Business Intelligence (BI) to support enhanced efficiencies in program planning, implementation and delivery. + + + Accountability + Accountability: Enable timely and comprehensive performance measurement, management, and reporting in a coherent and integrated manner. + + + Responsiveness + Responsiveness: Support timely and responsive program delivery management. + + + Innovation + Innovation: Adopt new approaches, methodologies and systems to advance WMBI evolution within ESDC/SC. + + + Offer a consistent and responsive approach to provide Gs&Cs workload management and business intelligence supports + VALUE PROPOSITION: +The WMBI will offer a consistent and responsive approach to provide Gs&Cs workload management and business intelligence supports that will: + +- Strengthen resource/financial allocation and workload forecasting and management capabilities +- Strengthen our ability to develop and disseminate consistent, timely, and relevant business intelligence that is responsive to the needs of our program partners and stakeholders +- Support effective and client centric program administration and evidence based decision making + +This work is in alignment with ESDC/SC’s Service Strategy and our shared commitment to transforming the way we deliver services and programs to our clients. + +It also builds on the Workload Management Tool that was introduced in 2016 to support the Gs&Cs administration, business line performance and reporting. + + + Strengthen resource/financial allocation and workload forecasting and management capabilities + Strengthen resource/financial allocation and workload forecasting and management capabilities + + + Strengthen our ability to develop and disseminate consistent, timely, and relevant business intelligence + Strengthen our ability to develop and disseminate consistent, timely, and relevant business intelligence that is responsive to the needs of our program partners and stakeholders + + + Support effective and client centric program administration and evidence based decision making + Support effective and client centric program administration and evidence based decision making + + + Facilitate Assignment, Tracking & Management of Gs&Cs Workload, Support Enhanced Productivity + Facilitates the assignment, tracking and management of Gs&Cs workload and supports enhanced productivity. + + + Support Close Monitoring & Management of Program & Project Budgets, Commitments & Expenditures + Supports close monitoring and management of program and project budgets, commitments and expenditures. + + + Reinforce Sound Financial Management & Pro-active Budget Management + Reinforces sound financial management and pro-active budget management + + + Simplify Reporting of Regional, National & Business Line Performance Results + Simplifies the reporting of regional, national and business line performance results. + + + Provide Access to Timely, Consistent & Accurate Data, Facilitate Monitoring of KPIs & Service Standards + Provides access to timely, consistent and accurate data relating to business line indicators and facilitates the monitoring of key performance indicators and service standards. + + + Provide Detailed & Summarized Information on Programs and Projects + Provides both detailed and summarized information on programs and projects. + + + Facilitate Impact / Benefit Analysis + Facilitates impact/benefit analysis. + + + Reduce the Need for Customized Reports + Reduces the need for customized reports. + + + Policy Branches + + + Chief Data Office (CDO) + + + Innovation, Information & Technology Branch (IITB) + + + 1. Align & Coordinate With In Flight Corporate Systems Development + Alignment and coordination with ongoing development of corporate systems (CSGC) will be a priority + + + 2. Improve Performance (Leverage KPIs & Service Standards) + KPI and Service Standard markers will be embedded as appropriate to support improved performance + + + 3. Address Data Granularity Needs Appropriately (Enterprise, LoB) + Data management and reporting capabilities will be available at different levels of granularity and to present common and/or program specific priority elements/tasks + + + 4. Common Data Model & Elements For WMBI Tools + Core to the effort will be the identification of common data elements to underpin the WMBI tools + + + 5. Common Data Capture + Consistent data capture approaches will be essential to the success of these efforts + + + 6. Capture Logging Data To Support Productivity + Processing time capture will be a key functionality to support productivity + + + 7. Document Lessons Learned, To Inform Action Plan, CI/CD + There will be opportunities to collect and validate information on what has worked well and identify outstanding needs/gaps and opportunities for improvement. + + + 8. Maintenance, CI/CD Constrained By Organizational Capacity + There will be organizational capacity and expertise to support the development and ongoing evolution of this process (Strategic Directions Directorate POB + partners as appropriate, e.g. IITB). + + + The purpose of this presentation was to present the opportunity to leverage NGDLE as an enterprise solution to meet need for learning platforms through a multi-departmental approach + SLIDE 2 +The purpose of this presentation is to: + - Secure endorsement of the updated interim and target architectures for the CSPS Next Generation Digital Learning Environment, which was a condition of the initial July 2nd, 2020 GCEARB Presentation. + - Secure GCEARB support to prioritize CCCS Cloud Service Provider (CSP) Information Technology Security (ITS) Assessment of NGDLE core components. + - Present opportunity to leverage NGDLE as an enterprise solution to meet need for learning platforms through a multi-departmental approach. + + + Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform + Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences. + + + Enable The School to Fulfil Its Mandate + Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences. + + + Provide Public Servants With Accessible, Engaging, Impactful Learning Experiences + Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences. + + + Carry Out Core Business Operations: Design and Delivery of Learning + Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences. + + + Offer learners modern, accessible, mobile-first learning experiences + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Improve event and learning registration pain points + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Enable learning content sharing across GC + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Flexible, interoperable, open, cloudfirst architecture + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Improve training resource management + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Data/dashboards/visualizations to enable real time decision making + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Enable rapid, self-service design and development of accessible learning + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer departments a learning management solution through multitenancy on common platform + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Access From Anywhere Via Login / Password + For GC Employees + + + Maximize GC Enterprise Solutions Reuse of COTS + Maximize alignment with GC enterprise solutions reuse of COTS or open-source applications + + + Maximize Interoperability Across Enterprise via APIs or Global Learning Technology Standards + Maximize interoperability across the enterprise via APIs or global learning technology standards (ex: Learning Tools Interoperability (LTI) , Experience API (xAPI), Common Cartridge, SCORM, Open Educational Resources) + + + Stronger Base for Accessibility and O/L Over Existing Solution (SABA Cloud) + Stronger base for accessibility and Official Languages over existing solution + + + Courseware Information is Stored in Standard Formats Allowing Interoperability + Information for the courseware is stored in standard formats that allow interoperability + + + Manual, Outdated Process + B. Main Drivers: Manual, outdated process. Opportunity to modernize and help work better, smarter and faster. + + + Modernize Process of Creating Pensions Letters + C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. + + + Extract NIIS Case Data, Load Into ACS/CCT Letter (Based On NIIS Case Number) + C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. + + + Eliminate Manual Entry, Speed Up Pension Letter Generation + C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. + + + Enable Bulk Printing of Letters / Questionnaires + C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. + + + EA Assessment + EA Assessment Summary: +Enterprise Architecture (EA) considers this project as fully aligned to EA principles, standards and best practices, with opportunity for further alignment under tactical and strategic recommendations. + +Project/Proposal Background: +High Level Project/Proposal Notes: NIIS Pensions Web Service for Pensions OAS and CPP Letters [CSD: National Integrity Investigation System] +A. IITB Proposal Intake Form: IITB Lite-Branch Initiative Proposal Intake Form +B. Main Drivers: Manual, outdated process. Opportunity to modernize and help work better, smarter and faster. +C. Main Goals & Outcomes: + a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. + b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. + c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. + d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. +D. Current Status: Project/Proposal is in pre-development using ACS/CCT, Web Services and an updated NIIS form. +E. Support Model: NIIS and CCT/ACS +F. Costing Model: No additional cost. Existing license. +G. Data Sensitivity: Protected-B + + + What you do really matters; it keeps ESDC up and running and ensures Canadians get the support they need when they need it + + + Increased Demand for IT & IM Services + + + Providing equipment & software employees need to do their jobs remotely or in the office + + + Ensuring our systems and data remain safe + + + Managing the IM and IT aspects of the many projects we support + + + Outcome 1 - Enhanced client services + Outcome 1- Enhanced client services +The QC TDI project will enable Quebec residents to use their provincial TDI to login to MSCA. This will improve their client experience with ESDC and result in streamlined access to programs and services such as EI, CPP and OAS as well as other government of Canada (GC) online services. + + + Outcome 2 - Advance Implementing the PCTF + Outcome 2- Advance the implementation of the Pan-Canadian Trust Framework (PCTF) +This project supports the pan-Canadian digital identity vision by collaborating with Federal, Provincial and Territorial (FPT) partners to operationalize the PCTF and leverage provincial TDI’s for access to programs and services offered by the government of Canada. + + + Outcome 3 - Increased Interoperability between Partners by Using Open Source Technologies + Outcome 3- Increased interoperability between partners by using open source technologies +This project will increase interoperability between FPT partners by using open standards and standards-based protocol. + + + Outcome 4 - Reduced Resource Usage for Mailing PACs to QC Clients for Authentication + Outcome 4- Reduced resource usage for mailing PACs to QC clients for authentication +With using a provincial TDI, ESDC replaces the second factor authentication of sending a PAC by mail to clients when registering to MSCA via GCKey or Sign-In Partner. This project will help reduce the amount of PACs sent when QC clients use their QC provincial TDI instead of other options. + + + Benefit 1 - Process Simplification + Benefit 1- Process simplification +• Simplified registration – the project will streamline the federal MSCA and CRA My Account registration process for QC residents with a QC Digital Identity by relying on an approved Provincial TDI instead of a federal credential and federal identity proofing. +• Enhanced client services – streamlined access by eliminating the need to create multiple usernames and passwords and provide duplicate personal information to each level of government to access programs and services. +• Faster access – It will offer real-time access to MSCA by eliminating the requirement for a PAC for identity validation purposes (for those that do not have access to Verified.Me via one of the six available financial institutions). +This benefit will be measured by: +1) The number of new QC clients using their QC Digital Identity to register in real time to MSCA (out of the total number of QC residents that have an MSCA Account). +2) The percentage of QC clients who register to MSCA via credential substitution for Quebec TDI (out of the total number of QC residents that have a MSCA Account). +3) The percentage of logins to MSCA from distinct users using their QC Digital Identity (out of the total number of QC residents that have a MSCA Account). + + + Benefit 2 - Demonstrate Business Value by Leveraging a PT TDI for the GC + Benefit 2- Demonstrate business value by leveraging a PT TDI for the GC +• This project will further advance the pan-Canadian digital identity ecosystem by collaborating with Treasury Board of Canada Secretariat (TBS) and FPT partners to onboard a third province using the Public Sector Profile of the PCTF. The PCTF is a framework that enables standardised, high value and high integrity identity solutions between jurisdictions and the private sector. It enables Canada’s full and secure participation in the global digital economy through economic sector innovation and the enablement of modernized digital service delivery. +This benefit will be measured by: +1) The QC TDI agreement being in place. +2) A Letter of Acceptance issued by the Chief Information Officer at TBS to the Province of Quebec accepting Quebec’s DI as Trusted. +3) Subsequent conformance assessments with the PCTF as required by the TDI agreement. + + + Benefit 3 - Demonstrate Business Value of Using Open Source Technologies to Increase Interoperability + Benefit 3- Demonstrate business value of using open source technologies to increase interoperability +• The project will leverage the business values provided by the BCDIFS Project, and allow interoperability and usage of components (i.e. Open ID connect) that are embedded in service interfaces (i.e. Application Program Interface). +This benefit will be measured by: +1) The number of PTs that offer digital identities that leverage this service model. + + + FR01 Transaction Audit + FR01 Transaction Audit An audit capability shall track all transactions being initiated by clients and systems. + + + FR02 Management Reporting + FR02 Management Reporting An audit capability shall provide support for enquiries and management reporting (e.g. volumes, match rates, etc.) + + + FR03 Timestamps + FR03 Timestamps An audit capability shall record timestamps of all transactions or requests being initiated. + + + FR04 Incomplete Transactions + FR04 Incomplete Transactions An audit capability shall capture the reason for incomplete transaction being initiated by clients and systems. + + + FR06 Privacy notifications, Consent and Terms and Conditions + FR06 Privacy notifications, Consent and Terms and Conditions The system must capture and record the Privacy notifications, Consent and Terms and Conditions version(s) agreed to by the client to be available if/when required by phone agents supporting clients, for management reporting purposes, and for audit purposes. + + + FR05 Track Multiple Attempts + FR05 Track Multiple Attempts An audit capability shall include the ability to track multiple attempts from a single user. + + + FR07 Initiate Registration + FR07 Initiate Registration Maintain the existing online capability to login to MSCA site using existing credentials (i.e. TBS-owned federal anonymous credentials – Sign-In Partner or GCKey). The system must have the new ability for clients to sign in using their TDI. Maintain existing system lockout parameters (number of attempts). In the event the provincial system is unavailable, a system outage message must be presented to clients in the ESDC system. + + + FR08 Consume Client Identifier (New & Returning Users) + FR08 Consume Client Identifier (New and Returning Users) The system must be able to request, receive, consume, and store the Persistent Anonymous Identifier (PAI) from the user’s TDI to support mapping of the user within the ESDC system. + + + FR09 R&A Database Lookup (New & Returning Users) + FR09 R&A Database Lookup (New and Returning Users) The system must be able to look up the client-entered SIN in the R&A Database and identify whether the user is new or returning. + + + FR10 Consume Identity (New & Returning Users) + FR10 Consume Identity (New and Returning Users) The system must be able to request, receive, consume and store the required data elements from the user’s TDI at the required Level of Assurance (minimum LOA 2). Storage of data elements is in accordance with existing policies and procedures. + + + FR12 Enter Identity Profile (New Users) + FR12 Enter Identity Profile (New Users) The system must accept identity profile information (i.e. for SIN and Parents last name at birth) entered by the client. + + + FR11 Exception Handling (New & Returning Users) + FR11 Exception Handling (New and Returning Users) The system must be able to handle exceptions etc. through process termination and presentation of an error message to the client. + + + FR13 Standard Field Edits (New Users) + FR13 Standard Field Edits (New Users) The system must use the existing field edits to verify that the data is entered using the proper format (i.e. for SIN and Parents last name at birth). + + + FR14 Create ECAS Security + FR14 Create ECAS Security Questions and Answers (New Users) The system must use the existing online capability to enter security questions and answers. + + + FR15 Confirm Identity Profile (New Users) + FR15 Confirm Identity Profile (New Users) The system must maintain the existing process to confirm the user identity profile information that was entered. + + + FR16 Program Enrolment + FR16 Program Enrolment The system must support mapping of the Quebec user using the PAI and SIN. + + + FR17 Validate Identity Profile Against SIR (New & Returning Users) + FR17 Validate Identity Profile Against SIR (New and Returning Users) The system must use the existing SIN validation service to validate the required identity and personal information against the SIR, with match / no match / flagged response.The system must have the ability to combine data elements consumed from the TDI with user-entered data elements to submit the request to the SIN validation service. + + + FR18 SIN No Match/Refer to Agent (New & Returning Users & Returning Quebec TDI users) + FR18 SIN No Match/Refer to Agent (New and Returning Users and Returning Quebec TDI users) If the client’s SIN or identity / personal information does not match the SIR, the system will generate an error message indicating the information does not match the SIR record and to either try again or contact an ESDC support agent by phone to resolve the issue. Maintain existing system lockout parameters (number of attempts, SIN flags). + + + FR19 Create My Service Canada Account + FR19 Create My Service Canada Account Use the existing process to create a MSCA after successful SIR match is made. + + + NF01 Integrity + NF01 Integrity Data corruption must not harm business operations. + + + FR20 Inform Client of Account Creation + FR20 Inform Client of Account Creation With successful account creation, the client is re-directed to MSCA (Welcome Page / Landing Page). + + + FR21 Credential Substitution (Returning Users & Returning Quebec TDI users) + FR21 Credential Substitution (Returning Users and Returning Quebec TDI users) Maintain the existing online capability for existing MSCA users to substitute their credential, including the existing SIN flag process, and process whereby the user provides answers to the selected Security Questions which are verified against the sytem database. Maintain existing system lockout parameters (number of attempts, SIN flags). + + + FR22 Returning Quebec TDI users + FR22 Returning Quebec TDI users Maintain existing SIN flag process when an already mapped user enters credential to pass through to secure MSCA portal. + + + NF02 Efficiency + NF02 Efficiency Existing Service Level Protocol (SLP) standards for provision of online services will apply and/or be adapted with the province as needed to support the project (regardless of technology used). + + + NF03 Reliability + NF03 Reliability The project does not change the requirements for the associated provincial, ESDC or partner systems. In case of system outage or data corruption, databases must be fully recoverable. + + + NF04 Recoverability + NF04 Recoverability The project does not change the recoverability requirements for the associated Quebec, ESDC or partner systems. + + + NF05 Usability + NF05 Usability The new TDI functionality will adopt the existing ESDC usability requirements. + + + NF06 Maintainability + NF06 Maintainability No change to existing maintainability requirements. + + + NF07 Verifiability + NF07 Verifiability The system must be verifiable, i.e. it has to perform as intended and yield to the benefits outlined in the project Intake Proposal. + + + NF08 Availability + NF08 Availability The project does not change the availability requirements for the associated ESDC systems. If the provincial system is down, the client will get a message that the service is unavailable and be directed to the standard support process. + + + NF09 Scalability + NF09 Scalability Design with scalability in mind to allow for the addition of additional Trusted Digital Identities, programs, provinces and territories. Defer to TBS regarding the GC vision for the federated consolidator (i.e. Sign-In Canada). + + + NF10 User Experience + NF10 User Experience Design with maximization of user experience in mind (e.g., fewer steps in the registration and authentication process and therefore less time spent to access federal benefits),and to allow for the seamless addition of additional TDI, programs, provinces and territories to the extent possible. + + + NF11 Interoperability + NF11 Interoperability Design with interoperability in mind to allow for the addition of additional TDI, programs, provinces and territories. Defer to TBS regarding the GC vision for the federated consolidator and cross-jurisdictional information sharing platform(s). + + + NF12 Security + NF12 Security ESDC must be able to suspend services unilaterally in case of potential privacy or IT security risks/issues and breaches. + + + Citizen-centric design + • Citizen-centric design, in alignment with the GC Service Strategy, ESDC Benefit Delivery Modernization Initiative and the GC’s Sign-in Canada Platform; + + + Real-time access to digital services + • Real-time access to digital services; + + + Measurable qualitative & quantitative results + • Measurable qualitative and quantitative results; + + + Privacy by design + • Privacy by design; + + + Adherence to all GC standards & policies + • Adherence to all GC standards and policies, including web accessibility and official languages; + + + Scalable solution to enable future expansion + • Scalable solution to enable future expansion; + + + Security and integrity of information transfer processes & technology + • Security and integrity of information transfer processes and technology. + + + Business solutions developed to minimize modifications to existing systems + • Business solutions developed to minimize modifications to existing systems; + + + Improve System Functionality + Improve system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. + + + Simplify & Facilitate Process For Clients + Simplify and facilitate process for clients: Allowing the client to upload documents to support their Request for Review by the minister will simplify the process for the client. They will be able to complete their request without having to mail in additional documentation. This will also allow the clients to receive their decision in a timelier manner. + + + Improve Communication + Improve communication: The updates to the client and trustee letters will make it easier for the client to understand the decision made and their responsibilities depending on if they were approved or denied. + + + Improve Operational Processing, Data Accuracy and Integrity + + + Improve the Speed and Quality of a WEPP Decision + • Current solution: +The Continuous Improvement Project looks to efficiently simplify the processes of the WEPP program, with the purposes of improving the speed and quality of the WEPP decision. Some actions of the maintenance project will include allowing clients to submit supporting documents via doc upload, modifying the client applications and updating questions on trustee information forms, updating client and trustee letters, adding help texts in screens to assist processing officers, etc. + + + Clients and Trustees Need to Understand the Decisions Letters Sent + • Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. + + + Clients Need A Better Way To Submit Documents + • Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. + + + The Processing Center Requires Additional Help Texts To Assist When Processing Applications + • Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. + + + Updates Are In Response To Recent Client Satisfaction Survey + • Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. + + + [F] Allow Clients To Submit Documents Using Online Document Upload + o Functional: + Doc upload will allow clients to submit their documents online allowing processing officers to improve speed of deliver. + Improved system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. + + + [F] Improve System Functionality (Fields, Warning Messages) + o Functional: + Doc upload will allow clients to submit their documents online allowing processing officers to improve speed of deliver. + Improved system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. + + + [NF] Improve Communication (Updates To Letters) + o Non-Functional: + Improve Communication: Updated letters will provide clients and trustees a better understanding of their responsibilities depending what decision was made. + + + Executive Sponsor + + + Stakeholder Sponsor + + + Business Lead + + + Stakeholder Branch Lead + + + End User Lead + + + Domain Subject Matter Expert + + + Implementation Team Lead + + + Project Manager + + + Business Analyst + + + New System Conditions Are Added + • The new conditions to the system are added and can be selected when an inspection is created and initiated + + + New Letter(s) / Annex(es) Are Added + • New letter(s)/annex(es) are added and the existing templates are updated in the Corporate Correspondence Tool (CCT) with the new conditions; + + + Update Solution To Continue CCT Use + • Updates to the solution are made in order to continue the use of CCT to produce letters/annexes directly from the case. + + + Addition of Fields To Facilitate Additional Compliance Documents + • Additional fields are added to the solution to request additional information/documents required to verify employers’ compliance with the new conditions. + + + Employer Inspections Begun + • The program is ready to start inspecting employers against the new conditions imposed as of September 26th, 2022. + + + Facilidate Training Before Deploy + • The Training site is updated with the changes to facilitate training prior to deploying changes to production. + + + Meets Regulatory Requirements + 2.4 Expected Benefits +• Program meets the regulatory requirements by implementing and operationalizing the new conditions; + + + Ensures New Conditions Can Be Selected, Inspected, and Documented + 2.4 Expected Benefits +• The solution is updated with the new conditions, mandatory requirement, to ensure new conditions can be selected, inspected, and documented; + + + Identifies New Conditions for Investigators As Required + 2.4 Expected Benefits +• The new conditions are identified for investigators as required before the inspection referrals are distributed to regions; + + + Reliable and Accurate Information Can Be Used for Reporting + • The solution is reliable and accurate with up-to-date information on conditions and can be used for stats and reporting. + + + Using CCT Adds Efficiencies and Streamlines the Inspection Process + 2.4 Expected Benefits +• Continued use of CCT adds efficiencies and streamlines the inspection process; it eliminates the need for users to produce and save outgoing correspondence outside of the system and manually upload them to the system after sent to employers; + + + New Conditions Inspections Increases TFW Protections Relating to Health, Safety and Financial Abuse + • Inspections of new conditions increases TFW protections relating to health and safety and financial abuse. + + + Introduces Consequences for Employers Failing To Comply + • Employers who fail to comply with these conditions are held responsible and will face consequences for violations committed. + + + 1. Protect the TFWs and the Program From Abuse + 2.5 Business Requirements +1. These are part of ongoing improvements to the program to make sure it continues to meet the government’s goals and objectives to support the Canadian economy and the employer community as well as protecting the TFWs and the program from abuse; + + + 3. Protect TFWs (Access to Emergency Medical Care, Access To Rights Information, Written Employment Contract) + 2.5 Business Requirements +3. Regulatory changes will protect the TFWs employed in Canada: +o by ensuring they have access to emergency medical care paid by the employer before they become eligible by provincial health care system; +o by ensuring they are given information on their rights in Canada before or the first day of work; +o by ensuring they are provided a written employment contract so they are aware of the terms and conditions of their employment before or on the first day of work. + + + 2. Implement Regulations Amendments In A Timely Manner + 2.5 Business Requirements +2. Implementing the amendments to regulations, which are mandatory, in a timely manner will ensure that employers are being held to the commitments made and are being inspected against the new conditions starting in September 2022 and onwards; + + + 4. Protect TFWs From Serious Harm, Strengthen Program Integrity + 2.5 Business Requirements +4. Suspension of employer’s LMIA application assessment, when there is a reason to suspect that the employer may not be complying with certain conditions, will protect the TFWs from serious harm and it will stop the employer from employing new TFWs until the allegations are addressed. It also strengthens program integrity and protects the Canadian labour market and standards of living. + + + Ensure Project Scope Matches HL Requirements + To ensure the scope of the project is based on a clear understanding of high-level requirements + + + Validate Requirements + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level +• To validate whether the documented requirements are aligned with the business need and prioritized according to business value +• To verify whether their identified requirements are deemed in or out of scope of the project + + + Develop Conceptual Solution Design + • To understand the business need sufficiently to develop a conceptual design of the solution. +• To ensure the high-level requirements are testable + + + Validate and Prioritize In-Scope Requirements Definitions + • To validate that they have accurately defined all in-scope high-level requirements +• To set priorities and boundaries for detailed requirements definition, analysis and management. + + + Understand HL Scope of Work Breakdown Structure + • To clearly understand the high-level scope of work necessary to deliver the project +• To establish a baseline for creating the project work breakdown structure (WBS) + + + Validate Alignment + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level +• To validate whether the documented requirements are aligned with the business need and prioritized according to business value +• To verify whether their identified requirements are deemed in or out of scope of the project + + + Validate Requirements Scope + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level +• To validate whether the documented requirements are aligned with the business need and prioritized according to business value +• To verify whether their identified requirements are deemed in or out of scope of the project + + + FR01 New Conditions + FR01 Functional New Conditions + -Must provide information to TFW on their rights in Canada on the first day of work or before +-Must post information on TFWs right in Canada in accessible place at work +-Must provide and purchase emergency medical care for TFWs until they are eligible for provincial coverage +-Must make reasonable efforts for access to health care service when TFW is injured or becomes ill +-Must not charge TFWs for employment or recruitment, directly or indirectly +-Must ensure the employer’s recruiter is not charging fees for employment or recruitment. + + + FR02 New Letter / Annex + FR02 Functional New letter/annex +Name the letters and annexes New letter(s) and annex(es) names are added to the system activity for selection via link from CCT. + + + FR03 Update Letters and Annexes With New Conditions + FR03 Functional Update letters and annexes with new conditions + Update all letters and annexes with new conditions and develop new fields in ICMS that will enable the investigators to request additional information/documents from employer to inspect new conditions. + + + FR04 Field for Suspensions + FR04 Functional Field for Suspensions + Add a new field to suspend LMIA application assessment when ISB determines the employer may not be complying with certain conditions. Medium + + + TR01 NHQ and Regional Trainers + TR01 Training NHQ and Regional Trainers Train NHQ Training team to train the regional trainers on the changes High + + + TR07 Scheduling a System Release Date and Seeking Approval + TR07 System release date/ approvals Scheduling a system release date and seeking approval. A release date be planned in advance for seek approvals prior to deployment to production date of Sept 26. High + + + TR02 ICMS Training Site + TR02 Training System ICMS Training Site Deploy the changes to the training site in order to conduct training prior to deployment to production. High + + + TR03 Finalize Policies + TR03 Policy Finalize Policies Finalize policies to develop reference and training material. High + + + TR04 Update Letters / Annexes + TR04 Letters and Annexes Update letters/annexes + Update letters and annexes in advance to see what changes will impact IT and to develop detailed business requirements for change requests High + + + TR05 Prepare Reference and Training Material + TR05 Advice and Guidance + Prepare reference and training material + Prepare reference and training material for training and ongoing advice and guidance. High + + + TR06 ICMS Reference and User Guide + TR06 ICMS Reference material ICMS reference and user guide Update ICMS reference and user guide Medium + + + Eligibility Criteria set out in regulations (Assessment) + Canada Disability Benefit +Eligibility +4 A person is eligible for a Canada disability benefit if they meet the eligibility criteria set out in the regulations. + + + Reduce Poverty, Support Financial Security of Working-Age Persons With Disabilities (Driver) + + + Obligation to provide information (for application) (Meaning) + Obligation to provide information +6 An applicant or the representative of an applicant who is incapable of managing their own affairs must provide the Minister with any information that the Minister may require in respect of the application. + + + Social Insurance Number, Authority To Use (Meaning) + Social Insurance Number +7 The Minister is authorized to collect and use, for the purposes of the administration and enforcement of this Act, the Social Insurance Number of an applicant. + + + Economic and Social Exclusion: Working-Age Persons With Disabilities Are More Likely To Live In Poverty Than Without Disabilities (Assessment) + Preamble +Whereas working-age persons with disabilities are more likely to live in poverty than working-age persons without disabilities, because of economic and social exclusion; + + + Loss of Income and Benefits From Employment: Persons With Disabilities Face Barriers To Employment, Including Work Disincentives (Assessment) + Preamble +Whereas persons with disabilities often face barriers to employment, including work disincentives such as the loss of income and other benefits as a result of becoming employed; + + + Canadian Charter of Rights & Freedoms: Persons With Disabilities Guaranteed Equal Protection and Equal Benefit of the Law Without Discrimination (Assessment) + Whereas the Canadian Charter of Rights and Freedoms guarantees persons with disabilities the right to the equal protection and equal benefit of the law without discrimination; + + + Accessible Canada Act: GC Is Committed To Economic, Social Inclusion of Persons With Disabilities (Assessment) + Preamble +Whereas the Government of Canada is committed to the economic and social inclusion of persons with disabilities, as evidenced by its introduction of the Accessible Canada Act; + + + Poverty Reduction Act: Canada Aspires To Be A World Leader in Poverty Eradication (Assessment) + Whereas Canada aspires to be a world leader in the eradication of poverty, and Parliament, with a view to this objective, enacted the Poverty Reduction Act; + + + “Nothing Without Us”: Support For Persons With Disabilities, Involvement In Designing Laws, Policies, Programs, Services, and Structures (Assessment) + Whereas, in the spirit of “Nothing Without Us”, the Government of Canada recognizes the importance, in developing support measures for persons with disabilities, of engaging with the disability community, in accordance with the Accessible Canada Act, which specifies that “persons with disabilities must be involved in the development and design of laws, policies, programs, services and structures”; + + + United Nations Convention on the Rights of Persons with Disabilities: Reducing Poverty Progressively Realizes Canada's International Obligations (Assessment) + Whereas reducing poverty contributes to the progressive realization of Canada’s international obligations under the United Nations Convention on the Rights of Persons with Disabilities; + + + Sustainable Development Goals of the United Nations: Contributions To Reducing Poverty For Persons With Disabilities (Assessment) + Whereas progress made by Canada in reducing poverty for persons with disabilities and others contributes to meeting the Sustainable Development Goals of the United Nations; + + + Providing Benefits For Seniors and Families With Children: Building On GC Successes In Addressing Poverty (Assessment) + Whereas the Government of Canada seeks to build on its successes in addressing poverty through providing benefits for seniors and for families with children; + + + Developing Income Supports and Support Services: Provinces and Territories' Leading Role: Provide Supports and Services To Persons With Disabilities (Assessment) + And whereas Parliament recognizes the leading role that the provinces and territories play in providing supports and services to persons with disabilities and the importance of engaging with them in developing income supports and other support services; + + + 11.1.a Eligibility Criteria for Benefit + + + 11.1.b Conditions To Be Met For Receiving Benefit + 11 (1) The Governor in Council may make regulations + +(b) respecting conditions that are to be met in order to receive or to continue to receive a benefit; + + + 11.1.c Amount or Amount Determination + Regulations +11 (1) The Governor in Council may make regulations + +(c) respecting the amount of a benefit or the method for determining the amount; + + + 11.1.d Benefit Indexing To Inflation + Regulations +11 (1) The Governor in Council may make regulations + +(d) respecting the manner in which a benefit is to be indexed to inflation; + + + 11.1.e Pay Periods and Amounts + Regulations +11 (1) The Governor in Council may make regulations + +(e) respecting payment periods and the amount to be paid each period; + + + 11.1.h Reviews or Reconsiderations of Decisions + (h) respecting reviews or reconsiderations of decisions made under this Act; + + + 11.1.i Appeals + (i) respecting appeals; + + + 11.1.j Eligible Retroactive Payments + (j) respecting the circumstances in which retroactive payments may be made to persons who do not apply in the time specified in the regulations but are otherwise eligible; + + + 11.1.f Applications For Benefit + Regulations +11 (1) The Governor in Council may make regulations + +(f) respecting applications for a benefit; + + + 11.1.g Amendment or Rescission of Ministerial Decisions + (g) respecting the amendment or rescission of decisions made by the Minister; + + + 11.1.k Applications, Appeals Made On Behalf of Those Incapable + (k) respecting applications made on behalf of persons who are incapable of managing their own affairs, payments to those persons and reviews, reconsiderations or appeals commenced on their behalf; + + + 11.1.l Circumstances of Death of Applicant or Beneficiary + (l) respecting the circumstances in which the Minister may deem an applicant or beneficiary to be dead and may determine their date of death if the applicant or beneficiary has disappeared under circumstances that, in the opinion of the Minister, raise beyond a reasonable doubt a presumption that the applicant or beneficiary is dead; + + + 11.1.m Applying Act When Applicant or Beneficiary Dies + (m) respecting the application of this Act when an applicant or beneficiary dies; + + + 11.1.n Authority of Minister to Correct Administrative Errors + (n) authorizing the Minister to correct administrative errors; + + + 11.1.t Presence of Applicant, Beneficiary or Representative To Provide Information + (t) authorizing the Minister, for any purpose related to verifying compliance or preventing non-compliance with this Act, to require an applicant, a beneficiary or the representative of an applicant or beneficiary who is incapable of managing their own affairs, to be at a suitable place — or to be available by audioconference or videoconference or in any other suitable manner — at a suitable time in order to provide any information or any document that the Minister may require in respect of the application; and + + + 11.1.o Identifying Debts Due + (o) respecting the identification of debts due to Her Majesty in right of Canada; + + + 11.1.p Recovery of Overpayments and Debts Due + (p) respecting the recovery of overpayments and debts due to Her Majesty in right of Canada, including limitation or prescription periods; + + + 11.1.q Establishing Offences Punishable on Summary Conviction + (q) establishing offences punishable on summary conviction for the commission of any of the following acts and setting fines or terms of imprisonment or both for such offences: + +(i) knowingly using false identity information or another person’s identity information for the purpose of obtaining a benefit for themselves, + +(ii) counselling a person to apply for a benefit with intent to steal all or a substantial part of it, + +(iii) knowingly making false or misleading representations in relation to an application; + + + 11.1.r System Of Administrative Money Penalties + (r) establishing a system of administrative monetary penalties applicable to the commission of either or both of the following acts and setting the amounts of those penalties: + +(i) knowingly making false or misleading representations in relation to an application, + +(ii) making an application for, and receiving, a benefit while knowingly not being eligible to receive it; + + + 11.1.s Section 44.‍2 of Old Age Security Act, Verifying Compliance, Preventing Non-Compliance + (s) adapting section 44.‍2 of the Old Age Security Act for the purpose of applying that section as adapted to the verification of compliance or the prevention of non-compliance with this Act and to the use of copies as evidence; + + + 11.1.u Carrying Out Purposes and Provisions Of This Act + (u) generally, for carrying out the purposes and provisions of this Act. + + + 11.1.q.i Use of False Identity Information + (i) knowingly using false identity information or another person’s identity information for the purpose of obtaining a benefit for themselves, + + + 11.1.q.ii Counsel a Person To Apply With Intent to Steal + (ii) counselling a person to apply for a benefit with intent to steal all or a substantial part of it, + + + 11.1.q.iii False of Misleading Representation (Application) + (iii) knowingly making false or misleading representations in relation to an application; + + + 11.1.r.i Knowingly Making False or Misleading Representation (Application) + (r) establishing a system of administrative monetary penalties applicable to the commission of either or both of the following acts and setting the amounts of those penalties: + +(i) knowingly making false or misleading representations in relation to an application, + +(ii) making an application for, and receiving, a benefit while knowingly not being eligible to receive it; + + + 11.1.r.ii Making Application For and Benefitting Without Being Eligible + (r) establishing a system of administrative monetary penalties applicable to the commission of either or both of the following acts and setting the amounts of those penalties: + +(i) knowingly making false or misleading representations in relation to an application, + +(ii) making an application for, and receiving, a benefit while knowingly not being eligible to receive it; + + + Help Lower Dental Costs for Eligible Families (Goal) + The interim Canada Dental Benefit is intended to help lower dental costs for eligible families earning less than $90,000 per year. Parents and guardians can apply if the child receiving dental care is under 12 years old and does not have access to a private dental insurance plan. + + + Adjusted Family Net Income (Assessment) + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Available For Each Eligible Child (Meaning) + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Available Only For Two Periods (Meaning) + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Maximum of Two Payments Per Child (Meaning) + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Explantory Note (Meaning) + Explanatory Note +Section 4.2 of the Department of Justice Act requires the Minister of Justice to prepare a Charter Statement for every government bill to help inform public and Parliamentary debate on government bills. One of the Minister of Justice’s most important responsibilities is to examine legislation for inconsistency with the Canadian Charter of Rights and Freedoms [“the Charter”]. By tabling a Charter Statement, the Minister is sharing some of the key considerations that informed the review of a bill for inconsistency with the Charter. A Statement identifies Charter rights and freedoms that may potentially be engaged by a bill and provides a brief explanation of the nature of any engagement, in light of the measures being proposed. + +A Charter Statement also identifies potential justifications for any limits a bill may impose on Charter rights and freedoms. Section 1 of the Charter provides that rights and freedoms may be subject to reasonable limits if those limits are prescribed by law and demonstrably justified in a free and democratic society. This means that Parliament may enact laws that limit Charter rights and freedoms. The Charter will be violated only where a limit is not demonstrably justifiable in a free and democratic society. + +A Charter Statement is intended to provide legal information to the public and Parliament on a bill’s potential effects on rights and freedoms that are neither trivial nor too speculative. It is not intended to be a comprehensive overview of all conceivable Charter considerations. Additional considerations relevant to the constitutionality of a bill may also arise in the course of Parliamentary study and amendment of a bill. A Statement is not a legal opinion on the constitutionality of a bill. + + + Charter Considerations (Meaning) + Charter Considerations +The Minister of Justice has examined Bill C-31, An Act respecting cost of living relief measures related to dental care and rental housing, for any inconsistency with the Charter pursuant to his obligation under section 4.1 of the Department of Justice Act. This review involved consideration of the objectives and features of the Bill. + +What follows is a non-exhaustive discussion of the ways in which Bill C-31 potentially engages the rights and freedoms guaranteed by the Charter. It is presented to assist in informing the public and Parliamentary debate on the Bill. It does not include an exhaustive description of the entire bill, but rather focuses on those elements relevant for the purposes of a Charter statement. + + + Eligible Parents With Adujsted Income Under $90K (Constraint) + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + Children Under 12 Years Old (Constraint) + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + Eligible Persons Paid Rent 2022 For Their Principle Residence (Constraint) + + + Eligibility Depends In Part on 2021 Adjusted Income (Constraint) + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + Total Amount of 2022 Rent Paid Is At Least 30% of 2021 Adjusted Income (Constraint) + Part 2 of Bill C-31 would enact the Rental Housing Benefit Act to provide for a one-time rental housing benefit of $500 for eligible persons who have paid rent in 2022 for their principal residence. A person would need to apply for the benefit, and eligibility would depend in part on their 2021 adjusted income. The benefit would be limited to applicants whose 2021 adjusted income falls below a specified threshold and whose total amount of rent paid in 2022 is at least 30% of their 2021 adjusted income. + + + Overview (Meaning) + Overview +Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + +Part 2 of Bill C-31 would enact the Rental Housing Benefit Act to provide for a one-time rental housing benefit of $500 for eligible persons who have paid rent in 2022 for their principal residence. A person would need to apply for the benefit, and eligibility would depend in part on their 2021 adjusted income. The benefit would be limited to applicants whose 2021 adjusted income falls below a specified threshold and whose total amount of rent paid in 2022 is at least 30% of their 2021 adjusted income. + + + Limited Eligibility Based on Age (Meaning) + Limited eligibility based on age +Part 1 of the Bill enacting the Dental Benefit Act would limit eligibility for financial support to eligible parents of children under 12 years of age. Subsection 15(1) provides that every individual is equal before and under the law and has the right to the equal protection and equal benefit of the law without discrimination on various grounds, including the ground of age. This limited eligibility criteria could potentially engage section 15 as it creates a distinction based on age. + +In seeking to address barriers and improve access to dental care for children, Part 1 of the Bill is in keeping with the purpose of section 15 to promote substantive equality and prevent discrimination against disadvantaged groups. Subsection 15(2) of the Charter clarifies that subsection 15(1) does not preclude laws, programs, or activities that have as their object the amelioration of conditions of disadvantaged individuals or group, including those that are disadvantaged because of age. + + + Offence Provisions (Meaning) + Offence provisions +Parts 1 and 2 of the Bill would establish offences including to knowingly use false identity information or another person’s identity information to obtain a benefit, or to counsel another person to apply for a benefit with an intent to steal all or a substantial part of that person’s benefit. Part 1 of the Bill would also create an offence to knowingly make three or more representations on one or more applications that are false or misleading if the total amount of the benefits that were or would have been paid as a result of the applications is at least $5,000. + +Section 7 of the Charter protects against the deprivation of an individual’s life, liberty and security of the person unless done in accordance with the principles of fundamental justice. Because the offences carry the possibility of imprisonment, they have the potential to deprive liberty and so must accord with the principles of fundamental justice. + +In reviewing the relevant measures, the Minister of Justice has not identified any potential inconsistencies of the offence provisions with the principles of fundamental justice under section 7. The scope of the offences is tailored to their objective, and upon conviction, a judge will have discretion to impose a fit and appropriate sentence. + + + Estimated $938M for 500K Canadian children (Assessment) + It is estimated that 500,000 Canadian children would benefit from this targeted investment of $938 million. + + + No Access to Private Dental Care Coverage (Constraint) + In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required. + + + Having Out of Pocket Dental Care Expenses (Constraint) + In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required. + + + Need To Provide Documentation, Verify Out of Pocket Expenses (Constraint) + In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required. + + + A Long-Term Dental Care Program in Canada (Value) + A long-term dental care program in Canada + +The federal government remains committed to providing dental care to Canadians, and continues to take needed steps to build a comprehensive national long-term dental care program. Provinces and territories and private industry have been engaged about the design and timelines of such a program. The federal government remains committed to full implementation of a dental care program for households with incomes under $90,000 by 2025. + + + Ensure IITB Has In-Office Presence For Entire Work Week (Goal) + + + In-Office Requirement: 2 Days Per Week Minimum (Requirement) + + + Maximize Flexibility Available To Office Workers (Goal) + + + Respect Early Logistical Challenges of Distributing Office Expectations Effectively and Safely (Goal) + + + Have A Mask And Know What Public Health Guidelines To Follow (Outcome) + + + Visited Intranet Page About Buildings Information (Outcome) + + + Booked Workstation Using ESDC Workspace Management System (Outcome) + + + Required Technology Has Been Packed To Bring (Outcome) + + + Prepared A List Of All That Is Needed (Outcome) + + + Cleaned The Workstation With Disinfectant Wipes Available (Outcome) + + + Stay Home When Sick (Principle) + + + Wear A Medical Mask While In the office (Principle) + + + Practice Physical Distancing Where Possible (Principle) + + + Maintain Hand Hygiene (Principle) + + + Unmanaged Data (Gap) + Data will continue to go unmanaged. +There will be ineffiency while trying to access the data we currently have. + + + Ineffiicient Work Processes (Gap) + + + Stakeholder Information Provisioning (Gap) + + + Future Release (Implementation Event) + In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + 2nd Annual Digital Transformation in Government Conference (Plateau) + + + 3rd Annual Digital Transformation in Government Conference (Plateau) + + + DTiG 2021 Close-Out Activities (Work Package) + + + Provide Members With CPE's and PDU's (Deliverable) + + + Make Conference Content Available (Deliverable) + + + Close-Out Conference Finances (Deliverable) + + + Make Conference Material Compliant With Creative Commons Licensing (Deliverable) + + + Draft and Complete Lessons Learned Document (Deliverable) + - Review statistics. Identify need for marketing, etc. + - + + + DTiG 2022 Strategic Activities (Work Package) + + + Design DTiG 2022 Page(s) (Deliverable) + + + Implement Initial DTiG 2022 Page (Deliverable) + + + Draft DTiG 2022 Financial and Costing Model (Deliverable) + - Attempt to find multiple Platinum Sponsors + - Charge for each attendee: 1) non-Members of ISACA-CIPS-AEA-etc. 2) Government Worker 3) Public + + + Determine and Assign Action Items From Lessons Learned Document (Deliverable) + Determine what capabilities exist, along with any perceived gaps in what is already available at UofO factilities. + + + Determine and Assign Action Items From Lessons Learned Document (Deliverable) + + + DTiG 2022 Tactical Activities (Work Package) + + + Draft and Finalize Speaker Listing (Deliverable) + + + Week Prior Walk-Through (Deliverable) + + + Increase Marketing Of DTiG 2022 To All Stakeholders (Deliverable) + + + Finalize Guides, Checklists For Hosts and Presenters (Deliverable) + - If there are text limits for naming (Cvent restriction on Titles, etc.), communicate those in Speaker guidance. + - Provide guidance on file naming to presenters, where applicable. + - Conference Etiquette Guide: Guidance for attendees on etiquette for asking q's. No 'stump-the-chump' type questions. When will questions submitted online be accepted? Will in-person questions be vetted? + - Avoid the use of Acronyms...OMG! + + + Review All Speaker Decks In Advance (Deliverable) + + + Obtain Speaker Decks, Bios, Photos, etc. (Deliverable) + + + Identify 'Super'-Attendees and Poll Them For 2022 Guidance (Deliverable) + + + Draft A Business Stakeholder Map (Deliverable) + + + 1. HRSB Onboarding Activities Inventory (Deliverable) + 1. Inventory of HRSB activities related to Onboarding. + + + 2. Design and Implement Onboarding MVP 1 (Deliverable) + 2. Design and implementation of Onboarding Minimum Viable Products – MVP 1 + - Updated Letter of Offer for new executives + - Executive onboarding content + - Link in the myESDC app to the onboarding website + - Design and develop a launchpad / website for the content + + + 1. Establish a WMBI Task Team (April 2022) + Establish a WMBI task team: POB, Regions, and other key stakeholder representatives – including Policy Branches, Chief Data Office (CDO), and IITB, see Annex A (April 2022) * +*Additional members will be added to the task team as appropriate. + + + 2. Conduct Environmental Scan of Business Needs, Functionality Inventory of Existing Tools (April 2022) + Conduct an environmental scan of business needs and a functionality inventory of existing tools for workload management and BI across the delivery network (April 2022) +- Complete inventory of exiting tools and current data elements captured +- Complete business needs analysis +- Identify best practices and common functions +- Identify gaps + + + 3. Analyze Tools & Processes, Formulate Recommendations for Common & Consistent Solutions (May-June 2022) + Analyze existing tools and processes and formulate recommendations for common and consistent WMBI solutions to be used across the Gs&Cs delivery network (May-June 2022). + + + 4. Provide Monthly Updates for discussion at SPOC, Present Recommendations For Approval (July 2022) + Provide monthly updates tabled for discussion at SPOC and return to Gs&Cs Strategic Hub to present recommendations, and associated implementation workplans, for final approval (July 2022). + + + NGDLE SCOPE + Implement a fully functional, hosted, cloud-based software as a service (SaaS) Solution with the ability to support digital learning and development, including planning design, delivery, training materials, help desk strategies and personnel, professional training services, and operation on on-going basis for up to 260,000 employees. + + + Finalize Protected-B Certification of CSP + [As Of 2021-01-14] +Finalizing preliminary privacy impact assessment. Need support from TBS, SSC and CSE (CCCS) to carry out protected B certification of cloud service providers. + + + Determine the responsibility for all of the Branch’s activities and priorities + While Nasser’s new role is noted here (IITB in BDM), Rina, Nasser and I will take the next few weeks to determine the responsibility for all of the Branch’s activities and priorities. We will share more information on this with you as soon as it is available. + + + Plan a Meet and Greet Town Hall for mid-June 2022 + + + Continuous Improvement Project + The Continuous Improvement Project looks to efficiently simplify the processes of the WEPP program, with the purposes of improving the speed and quality of the WEPP decision. Some actions of the maintenance project will include modifying or removing unnecessary questions on the client applications, updating or simplifying questions on trustee information forms, updating client and trustee letters, adding help texts to assist clients applying for WEPP, etc. These improvements will benefit all stakeholders, especially clients and the processing centre. + + + APPROVAL of Regulatory Amendments for 2022 [June 20, 2022] + + + COMING INTO FORCE of Regulatory Amendments for 2022 [June 20, 2022] + + + LITE-2022-IITB-71 Project + + + Feedback #1 + + + Feedback #3 + + + Feedback #4 + + + Feedback #5 + + + Feedback #2 + + + Feedback #6 + + + Feedback #8 + + + Feedback #7 + + + Feedback #9 + + + Deliverable + + + Feedback #10 + + + Feedback #12 + + + Feedback #11 + + + Feedback #0 + + + Enactment of Dental Benefit and Rental Housing Benefit Acts (Implementation Event) + The first benefit period is for dental care received between October 1, 2022 and June 30, 2023. Applications for this period open on December 1, 2022. + + + Part 1 of Bill C-31 (Plateau) + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + Period Two Applications Open 2023-07-01 (Implementation Event) + The second benefit period will open for applications on July 1, 2023. This will cover dental care your child receives between July 1, 2023 and June 30, 2024. + + + Part 2 of Bill C-31 (Plateau) + + + Hybrid Employees To Come Onsite Early February 2023 (Implementation Event) + + + 22 Eddy St (8-9 Floors, Gatineau) Becomes IITB Neighbourhood Spaces (Implementation Event) + + + 22 Eddy (5 Floor) A Valuable Co-Working Space, Among Others (Plateau) + + + Junction + + + Digital Operations Strategic Plan - Strategic Actions (PARTIAL) + From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 11 – Digital Operations Strategic Plan – Strategic Actions + + + Digital Operations Strategic Plan - Modernization Priorities (PARTIAL) + From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 12: Digital Operations Modernization Priorities (DOMP) + + + ESDC 2020-2023 Departmental Information Technology (IT) Plan (PARTIAL) + + + Junction + + + BUSINESS ARCHITECTURE + Business architecture +click here for Business Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/BusinessGuide + +Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus. + + + INFORMATION ARCHITECTURE + Information architecture +click here for Information/Data Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/DataGuide + +Information architecture includes both structured and unstructured data. The best practices and principles aim to support the needs of a business service and business capability orientation. To facilitate effective sharing of data and information across government, information architectures should be designed to reflect a consistent approach to data, such as the adoption of federal and international standards. Information architecture should also reflect responsible data management, information management and governance practices, including the source, quality, interoperability, and associated legal and policy obligations related to the data assets. Information architectures should also distinguish between personal and non‑personal data and information as the collection, use, sharing (disclosure), and management of personal information must respect the requirements of the Privacy Act and its related policies. + + + APPLICATION ARCHITECTURE + Application architecture +click here for Application Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/ApplicationGuide +Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases. + + + TECHNOLOGY ARCHITECTURE + Technology architecture +click here for Technology Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/TechnologyGuide +Technology architecture is an important enabler of highly available and adaptable solutions that must be aligned with the chosen application architecture. Cloud adoption provides many potential advantages by mitigating the logistical constraints that often negatively impacted legacy solutions hosted “on premises.” However, the application architecture must be able to enable these advantages. + + + SECURITY ARCHITECTURE + Security architecture +click here for Security Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/SecurityGuide +The GC Enterprise Security Architecture program is a government‑wide initiative to provide a standardized approach to developing IT security architecture, ensuring that basic security blocks are implemented across the enterprise as the infrastructure is being renewed. + + + GC ENTERPRISE ARCHITECTURE FRAMEWORK + v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + +Enterprise Architecture Framework +The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital. + +The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital. + +4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture. + +4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment. + +4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures. + +The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework. + + + REQUIREMENTS ELICITATION + + + REQUIREMENTS VALIDATION + 1.4.2 Validation +The following tasks were performed to verify and validate the requirements defined in this document: +• Business Requirements vetted through shareholder groups. +• Business Requirements initially challenged through SSC’s CSPV checklist. +• Business Requirements were reviewed by the Implementation Lead to ensure that the scope of work is achievable given the current SDIV capability. +The following stakeholder roles were engaged in verification and validation activities: +• CSLP Program +• NLSC (National Student Loans Centre) +• R&A (Registration and Authentication) +• Innovation, Information and Technology Branch (IITB) +• EIS (Enterprise Identity Services) +• PASRB (Public Affairs and Stakeholder Relations Branch) +• PMD (Privacy Management Division) +• CFOB (Chief Financial Officer Branch) or IITB +• LSU (Legal Services Unit) +• SSC (Shared Services Canada) + + + DTiG 2021 Conference Leadership (Grouping) + + + DTiG Conference Roles (Grouping) + + + Conference Content Storage and Delivery (Grouping) + + + DTiG Conference Work Packages (Grouping) + + + ESDC HRSB EX Onboarding Hosting Platform Requirements (Grouping) + + + Information Management Lifecycle (Grouping) + https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + SharePoint Online Roles (From Migration Page) (Grouping) + + + SharePoint (365) Online Groups (Grouping) + + + SharePoint 2010 Permission Levels (Grouping) + From: Domond, Christine C [NC] +Sent: July 20, 2021 11:40 AM +Subject: ticket 8013542 - FULL Access (Addition to SP2010 Group SAS_Owners) + +SharePoint Permission Levels +The first step to managing permissions in SharePoint is to understand what actions the various permission levels authorize a person to perform. As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. + + + SharePoint 2010 High-Level Roles (From SharePoint 2010 Support Team) (Grouping) + + + Published Content (Grouping) + + + Draft or Working Copy of Content (NOT YET Published) (Grouping) + + + Onboarding Opportunity Identifier Roles (Grouping) + + + Onboarding Opportunity Goals (Grouping) + + + The Team (Grouping) + + + Phase I Assessments (Grouping) + See Appendix A, "ETLT-Onboarding-16082021.pptx" + + + Phase I Onboarding Partners (Grouping) + See Appendix B, "ETLT-Onboarding-16082021.pptx" + + + Phase I Quick Wins (Grouping) + + + Final Report Audience (Grouping) + + + Key Recommendations (Grouping) + + + Target Deliverables (Grouping) + + + MVP 2 (Client Support) (Grouping) + Update external content - iterate through use cases, employee types or personas and confer with business content owners. +Provide functionality to allow end users to submit feedback and/or participate in surveys. +Resource component (Dedicated support/analytics staffing). ** +Leverage information collected from IFFS (Interactive Fact Findings Services) surveys, end user support requests etc. +Leverage information collected from performance measurement framework (e.g., dashboard). +Leverage Marketplace Analytics tool (employee profile analytics) +Update additional letter of offer template(s) (e.g., non-EX template). + + + GET THE PANDEMIC UNDER CONTROL + Priority number one remains getting the pandemic under control. The best way to do that is vaccination. +Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. +The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. +And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources. + + + CANADA'S TOP SCIENTIFIC MINDS + From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way. + + + END THE PANDEMIC FOR GOOD + + + MAKE LIFE MORE AFFORDABLE FOR CANADIANS: HOUSING + + + MAKE LIFE MORE AFFORDABLE FOR CANADIANS: CHILD CARE + + + A MORE RESILIENT, SUSTAINABLE, & COMPETITIVE ECONOMY + + + FIGHT CLIMATE CHANGE + + + ADDRESSING SYSTEMIC RACISM + + + PROTECTING TWO OFFICIAL LANGUAGES + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + CANADA IN THE WORLD + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + A WELCOMING CANADA + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + RECONCILIATION + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + VACCINE EFFORTS + + + CANADA'S TOP SCIENTIFIC MINDS + From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way. + + + CREATING JOBS + + + SUPPORTING WORKERS AND THEIR FAMILIES + + + WOMEN IN THE ECONOMY + + + SUPPORTING BUSINESSES + As the Government invests in people, it will continue to support +job-creating businesses. + + + FISCAL SUSTAINABILITY + + + ADDRESSING GAPS IN OUR SOCIAL SYSTEMS + + + A STRONGER WORKFORCE + + + TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE + + + ADDRESSING SYSTEMIC RACISM + + + PROTECTING TWO OFFICIAL LANGUAGES + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + CANADA IN THE WORLD + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + A WELCOMING CANADA + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + RECONCILIATION + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + IMMIGRATION + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + ADDRESSING SYSTEMIC RACISM (copy) + + + PROTECTING TWO OFFICIAL LANGUAGES (copy) + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + CANADA IN THE WORLD (copy) + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + A WELCOMING CANADA (copy) + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + RECONCILIATION (copy) + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + ADDRESSING SYSTEMIC RACISM (copy) (copy) + + + PROTECTING TWO OFFICIAL LANGUAGES (copy) (copy) + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + CANADA IN THE WORLD (copy) (copy) + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + A WELCOMING CANADA (copy) (copy) + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + RECONCILIATION (copy) (copy) + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + STRENGTHEN GUN CONTROL + + + ACTION PLAN ON GENDER-BASED VIOLENCE + + + A MORE JUST CANADA + + + OFFICIAL LANGUAGES + + + INVESTING IN TRUTH + + + SAFETY FOR ALL + + + OFFICIAL LANGUAGES (copy) + + + MSFT's Three (3) Client Types + + + MSFT General Features + + + MSFT Add-On Features + + + MSFT - NOT INCLUDED but Required + + + MSFT - Documents + + + MSFT - Policies & Guidelines - MITS Principles + Policies and guidelines +Operational Security Standard: Management of Information Technology Security (MITS) +http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12328 + + + Mandate Letters For ESDC Ministers + + + LITE-2021-IITB-47 REQUIREMENTS + + + LITE-2021-IITB-47 LANGUAGE WEAVER CLOUD CAPABILITIES + + + Microsoft M365 Tenant + + + RWS Language Cloud - Intelligent Translation Management + + + Junction + + + Junction + + + Dynamics 365 + + + SIN CRUD Microservice + + + Junction + + + ESDC Tools + + + PSPC (TermiumPLUS) Team Tools + + + WMBI Guiding Principles + + + Value Proposition + + + KEY BENEFITS + + + Other Key Stakeholder Representatives + + + WMBI TASK TEAM + + + PROPOSED WORK PLAN + + + INITIAL ASSUMPTIONS and CONSIDERATIONS + + + PROJECT GOALS + + + Optional OGC Capabilities + CSPS has significant expertise with educational technologies. Opportunity to partner with departments on hosted or federated approaches. + + + SAS Team On Boarding Information + + + High-Level Functional Requirements + ID Requirement Description +FR01 Transaction Audit An audit capability shall track all transactions being initiated by clients and systems. +FR02 Management Reporting An audit capability shall provide support for enquiries and management reporting (e.g. volumes, match rates, etc.) +FR03 Timestamps An audit capability shall record timestamps of all transactions or requests being initiated. +FR04 Incomplete Transactions An audit capability shall capture the reason for incomplete transaction being initiated by clients and systems. +FR05 Track Multiple Attempts An audit capability shall include the ability to track multiple attempts from a single user. +FR06 Privacy notifications, Consent and Terms and Conditions The system must capture and record the Privacy notifications, Consent and Terms and Conditions version(s) agreed to by the client to be available if/when required by phone agents supporting clients, for management reporting purposes, and for audit purposes. +FR07 Initiate Registration Maintain the existing online capability to login to MSCA site using existing credentials (i.e. TBS-owned federal anonymous credentials – Sign-In Partner or GCKey). The system must have the new ability for clients to sign in using their TDI. Maintain existing system lockout parameters (number of attempts). In the event the provincial system is unavailable, a system outage message must be presented to clients in the ESDC system. +FR08 Consume Client Identifier (New and Returning Users) The system must be able to request, receive, consume, and store the Persistent Anonymous Identifier (PAI) from the user’s TDI to support mapping of the user within the ESDC system. +FR09 R&A Database Lookup (New and Returning Users) The system must be able to look up the client-entered SIN in the R&A Database and identify whether the user is new or returning. +FR10 Consume Identity (New and Returning Users) The system must be able to request, receive, consume and store the required data elements from the user’s TDI at the required Level of Assurance (minimum LOA 2). Storage of data elements is in accordance with existing policies and procedures. +FR11 Exception Handling (New and Returning Users) The system must be able to handle exceptions etc. through process termination and presentation of an error message to the client. +FR12 Enter Identity Profile (New Users) The system must accept identity profile information (i.e. for SIN and Parents last name at birth) entered by the client. +FR13 Standard Field Edits (New Users) The system must use the existing field edits to verify that the data is entered using the proper format (i.e. for SIN and Parents last name at birth). +FR14 Create ECAS Security Questions and Answers (New Users) The system must use the existing online capability to enter security questions and answers. +FR15 Confirm Identity Profile (New Users) The system must maintain the existing process to confirm the user identity profile information that was entered. +FR16 Program Enrolment The system must support mapping of the Quebec user using the PAI and SIN. +FR17 Validate Identity Profile Against SIR (New and Returning Users) The system must use the existing SIN validation service to validate the required identity and personal information against the SIR, with match / no match / flagged response.The system must have the ability to combine data elements consumed from the TDI with user-entered data elements to submit the request to the SIN validation service. +FR18 SIN No Match/Refer to Agent (New and Returning Users and Returning Quebec TDI users) If the client’s SIN or identity / personal information does not match the SIR, the system will generate an error message indicating the information does not match the SIR record and to either try again or contact an ESDC support agent by phone to resolve the issue. Maintain existing system lockout parameters (number of attempts, SIN flags). +FR19 Create My Service Canada Account Use the existing process to create a MSCA after successful SIR match is made. +FR20 Inform Client of Account Creation With successful account creation, the client is re-directed to MSCA (Welcome Page / Landing Page). +FR21 Credential Substitution (Returning Users and Returning Quebec TDI users) Maintain the existing online capability for existing MSCA users to substitute their credential, including the existing SIN flag process, and process whereby the user provides answers to the selected Security Questions which are verified against the sytem database. Maintain existing system lockout parameters (number of attempts, SIN flags). +FR22 Returning Quebec TDI users Maintain existing SIN flag process when an already mapped user enters credential to pass through to secure MSCA portal. + + + Non-Functional or Quality of Service Requirements + + + Use Case Catalogue + + + Actor Catalogue + + + In-Scope Principles + + + FUNCTIONAL + + + Executive + + + Business Team + + + Desired Outcomes + 2.3 Desired Outcomes +• The new conditions to the system are added and can be selected when an inspection is created and initiated; +• New letter(s)/annex(es) are added and the existing templates are updated in the Corporate Correspondence Tool (CCT) with the new conditions; +• Updates to the solution are made in order to continue the use of CCT to produce letters/annexes directly from the case. +• Additional fields are added to the solution to request additional information/documents required to verify employers’ compliance with the new conditions. +• The Training site is updated with the changes to facilitate training prior to deploying changes to production. +• The program is ready to start inspecting employers against the new conditions imposed as of September 26th, 2022. + + + Expected Benefits + 2.4 Expected Benefits +• Program meets the regulatory requirements by implementing and operationalizing the new conditions; +• The solution is updated with the new conditions, mandatory requirement, to ensure new conditions can be selected, inspected, and documented; +• The new conditions are identified for investigators as required before the inspection referrals are distributed to regions; +• Continued use of CCT adds efficiencies and streamlines the inspection process; it eliminates the need for users to produce and save outgoing correspondence outside of the system and manually upload them to the system after sent to employers; +• Inspections of new conditions increases TFW protections relating to health and safety and financial abuse. +• Employers who fail to comply with these conditions are held responsible and will face consequences for violations committed. +• The solution is reliable and accurate with up-to-date information on conditions and can be used for stats and reporting. + + + Grouping + + + Requirements + 2.5 Business Requirements +1. These are part of ongoing improvements to the program to make sure it continues to meet the government’s goals and objectives to support the Canadian economy and the employer community as well as protecting the TFWs and the program from abuse; +2. Implementing the amendments to regulations, which are mandatory, in a timely manner will ensure that employers are being held to the commitments made and are being inspected against the new conditions starting in September 2022 and onwards; +3. Regulatory changes will protect the TFWs employed in Canada: +o by ensuring they have access to emergency medical care paid by the employer before they become eligible by provincial health care system; +o by ensuring they are given information on their rights in Canada before or the first day of work; +o by ensuring they are provided a written employment contract so they are aware of the terms and conditions of their employment before or on the first day of work. +4. Suspension of employer’s LMIA application assessment, when there is a reason to suspect that the employer may not be complying with certain conditions, will protect the TFWs from serious harm and it will stop the employer from employing new TFWs until the allegations are addressed. It also strengthens program integrity and protects the Canadian labour market and standards of living. + + + Intended Audience + + + Internal Stakeholders + + + Bill C-22 Preamble + Preamble +Whereas working-age persons with disabilities are more likely to live in poverty than working-age persons without disabilities, because of economic and social exclusion; + +Whereas persons with disabilities often face barriers to employment, including work disincentives such as the loss of income and other benefits as a result of becoming employed; + +Whereas the Government of Canada is committed to the economic and social inclusion of persons with disabilities, as evidenced by its introduction of the Accessible Canada Act; + +Whereas the Canadian Charter of Rights and Freedoms guarantees persons with disabilities the right to the equal protection and equal benefit of the law without discrimination; + +Whereas reducing poverty contributes to the progressive realization of Canada’s international obligations under the United Nations Convention on the Rights of Persons with Disabilities; + +Whereas Canada aspires to be a world leader in the eradication of poverty, and Parliament, with a view to this objective, enacted the Poverty Reduction Act; + +Whereas progress made by Canada in reducing poverty for persons with disabilities and others contributes to meeting the Sustainable Development Goals of the United Nations; + +Whereas the Government of Canada seeks to build on its successes in addressing poverty through providing benefits for seniors and for families with children; + +Whereas, in the spirit of “Nothing Without Us”, the Government of Canada recognizes the importance, in developing support measures for persons with disabilities, of engaging with the disability community, in accordance with the Accessible Canada Act, which specifies that “persons with disabilities must be involved in the development and design of laws, policies, programs, services and structures”; + +And whereas Parliament recognizes the leading role that the provinces and territories play in providing supports and services to persons with disabilities and the importance of engaging with them in developing income supports and other support services; + + + Regulations + + + Junction + + + Being Ready For The Office (Grouping) + + + Health Measures In Place At GC Offices (Grouping) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Unreliable + + + Unlimited, Regionalized + + + + + + 90 Days Limit + + + 90 Days Limit + + + 256 GB + Limit will likely never be reached. + + + Unknown + + + Migration To M365 Platform + Time and Dates are unclear. GCcollab will not undergo any new development as a result of the planned consolidation of all GCTools (i.e. GCconnex, GCpedia, GCwiki, GCdirectory, GCcollab, etc.) to a single platform (e.g. Microsoft M365 Platform). Risk of loss of any information is low. + + + 1 GB Limit Per File + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Accessed By + + + Accessed By + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Published + + + Content Management + + + Publish + + + RBAC, Operations + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Survey Results + + + + + + Final Report + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Peer-to-Peer + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Per Team + + + Manage Requests + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Issues Collaboration + + + Submit + + + Manage + + + + + + + + + + + PROJECT + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + AER Feature No + + + SAS Feature No + + + + + Planned Migration + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + $80K < $90K + $260 would be provided for each eligible child if the family’s adjusted net income is between $80,000 and $89,999. + + + $70K <$80K + $390 would be provided for each eligible child if the family’s adjusted net income is between $70,000 and $79,999. + + + <$70K + $650 would be provided for each eligible child if the family’s adjusted net income is under $70,000. + + + + + + + + + + + + + + + + + + + + + + + + Lite-2021-0133 ASC Database + Considered Solutions: +We have looked into a few solutions, MS Access – it is not currently supported by ESDC and would not meet many of the requirements that are needed. +MS Sharepoint - under the recommendation of our internal standards unit, sharepoint has many accessibility issues, such as with screen readers and not being fully accessible with a keyboard. It also has known issues with speech to text integration and issues with zooming tools. +Salesforce is not currently supported by ESDC and was not recommended by IITB + +Chosen solution +MS Dynamics – Dynamics was recommended to us by AAATC and IITB as a solution that was cloud based allowing us to use many accessibility features. It could be built in a modular fashion allowing us to add features as needed and allow for training on those features as the system grows. It is supported by ESDC and IITB. Has the ability to add modules such as Marketing, Service, and Project management, when needed which allows us to grow the system without having to recreate the solution. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Lite-2021-IITB-10 SDIV-MVP2 for CSLP + Project description per Lite Proposal: +The solution scope is to augment the ECAS solution by integrating the SDIV functionality to provide digital identity validation capability. This form of validation provides an additional option and improves user experience by complimenting, not replacing, the current validation mechanisms. Existing NSLSC users will have the choice to gain access using the now present security questions and answers capability, or through the new SDIV identity validation functionality. The SDIV validation capability will be available to existing users for substitutions only. Once the substitution is successful and the profile is created, students may resume access to the NSLSC portal for online services. + +OBJECTS SOURCED FROM HL REQUIREMENTS DOCUMENT: +SDIV-MVP2 CSLP_High-Level-Business-Requirements v1.0.3(DRAFT).docx +This high-level business requirements document will server as the scope of the solution and used as an artifact for the Lite Project approval process at PPOC (Project Portfolio Operations Committee). +The intention of this document is to catalogue all business and stakeholder requirements for the SDIV-MVP2 CLSP project and to define the solution requirements at a high-level, to set the scope for definition of detailed solution design requirements by the implementation team. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Lite-2021-IITB-47 TMM + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Lite-2021-IITB-52 NIIS-CCT Auto-Fill Forms + *Description (Purpose of business)* +This is an on-line system with batch components for keeping records and reporting on all cases dealt with by HRCC Investigation and Control Units. This system avoids duplicate data keying, calculates revised overpayments automatically and eliminates some +Internal Clients 10,000 +ESDC Branch: Service Canada - Integrity Services + +Project Background: Hundreds of Pensions letters and questionaire are manually created. Creation of web service would modernize and help Integrity work faster and smarter. +Project Description: Users would access the NIIS case number. And via a new NIIS screen the users would have access to different drop down menus to access Pensions Letters or Questionaires to be sent to the client. Once a Form selected the clients information would populate the form via a CCT window. The user would have acapacity to preview, edit, save and print the form. This would be possible due to an NIIS web service build by IITB NIIS team. This work would use a similar process used in TFWP Dynamics system and would modernize the pensions letters operations significantly. + +PMIS - Project Outcomes: Creating a web service from NIIS to ACS/CCT letters will modernize the processus of creating Pensions letters. They are over 100 templates manually populated when contacting pensioners. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. This will eliminate some of the manual entries and help speed the process of pensions letters. A future phase could be introduced to enable Bulk Printing of letters/questionaires. + +Problem/Opportunity: Manual, outdated process. Opportunity to modernize and help work better, smarter and faster. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Lite-2022-IITB-56 QDI to MSCA + The drafting of the high-level business requirements for the QC TDI Project is based on the high-level business requirements which were developed for the BC Digital Identity for Federal Services (BCDIFS) Project. +The requirements were confirmed through consultations with Innovation, Information and Technology Branch (IITB), Integrity Services Branch (ISB), Citizen Service Branch (CSB) and the province of Quebec. The consultations were done via email and in virtual meetings. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Lite-2022-IITB-67 WEPP CI + Contexte/Background +The Wage Earner Protection Program (WEPP) provides payments to employees when their employer is subject to a receivership, bankruptcy, or other WEPP qualifying insolvency proceeding. The WEPP will pay out unpaid wages, vacation pay, termination and/or severance based on the applicant’s eligibility. Clients, as well as trustees assigned to the insolvent estates, provide information to the processing centre via applications and Trustee Information forms. This data is reviewed by Payment Services Officers to determine client eligibility by referencing WEPP procedures. +The Continuous Improvement Project looks to efficiently simplify the processes of the WEPP program, with the purposes of improving the speed and quality of the WEPP decision. Some actions of the maintenance project will include modifying or removing unnecessary questions on the client applications, updating or simplifying questions on trustee information forms, updating client and trustee letters, adding help texts to assist clients applying for WEPP, etc. These improvements will benefit all stakeholders, especially clients and the processing centre. + +Description du projet/Project Description +Document Upload System: Ability for clients to upload supplementary Request for Review documents through the Document Upload System via IFFS. +Additional field to be added to client application screen in IFFS. +Insert additional question in the amounts owed section, to allow the Trustee to show the period used to calculate the earnings owed. +Trustee Satisfaction Survey + +Résultats du projet/Project Outcomes +•Improve system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. +•Simplify and facilitate process for clients: Allowing the client to upload documents to support their Request for Review by the minister will simplify the process for the client. They will be able to complete their request without having to mail in additional documentation. This will also allow the clients to receive their decision in a timelier manner. +•Improve communication: The updates to the client and trustee letters will make it easier for the client to understand the decision made and their responsibilities depending on if they were approved or denied. + +Problème/Opportunité-Problem/Opportunity +Each year, new and modified requirements for the Common System for Grants and Contribution (CSGC) and for the Interactive Fact Finding System (IFFS) are identified to reflect the ongoing nature of development resulting from policy and program priority changes. In addition, changes will be based on comments received from Trustee feedback sessions. These changes affect the WEPP applicants, trustees, agents processing the applications and partners in other branches of the Department. The IFFS and CSGC system updates are essential and necessary to support and continue to strengthen the Department's ability to deliver the WEPP. It allows the Program to enhance and develop a user-friendly tool, which has the most up-to-date functionality; this maintenance improves operational processing, data accuracy and integrity. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Lite-2022-IITB-71 ICMS CFRA 2022 + 2 Business Need +2.1 Business Context +The Program introduces new regulations or amendments to regulations on an ongoing basis to ensure it continues to meet its objective and responds to emerging business needs of the department as they relate to the program and health and safety of TFWs. +The Program is in the process of amending regulations, coming into force in fiscal 2022-2023, that are mandatory and will have an impact on the Program Operations Branch (POB) and the Integrity Service Branch, ISB. +Operationalization of the amendments need to be supported by a case management system(IT enabled solution) in order to start inspecting employers against these new regulations to ensure their compliance with the conditions/requirements of the program and apply sanctions and other consequences for non-compliance rulings. +The Program is planning to have business solutions developed and deployed by summer of 2022 in preparation for training and guidance for regional and NHQ staff, in advance of September 26, 2022. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + DTiG 2022 (in ArchiMate) + https://digitaltransform.ca/2022/ + +3rd Digital Transformation in Government ( DTiG ) Conference, 14-16 June 2022 +Hybrid - Virtual and In-Person +University of Ottawa +• Plenaries +• Specialist Streams +• Including Peer reviewed streams +• Proceedings +• More Partners +Volunteers, partnering, sponsoring ? +Contact Robert (Bob) Weisman, PhD, PEng, PMP, CD1 +Chair DTiG 2021 / 2022 +rweisman@uottawa.ca + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + HRSB EX On Boarding - WHAT,WHY,WHO + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + SharePoint Role-Based Access + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + CSPS NGDLE GCEARB 210114 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC SAS - IM (SharePoint) Migration Support + + + + + + + + + + + + + + + + + + + + + + + + + Speech From The Throne 2021-EN + https://www.canada.ca/en/privy-council/campaigns/speech-throne/2021/building-resilient-economy.html + +Building a resilient economy: a cleaner & healthier future for our kids + +Speech from the Throne to open the First Session of the Forty-Fourth Parliament of Canada + +Honourable Senators, + +Members of the House of Commons, + +Congratulations to each of you and welcome to all the new Parliamentarians who will together with their colleagues make their mark on Canada. + +I would like to acknowledge that we are gathered on the unceded territory of the Algonquin Anishinabe people. + +This land acknowledgement is not a symbolic declaration. It is our true history. In each of your own ridings, I encourage you to seek out the truth, and to learn about the lived realities in First Nations, Inuit and Métis communities. Although each community is distinct, we all share a desire to chart a way forward together towards reconciliation. + +The discovery of unmarked graves of children who died in the residential school system shows how the actions of governments and institutions of the past have devastated Indigenous Peoples and continue to impact them today. We cannot hide from these discoveries; they open deep wounds. + +Despite the profound pain, there is hope. + +There is hope in the every day. Reconciliation is not a single act, nor does it have an end date. It is a lifelong journey of healing, respect and understanding. We need to embrace the diversity of Canada and demonstrate respect and understanding for all peoples every day. + +Already, I have seen how Canadians are committed to reconciliation. Indigenous Peoples are reclaiming our history, stories, culture and language through action. Non-Indigenous Peoples are coming to understand and accept the true impact of the past and the pain suffered by generations of Indigenous Peoples. Together they are walking the path towards reconciliation. + +We must turn the guilt we carry into action. + +Action on reconciliation. + +Action on our collective health and well-being. + +Action on climate change. + +Our Earth is in danger. From a warming Arctic to the increasing devastation of natural disasters, our land and our people need help. We must move talk into action and adapt where we must. We cannot afford to wait. + +From the grief and pain of residential schools to the fear of threats to our natural environment to the profound impacts of the COVID-19 pandemic, this past year has been hard on all of us. + +I want to thank all workers across Canada, especially those in health care, for their efforts to keep us safe and healthy, and offer my deepest condolences to those who have experienced loss of loved ones during the pandemic. It has touched us all, including those in this chamber who lost a cherished colleague just a few days ago, Senator Forest-Niesing. To her family and to all of you, my deepest sympathies. + +The pandemic has shown us that we need to put a focus on mental health in the same way as physical well-being because they are inseparable. + +As you begin this 44th Parliament of Canada, and as we recover from the effects of the pandemic and build a better relationship between Indigenous Peoples and non-Indigenous Peoples, I urge you to transform discussion into concrete results for us and for our country. + +Collaborate with and listen to each other. + +Listen to the diverse voices who speak a multitude of languages and who shape this country. + +Confronting the hard questions will not always be easy or comfortable—and it will require conviction—but it is necessary. The outcome will be a sustainable, united Canada, for you, for me, for our children, and for every generation to come. + +Opening +As we speak, British Columbians are facing immeasurable challenges as their homes, their communities, and their well-being are impacted by terrible flooding. + +But in a time of crisis, we know how Canadians respond. We step up and we are there for each other. + +And the Government will continue to be there for the people of British Columbia. + +In 2020, Canadians did not know they would face the crisis of a once-in-a-century pandemic. But, as always, no one should be surprised by how Canadians responded. + +We adapted. We helped one another. And we stayed true to our values. + +Values like compassion, courage, and determination. + +Values like democracy. + +And in this difficult time, Canadians made a democratic choice. + +Their direction is clear: not only do they want Parliamentarians to work together to put this pandemic behind us, they also want bold, concrete solutions to meet the other challenges we face. + +Growing an economy that works for everyone. + +Fighting climate change. + +Moving forward on the path of reconciliation. + +Making sure our communities are safe, healthy, and inclusive. + +Yes, the decade got off to an incredibly difficult start, but this is the time to rebuild. + +This is the moment for Parliamentarians to work together to get big things done, and shape a better future for our kids. + +This is the moment to build a healthier today and tomorrow +Priority number one remains getting the pandemic under control. The best way to do that is vaccination. + +Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + +The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. + +And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources. + +To build a healthy future, we must also strengthen our healthcare system and public health supports for all Canadians, especially seniors, veterans, persons with disabilities, vulnerable members of our communities, and those who have faced discrimination by the very system that is meant to heal. + +There is work to be done. On accessibility. On care in rural communities. On delayed procedures. On mental health and addiction treatment. On long-term care. On improving data collection across health systems to inform future decisions and get the best possible results. + +The Government will work collaboratively with provinces, territories, and other partners to deliver real results on what Canadians need. + +This is the moment to grow a more resilient economy +The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat. + +Now, with one of the most successful vaccination campaigns in the world, and employment back to pre-pandemic levels, the Government is moving to more targeted support, while prudently managing spending. + +To ensure no one is left behind, support will be extended or added for industries that continue to struggle. + +At the same time, the Government will also continue making life more affordable for all Canadians. + +Inflation is a challenge that countries around the world are facing. And while Canada’s economic performance is better than many of our partners, we must keep tackling the rising cost of living. To do that, the Government’s plan includes two major priorities: housing and child care. + +Whether it is building more units per year, increasing affordable housing, or ending chronic homelessness, the Government is committed to working with its partners to get real results. + +For example, the Housing Accelerator Fund will help municipalities build more and better, faster. + +The Government will also help families buy their first home sooner with a more flexible First-Time Home Buyer’s Incentive, a new Rent-to-Own program, and by reducing the closing costs for first-time buyers. + +Supporting families will make life more affordable for the middle class and people working hard to join it. + +The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living. + +The Government will also continue building the first-ever Canada-wide early learning and child care system. By the end of 2022, average fees for regulated child care will be cut in half in most of the provinces and territories. And in some places, this will even happen as early as the start of the year. Families will save thousands of dollars. + +Four jurisdictions have not yet reached agreements on child care. Two are territories with unique infrastructure challenges, and the Government will keep working together to ensure we meet the needs of the North. The Government will continue working with the remaining two provinces to finalize agreements that will deliver $10-a-day child care for families who so badly need it. + +Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. + +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + +This is the moment for bolder climate action +Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy. + +As a country, we want to be leaders in producing the world’s cleanest steel, aluminum, building products, cars, and planes. Not only do we have the raw materials and energy to do that, most importantly, we have skilled, hard-working Canadians to power these industries. + +As we move forward on the economy of the future, no worker or region will be left behind. The Government will bring together provinces, territories, municipalities, and Indigenous communities, as well as labour and the private sector, to tap into global capital and attract investors. + +Canada will emerge from this generational challenge stronger and more prosperous. + +The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future. + +Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air. + +Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + +Protecting our land and oceans will address biodiversity loss. In this work, the Government will continue to strengthen its partnership with First Nations, Inuit, and Métis, to protect nature and respect their traditional knowledge. + +Creating the Canada Water Agency will safeguard that vital resource and support our farmers. + +And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy. + +This is the moment to fight harder for safer communities +While we address climate change – + +While we fight COVID-19 and its consequences – + +While we grow our economy for everyone – + +We cannot turn away from other challenges. + +Gun violence is on the rise in many of our biggest cities. + +While investing in prevention and supporting the work of law enforcement, we must also continue to strengthen gun control. + +The Government has taken important actions like introducing lifetime background checks. + +The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns. + +During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services. + +When someone in our country is targeted because of their gender, or who they love, or where they come from, the way they pray, the language they speak, or the colour of their skin, we are all diminished. + +Everyone should be – and feel – safe. + +The Government will continue combatting hate and racism, including with a renewed Anti-Racism Strategy. + +This is the moment to stand up for diversity and inclusion +Canadians understand that equity, justice, and diversity are the means and the ends to living together. + +Fighting systemic racism, sexism, discrimination, misconduct, and abuse, including in our core institutions, will remain a key priority. + +The Government will also continue to reform the criminal justice system and policing. + +This is the moment to rebuild for everyone. The Government will continue to invest in the empowerment of Black and racialized Canadians, and Indigenous Peoples. It will also continue to fight harmful content online, and stand up for LGBTQ2 communities while completing the ban on conversion therapy. + +As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act. + +To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content. + +This is the moment to move faster on the path to reconciliation +This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools. + +To support communities, the Government will also invest significantly in a distinctions-based mental health and wellness strategy, guided by Indigenous Peoples, survivors, and their families. + +Everyone in our country deserves to be safe. + +That is why the Government will accelerate work with Indigenous partners to address the national tragedy of Missing and Murdered Indigenous Women, Girls and 2SLGBTQQIA+ People. + +The Government will also make sure communities have the support they need to keep families together, while ensuring fair and equitable compensation for those harmed by the First Nations Child and Family Services program. + +Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today. + +This is the moment to fight for a secure, just, and equitable world +The last 19 months have underscored that we live in a deeply interconnected world. + +Canada must stand up on the pressing challenges of our time, through our own commitments and by increasing our engagement with international partners, coalitions, and organizations. + +In the face of rising authoritarianism and great power competition, Canada must reinforce international peace and security, the rule of law, democracy, and respect for human rights. + +Canada’s prosperity – and middle class jobs – depend on preserving and expanding open, rules-based trade and ensuring our supply chains are strong and resilient. + +At home, the Government will continue to protect Canadians from threats to our communities, our society, and our democracy. + +A changing world requires adapting and expanding diplomatic engagement. Canada will continue working with key allies and partners, while making deliberate efforts to deepen partnerships in the Indo-Pacific and across the Arctic. + +Increasing Canada’s foreign assistance budget each year, and investing in sustainable, equitable, and feminist development that benefits the world’s most vulnerable and promotes gender equality will continue to be priorities. + +We will always stand up for a brighter future for all. + +Conclusion +This decade is still young. With compassion, courage, and determination, we have the power to make it better than how it started. + +But that can only happen by standing together. + +Parliamentarians, never before has so much depended on your ability to deliver results for Canadians. + +That is what people expect and need from you. + +In addition to ending this pandemic, their priorities for this 44th Parliament are clear: a more resilient economy, and a cleaner and healthier future for all of our kids. + +I do not doubt that you will honour the trust that has been placed in you. + +Members of the House of Commons, you will be asked to appropriate the funds to carry out the services and expenditures authorized by Parliament. + +Members of the Senate and Members of the House of Commons, may you be equal to the profound trust bestowed on you by Canadians, and may Divine Providence guide you in all your duties. + +Date modified: 2021-11-23 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Speech From The Throne 2020-EN + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Managed Secure File Transfer (MSFT) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Mandate Letters 2021-12-16 + https://pm.gc.ca/en/mandate-letters +Mandate letters outline the objectives that each minister will work to accomplish, as well as the pressing challenges they will address in their role. + +https://pm.gc.ca/fr/lettres-de-mandat +Les lettres de mandat énoncent les objectifs que tous les ministres chercheront à atteindre, ainsi que les défis urgents qu’ils devront relever dans le cadre de leurs fonctions. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Investment Management + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + EA-ADO Landscape, Interaction + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC-EA-SAS On Boarding + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + IITB Senior Leadership Changes + From: Littlefield, Peter P [NC] +Sent: May 20, 2022 12:22 PM +To: DGIIT Employés / Employees IITB (EDSC/ESDC) +Subject: FW: Changements à la haute direction de la DGIIT / IITB Senior Leadership Changes + +Bonjour à tous, + +À la suite des annonces d'aujourd'hui de la haute direction envoyées par nos sous-ministres (ci-joint), j'aimerais vous fournir du contexte et des renseignements supplémentaires sur ce que l'ajout de deux nouveaux sous-ministres adjoints signifie pour nous tous à la DGIIT, pour le reste de notre ministère et à la communauté numérique élargie du gouvernement du Canada (GC). + +Tout d'abord, permettez-moi de féliciter Rina Lorello et Nasser Alsukayri pour leurs nominations à venir à leurs nouveaux postes au sein de la DGIIT. Comme annoncé, Rina sera nommée sous-ministre adjointe et dirigeante principale de l'information déléguée (DPID) et Nasser sera nommé sous-ministre adjoint, Responsable du changement technique (Programme de modernisation du versement des prestations) et dirigeant principal de l'information délégué. + +C'est une excellente nouvelle pour nous tous. Ces nominations reconnaissent plusieurs choses. + +• EDSC subit actuellement une transformation massive de ses services, comme vous le savez. Le rôle de la DGIIT dans ce travail est suffisamment important – nous devons nous assurer que tous les éléments informatiques substantiels de notre transformation sont livrés, que ce soit par notre équipe ou par nos partenaires de prestation de services. Ce travail est de la plus haute priorité pour notre ministère, pour le GC et, en fait, pour les Canadiens. + +• La plus grande initiative de notre transformation est la Modernisation du versement des prestations (MVP). Les sous-ministres ont souligné le rôle important que la DGIIT joue dans la MVP à de nombreuses reprises, y compris l'annonce en 2020 de mon rôle - désormais assumé par Nasser - en tant que Responsable du changement technique dans le programme de la MVP, avec des responsabilités spécifiques envers le Dirigeant principal de la transformation. Le travail informatique dans la MVP est un mandat complet en soi, et il prendra bientôt de l'ampleur à mesure que nous commencerons la mise en œuvre de la Sécurité de la vieillesse dans la MVP. + +• Alors que notre ministère et notre direction générale sont occupés à la transformation, la DGIIT a également la très grande tâche de continuer à faire fonctionner et à maintenir les services informatiques essentiels qui sous-tendent tout. EDSC est souvent qualifié de « portefeuille » et non seulement de ministère, pour une très bonne raison : nous sommes énormes. Nos opérations informatiques sont relativement importantes. + +• Nos programmes et services, ainsi que les systèmes informatiques qui les exécutent, ne sont pas statiques – il y a des changements tout le temps. EDSC a un portefeuille d'environ 50 grands projets actuellement en cours et de nombreux petits projets. Presque tout ce travail implique la DGIIT. + +• Enfin, la taille, la stature, l'importance d'EDSC et le très bon travail que nous faisons font de nous un chef de file dans la communauté numérique du GC. Nous pouvons faire plus dans notre communauté élargie pour partager nos réussites, nos pratiques exemplaires et nos leçons avec les autres. + +Tout compte fait, à la DGIIT, collectivement, nous avons l'un des mandats informatiques les plus visibles, les plus difficiles et les plus importants du pays. Rina et Nasser apportent tous deux un leadership supplémentaire et diversifié à notre direction générale pour nous aider dans notre important travail. + +De votre point de vue, en tant qu'employés de la DGIIT, l'ajout de Rina et Nasser dans leurs nouveaux rôles ne changera pas beaucoup votre vie professionnelle quotidienne – il n'y a pas de changement organisationnel en cours ici. La DGIIT continuera comme une seule organisation, avec un DPI pour le ministère. Les deux nouveaux DPID et moi travaillerons ensemble comme une seule équipe. + +Bien que le nouveau rôle de Nasser soit noté ici (la DGIIT dans la MVP), Rina, Nasser et moi prendrons les prochaines semaines pour déterminer la responsabilité de toutes les activités et les priorités de la direction générale. Nous partagerons plus d'informations à ce sujet avec vous dès qu'elles seront disponibles. + +Rina, Nasser et moi nous engageons à veiller à ce que les informations soient partagées régulièrement et, plus important encore, en temps opportun. À cette fin, nous prévoyons une rencontre et une discussion ouverte à la mi-juin, pendant ou à proximité de la Semaine nationale de la fonction publique. Les détails de cette rencontre seront transmis dans les prochains jours. + +Veuillez vous joindre à moi pour féliciter Rina et Nasser pour leurs nominations à venir. + +Merci, + +Peter Littlefield +(Il/lui) +Dirigeant principal de l’information + + +*************************************************** + +Hello Everyone, + +Following today’s senior leadership announcements made by our Deputy Ministers (attached), I would like to provide you with some additional context and information about what the addition of two new Assistant Deputy Ministers means to all of us in IITB, to the rest of our Department, and to the broader Government of Canada (GC) digital community. + +First, let me congratulate Rina Lorello and Nasser Alsukayri for their upcoming appointments to their new positions within IITB. As announced, Rina will be appointed as Assistant Deputy Minister and Deputy Chief Information Officer (DCIO) and Nasser will be appointed as Assistant Deputy Minister, Technical Change Authority (Benefits Delivery Modernization Programme), and Deputy Chief Information Officer. + +This is great news for all of us. These appointments recognise several things. + +• ESDC is undergoing a massive service transformation right now, as you know. IITB’s role in this work is suitably large – we must ensure that all of the substantial IT elements of our transformation are delivered, whether by our team or by our service delivery partners. This work is of highest priority in our Department, and for the GC and indeed for Canadians. + +• The largest initiative in our transformation is Benefits Delivery Modernisation (BDM). The DMs have signalled the important role that IITB has in BDM on many occasions, including the 2020 announcement of my role – now to be assumed by Nasser – as Technical Change Authority in the BDM programme, with specific accountabilities to the Chief Transformation Officer. The IT work in BDM is a full mandate of and in itself, and it will soon grow larger as we begin the implementation of Old Age Security in BDM. + +• While our Department and our Branch are busy transforming, IITB also has the very large job of keeping running and maintaining the essential IT services that underpin everything. ESDC is often referred to as a “portfolio” and not just a department, for very good reason: We are enormous. Our IT operations are comparably large. + +• Our programs and services, and the IT systems that run them, are not static – there is change all the time. ESDC has a portfolio of roughly 50 major projects currently underway, and numerous smaller ones. Nearly all of this work involves IITB. + +• Lastly, ESDC’s size, stature, importance, and the very good work that we do makes us a leader in the GC digital community. There is more that we can do in our broader community to share our successes, best practices, and lessons with others. + +All to say, in IITB, collectively, we have one of the biggest, most challenging, and most important IT mandates in the country. Both Rina and Nasser bring additional and diverse leadership to our Branch to help in our important work. + +From your perspective, as IITB employees, the addition of Rina and Nasser in their new roles here will not change your daily work life much – there is no organisational change happening here. IITB will continue as one branch, with one CIO for the department. The two new DCIOs and I will work together as one team. + +While Nasser’s new role is noted here (IITB in BDM), Rina, Nasser and I will take the next few weeks to determine the responsibility for all of the Branch’s activities and priorities. We will share more information on this with you as soon as it is available. + +Rina, Nasser and I are committed to ensuring that information is shared regularly and, more importantly, in a timely fashion. To that end, we are planning a meet and greet town hall for mid-June, in or near National Public Service Week. Details on this meeting will be sent in the coming days. + +Please join me in congratulating Rina and Nasser on their upcoming appointments. + +Thank you, + +Peter Littlefield +(He/him/his) +Chief Information Officer + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 2022 National Public Service Week + Caption: National Public Service Week 2022 + +Hello Everyone, +  +Happy National Public Service Week 2022! This week is an opportunity for all of us to recognize and celebrate the efforts and leadership of public servants from across the country. + +At management tables and speaking to employees across the country, we regularly hear positive feedback about your efforts. Many IITB employees are on the front lines of the services ESDC employees use regularly, as well as those upon which Canadians rely. What you do really matters; it keeps ESDC up and running and ensures Canadians get the support they need when they need it. + +As the Department has grown in recent years, you have stepped up to meet the challenge of increased demand for information technology (IT) and information management (IM) services. Whether that’s by providing the equipment and software employees need to do their jobs remotely or in the office, ensuring our systems and data remain safe, or managing the IM and IT aspects of the many projects we support, you have shown resilience in keeping up with ESDC’s needs throughout the pandemic, while also feeling its effects personally. + +We are constantly impressed by your dedication and commitment to service. We are proud to be public servants, proud to lead IITB, and proud to work with such a talented and hardworking team. + +We encourage you to take some time this week and participate in the virtual activities that recognize your efforts. + +We look forward to seeing you and taking your questions at the IITB Town Hall on June 15. Event details are included in a calendar invitation you would have received earlier. + +We encourage you to also attend a live, bilingual, virtual “Ask Me Anything” Deputy Ministers’ Town Hall that will be open to everyone in ESDC on June 16 from 1:00 to 2:30 p.m. ET. + +As we approach summer, we hope that you will take time for yourselves with your loved ones and recharge. Thank you for all that you have done. + +Nasser Alsukayri +(He/him/his) +Deputy Chief Information Officer + +Rina Lorello +(She/her/hers) +Deputy Chief Information Officer + +Peter Littlefield +(He/him/his) +Chief Information Officer + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + EA Scoring Management + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + IITB Flexible Work Model + From: Littlefield, Peter P [NC] +Sent: January 16, 2023 1:56 PM +To: DGIIT Employés / Employees IITB (EDSC/ESDC) +Subject: Mise à jour sur le modèle de travail flexible à la DGIIT / Update on IITB’s Flexible Work Model + +[English version] + +Bonjour, + +Bonne année à vous tous ! + +Nous savons que la nouvelle orientation relative au modèle de travail flexible préoccupe bon nombre d’entre vous depuis que vous avez pris connaissance du plus récent message des sous-ministres, et nous sommes conscients que vous pourriez avoir d’autres questions sur la manière dont elle s’applique à votre travail, vos équipes et votre situation personnelle. + +La priorité de notre équipe de la haute direction est aussi de partager l’information avec vous dès que possible. Bien que plusieurs aspects de la mise en œuvre d’EDSC des nouvelles exigences du SCT restent à l’étude, nous souhaitons vous faire part de l’application prévue de cette nouvelle politique au sein de la DGIIT. + +Les employés devront travailler du bureau au moins de deux jours par semaine. Les exigences entreront en vigueur de manière progressive étant donné qu’il faut plus d’espace de bureaux pour répondre à l’accroissement de nos activités. Le 16 janvier, les employés avec une modalité de travail hybride qui venaient déjà travailler au bureau avant l’annonce du SCT devront continuer de venir au bureau. Les employés hybrides qui ne venaient pas travailler au bureau avant l’annonce du SCT commenceront à le faire au début du mois de février. Les employés avec une modalité de travail principalement à distance et qui passeront dans la catégorie hybride devront venir travailler au bureau au plus tard à la mi-mars. Les employés dont les postes sont basés au bureau continueront à suivre leur emploi du temps normal et ne seront pas affectés par ce changement. Si vous n’est pas certain de votre catégorie, veuillez consulter la modalité de travail indiquée à votre profil de PeopleSoft ou vous adresser à votre supérieur. + +Des efforts sont actuellement déployés pour assurer une présence de la DGIIT au bureau durant tous les jours ouvrables. Cela signifie que tous les employés de la DGIIT n’auront pas nécessairement le même calendrier de présence au bureau, mais que leurs jours de travail au bureau pourront varier selon les directions ou les équipes de manière à assurer une utilisation optimale de l’espace. Il est essentiel pour nous que vous ayez toute la flexibilité possible tout en respectant les difficultés logistiques initiales engendrées par la répartition efficace et sécuritaire des attentes relatives à la présence au bureau. + +Dans la région de la capitale nationale, le 8e et le 9e étage du 22, rue Eddy à Gatineau deviendront progressivement des espaces dits de voisinage pour notre direction générale. Ces deux étages seront exclusivement réservés à la DGIIT afin de permettre une collaboration transversale entre nos équipes. Le 5e étage du 22, rue Eddy est déjà un précieux espace de cotravail, et nous encourageons les employés à continuer de l’utiliser, tout comme ils peuvent utiliser les autres espaces de cotravail d’EDSC de la région d’Ottawa (les bureaux situés sur l’avenue Terminal, l’avenue Woodward et la promenade du Portage) en attendant l’ouverture de nos espaces de voisinage. Les régions se chargent de coordonner les approches relatives aux bâtiments pour leurs bureaux. La DGIIT continuera de travailler avec les régions pour s’assurer que les employés de la DGIIT répartis dans le pays sont soutenus. De plus amples renseignements seront communiqués dès que possible. + +Afin de préparer votre retour au bureau, veuillez vous assurer d’avoir une carte d’accès valide. Les instructions pour obtenir ou renouveler votre carte d’accès se trouvent sur la page intranet du modèle de travail flexible de la DGIIT. Nous vous encourageons à anticiper votre retour au bureau afin que tout se passe bien. Nous vous encourageons également à passer en revue l’infographie « Je suis prêt » qui vous aidera à planifier vos journées au bureau et qui vous redirigera vers les instructions pour réserver un poste de travail. Les gestionnaires auront accès à des ressources supplémentaires pour les aider dans leurs décisions et dans la planification de l’emploi du temps de leur équipe. + +Les mesures sanitaires suivantes restent en vigueur dans les bureaux du gouvernement du Canada : +· restez chez vous si vous êtes malade; +· portez un masque médical lorsque vous êtes au bureau (consultez l’infographie); +· pratiquez la distanciation sociale lorsque cela est possible; +· continuez de vous laver les mains régulièrement au travail. + +Nous continuerons de collaborer avec l’équipe de la haute direction d’EDSC pour nous assurer que l’information vous est transmise dans les meilleurs délais. Vous recevrez d’autres communications de votre équipe de direction aux cours des prochaines semaines. Alors que nous nous préparons à ce changement, nous vous encourageons à mettre en signet les pages intranet du modèle de travail flexible de la DGIIT et du modèle de travail flexible d’EDSC. + +Nous sommes conscients qu’en raison de ces nouvelles attentes, de nombreux employés devront prendre des dispositions personnelles au cours des prochaines semaines et des prochains mois pour se conformer à l’orientation de cette politique du gouvernement. Les membres de la haute direction s’entendent pour dire que nous aborderons ces situations avec compassion et flexibilité. EDSC a la ferme intention de soutenir les employés ayant besoin de mesures d’adaptation et de le faire de manière uniforme et dans les meilleurs délais. Un processus de gestion de ces demandes est en cours d’élaboration et vous sera communiqué lorsque nous en saurons plus. N’hésitez pas à parler avec votre supérieur si vous avez des préoccupations ou des questions. Nous sommes là pour vous. Vous pouvez également poser vos questions à l’équipe du modèle de travail flexible de la DGIIT. Nous comprenons que ce changement pourrait apporter son lot de difficultés. Pour obtenir des services de consultation confidentiels et gratuits, veuillez visiter la page du Programme d’aide aux employées (PAE). + +Merci de votre patience et votre compréhension. Ensemble, nous saurons mener à bien ce changement. + +Nasser Alsukayri +(Il/lui) +Dirigeant principal adjoint de l’information + +Rina Lorello +(Elle) +Dirigeante principale adjointe de l’information + +Peter Littlefield +(Il/lui) +Dirigeant principal de l’information +************************************************************************************ +Hello Everyone, + +Happy New Year to all of you! + +We know that the new direction for the flexible work model is top-of-mind for many of you following the most recent DM message, and we understand that you may have further questions about how the new direction applies to your work, your teams, and your individual circumstances. + +Sharing information with you as it becomes available is a top priority for our leadership team as well. Although many aspects of ESDC’s implementation of new TBS requirements are still under consideration, we want to share with you what we expect about the application of this new policy at IITB. + +In office requirements will be set at a minimum of two days per week. Expectations will come into effect gradually, as office space must be expanded to accommodate our increased activity. On January 16, hybrid employees who were already coming onsite prior to the TBS announcement will be expected to continue to come into the office. For hybrid employees who weren’t coming onsite prior to the TBS announcement, you will begin to come onsite in early February. For employees with predominately offsite work arrangements who will move into the hybrid category, you will need to come onsite no later than mid-March. Employees in onsite functions will continue to work their regular onsite schedule and will not be impacted by this change. If you are unsure which category you fall under, please consult your work arrangement in PeopleSoft or speak with your supervisor. + +Efforts are currently underway to ensure that IITB has an in-office presence across the entire work week – this means that not all IITB employees will have the same in-office schedule, but that fixed days in office may vary across directorates or teams to ensure the best use of space. Our priority is to maximize the flexibility available to you, while respecting the early logistical challenges of distributing office expectations effectively and safely. + +In the National Capital Region, the 8th and 9th floors at 22 Eddy Street in Gatineau will gradually become IITB neighbourhood spaces. These floors will be available exclusively to IITB, which will provide opportunities for teams to collaborate across the Branch. The 5th floor at 22 Eddy is already a valuable co-working space and we encourage employees to continue to make use of it and other ESDC co-working spaces in the Ottawa area (located at Terminal Avenue, Woodward Avenue and Promenade du Portage) while we await the opening of our neighbourhood spaces. Regions are coordinating the building approaches for their offices. IITB will continue working with the Regions to ensure that IITB employees across the country are supported. More information will be shared as it becomes available. + +To prepare for your return to the office, please ensure you have a valid building pass. Instructions for obtaining or renewing a building pass are available on the IITB Flexible Work Model intranet page. We encourage you to plan ahead to ensure a smooth return to the office and to review the I'm Ready Infographic to help you plan for your day in office, including instructions for booking a workstation. Additional resources will be made available to managers to aid in decision-making and individual team planning. + +The following health measures remain in place at Government of Canada office locations: +• Stay home when you are sick. +• Wear a medical mask while in the office (see infographic). +• Practice physical distancing where possible. +• Maintain hand hygiene at work. + +We will continue to collaborate with ESDC’s leadership team to ensure information is distributed in a timely manner as it becomes available. You can expect further communications from your senior management team over the next few weeks. As we get ready for this change, we encourage you to bookmark the IITB Flexible Work Intranet Page and the ESDC Flexible Work Model Intranet page. + +We are mindful that with these new expectations, many employees will need to make personal arrangements over the coming weeks and months to fulfill this government policy direction. There is consensus amongst our leadership that we will approach these situations with compassion and flexibility. ESDC is fully committed to ensuring that individuals who need an accommodation are supported in a consistent and timely manner. A process is being developed to oversee requests for a Duty to Accommodate and details will be shared once available. Please do not hesitate to speak with your supervisor if you have concerns or questions. We are here for you. You can also ask your questions via the IITB Flexible Work Model GD Box. We understand that this change may be challenging. To access free, confidential counselling services, please visit the Employee Assistance Program (EAP). + +Thank you for your patience and collaboration as we work through this change together. + +Nasser Alsukayri +(He/him/his) +Deputy Chief Information Officer + +Rina Lorello +(She/her/hers) +Deputy Chief Information Officer + +Peter Littlefield +(He/him/his) +Chief Information Officer + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + New ArchiMate View + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GC Enterprise Data, Info Gov + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + POB-WMBI Background + Program Operations Branch G&Cs Workload Management and Business Intelligence (WMBI) +Presentation to the Gs&Cs Strategic Hub March 2022 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Bill C-22 Canada Disability Benefit Act + Purposes of Act +Purposes +3 The purposes of this Act are to reduce poverty and to support the financial security of working-age persons with disabilities. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Canada Dental Benefit + https://www.canada.ca/en/revenue-agency/services/child-family-benefits/dental-benefit.html + +Canada Dental Benefit +Status: Not yet available + +The interim Canada Dental Benefit is intended to help lower dental costs for eligible families earning less than $90,000 per year. Parents and guardians can apply if the child receiving dental care is under 12 years old and does not have access to a private dental insurance plan. + +Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + +The first benefit period is for dental care received between October 1, 2022 and June 30, 2023. Applications for this period open on December 1, 2022. + +Get ready to apply +Complete any steps you are missing so you're ready to apply when applications open. + +File your income taxes +Filing your income tax return is required to apply for this benefit. + +Have you filed your 2021 income taxes? +Yes +No +Confirm you receive the Canada Child Benefit (CCB) +Receiving the CCB is required to access this benefit. + +Do you receive CCB payments for your child as of December 1, 2022? +Yes +No +Not sure +Confirm you have access to your CRA My Account +Canada Revenue Agency's online application (CRA My Account) will be the fastest way to apply for this benefit. + +Do you have a CRA My Account? +Yes +No +Set up direct deposit +Direct deposit will be the fastest way to get payments for this benefit. + +Is your direct deposit information up to date with the CRA? +Yes +No - I want to set it up +No - I prefer to receive my payment by cheque +Estimate how much you could get +Your benefit amount depends on your adjusted family net income. + +What was your adjusted family net income in 2021? +less than $70,000 +$70,000 to $79,999 +$80,000 to $89,999 +$90,000 or more +When to apply +Applications open on December 1, 2022 for dental care your child receives between October 1, 2022 and June 30, 2023. + +The second benefit period will open for applications on July 1, 2023. This will cover dental care your child receives between July 1, 2023 and June 30, 2024. + +Date modified: 2022-11-18 + +https://www.canada.ca/en/department-finance/news/2022/09/making-dental-care-more-affordable-the-canada-dental-benefit.html +Making Dental Care More Affordable: The Canada Dental Benefit +From: Department of Finance Canada + +Backgrounder +Seeing a dentist is important for our health, but it can be expensive. A third of Canadians currently do not have dental insurance, and in 2018, more than one in five Canadians reported avoiding dental care because of the cost. + +For these reasons, the government has previously committed to providing dental care for uninsured Canadians with a family income of less than $90,000 annually, starting with children under 12-years-old in 2022. + +This is the first stage of the government’s plan to deliver dental coverage for families with income under $90,000, and will allow eligible children under 12 to get the dental care they need while a comprehensive national dental care program is developed. + +The Canada Dental Benefit + +The proposed Canada Dental Benefit would provide eligible parents or guardians with direct, up-front tax-free payments to cover dental expenses for their children under 12-years-old. + +The target implementation date for the Canada Dental Benefit is December 1, 2022, pending Parliamentary approval and Royal Assent of enabling legislation, and the program would cover expenses retroactive to October 1, 2022. + +The Canada Dental Benefit would provide payments up to $650 per child per year for families with adjusted net income under $90,000 per year and without dental coverage. + +$650 would be provided for each eligible child if the family’s adjusted net income is under $70,000. +$390 would be provided for each eligible child if the family’s adjusted net income is between $70,000 and $79,999. +$260 would be provided for each eligible child if the family’s adjusted net income is between $80,000 and $89,999. +It is estimated that 500,000 Canadian children would benefit from this targeted investment of $938 million. + +To access the Benefit, parents or guardians of eligible children would need to apply through the Canada Revenue Agency (CRA). In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required. +Health Canada and the CRA are collaborating closely on an application platform that would deliver payments in a timely fashion. Further details on how and when to apply for the Benefit will be communicated in due course. + +The Canada Dental Benefit would not reduce other federal income-tested benefits such as the Canada Workers Benefit, the Canada Child Benefit, and the Goods and Services Tax Credit. + +A long-term dental care program in Canada +The federal government remains committed to providing dental care to Canadians, and continues to take needed steps to build a comprehensive national long-term dental care program. Provinces and territories and private industry have been engaged about the design and timelines of such a program. The federal government remains committed to full implementation of a dental care program for households with incomes under $90,000 by 2025. + +Date modified: 2022-09-13 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Bill C-23 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Top-Level Hierarchy of ArchiMate Concepts + Section 3.2 +Figure 1 +Page 31 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + EA-SAS Lite Project Assessment + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC EARB EA Assessment (TARGET) 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"Specialization"},{"id":"id-a8001cba38fc407e89596ca907da3230","sourceId":"id-b3a5ecda64cd47ee8531cb23c9e97cc5","targetId":"id-3e7c9281ca8a4e40b906367d086d62fd","type":"Triggering"},{"id":"id-c0db3a145e62458e913c25249c0ebaae","sourceId":"id-624d866d7cad4da8923a3c0e327e6370","targetId":"id-1f437d1baf1944b19d669b6add1bee9f","type":"Composition"},{"id":"id-4db851c8ead447619c0524a67aa99602","sourceId":"id-1f437d1baf1944b19d669b6add1bee9f","targetId":"id-1ba328082bff4d548cc9e4114790251d","type":"Assignment"},{"id":"id-74adeebd2b6d4db6bbf0c5720d9c4e70","sourceId":"id-b638d47569924369974c8382f2991415","targetId":"id-ab4cfcc7a6634dd2af7d925a507c3bcd","type":"Composition"},{"id":"id-0bcd4a6df706446882d1c5139912e275","sourceId":"id-473cca767ea84f3b810b1ec1e712633b","targetId":"id-e110291a16384c7e86a65cac33f76d49","type":"Triggering"},{"id":"id-b4906df35f734bc6be434bbe7e292036","sourceId":"id-d9f090e14a6149d9ad074c5d3d6e853c","targetId":"id-a04526e83fc1489da290229f8d58a586","type":"Aggregation"},{"id":"id-91811c690eea4a3181ce9527f3633b1d","sourceId":"id-1ba328082bff4d548cc9e4114790251d","targetId":"id-328546b2f6404a6796c5b9452f929449","type":"Realization"},{"id":"id-ecbde3e5a0fe42bfbd77168c53e26ba1","sourceId":"id-233b7a47b95f47d281e1e8f4611f9222","targetId":"id-328546b2f6404a6796c5b9452f929449","type":"Association"},{"id":"id-4b2fc150f0cb4cbcb8043bc0691a794d","sourceId":"id-328546b2f6404a6796c5b9452f929449","targetId":"id-aa8bd2da3c9145a9a5b935cb3adbc265","type":"Serving"},{"id":"id-91c9f0c209d64a9d8ef746b9c86d5499","sourceId":"id-233b7a47b95f47d281e1e8f4611f9222","targetId":"id-73731aeb1efd469bb9a46dcebd504a9c","type":"Realization"},{"id":"id-30da35b247974492b2a6a07d3bd2c40d","sourceId":"id-473cca767ea84f3b810b1ec1e712633b","targetId":"id-233b7a47b95f47d281e1e8f4611f9222","type":"Association"},{"id":"id-2286bd47bf2040738d536fd2502cb1b2","sourceId":"id-a25d1e0809a9423182b6514ba766c934","targetId":"id-f5d9fdbe9472423a9d5880ac66913aee","type":"Access"},{"id":"id-fab2809cd7384b41b37a94082a6714cf","sourceId":"id-aa8bd2da3c9145a9a5b935cb3adbc265","targetId":"id-a04526e83fc1489da290229f8d58a586","type":"Assignment"},{"id":"id-f725fa75b9d9430b9d86282f7b658850","sourceId":"id-c824a76ea3ac4fb6af216964c319bd4a","targetId":"id-b3a5ecda64cd47ee8531cb23c9e97cc5","type":"Triggering"},{"id":"id-62d42a4d05f2483c9760dc6e6da3478e","sourceId":"id-233b7a47b95f47d281e1e8f4611f9222","targetId":"id-a25d1e0809a9423182b6514ba766c934","type":"Composition"}],"views":[{"id":"id-79117d9769cd489a878d72bf7ea910fa","name":"novidades","viewpoint":""},{"id":"id-0c7e4a0d3f684014b9422fd005e489af","name":"default","viewpoint":""},{"id":"id-b69428d647194f3f9ce83f357f8269ec","name":"Elements","viewpoint":""},{"id":"id-f31c4c904b904193b792e0e4c4146688","name":"Relationships","viewpoint":""}]} \ No newline at end of file diff --git a/dataset/processed-models/id-8b658a318d5b4050bf33a29eacf16564/model.xml b/dataset/processed-models/id-8b658a318d5b4050bf33a29eacf16564/model.xml new file mode 100644 index 00000000..471fc5ef --- /dev/null +++ b/dataset/processed-models/id-8b658a318d5b4050bf33a29eacf16564/model.xml @@ -0,0 +1,1551 @@ + + + (new model) + + + Resource + + + Capability + + + Value Stream + + + Course of Action + + + a + + + c + + + Business Actor + + + Business Collaboration + + + Business Role A + + + Business Process A + + + Business Process B + + + Business Process C + + + Business Role B + + + Business Process D + + + Business Actor + + + Business Role + + + Business Collaboration + + + Business Interface + + + Business Process + + + Business Function + + + Business Interaction + + + Business Object + + + Contract + + + Representation + + + Product + + + Application Component A + + + Application Collaboration + + + Data Object + + + Application Component B + + + Application Component C + + + Application Service A + + + Application Component + + + Application Collaboration + + + Application Interface + + + Application Function + + + Application Interaction + + + Application Process + + + Application Event + + + Application Service + + + Data Object + + + Material + + + Equipment + + + Node + + + System Software + + + Device + + + Facility + + + Equipment + This is a documentation test + + + Test value + + + Test Value 2 + + + + + Deploy A + + + Device A + + + Node A + + + Node + + + Device + + + System Software + + + Technology Collaboration + + + Technology Interface + + + Path + + + Communication Network + + + Technology Function + + + Technology Process + + + Technology Interaction + + + Technology Event + + + Technology Service + + + Artifact + + + Equipment + + + Facility + + + Distribution Network + + + Material + + + Outcome + + + Outcome (copy) + + + Driver + + + Goal + + + Stakeholder + + + Driver + + + Assessment + + + Goal + + + Outcome + + + Principle + + + Requirement + + + Meaning + + + Value + + + Plateau + + + Plateau (copy) + + + Work Package + + + Deliverable + + + Implementation Event + + + Plateau + + + Gap + + + b + + + Junction + + + Grouping + + + Junction + + + Location + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + test + + + test 2 + + + + + + novidades + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + default + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Elements + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Relationships + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/id-a5948529aa774cf68c513b01399eea49/csv/elements.csv b/dataset/processed-models/id-a5948529aa774cf68c513b01399eea49/csv/elements.csv new file mode 100644 index 00000000..f7108ca4 --- /dev/null +++ b/dataset/processed-models/id-a5948529aa774cf68c513b01399eea49/csv/elements.csv @@ -0,0 +1,2322 @@ +"ID","Type","Name","Documentation","Specialization" +"id-a5948529aa774cf68c513b01399eea49","ArchimateModel","OCHRO Digital Suite Tools","","" +"id-b642ab7688ca48a09088164b19d2c8f3","Capability","Access Sources Of Information (L1 Proficiency)","Seeks information from others (e.g., colleagues, customers). +Maintains personal contacts in other parts of the organization with those who can provide work-related information. +","" +"id-b400a3a1272542a2895e755158ef28c0","Capability","Acknowledge Need For New Approaches (L1 Proficiency)","Is open to new ideas. +Questions the conventional approach and seeks alternatives. +Recognizes when a new approach is needed; integrates new information quickly while considering different options. +","" +"id-e63c8623d9db499da3b2d62694971387","Capability","Adapt Communication For Others (L3 Proficiency)","Adapts content, style, tone and medium of communication to suit the target audience’s language, cultural background and level of understanding. +Takes others’ perspectives into account when communicating, negotiating or presenting arguments (e.g., presents benefits from all perspectives). +Responds to and discusses issues/questions in an understandable manner without being defensive and while maintaining the dignity of others. +Anticipates reactions to messages and adapts communications accordingly +","" +"id-9e8e951ac05f419ea73359fce8bdfa16","Capability","Adapt Rationale To Influence Others (L2 Proficiency)","Anticipates the effect of one’s approach or chosen rationale on the emotions and sensitivities of others. +Adapts discussions and presentations to appeal to the needs or interests of others. +Uses the process of give-and-take to gain support. +Builds relationships through fair, honest and consistent behaviour. +","" +"id-6e29dadc294e427c94de3c95eb1410f6","Capability","Adaptability (Competency)","Adaptability: Adjusting own behaviours to work efficiently and effectively in light of new information, changing situations and/or different environments + +Level 1: Recognizes how change will affect work +Accepts that things will change. +Seeks clarification when faced with ambiguity or uncertainty. +Demonstrates willingness to try new approaches. +Suspends judgment; thinks before acting. +Acknowledges the value of others’ contributions regardless of how they are presented. + +Level 2: Adapts one’s work to a situation +Adapts personal approach to meet the needs of different or new situations. +Seeks guidance in adapting behaviour to the needs of a new of different situation. + +Level 3: Adapts to a variety of changes +Adapts to new ideas and initiatives across a wide variety of issues or situations. +Shifts priorities, changes style and responds with new approaches as needed to deal with new or changing demands. + +Level 4: Adapts to large, complex and/or frequent changes +Publicly supports and adapts to major/fundamental changes that show promise of improving established ways of operating. +Seeks opportunities for change in order to achieve improvement in work processes, systems, etc. +Maintains composure and shows self control in the face of challenges and change. + +Level 5: Adapts organizational strategies +Anticipates change and makes large or long-term adaptations in organization in response to the needs of the situation. +Performs effectively amidst continuous change, ambiguity and, at times, apparent chaos. +Shifts readily between dealing with macro-strategic issues and critical details. + + +Note: “Adaptability” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders.","" +"id-2979f9a440014c0782391f5709a1af21","Capability","Align Change Initiatives With Organizational Objectives (L4 Proficiency)","Links projects/objectives to department’s/public service’s change initiatives and describes the impact on operational goals. +Presents realities of change and, together with staff, develops strategies for managing it. +Identifies future needs for change that will promote progress toward identified objectives. +","" +"id-0db36170791f4c228348baf40f405080","Capability","Align Personal Development With Organizational Objectives (L4 Proficiency)","Designs personal learning objectives based on evolving needs of the portfolio or business unit. +Uses organizational change as an opportunity to develop new skills and knowledge. +","" +"id-534759a1b97640f58b67977e87c34f9e","Capability","Align Program / Operational Goals and Plans (L3 Proficiency)","Works with teams to set program/operational goals and plans in keeping with the strategic direction. +Regularly promotes the organization, its vision and values to clients, stakeholders and partners. +Works with staff to set strategic goals for own sector of the organization. +Assesses the gap between the current state and desired future direction and establishes effective ways for closing the gap in own sector. +","" +"id-950628fb57a14c288fe60f9b743e25d6","Capability","Analytical Thinking (Competency)","Analytical Thinking: Interpreting, linking, and analyzing information in order to understand issues + +Level 1: Analyzes and synthesizes information +Breaks down concrete issues into parts and synthesizes succinctly. +Collects and analyses information from a variety of appropriate sources. +Identifies the links between situations and information. + +Level 2: Identifies critical relationships +Sees connections, patterns or trends in the information available. +Identifies the implications and possible consequences of trends or events. +Draws logical conclusions, providing options and recommendations. + +Level 3: Analyses complex relationships +Analyses complex situations, breaking each into its constituent parts. +Recognizes and assesses several likely causal factors or ways of interpreting the information available. +Identifies connections between situations that are not obviously related. + +Level 4: Applies broad analysis +Integrates information from diverse sources, often involving large amounts of information. +Thinks several steps ahead in deciding on best course of action, anticipating likely outcomes. +Develops and recommends policy framework based on analysis of emerging trends. +Gathers information from many sources, including experts, in order to completely understand a problem/situation. + +Level 5: Applies a systems perspective to the analysis of enterprise-wide issues +Identifies multiple relationships and disconnects in processes in order to identify options and reach conclusions. +Adopts a systems perspective, assessing and balancing vast amounts of diverse information on the varied systems and sub-systems that comprise and affect the working environment. +Thinks beyond the organization and into the future, balancing multiple perspectives when setting direction or reaching conclusions (e.g., social, economic, partner, stakeholder interests, short- and long-term benefits, national and global implications). + + +Note: “Analytical Thinking” links to the competency “Strategic Thinking” identified as relevant for federal Public Service leaders.","" +"id-fd424f555f3d4ceba2d7c59c4422de49","Capability","Analyze and Synthesize Information (L1 Proficiency)","Breaks down concrete issues into parts and synthesizes succinctly. +Collects and analyses information from a variety of appropriate sources. +Identifies the links between situations and information. +","" +"id-2032e0740b904c75ba7867b6cbdcb534","Capability","Analyze Complex Relationships (L3 Proficiency)","Analyses complex situations, breaking each into its constituent parts. +Recognizes and assesses several likely causal factors or ways of interpreting the information available. +Identifies connections between situations that are not obviously related. +","" +"id-391f8bc626424227a8c2d399195528ee","Capability","Anticipate and Adapt To Client Needs (L3 Proficiency)","Maintains ongoing communication with clients. +Regularly and systematically contacts clients or prospective clients to determine their needs. +Uses understanding of client’s perspective to identify constraints and advocate on their behalf. +Works with clients to adapt services, products or solutions to meet their needs. +Encourages co-workers and teams to achieve a high standard of service excellence. +Anticipates areas where support or influence will be required and discusses situation/concerns with appropriate individuals. +Proposes new, creative and sound alternatives to improve client service.","" +"id-6bcc4ffcd78a43b3bb8879ffaee4e851","Capability","Application Development / Support and Maintenance (Competency)","1. Application Development/Support and Maintenance [1] +Knowledge and ability to design, define, construct, enhance, support and maintain application software on one or more platforms. +Knowledge requirements: +*** Systems Analysis and Design *** + Requirements analysis + General/external design (includes design principles) + Use of established techniques to assist in the analysis of business data/information flows and database construction (e.g., data and functional modeling) +*** Application Development and Commercial Off-The-Shelf (COTS) Management *** + Programming languages (e.g., software language structures, machine, assembly, procedural, non-procedural, object-oriented languages) + Standards and methods used in developing and maintaining a repository of information and processes (e.g., development standards including programming, user interface, design, naming, specifications) + System development processes, tools and methodologies (e.g., Systems Development Life Cycle including principles, best practices and standards used in designing and maintaining a formal procedure and a related repository of information) + Unit testing processes and practices + Application development tools (e.g., COTS development tools, technical productivity tools, workstation operating systems) + Polices and practices related to office productivity tools + Policies and practices related to website design and use of Inter/Intranet technologies within the Public Service + +[1] This competency does not include data management or database management (See Competency 4). + + +Application Development/Support and Maintenance +1. Introductory +Demonstrates a basic level of understanding of software specifications or design techniques. +Demonstrates a basic understanding of programming concepts. +Demonstrates a general familiarity with one or more programming languages and/or methodologies. +Understands the importance of testing, documentation and production assurance. +Knows where to look for standards. + +2. Basic +Demonstrates a working knowledge of one or more programming languages. +Writes or adapts software modules for testing and integration. +Understands and employs basic development methods and standards. +Tests/debugs program modules. +Uses a testing tool and prepares basic test cases. +Understands the migration cycle and prepares program for migration. +Prepares operational documentation. +Demonstrates knowledge of tools and technologies: + For developing IT systems and services that are barrier-free and accessible for persons with disabilities + Used by persons with disabilities to interface with IT systems and services + +3. Intermediate +Demonstrates a detailed knowledge of several programming environments and a good working knowledge of hardware and software interfaces. +Writes original multi-module/complex programs or applies reusable modules. +Designs, tests and integrates software modules and resolves programming errors using various debugging tools and techniques. +Provides support, guidance and production assurance for common problems. +Conducts impact analysis for proposed changes to or problems with the system. +Prepares technical documentation (e.g., user guides, technical specifications). +Undertakes routine analysis and works with designers and analysts to clarify and improve specifications or to identify alternative programming solutions. +Enforces standards (e.g., at walkthroughs), including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +4. Advanced +Demonstrates in-depth knowledge and capability in software construction, testing, infrastructure, configuration, a wide range of system development methodologies and operating standards. +Demonstrates knowledge in multiple applications, data management systems and technologies or in a single area of expertise. +Demonstrates application and corporate knowledge, and understands how a change would affect multiple applications. +Makes recommendations/ decisions in application and program design, standards and program enhancements, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. +Debugs very complex or urgent problems. +Analyzes and models business functions, processes and information flow within or between systems. +Provides guidance/mentors on programming practices and techniques to individuals and cross-functional teams. + +5. Expert +Demonstrates expert knowledge of software design, construction, programming trends, programming and scripting languages across government in multiple applications and data management systems or in a single area of expertise. +Provides effective strategic direction to enterprise-wide application design. +Guides and oversees multiple-concurrent software construction projects. +Works with users at all levels to define system requirements and specify appropriate system environments to meet operational needs and system performance objectives. +Presents software construction disciplines to peers in public forums. +Develops policy and standards for software construction. These include current and industry organizational standards related to quality control, copyright and privacy, accessibility for persons with disabilities, usability and inter-operability, for example.","" +"id-adea1313250a401884ed2e2a9fd2afb4","Capability","Apply Broad Analysis (L4 Proficiency)","Integrates information from diverse sources, often involving large amounts of information. +Thinks several steps ahead in deciding on best course of action, anticipating likely outcomes. +Develops and recommends policy framework based on analysis of emerging trends. +Gathers information from many sources, including experts, in order to completely understand a problem/situation. +","" +"id-ad9ecdcf72f448f08aecfdc1b1929e31","Capability","Apply Planning Principles To Achieve Work Goals (L2 Proficiency)","Establishes goals and organizes work by bringing together the necessary resources. +Organizes work according to project and time management principles and processes. +Practices and plans for contingencies to deal with unexpected events or setbacks. +Makes needed adjustments to timelines, steps and resource allocation. +Directs issues to appropriate bodies when unable to resolve them within own area of responsibility. +","" +"id-a37efb2441944218ba8571645808beb0","Capability","Apply Systems POV to Enterprise-Wide Analysis (L5 Proficiency)","Identifies multiple relationships and disconnects in processes in order to identify options and reach conclusions. +Adopts a systems perspective, assessing and balancing vast amounts of diverse information on the varied systems and sub-systems that comprise and affect the working environment. +Thinks beyond the organization and into the future, balancing multiple perspectives when setting direction or reaching conclusions (e.g., social, economic, partner, stakeholder interests, short- and long-term benefits, national and global implications). +","" +"id-65f5a67d14134343a55544732b191bcc","Capability","Architecture (Competency)","2. Architecture +Knowledge and ability to apply architecture theories, principles, concepts, practices, methodologies and frameworks. +Knowledge requirements: +Enterprise Architecture/Information Technology (IT) Strategy + Implementation/enforcement of policies and support + Architecture functions and the interrelationships with the organization’s vision + Architecture direction, policies and practices with a focus on Government of Canada priorities +Information Architecture + Organization of information to effectively support the work of the organization + Creation of an entity relationship model and an integrated function or process dependency model + Transaction services architecture, configuration and interfaces + Relationship between the information architecture and other architectures +Systems Architecture + Design of the systems architecture and how its components are connected and operate with each other and other applications + Relationship between the systems architecture and other architectures (e.g., integrating technology and business) +Technology Architecture + Design of the fundamental hardware, software and telecommunications systems that provide the infrastructure on which business applications are developed and run (e.g., network topologies) + Interrelationships of the various technologies and their respective roles + Technical standards + Relationship between the technology architecture and other architectures +Government and Department Policies and Standards + Business policy and standards development + Privacy Act + TBS Business Transformation Enablement Program (BTEP) + Management of Government Information (MGI) +","" +"id-ea78aa3a19a74df2ad920ab6be807bf9","Capability","Architecture - Advanced (L4 Proficiency)","A good understanding of architecture across the business lines and how they interact although I focused on a single architecture +That I was able to produce frameworks for a single architecture +That I was able to assess new requirements and make design recommendations +That I signed off on architectural models +That I was able to manage transformations +That I was able to define metadata models and information models +That I was able to monitor standards +============================================== + NEW +============================================== +Demonstrates good understanding of architecture across the business lines and how they interact but focuses on a single architecture. +Produces frameworks for a single architecture. +Assesses new requirements and makes design recommendations. +Signs off architecture models. +Manages transformations. +Defines metadata models and information models. +Monitors standards.","" +"id-59d499d6d0bc4cb3ab9cbbdf6436eb29","Capability","Architecture - Basic (L2 Proficiency)","Creates basic models based upon specifications. +Defines key terms and concepts. +","" +"id-b44d1ade650c4d648c8fac885055e4e3","Capability","Architecture - Expert (L5 Proficiency)","Understands how architecture relates to the organization's vision, how new business fits in the current business lines, the integration of business and technology, and relates government priorities to target architectures. +Builds corporate data models. +Delivers and signs off frameworks for architectures and integration models. +Recommends priorities for business based upon the architecture. +Understands and applies TB standards (e.g., ISO, WC3 Quality standards). +Addresses governance issues. +Defines metadata models at the enterprise level, information models and the interoperability model. +Extends the body of knowledge and contributes to government standards. +","" +"id-b73e3c315178489484b9739290eea50c","Capability","Architecture - Intermediate (L3 Proficiency)","Focuses on a single area of expertise. +Produces analytic and candidate design models to be used for further analysis (e.g., telecommunications, networks). +Demonstrates awareness of other architectures +Validates models created by projects and/or junior staff +Signs off functional models +","" +"id-e127120683ec4c1eb708691a148c4561","Capability","Architecture - Introductory (L1 Proficiency)","Possesses basic understanding of architecture principles. +Reads and understands architecture specifications and models. +Distinguishes between different architecture domains. +","" +"id-787d7e9b266946208c1d924b769db052","Capability","Assess & Monitor Oneself To Maintain Personal Effectiveness (L1 Proficiency)","Continually self-assesses and seeks feedback from others to identify strengths and weaknesses and ways of improving. +Pursues learning opportunities and ongoing development. +","" +"id-eb8128cd39054f509cf424d9a0151015","Capability","Build Key Contacts (L2 Proficiency)","Seeks out the expertise of others and develops links with experts and information sources. +Develops and nurtures key contacts as a source of information. +Participates in networking and social events internal and external to the organization. +","" +"id-eb43a1cb13d540aea605041877966fb4","Capability","Build Positive Client Relations (L2 Proficiency)","Contacts clients to follow up on services, solutions or products to ensure that their needs have been correctly and effectively met. +Understands issues from the client’s perspective. +Keeps clients up-to-date with information and decisions that affect them. +Monitors services provided to clients and makes timely adjustments as required. +","" +"id-77daa408c4354bffa8a221239915019a","Capability","Business Analysis (Competency)","3. Business Analysis +Knowledge and ability to apply the principles of business analysis in the planning, reengineering, requirement gathering for government business environments, operations, processes, and practices. +Knowledge requirements: +Government/business knowledge in various application areas (e.g., financial/accounting, human resources, purchasing, supply, policing, corrections) +Common government/business management and decision-making concepts, principles, activities and practices (e.g., Government and corporate planning cycles and processes, accountability and budgetary cycles and processes) +Business architecture (at a project level) and how it augments organizational design, planning systems and financial controls +Impact analysis and environmental scan methods, techniques and tools used to evaluate an organization’s strengths and challenges +Business case/cost benefit methodology and standards including return on investment (ROI) and total cost of ownership (TCO) +Typical organization structures, job functions, work activities and workflow +Business process analysis and business process reengineering methods and design benefits, methodologies and tools; roles in support of business change +Costing and cost recovery +Industry, business line and the technical aspects of the business line +Relationship between the business architecture and other architectures +Transaction processing theory and principles, flow and design +Government and Department policies and standards such as: + Business policy and standards development + Privacy Act + TBS Business Transformation Enablement Program (BTEP) + Management of Government Information (MGI)","" +"id-f05ab928a6de43efaeb43fdb01dbd936","Capability","Business Analysis - Advanced (L4 Proficiency)","Validates business requirements, applies government and corporate priorities. +Gathers/refines complex business requirements, recommends or makes decisions on business requirements / interdependencies. +Develops complex business cases. +Carries out impact analyses and environmental scans to make recommendations. +Leads business process reengineering. +Presents and defends complex positions and strategies for business decisions, processes and plans. +Guides other business analysts. +Advises on compliance, governance structures and audit principles. +","" +"id-c8bac7e5ea5b471bb8e328e4410a07f8","Capability","Business Analysis - Basic (L2 Proficiency)","Understands business lines. +Understands basic government and departmental services. +Drafts simple requirements. +","" +"id-9c1a267178a644beb3358d10b70a47ce","Capability","Business Analysis - Expert (L5 Proficiency)","Works at the ""integration level"" by understanding the business architecture and its relationship to other architectures. +Makes recommendations to senior management on strategies and plans. +Carries out environmental scans of architecture. +Assesses corporate impacts of changes and recommends strategies to senior management. +Develops complex business cases across multiple business lines and platforms. +Sets standards for compliance and governance structures. +","" +"id-3c5e90ce2e314c048a3d7f61d5edbcb1","Capability","Business Analysis - Intermediate (L3 Proficiency)","Understands client business requirements, business roles, business planning and business processes. +Understands and works within governance principles. +Understands audit and compliance principles, change management principles and the impact of changes. +Understands how technologies can enable business processes. +Translates business requirements into technical requirements. +Develops clear requirement statements that reflect business needs as well as privacy, accessibility for persons with disabilities, usability and inter-operability. +Develops simple business cases. +Carries out simple business process reengineering, models and redesign processes.","" +"id-6d3d1a15d5b448f58dd110cfa2d7cfaa","Capability","Business Analysis - Introductory (L1 Proficiency)","Demonstrates awareness of business rules and concepts. +","" +"id-37d9391dc2c240c180b946d3b3e4f2c4","Capability","Change Leadership (Competency)"," Change Leadership +Managing, leading and enabling the process of change and transition while helping others deal with their effects +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Makes others aware of change +Underscores the positive nature of change +Manages the process for change +Aligns change initiatives with organizational objectives +Champions change + +Identifies and accepts the need and processes for change. + +Explains the process, implications and rationale for change to those affected by it. + +Invites discussion of views on the change. + +Promotes the advantages of change. + +Clarifies the potential opportunities and consequences of proposed changes. + +Explains how change affects current practices. + +Identifies important / effective practices that should continue after change is implemented. + +Anticipates specific reasons underlying resistance to change and implements approaches that address resistance. + +Links projects/objectives to department’s/public service’s change initiatives and describes the impact on operational goals. + +Presents realities of change and, together with staff, develops strategies for managing it. + +Identifies future needs for change that will promote progress toward identified objectives. + +Creates an environment that promotes and encourages change or innovation. + +Shares and promotes successful change efforts throughout the organization. + +Personally communicates a clear vision of the broad impact of change. +Note: “Change Leadership” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders.","" +"id-a4d936c90f864bafb08b66b688658df6","Capability","Client Focus (Competency)","Client Focus +Identifying and responding to current and future client needs; providing service excellence to internal and external clients; ensuring the use of information and services that are barrier-free and accessible for persons with disabilities. +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Responds to client requests +Builds positive client relations +Anticipates and adaptsto client needs +Fosters a client-focused culture +Considers the strategic direction of client focus + +Identifies client needs and expectations. + +Responds to requests efficiently and effectively. + +Takes action beyond explicit request within established service standards. + +Refers complex questions to a higher decision-making level. + +Meets client needs in a respectful, helpful and responsive manner. + +Seeks feedback to develop a clear understanding of client needs and outcomes. + +Uses client satisfaction monitoring methodologies to ensure client satisfaction. + +Adjusts service based on client feedback. + +Contacts clients to follow up on services, solutions or products to ensure that their needs have been correctly and effectively met. + +Understands issues from the client’s perspective. + +Keeps clients up-to-date with information and decisions that affect them. + +Monitors services provided to clients and makes timely adjustments as required. + +Maintains ongoing communication with clients. + +Regularly and systematically contacts clients or prospective clients to determine their needs. + +Uses understanding of client’s perspective to identify constraints and advocate on their behalf. + +Works with clients to adapt services, products or solutions to meet their needs. + +Encourages co-workers and teams to achieve a high standard of service excellence. + +Anticipates areas where support or influence will be required and discusses situation/concerns with appropriate individuals. + +Proposes new, creative and sound alternatives to improve client service. + +Tracks trends and developments that will affect own organization’s ability to meet current and future client needs. + +Identifies benefits for clients; looks for ways to add value. + +Seeks out and involves clients or prospective clients in assessing services, solutions or products to identify ways to improve. + +Communicates the importance of providing appropriate resources that respect the needs of all clients and staff. + +Establishes service standards and develops strategies to ensure staff meet them. + +Communicates the organization’s mission, vision and values to external clients. + +Strategically and systematically evaluates new opportunities to develop client relationships. + +Creates an environment in which concern for diverse client needs and satisfaction are key priorities. + +Links a comprehensive and in-depth understanding of clients’ long-term needs and strategies with current and proposed projects/initiatives. + +Recommends/ determines strategic business direction to meet projected needs of clients and prospective clients. +Note: “Client Focus” links to the competency “Engagement,” identified as relevant for federal Public Service leaders.","" +"id-a38e2bcd310a47f2bf91454f76bd3a98","Capability","Communicate Complex Messages (L4 Proficiency)","Handles complex on-the-spot questions (e.g., from senior public officials, special interest groups or the media). +Communicates complex issues clearly and credibly with widely varied audiences. +Uses varied communication systems, methodologies and strategies to promote dialogue and shared understanding. +Delivers difficult or unpopular messages with clarity, tact and diplomacy. +","" +"id-6606827fd9804c78aa9ef2871b7c196b","Capability","Communication (Competency)","Communication +Listening to others and communicating in an effective manner that fosters open communication +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Listens & clearly presents information +Fosters two-way communication +Adapts communication to others +Communicates complex messages +Communicates strategically + +Makes self available and clearly encourages others to initiate communication. + +Listens actively and objectively without interrupting. + +Checks own understanding of others’ communication (e.g., repeats or paraphrases, asks additional questions). + +Presents appropriate information in a clear and concise manner, both orally and in writing. + +Elicits comments or feedback on what has been said. + +Maintains continuous open and consistent communication with others. + +Openly and constructively discusses diverse perspectives that could lead to misunderstandings. + +Communicates decisions or recommendations that could be perceived negatively, with sensitivity and tact. + +Supports messages with relevant data, information, examples and demonstrations. + +Adapts content, style, tone and medium of communication to suit the target audience’s language, cultural background and level of understanding. + +Takes others’ perspectives into account when communicating, negotiating or presenting arguments (e.g., presents benefits from all perspectives). + +Responds to and discusses issues/questions in an understandable manner without being defensive and while maintaining the dignity of others. + +Anticipates reactions to messages and adapts communications accordingly + +Handles complex on-the-spot questions (e.g., from senior public officials, special interest groups or the media). + +Communicates complex issues clearly and credibly with widely varied audiences. + +Uses varied communication systems, methodologies and strategies to promote dialogue and shared understanding. + +Delivers difficult or unpopular messages with clarity, tact and diplomacy. + +Communicates strategically to achieve specific objectives (e.g., considering such aspects as the optimal message to present, timing and forum of communication). + +Identifies and interprets departmental policies and procedures for superiors, subordinates and peers. + +Acknowledges success and the need for improvement. +Note: “Communication” links to the competencies “Management Excellence – People Management” and ”Engagement”, identified as relevant for federal Public Service leaders.","" +"id-0e8bae10ce974a37806db79041f1d5e8","Capability","Conflict Management (Competency)","Conflict Management +Preventing, managing and/or resolving conflicts +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Identifies conflict +Addresses existing conflict +Anticipates and addresses sources of potential conflict +Introduces strategies for resolving existing and potential conflict +Creates an environment where conflict is resolved appropriately + +Recognizes that there is a conflict between two or more parties. + +Brings conflict to the attention of the appropriate individual(s). + +Listens to differing points of view and emphasizes points of agreement as a starting point to resolving differences. + +Openly identifies shared areas of interest in a respectful and timely manner. + +Anticipates and takes action to avoid/reduce potential conflict (e.g., by encouraging and supporting the various parties to get together and attempt to address the issues themselves). + +Refocuses teams on the work and end-goals, and away from personality issues. + +Provides consultation to or obtains consultation  mediation for those who share few common interests and who are having a significant disagreement. + +Introduces innovative strategies for effectively dealing with conflict (e.g., mediation, collaborative and “mutual gains” strategies). + +Creates a conflict-resolving environment by anticipating and addressing areas where potential misunderstanding and disruptive conflict could emerge. + +Models constructive approaches to deal with opposing views when personally challenging the status quo and when encouraging others to do so as well. +Note: “Conflict Management” links to the competency “Management Excellence – People Management,” identified as relevant for federal Public Service leaders.","" +"id-3cbf9a0ed6094a6b8242b593884c624b","Capability","Consider the Strategic Direction of Client Focus (L5 Proficiency)","Communicates the organization’s mission, vision and values to external clients. +Strategically and systematically evaluates new opportunities to develop client relationships. +Creates an environment in which concern for diverse client needs and satisfaction are key priorities. +Links a comprehensive and in-depth understanding of clients’ long-term needs and strategies with current and proposed projects/initiatives. +Recommends/ determines strategic business direction to meet projected needs of clients and prospective clients.","" +"id-a56c1843d9f84d5e8b2dd2d93ce9ecc9","Capability","Continuous Learning (Competency)","Continuous Learning +Identifying and addressing individual strengths and weaknesses, developmental needs and changing circumstances to enhance personal and organizational performance +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Assesses and monitors oneself to maintain personal effectiveness +Seeks to improve personal effectiveness in current situation +Seeks learning opportunities beyond current requirements +Aligns personal development with objectives of organization +Aligns personal learning with anticipated change in organizational strategy + +Continually self-assesses and seeks feedback from others to identify strengths and weaknesses and ways of improving. + +Pursues learning opportunities and ongoing development. + +Tries new approaches to maximize learning in current situation. + +Takes advantage of learning opportunities (e.g., courses, observation of others, assignments, etc.). + +Integrates new learning into work methods. + +Sets challenging goals and standards of excellence for self in view of growth beyond current job. + +Actively pursues self-development on an ongoing basis (technically and personally). + +Pursues assignments designed to challenge abilities. + +Designs personal learning objectives based on evolving needs of the portfolio or business unit. + +Uses organizational change as an opportunity to develop new skills and knowledge. + +Identifies future competencies and expertise required by the organization and develops and pursues learning plans accordingly. + +Continuously scans the environment to keep abreast of emerging developments in the broader work context. +Note: “Continuous Learning” links to the competency “Strategic Thinking” identified as relevant for federal Public Service leaders.","" +"id-3b6d4f65f0b54e83a16a3bec33164688","Capability","Control Resource Use (L3 Proficiency)","Allocates and controls resources and assets within own area. +Implements ways of more effectively utilizing resources and assets. +Assigns and communicates roles and accountabilities to maximize team effectiveness; manages workload. +","" +"id-e2c1126f2b7b40ada20b677d8cca39a2","Capability","Create New Concepts (L4 Proficiency)","Integrates and synthesizes relevant concepts into a new solution for which there is no previous experience. +Creates new models and methods for the organization. +Identifies flexible and adaptable solutions while still recognizing professional and organizational standards. +","" +"id-442c60ffeac04a788555854b1224173f","Capability","Creative Thinking (Competency)","Creative Thinking +Questioning conventional approaches, exploring alternatives and responding to challenges with innovative solutions or services, using intuition, experimentation and fresh perspectives. +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Acknowledges the need for new approaches +Modifies current approaches +Introduces new approaches +Creates new concepts +Nurtures creativity + +Is open to new ideas. + +Questions the conventional approach and seeks alternatives. + +Recognizes when a new approach is needed; integrates new information quickly while considering different options. + +Analyzes strengths and weaknesses of current approaches. + +Modifies and adapts current methods and approaches to better meet needs. + +Identifies alternate solutions based on precedent. + +Identifies an optimal solution after weighing the advantages and disadvantages of alternative approaches. + +Searches for ideas or solutions that have worked in other environments and applies them to the organization. + +Uses existing solutions in innovative ways to solve problems. + +Sees long-term consequences of potential solutions + +Integrates and synthesizes relevant concepts into a new solution for which there is no previous experience. + +Creates new models and methods for the organization. + +Identifies flexible and adaptable solutions while still recognizing professional and organizational standards. + +Develops an environment that nurtures creative thinking, questioning and experimentation. + +Encourages challenges to conventional approaches. + +Sponsors experimentation to maximize potential for innovation. +Note: “Creative Thinking” links to the competencies “Strategic Thinking” and “Engagement,” identified as relevant for federal Public Service leaders.","" +"id-f13791d8c1714eecab49bdf5b13af8bf","Capability","Database Design and Management (Competency)","4. Database Design and Management +Knowledge and ability to apply the methods, practices and policies that are used in the design and the management of databases. +Knowledge requirements: +Concepts, policies, principles, theories, practices and techniques associated with information management and information technology as it relates to database design and management +Relationship between database design/management and application performance +Database design and architecture - logical structure and physical structure (e.g., functional, metadata and process models) +Database types (e.g., data warehouse, decision support, operational, query, ERP and relationship to technologies) +Data security and recovery +Database integrity, capacity planning, performance and tuning +DBMS and data warehouse principles, best practices and standards +Interoperability +Database software installation processes and techniques +Database tools to design and manage databases (e.g., data management tools, data modeling tools, database integration tools) +Languages for data modeling, manipulation, control and database query +Database trends and directions + +1. Introductory +Demonstrates basic understanding of database management, logical design concepts and levels of database security. +Understands the difference between different database structures (e.g., relational vs. network). +Comprehends database design (e.g., diagrams, schemas, models). +Demonstrates basic understanding of data manipulation language (DML). +Demonstrates an awareness of performance issues (e.g., distribution of data, size definitions). + +2. Basic +Understands a single database management system (DBMS), its components and how they relate to each other. +Demonstrates a good knowledge of data manipulation language (DML) and data definition language (DDL). +Codes/tests basic database access modules (e.g., stored procedures). +Troubleshoots, at a basic level, to understand database problem and identify where to direct it (e.g., basic database accessibility). +Recognizes the importance of database basic recovery and, with guidance, performs backup and recovery. +Understands database release management, applications business rules, data integrity issues, database security implementation, workload manager and interaction with DBMS (e.g., CICS, NT). +Performs data population, debugging and testing. +Conducts basic impact analysis for database change management. + +3. Intermediate +Demonstrates working level understanding of a single DBMS relevant operating systems, applications business rules and its dependencies with other applications, databases and/or business partners. +Applies wide range of concepts to the corporate/vendor environment (e.g., database security and/or individual profiles). +Makes recommendations on logical/physical models (e.g., converts from logical model, implements and maintains physical model to meet storage, availability, and performance requirements). +Develops, codes, tests and reviews complex database access modules. +Solves problems that impact on the business or service, resolves data integrity issues and implements data integrity safeguards, and uses diagnostic and monitoring tools to prevent problems/enhance performance and availability. +Demonstrates a solid knowledge of system testing and integration environments. +Develops, selects, recommends and implements strategies for backup and recovery, data population and migration. +Conducts general impact analysis on database change management. + +4. Advanced +Demonstrates broad understanding of multiple DBMS or an in-depth knowledge of one or more DBMS. +Develops logical models incorporating business requirements such as high availability, redundancy and disaster recovery into the logical/physical database design. +Researches, pilots, evaluates new technologies and standards, identifies how they will integrate with the corporate network and recommends strategies. +Solves unusual problems or problems with a significant impact on the business. +Deals with major and/or multiple application groups. +Creates or reviews certification testing. +Develops standards and procedures for implementing new database technology. +Mentors people and provides input/guidance to cross-functional teams. + +5. Expert +Demonstrates expert knowledge of data management, data stewardship, government-wide data management initiatives and trends in data management and how they can be applied. +Holds an enterprise-wide view and/or is regarded as the subject matter expert in one or more areas of expertise, and provides effective strategic direction to enterprise-wide data management. +Develops enterprise-wide multi-disciplinary architectural documents translating business data requirements into topographical format. +Demonstrates broad-based knowledge of information technology (e.g., programming, data management, platforms). +Develops business cases for enterprise-wide data management initiatives as a direct response to business drivers. +Guides and oversees multiple-concurrent data management projects. +Conducts procurement for data management solutions and related services. +Develops strategies, policy and standards for corporate data management and contributes to standards working groups - governmental and/or industry.","" +"id-d0101120206145949023cd19627111b9","Capability","Decision Making (Competency)","Decision Making +Making decisions and solving problems involving varied levels of complexity, ambiguity and risk +Level 1 +Makes decisions based solely on rules +Level 2 +Makes decisions by interpreting rules +Level 3 +Makes decisions in situations where there is scope for interpretation of rules +Level 4 +Makes complex decisions in the absence of rules +Level 5 +Makes high-risk decisions in complex and ambiguous situations + +Makes straightforward decisions based on pre-defined options using clear criteria/procedures. + +Consults with others or refers an issue/situation for resolution when criteria are not clear. + +Deals with exceptions within established parameters using clearly specified rules and procedures. + +Makes decisions involving little or no consequence of error. + +Verifies that the decision/resolution is correct. + +Applies guidelines and procedures that require some interpretation when dealing with exceptions. + +Makes straight - forward decisions based on information that is generally clear and adequate. + +Considers the risks and consequences of action and/or decisions. + +Makes decisions involving minor consequence of error. + +Seeks guidance as needed when the situation is unclear. + +Applies guidelines and procedures that leave considerable room for discretion and interpretation. + +Makes decisions by weighing several factors, some of which are partially defined and entail missing pieces of critical information. + +As needed, involves the right people in the decision making process. + +Balances the risks and implications of decisions across multiple issues. + +Develops solutions that address the root cause of the problem and prevent recurrence. + +Recognizes, analyzes and solves problems across projects and in complex situations. + +Simplifies complex information from multiple sources to resolve issues. + +Makes complex decisions for which there are no set procedures. + +Considers a multiplicity of interrelated factors for which there is incomplete and contradictory information. + +Balances competing priorities in reaching decisions. + +Develops solutions to problems, balancing the risks and implications across multiple projects. + +Recommends solutions in an environment of risk and ambiguity. + +Makes high-risk strategic decisions that have significant consequences. + +Balances a commitment to excellence with the best interests of clients and the organization when making decisions. + +Uses principles, values and sound business sense to make decisions. + +Makes decisions in a volatile environment in which weight given to any factor can change rapidly. + +Reaches decisions assuredly in an environment of public scrutiny. + +Assesses external and internal environments in order to make a well-informed decision. + +Identifies the problem based on many factors, often complex and sweeping, difficult to define and contradictory (e.g., fiscal responsibility, the public good). +Note: “Decision Making” links to the competencies “Management Excellence – Action Management” and “Strategic Thinking,” identified as relevant for federal Public Service leaders.","" +"id-1e989680338940b78485dfedf4397d66","Capability","Demonstrate Leadership In Teams (L3 Proficiency)","Builds relationships with team members and with other work units. +Fosters team spirit and collaboration within teams +Discusses problems/ issues with team members that could affect results. +Communicates expectations for teamwork and collaboration. +Facilitates the expression of diverse points of view to enhance teamwork. +Capitalizes on the strengths of all members. +Gives credit for success and acknowledges contributions and efforts of individuals to team effectiveness. +","" +"id-508cc4ed038c49f8b673ffc7aeaab86f","Capability","Demonstrate Personal Work Alignment (L1 Proficiency)","Sets personal work goals in line with operational goals of work area. +Continually evaluates personal progress and actions to ensure alignment with organizational vision and operational goals. +Liaises with others to ensure alignment with the business goals and vision of the organization. +","" +"id-6e3ba7cb78974b6d97cde3e690565591","Capability","Demonstrate the Benefit of Ideas (L3 Proficiency)","Builds on successful initiatives and best practices internal and external to the organization to gain acceptance for ideas. +Presents pros and cons and detailed analyses to emphasize the value of an idea. +Persuades others by drawing from experience and presenting multiple arguments in order to support a position. +","" +"id-68227cb128ff466c96fa6382ba567b6d","Capability","Develop Plans For the Business Unit (L3 Proficiency)","Considers a range of factors in the planning process (e.g., costs, timing, customer needs, resources available, etc.). +Identifies and plans activities that will result in overall improvement to services. +Challenges inefficient or ineffective work processes and offers constructive alternatives. +Anticipates issues and revises plans as required. +Helps to remove barriers by providing resources and encouragement as needed. +","" +"id-b47dd99e5f1445afad3b5b95c200d9eb","Capability","Developing Others (Competency)","Developing Others +Fostering the development of others by providing a supportive environment for enhanced performance and professional growth +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Shares expertise with others +Supports individual development and improvement +Promotes ongoing learning and development +Provides opportunities for development +Creates a continuous learning and development environment + +Regularly shares expertise with team members to support continuous learning and improvement. + +Advises, guides and coaches others by sharing experiences and discussing how to handle current or anticipated concerns. + +Provides performance feedback and support, reinforcing strengths and identifying areas for improvement. + +Encourages staff to develop and apply their skills. + +Suggests to individuals ways of improving performance and competence. + +Helps team members develop their skills and abilities. + +Engages in development and career planning dialogues with employees. + +Works with employees and teams to define realistic yet challenging work goals. + +Encourages team members to develop learning and career plans and follows-up to guide development and measure progress. + +Advocates and commits to ongoing training and development to foster a learning culture. + +Ensures that resources and time are available for development activities. + +Ensures that all employees have equitable access to development opportunities. + +Provides opportunities for development through tools, assignments, mentoring and coaching relationships etc. + +Provides long-term direction regarding learning needs for staff and how to pursue the attainment of this learning. + +Institutes organization-wide mechanisms and processes to promote and support continuous learning and improvement. + +Manages the learning process to ensure it occurs by design rather than by chance. +Note: “Developing Others” links to the competency “Management Excellence – People Management” identified as relevant for federal Public Service leaders.","" +"id-dd3fafa8a5084c2fbf3b2907e01ec995","Capability","Effectively Operate In External Environments (L3 Proficiency)","Achieves solutions acceptable to varied parties based on understanding of issues, climates and cultures in own and other organizations. +Accurately describes the issues and culture of external stakeholders. Uses this information to negotiate goals and initiatives. +","" +"id-7d871a5179a24907a503e170a6bd6be0","Capability","Empower The Team (L4 Proficiency)","Communicates team successes and organization-wide contribution to other organizational members. +Encourages the team to promote their work throughout the organization. +Establishes the team’s credibility with internal and external stakeholders. +","" +"id-933d3a69db53447c88fd3216e620ddc7","Capability","Ensure Effective Use Of Resources (L2 Proficiency)","Monitors and ensures the efficient and appropriate use of resources and assets. +Explores ways of leveraging funds to expand program effectiveness. +","" +"id-8e1cab8c89714608917efe22a9d792be","Capability","Ensure Team Member Input (L3 Proficiency)","Values and encourages others’ input and suggestions. +Stimulates constructive discussion of different points of view, focusing on the organization’s strategic objectives, vision or values. +Builds cooperation, loyalty and helps achieve consensus. +Provides constructive feedback and recognizes all contributions. +Ensures the respective strengths of team members are used in order to achieve the team’s overall objectives. +","" +"id-7aedd1ca69db4a518d306b81997a97cb","Capability","Ensure The Needs Of The Team and Members Are Met (L2 Proficiency)","Makes sure the practical needs of the team and team members are met. +Makes decisions by taking into account the differences among team members, and overall team requirements and objectives. +Ensures that the team’s tasks are completed. +Accepts responsibility for the team’s actions and results. +","" +"id-764779afb65442a6807f38da96ef861b","Capability","Foster A Client-Focused Culture (L4 Proficiency)","Tracks trends and developments that will affect own organization’s ability to meet current and future client needs. +Identifies benefits for clients; looks for ways to add value. +Seeks out and involves clients or prospective clients in assessing services, solutions or products to identify ways to improve. +Communicates the importance of providing appropriate resources that respect the needs of all clients and staff. +Establishes service standards and develops strategies to ensure staff meet them. +","" +"id-48ba5e902e184e0b80371314a694924e","Capability","Foster Teamwork (L2 Proficiency)","Assumes responsibility for work activities and coordinating efforts. +Promotes team goals. +Seeks others’ input and involvement and listens to their viewpoints. +Shifts priorities, changes style and responds with new approaches as needed to meet team goals. +Suggests or develops methods and means for maximizing the input and involvement of team members. +Acknowledges the work of others. +","" +"id-d917886f042740a3829009f578aa1fc5","Capability","Foster Two-Way Communication (L2 Proficiency)","Elicits comments or feedback on what has been said. +Maintains continuous open and consistent communication with others. +Openly and constructively discusses diverse perspectives that could lead to misunderstandings. +Communicates decisions or recommendations that could be perceived negatively, with sensitivity and tact. +Supports messages with relevant data, information, examples and demonstrations. +","" +"id-0b8bb325305a445390adbe1999dc5d0c","Capability","Identify Critical Relationships (L2 Proficiency)","Sees connections, patterns or trends in the information available. +Identifies the implications and possible consequences of trends or events. +Draws logical conclusions, providing options and recommendations. +","" +"id-2763bbc7fbf447b7a41d4ef31bded885","Capability","Influence (Competency)","Influence +Gaining support from and convincing others to advance the objectives of the organization +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Uses facts and available information to persuade +Adapts rationale to influence others +Demonstrates the benefit of ideas +Builds coalitions, strategic relationships and networks +Designs complex influence strategies + +Uses appeals to reason, data, facts and figures. + +Uses concrete examples, visual aids and demonstrations to make a point. + +Describes the potential impact of own actions on others and how it will affect their perception of self. + +Anticipates the effect of one’s approach or chosen rationale on the emotions and sensitivities of others. + +Adapts discussions and presentations to appeal to the needs or interests of others. + +Uses the process of give-and-take to gain support. + +Builds relationships through fair, honest and consistent behaviour. + +Builds on successful initiatives and best practices internal and external to the organization to gain acceptance for ideas. + +Presents pros and cons and detailed analyses to emphasize the value of an idea. + +Persuades others by drawing from experience and presenting multiple arguments in order to support a position. + +Assembles coalitions, builds behind the scenes support for ideas and initiatives. + +Develops an extensive network of contacts. + +Uses group process skills to lead or direct a group. + +Designs strategies that position and promote ideas and concepts to stakeholders. + +Uses indirect strategies to persuade, such as establishing alliances, using experts or third parties. + +Gains support by capitalizing on understanding of political forces affecting the organization. +Note: “Influence” links to the competencies “Management Excellence – People Management” and “Engagement”, identified as relevant for federal Public Service leaders.","" +"id-e653bddb186c4c41b587e880731d6892","Capability","Influence Strategic Direction (L4 Proficiency)","Foresees obstacles and opportunities for the organization and acts accordingly. +Defines issues, generates options and selects solutions, which are consistent with the strategy and vision. +Scans, seeks out and assesses information on potential future directions. +Provides direction and communicates the vision to encourage alignment within the organization. +Energetically and persistently promotes strategic objectives with colleagues in other business lines. +","" +"id-994ef70b8c7944a889a763b5766fce1f","Capability","Infrastructure / Platforms (Competency)","5. Infrastructure/Platforms [2] +Knowledge and ability to support the enterprise computing infrastructure (e.g., enterprise servers, client server, storage devices and systems, hardware and software) in the provision, management, storage, operation, scheduling, support and maintenance of the infrastructure. +Knowledge requirements: +Principles, practices, standards, methods and techniques related to interoperability of hardware/software configuration controls +Platform environment (e.g., client-server environment, enterprise server/mainframe environment) +Storage and retrieval (e.g., area network, mainframe storage, media storage, virtual storage) +Systems hardware and its characteristics (e.g., mainframe computers, mini and micro-computers, CPU, memory, disk, registers, bus, channel) +Hardware/software and connection, implementation and maintenance +Operating systems, communications and software utilities used on enterprise server/mainframe and distributed computer systems +Cooperative processing (two or more computers simultaneously processing portions of the same program or operating on the same data such as multiple-CPU systems, distributed systems) +Monitoring of systems software (i.e., the operating system and all utility programs that manage computer resources at a low level) including compilers, loaders, linkers, and debuggers +Operations performance monitoring and capacity planning of the delivery platform +Treasury Board and corporate IT standards and policies regarding the development and support of infrastructure systems and networks + +[2] This competency does not include network/telecommunication systems (See competency 8). + +1. Introductory +Demonstrates awareness of the platform principles and procedures. +Understands need for capacity planning and performance management. +Operates the platform at a simple level under supervision. +Demonstrates awareness of the standards for the platform. + +2. Basic +Understands the platform technology and concepts. +Understands how basic concepts relate to each other and applies them. +Understands how the platform integrates with other environments, at a basic level, from an end-user perspective. +Operates the platform at a simple level. +Troubleshoots basic physical or software problems. +Understands and applies the standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +3. Intermediate +Understands how the platform integrates with other environments (e.g., network). +Participates in day-to-day operations (e.g., monitoring operations of the platform). +Uses performance data collection tools and techniques. +Installs software and hardware on the platform. +Solves routine problems. +Solves typical hardware and software problems. +Uses diagnostic tools to solve complex problems. +Executes standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +4. Advanced +Demonstrates in-depth knowledge of an area of expertise. +Contributes to high-level architecture. +Evaluates/pilots new technologies, assesses the results, identifies how they integrate with the platform and implements them. +Carries out performance measurement and capacity planning. +Incorporates business requirements such as high availability, redundancy and disaster recovery into platform design. +Demonstrates knowledge of tools and technologies: + For developing IT systems and services that are barrier-free and accessible for persons with disabilities + Used by persons with disabilities to interface with IT systems and services +Resolves complex problems. +Develops and monitors/enforces standards and procedures for new technology configuration and implementation, including those related to accessibility for persons with disabilities. +Mentors/guides individuals and cross-functional teams. + +5. Expert +Demonstrates expert knowledge of platform principles, technology, government-wide technology initiatives and technological trends. +Demonstrates an intimate knowledge of the environment, interdependencies and impact of change. +Provides effective strategic direction to enterprise-wide platform design and initiatives. +Develops enterprise-wide multi-disciplinary architectural and design documents. +Resolves very complex problems and recommends capacity and performance improvements. +Conducts procurement for platform hardware and services. +Sets standards and technology direction for the platform, including those related to accessibility for persons with disabilities. +Leads the development of people in the infrastructure domain.","" +"id-e1a5edfd96564983b7e4fec28761cbde","Capability","Infrastructure / Platforms - Basic (L2 Proficiency)","Understands the platform technology and concepts. +Understands how basic concepts relate to each other and applies them. +Understands how the platform integrates with other environments, at a basic level, from an end-user perspective. +Operates the platform at a simple level. +Troubleshoots basic physical or software problems. +Understands and applies the standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. +","" +"id-8dd52be508f24dc782fad50492486bbe","Capability","Infrastructure / Platforms - Introductory (L1 Proficiency)","Demonstrates awareness of the platform principles and procedures. +Understands need for capacity planning and performance management. +Operates the platform at a simple level under supervision. +Demonstrates awareness of the standards for the platform. +","" +"id-c445f871e90a4cfc84d494e2a52375f8","Capability","Initiative (Competency)","Initiative +Identifying and dealing with issues proactively and persistently. Seizing opportunities that arise +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Addresses current issues +Addresses imminent issues +Acts promptly in a crisis situation +Looks to the future +Encourages initiative in others + +Recognizes and acts on present issues. + +Offers ideas to address current situations or issues. + +Works independently. Completes assignments without constant supervision. + +Takes action to avoid imminent problem or to capitalize on imminent opportunity. + +Looks for ways to achieve greater results or add value. + +Works persistently as needed and when not required to do so. + +Acts quickly to address a crisis situation drawing on appropriate resources and experience with similar situations. + +Implements contingency plans when crises arise. + +Exceeds requirements of job; takes on extra tasks. + +Takes action to avoid or minimize potential problems or maximize potential opportunities in the future by drawing on extensive personal experience. + +Defines and addresses high-level challenges that have the potential to advance the state-of-the art in an area. + +Starts and carries through on new projects. + +Fosters an environment that anticipates and acts upon potential threats and/or opportunities. + +Coaches others to spontaneously recognize and appropriately act on upcoming opportunities. + +Gets others involved in supporting efforts and initiatives. +Note: “Initiative” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders.","" +"id-e9ff41b0608f402596a156295a61ae2d","Capability","Integrate and Evaluate Plans To Achieve Business Goals (L4 Proficiency)","Establishes alternative courses of action, organizes people and prioritizes the activities of the team to achieve results more effectively. +Ensures that systems are in place to effectively monitor and evaluate progress. +Evaluates processes and results and makes appropriate adjustments to the plan. +Sets, communicates and regularly assesses priorities. +","" +"id-15c4f417176c4ff1867cc3e6cf4a9f93","Capability","Introduce New Approaches (L3 Proficiency)","Searches for ideas or solutions that have worked in other environments and applies them to the organization. +Uses existing solutions in innovative ways to solve problems. +Sees long-term consequences of potential solutions +","" +"id-4c450667ce0f4dca9e35b2c3e358b410","Capability","IT Procurement and Asset Management (Competency)","6. IT Procurement and Asset Management +Knowledge and ability to evaluate, negotiate, procure, track, manage IT assets including software licenses and computer leases: +Knowledge requirements: +Vendor liaison/management, service agreements, warrantees and lease agreements +Procedures related to procurement and contract administration +Processes and procedures necessary to critically evaluate products, services and claims +Processes involved in vendor negotiations for substantial and/or long-term contracts for hardware, software and licence agreements, support and services +Systems and applications for procurement (e.g., NMSO, DISO, Software Acquisition Reference Centre, Request for Software Discounts and Supply Arrangements) +Roles and responsibilities of TBS and PWGSC related to asset procurement and management +Corporate and Government of Canada legislation, standards and policies (e.g., regulating software licence agreements and renewals, disposal, procurement ethical practices and security policies) +Licence management +Policies, guidelines and procedures for IT asset management +IT asset management life cycle (e.g., planning, maintenance, retirement and disposal) +Negotiation and contracting processes and practices +Federal legislative and policy framework related to IM/IT procurement for goods and services +Departmental processes for acquisition of goods and services, including drafting of Statements of Work (SOW), Requests for Proposals (RFPs), evaluation of responses, contract negotiations and management of contracts +Remedial measures for IT equipment non-performance + +1. Introductory +Demonstrates broad knowledge of Government of Canada and the role of PWGSC in procurement. +Understands the values and ethics involved in procurement. +Demonstrates basic understanding of procurement process for IT services and goods. + +2. Basic +Understands Treasury Board and corporate processes, standards and governance structures. +Assists in gathering requirements from the business. +Understands internal procurement processes for IT services and goods. + +3. Intermediate +Knows the procurement cycle and processes, gathering of information through RFIs and RFPs, roles of interdepartmental partners and the proposal/ evaluation processes. +Demonstrates a general knowledge of procurement and conducts low-level procurement. +Evaluates products and services and identifies the vehicle(s) to use. +Provides advice on reporting and inventory, policies and procedures. +Establishes partnerships with Finance. +Understands IT asset business and language. +Formulates and applies performance management guidelines to asset management. + +4. Advanced +Possesses a specific area of expertise and business knowledge of the life cycle for his/her asset area (e.g., sunset procedures). +Negotiates multi-level, multi-layer million dollar contracts. +Knows rules for Canadian and International governing bodies (e.g., NAFTA, Trade Tribunal, CITT) and negotiates CITT challenges. +Reviews, signs off and approves RFP/RFI documents. +Liaises with PWGSC to communicate requirements, terms and conditions. +Monitors and enforces values and ethics. +Consults with regions and senior management (e.g., leveraging assets, inventory and plans for sunset/refresh, professional services and training). +Mentors junior staff. + +5. Expert +Demonstrates a very deep understanding of one area of expertise or a broad understanding of multiple areas and provides guidance to senior management. +Demonstrates a broad understanding of software licensing models, the market and how to leverage the knowledge. +Demonstrates an in-depth understanding of procurement, the industry, the vendor community and industry trends. +Possesses corporate knowledge and understands service levels. +Negotiates with vendors at a high/complex level. +Provides advice in large supply agreements. +Performs ""total cost of ownership"" analysis.","" +"id-649469010cf348d6b79e3972f03d5e51","Capability","IT Procurement and Asset Management - Basic (L2 Proficiency)","Understands Treasury Board and corporate processes, standards and governance structures. +Assists in gathering requirements from the business. +Understands internal procurement processes for IT services and goods. +","" +"id-919bcab4e3fb4a43850ed039b88ba0aa","Capability","IT Procurement and Asset Management - Intermediate (L3 Proficiency)","Knows the procurement cycle and processes, gathering of information through RFIs and RFPs, roles of interdepartmental partners and the proposal/ evaluation processes. +Demonstrates a general knowledge of procurement and conducts low-level procurement. +Evaluates products and services and identifies the vehicle(s) to use. +Provides advice on reporting and inventory, policies and procedures. +Establishes partnerships with Finance. +Understands IT asset business and language. +Formulates and applies performance management guidelines to asset management. +","" +"id-0ff25799b3a14bf3b8817ee45c4146be","Capability","IT Procurement and Asset Management - Introductory (L1 Proficiency)","Demonstrates broad knowledge of Government of Canada and the role of PWGSC in procurement. +Understands the values and ethics involved in procurement. +Demonstrates basic understanding of procurement process for IT services and goods. +","" +"id-c50aa9fd4c4349198d222e9d2db93962","Capability","IT Project Management (Competency)","7. IT Project Management +Knowledge and ability to apply formal project management principles and practices during the planning, implementation, monitoring and completion of projects, ensuring effective management of scope, resources, time, cost, quality, risk and communications. +Knowledge requirements: +Enhanced Management Framework for the management of information technology/projects +Project management concepts, techniques, methods and tools and industry best practices in the management of projects in an IT environment (e.g., Project Management Body of Knowledge (PMBoK)) +Project estimating and planning techniques +Project progress monitoring +Management of change, risk and problem +Human resources management +Government of Canada policies and standards + +1. Introductory +Understands basic concepts (e.g., project goals, risk, scope, participants’ roles, planning and the importance of project management principles such as time, cost and quality management). +Provides input to project plan. + +2. Basic +Understands project reporting. +Develops simple project plans including work breakdown structure and estimates. +Identifies and escalates issues and potential delays. +Manages small, straightforward projects or specific components of larger projects. + +3. Intermediate +Manages a complete multi-stage project in own area. +Identifies, allocates and manages resources needed to meet project objectives. +Develops and manages the project plan, including timelines, deliverables, milestones and costs. +Identifies potential roadblocks and risks and develops contingency plans to deal with them. +Oversees implementation of the project plan, monitors progress, resource usage and quality, and makes needed adjustments. + +4. Advanced +Manages complex, multifaceted/ interrelated projects that span own area or department boundaries. +Conducts comprehensive risk assessment and develops plans for eliminating or mitigating the risks identified. +Mentors other project managers. +Understands the impact of the project on the department as a whole. +Develops complex plans (e.g., with interdependencies or cross-department). +Implements standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +5. Expert +Oversees/manages large, highly complex, diverse or strategic projects that impact the organization as a whole. +Develops departmental policies and standards. +Markets project management principles and benefits across the department. +Sets/evolves the vision of how project management should be done. +Changes project management practices. +Knows multiple projet management disciplines.","" +"id-a5129ec7e05147e4ae2984bc6eb613a1","Capability","IT Project Management - Advanced (L4 Proficiency)","Manages complex, multifaceted/ interrelated projects that span own area or department boundaries. +Conducts comprehensive risk assessment and develops plans for eliminating or mitigating the risks identified. +Mentors other project managers. +Understands the impact of the project on the department as a whole. +Develops complex plans (e.g., with interdependencies or cross-department). +Implements standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. +","" +"id-523346c507bc406484a2066131275c11","Capability","IT Project Management - Basic (L2 Proficiency)","Understands project reporting. +Develops simple project plans including work breakdown structure and estimates. +Identifies and escalates issues and potential delays. +Manages small, straightforward projects or specific components of larger projects. + +","" +"id-c646fa15ada1488f9f1133e75c8f53fb","Capability","IT Project Management - Intermediate (L3 Proficiency)","Manages a complete multi-stage project in own area. +Identifies, allocates and manages resources needed to meet project objectives. +Develops and manages the project plan, including timelines, deliverables, milestones and costs. +Identifies potential roadblocks and risks and develops contingency plans to deal with them. +Oversees implementation of the project plan, monitors progress, resource usage and quality, and makes needed adjustments. +","" +"id-bd40219f47ae41e2a9e252116769c112","Capability","IT Project Management - Introductory (L1 Proficiency)","Understands basic concepts (e.g., project goals, risk, scope, participants’ roles, planning and the importance of project management principles such as time, cost and quality management). +Provides input to project plan. +","" +"id-38c7326d6d4b41bc9b5fbb10b1c3e0e5","Capability","Keep The Team Informed (L1 Proficiency)","Ensures that team members have the necessary information to operate effectively. +Establishes the direction/goal(s) for the team. +Lets team members affected by a decision know exactly what is happening and gives a clear rationale for the decision. +Sets an example for team members (e.g., respect of others’ views, team loyalty, cooperating with others). +","" +"id-dce8f6716e40437fb9eaf5daa559bbe0","Capability","Listen and Clearly Present Information (L1 Proficiency)","Makes self available and clearly encourages others to initiate communication. +Listens actively and objectively without interrupting. +Checks own understanding of others’ communication (e.g., repeats or paraphrases, asks additional questions). +Presents appropriate information in a clear and concise manner, both orally and in writing. +","" +"id-9d85fea2325d409480ef199e6a7b00c5","Capability","Make Complex Decisions In The Absence Of Rules (L4 Proficiency)","Simplifies complex information from multiple sources to resolve issues. +Makes complex decisions for which there are no set procedures. +Considers a multiplicity of interrelated factors for which there is incomplete and contradictory information. +Balances competing priorities in reaching decisions. +Develops solutions to problems, balancing the risks and implications across multiple projects. +Recommends solutions in an environment of risk and ambiguity. +","" +"id-20e5dd9d11de4808a4e5624bdfee0b40","Capability","Make Decisions Based Solely On Rules (L1 Proficiency)","Makes straightforward decisions based on pre-defined options using clear criteria/procedures. +Consults with others or refers an issue/situation for resolution when criteria are not clear. +Deals with exceptions within established parameters using clearly specified rules and procedures. +Makes decisions involving little or no consequence of error. +Verifies that the decision/resolution is correct. +","" +"id-f2f8513dd492492c82069c66a5aee18d","Capability","Make Decisions By Interpreting Rules (L2 Proficiency)","Applies guidelines and procedures that require some interpretation when dealing with exceptions. +Makes straight - forward decisions based on information that is generally clear and adequate. +Considers the risks and consequences of action and/or decisions. +Makes decisions involving minor consequence of error. +Seeks guidance as needed when the situation is unclear. +","" +"id-4400c589b92541e387226da81586a01f","Capability","Make Decisions In Situations Where Rules May Be Interpreted (L3 Proficiency)","Applies guidelines and procedures that leave considerable room for discretion and interpretation. +Makes decisions by weighing several factors, some of which are partially defined and entail missing pieces of critical information. +As needed, involves the right people in the decision making process. +Balances the risks and implications of decisions across multiple issues. +Develops solutions that address the root cause of the problem and prevent recurrence. +Recognizes, analyzes and solves problems across projects and in complex situations. +","" +"id-ac201bbdf67442e8a10708da5c1356b6","Capability","Make Others Aware Of Change (L1 Proficiency)","Identifies and accepts the need and processes for change. +Explains the process, implications and rationale for change to those affected by it. +Invites discussion of views on the change.","" +"id-704d2876636d470e99f578fdc663090c","Capability","Manage The Process For Change (L3 Proficiency)","Identifies important / effective practices that should continue after change is implemented. +Anticipates specific reasons underlying resistance to change and implements approaches that address resistance.","" +"id-a5e79f84a6c74378821ae67fd05963f8","Capability","Modify Current Approaches (L2 Proficiency)","Analyzes strengths and weaknesses of current approaches. +Modifies and adapts current methods and approaches to better meet needs. +Identifies alternate solutions based on precedent. +Identifies an optimal solution after weighing the advantages and disadvantages of alternative approaches. +","" +"id-f4a8b6ee15554be28739aa898609f4a0","Capability","Networking / Relationship Building (Competency)","Networking / Relationship Building +Building and actively maintaining working relationships and/or networks of contacts to further the organization’s goals +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Accesses sources of infromation +Builds key contacts +Seeks new networking opportunities for self and others. +Strategically expands networks +Creates networking opportunities + +Seeks information from others (e.g., colleagues, customers). + +Maintains personal contacts in other parts of the organization with those who can provide work-related information. + +Seeks out the expertise of others and develops links with experts and information sources. + +Develops and nurtures key contacts as a source of information. + +Participates in networking and social events internal and external to the organization. + +Seeks opportunities to partner and transfer knowledge (e.g., by actively participating in trade shows, conferences, meetings, committees, multi-stakeholder groups and/or seminars). + +Cultivates personal networks in different parts of the organization and effectively uses contacts to achieve results. + +Initiates and develops diverse relationships. + +Builds networks with parties that can enable the achievement of the organization’s strategy. + +Brings informal teams of experts together to address issues/needs, share information and resolve differences, as required. + +Uses knowledge of the formal or informal structure and the culture to further strategic objectives. + +Creates and facilitates forums to develop new alliances and formal networks. + +Identifies areas to build strategic relationships. + +Contacts senior officials to identify potential areas of mutual, long-term interest. +Note: “Networking / Relationship Building” links to the competency “Engagement,” identified as relevant for federal Public Service leaders.","" +"id-815cc8a90cf94c499860b647ce9443c3","Capability","Organizational & Environemental Awareness (Competency)","Organizational and Environmental Awareness +Understanding the workings, structure and culture of the organization as well as the political, social and economic issues, to achieve results +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Understands formal structure +Understands informal structure and culture +Effectively operates in external environments +Understands organizational politics, issues and external influences +Operates effectively in a broad spectrum of political, cultural and social milieu + +Monitors work to ensure it aligns with formal procedures and the organization’s accountabilities. + +Recognizes and uses formal structure, rules, processes, methods or operations to accomplish work. + +Actively supports the public service mission and goals. + +Uses informal structures; can identify key decision-makers and influencers. + +Effectively uses both formal and informal channels or networks for acquiring information, assistance and accomplishing work goals. + +Achieves solutions acceptable to varied parties based on understanding of issues, climates and cultures in own and other organizations. + +Accurately describes the issues and culture of external stakeholders. Uses this information to negotiate goals and initiatives. + +Anticipates issues, challenges and outcomes and effectively operates to best position the organization. + +Supports the changing culture and methods of operating, if necessary, for the success of the organization. + +Ensures due diligence by keeping informed of business and operational plans and practices. + +Demonstrates broad understanding of social and economic context within which the organization operates. + +Understands and anticipates the potential trends of the political environment and the impact these might have on the organization. + +Operates successfully in a variety of social, political and cultural environments. + +Uses organizational culture as a means to influence and lead the organization. +Note: “Organizational and Environmental Awareness” links to the competencies “Strategic Thinking” and “Management Excellence”, identified as relevant for federal Public Service leaders.","" +"id-20ce410f27114ab59b32eded387e7a27","Capability","Participate As A Team Member (L1 Proficiency)","Assumes personal responsibility and follows up to meet commitments to others. +Understands the goals of the team and each team member’s role within it. +Deals honestly and fairly with others, showing consideration and respect. +Willingly gives support to co-workers and works collaboratively rather than competitively. +Shares experiences, knowledge and best practices with team members. +","" +"id-f50d6a9ed72148a99b6502b9d541cd97","Capability","Partnering (Competency)","Partnering +Seeking and building strategic alliances and collaborative arrangements through partnerships to advance the objectives of the organization +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Operates effectively within partnerships +Manages existing partnerships +Seeks out partnership opportunities +Facilitates partnerships +Sets strategic direction for partnering + +Understands the roles played by partners. Identifies and refers to areas of mutual interest as a means of establishing a business relationship. + +Communicates openly, builds trust and treats partners fairly, ethically and as valued allies. + +Meets partner needs by responding to requests efficiently and effectively. + +Recognizes the contributions of partners. + +Works with existing partners, honouring established agreements/ contracts. + +Monitors partnership arrangements to ensure that the objectives of the partnership remain on target. + +Seeks input from partners to ensure that objectives are achieved. + +Seeks mutually beneficial solutions with partners. + +Initiates partnership arrangements that promote organizational objectives. + +Assesses the value of entering into partner relationships in terms of both short- and long- term return on investment. + +Develops new and mutually beneficial partnerships that also serve the interests of the broader community. + +Identifies benefits of a partnership and looks for ways to add value for the partner. + +Provides advice and direction on the types of partner relationships to pursue, as well as ground rules for effective partner relationships. + +Supports staff in taking calculated risks in partner relationships. + +Negotiates, as necessary, to assist others to address issues or resolve problems surrounding partner relationships. + +Identifies when modifications and terminations of partnerships are needed and takes appropriate measures. + +Provides strategic direction on the value of partnerships and the type of partnerships that the organization should be pursuing. + +Sets up an infrastructure that supports effective partner arrangements (e.g., principles and frameworks for assessing the value of partnerships; expert assistance in aspects of partnering). + +Takes advantage of opportunities to showcase excellent examples of partner arrangements throughout the organization. + +Creates and acts on opportunities for interactions that lead to strong partnerships within and external to the organization. +Note: “Partnering” links to the competency “Engagement”, identified as relevant for federal Public Service leaders.","" +"id-235ad288602641eabde9136c0fdaa4bf","Capability","Plan Tasks and Organize Own Work (L1 Proficiency)","Identifies requirements and uses available resources to meet own work objectives in optimal fashion. +Completes tasks in accordance with plans. +Monitors the attainment of own work objectives and/or quality of the work completed. +Sets priorities for tasks in order of importance. +","" +"id-19ebac2086904134af25b6cac2bd07e7","Capability","Planning & Organization (Competency)","Planning and Organizing +Defining tasks and milestones to achieve objectives, while ensuring the optimal use of resources to meet those objectives +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Plans tasks and organizes own work +Applies planning principles to achieve work goals +Develops plans for the business unit +Integrates and evaluates plans to achieve business goals. +Plans and organizes at a strategic level + +Identifies requirements and uses available resources to meet own work objectives in optimal fashion. + +Completes tasks in accordance with plans. + +Monitors the attainment of own work objectives and/or quality of the work completed. + +Sets priorities for tasks in order of importance. + +Establishes goals and organizes work by bringing together the necessary resources. + +Organizes work according to project and time management principles and processes. + +Practices and plans for contingencies to deal with unexpected events or setbacks. + +Makes needed adjustments to timelines, steps and resource allocation. + +Directs issues to appropriate bodies when unable to resolve them within own area of responsibility. + +Considers a range of factors in the planning process (e.g., costs, timing, customer needs, resources available, etc.). + +Identifies and plans activities that will result in overall improvement to services. + +Challenges inefficient or ineffective work processes and offers constructive alternatives. + +Anticipates issues and revises plans as required. + +Helps to remove barriers by providing resources and encouragement as needed. + +Establishes alternative courses of action, organizes people and prioritizes the activities of the team to achieve results more effectively. + +Ensures that systems are in place to effectively monitor and evaluate progress. + +Evaluates processes and results and makes appropriate adjustments to the plan. + +Sets, communicates and regularly assesses priorities. + +Develops strategic plans considering short term requirements as well as long term direction. + +Plans work and deploys resources to deliver organization wide results. + +Secures and allocates program or project resources in line with strategic direction. + +Sets and communicates priorities within the broad organization. + +Ensures sufficient resources are available to achieve set objectives. +Note: “Planning and Organizing” links to the competency “Management Excellence - Action Management” identified as relevant for federal Public Service leaders.","" +"id-50c2edbf646b4be2926765f89263574e","Capability","Promote Ongoing Learning and Development (L3 Proficiency)","Helps team members develop their skills and abilities. +Engages in development and career planning dialogues with employees. +Works with employees and teams to define realistic yet challenging work goals. +Encourages team members to develop learning and career plans and follows-up to guide development and measure progress. +Advocates and commits to ongoing training and development to foster a learning culture. +","" +"id-15ef7d9b26104eb1bf87f032f6e90bc2","Capability","Promote Team Alignment (L2 Proficiency)","Effectively communicates and interprets the strategic vision to employees within area of responsibility. +Clearly articulates and promotes the significance and impact of employee contributions to promoting and achieving organizational goals. +Monitors work of team to ensure alignment with strategic direction, vision and values for the organization. +Identifies potential future directions for work area in line with vision. +Proactively helps others to understand the importance of the strategy and vision. +","" +"id-589c624171aa4b9991fd027c0e7545c4","Capability","Provide Opportunities For Development (L4 Proficiency)","Ensures that resources and time are available for development activities. +Ensures that all employees have equitable access to development opportunities. +Provides opportunities for development through tools, assignments, mentoring and coaching relationships etc. +","" +"id-4b368ab6b5f2450787769ad12c51d654","Capability","Respond To Client Requests (L1 Proficiency)","Identifies client needs and expectations. +Responds to requests efficiently and effectively. +Takes action beyond explicit request within established service standards. +Refers complex questions to a higher decision-making level. +Meets client needs in a respectful, helpful and responsive manner. +Seeks feedback to develop a clear understanding of client needs and outcomes. +Uses client satisfaction monitoring methodologies to ensure client satisfaction. +Adjusts service based on client feedback.","" +"id-5d97fbe074db453e961ade96a46b6aa3","Capability","Results Orientation (Competency)","Results Orientation +Focusing personal efforts on achieving results consistent with the organization’s objectives +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Strives to meet work expectations +Consistently meets established expectations +Surpasses established expectations +Seeks out significant challenges +Pursues excellence on an organizational level + +Sets goals and works to meet established expectations; maintains performance levels. + +Pursues organizational objectives with energy and persistence, Sets high personal standards for performance. + +Adapts working methods in order to achieve objectives. + +Accepts ownership of and responsibility for own work. + +Consistently achieves established expectations through personal commitment. + +Makes adjustments to activities/processes based on feedback. + +Exceeds current expectations and pushes for improved results in own performance. + +Takes on new roles and responsibilities when faced with unexpected changes. + +Seeks significant challenges outside of current job scope. + +Works on new projects or assignments that add value without compromising current accountabilities. + +Guides staff to achieve tasks, goals, processes and performance standards. + +Models excellence and motivates fellow organizational members to follow his/her example. + +Encourages constructive questioning of policies and practices; sponsors experimentation and innovation. + +Holds staff accountable for achieving standards of excellence and results for the organization. +Note: “Results Orientation” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders.","" +"id-0ccb62e67f8e4cbca8e5fd0ce0f4bed6","Capability","Risk Management (Competency)","Risk Management +Identifying, assessing and managing risk while striving to attain objectives +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Identifies possible risks +Takes calculated risks +Personally takes significant risks +Designs strategies for dealing with high-risk initiatives +Provides organizational guidance on risk + +Describes risk factors related to a situation/activity. + +Uses past experience and best practices to identify underlying issues, potential problems and risks. + +Plans for contingencies. + +Identifies possible cause-effect relationships. + +Takes calculated risks with minor, but non-trivial, consequences of error (e.g., risks involving potential loss of some time or money but which can be rectified). + +Makes decisions based on risk analysis. + +Makes decisions in the absence of complete information. + +Personally takes calculated risks with significant consequences (e.g., significant loss of time or money) but which can be rectified. + +Anticipates the risks involved in taking action. + +Identifies possible scenarios regarding outcomes of various options for action. + +Conducts ongoing risk analysis, looking ahead for contingent liabilities and opportunities and astutely identifying the risks involved. + +Implements initiatives with high potential for pay-off to the organization, where errors cannot be rectified, or only rectified at significant cost. + +Conducts risk assessment when identifying or recommending strategic and tactical options. + +Encourages responsible risk taking, recognizing that every risk will not pay off. + +Provides a supportive environment for responsible risk taking (e.g., by supporting decisions of others). + +Oversees the development of guidelines, principles and approaches to assist decision-making when risk is a factor. + +Provides guidance on the organizational tolerance for risk. + +Develops broad strategies that reflect in-depth understanding and assessment of operational, organizational, and political realities and risks. +Note: “Risk Management” links to the competencies “Strategic Thinking” and “Management Excellence – Financial Management,” identified as relevant for federal Public Service leaders.","" +"id-75fd9b9cd9d54fdd807a66219c6e3cca","Capability","Security / Information & Application Protection (Competency)","9. Security/Information and Application Protection +Knowledge and ability to ensure there are adequate technical and organizational safeguards to protect the continuity of IT infrastructure services by the implementation of IT security principles, methods, practices, policies and tools that are used in securing IT resources including information and operations security, physical security, business continuity/disaster recovery planning, methods to deal with security breaches and security assessment in a technical environment. +Knowledge requirements: +IT security principles methods, policies, practices and tools +Information Protection/IT security principles, threat and risk assessment methodology, practices, procedures and tools (e.g., Government privacy and security related legislation and policies, biometric and cryptographic principles, firewalls, intrusion logs, encryption and digital (numeric) signature) +Theories, processes and methodologies involved in developing, implementing, monitoring and reporting IT security planning frameworks, policies, measures, counter-measures and monitoring programs, procedures and guidelines +Management tools such as data classification and risk assessment/analysis to identify threats, classify assets and to rate system vulnerabilities +IT software and hardware security requirements +Preparation and conduction of Privacy Impact Assessments (PIA), Statement of Sensitivity (SOS), Threat Risk Assessments (TRA), Vulnerability Assessments (VA) +Accreditation procedures, policies and practices +Security certification procedures +Security hardware and software +Treasury Board and corporate IT standards and policies regarding the development and support of infrastructure systems and networks, including security policies and operational standards +IT Operations Security +Protection techniques for the entire facility, from the outside perimeter to the inside office space, including all of the information system resources and methods to deal with security breaches +Requirements of hardware, media and of the operators and administrators with access privileges to these resources +Application product level security, access management and remote access +Auditing and monitoring the mechanisms, tools and facilities to permit the identification of security events and to assess operations security capacity +Viruses +Computer crimes laws and regulations and the measures and technologies used to investigate computer crime incidents +Cryptographic, graphic and hardware applications +Business Continuity/Disaster Recovery Planning +Disaster recovery strategies, plans, tests and management +Preservation and business recovery planning, practices, policies and procedures +Rollback and contingency strategies, planning practices and tools +Business continuity analysis procedures and exercise frameworks +Activities within the response, recovery, restoration and resumption phases applicable to business continuity plans +Roles and responsibilities of IT operational functions during business continuity exercises +Federal government business continuity planning policies and programs, including Treasury Board Standards + + +1. Introductory +Demonstrates awareness of security requirements. +Demonstrates awareness of certification policies. +Demonstrates awareness of privacy requirements and standards. + +2. Basic +Understands concepts of IT security and its application to computer systems architecture. + +3. Intermediate +Executes security test plans. +Deals with low impact threats. +Acts to protect integrity of system data at operation level (e.g., single key incident). +Performs security certifications. +Provides advice on disaster recovery planning. +Participates in disaster recovery tests. +Recommends security safeguards. +Executes standards. + +4. Advanced +Demonstrates a broad understanding or very detailed area of expertise in security subject(s). +Demonstrates a broad knowledge of security policies and interprets policies. +Understands a specific security application or tool and how it works. +Conducts risk assessments. +Assesses security safeguards. +Deals with threats and serious incidents. +Deals with intrusions at a high threat level. + +5. Expert +Demonstrates an expert understanding or very detailed area of expertise in multiple security subject(s). +Demonstrates expert knowledge of law, regulation and policies, and interprets policies and standards. +Is an expert in multiple security applications and tools. +Leads risk and security safeguards assessments. +Mitigates threats and serious security incidents at the enterprise level. +Consults on security issues and recommends corporate strategies. +Leads the development of enterprise policies and standards. +Directs employees and consultants and mentors others.","" +"id-f843189abb0c4ff68b6077c193d83af5","Capability","Security / Information & Application Protection - Basic (L2 Proficiency)"," Understands concepts of IT security and its application to computer systems architecture.","" +"id-c4346da206204d2d8275a54f9efe82a1","Capability","Security / Information & Application Protection - Introductory (L1 Proficiency)"," Demonstrates awareness of security requirements. + Demonstrates awareness of certification policies. + Demonstrates awareness of privacy requirements and standards.","" +"id-0287e33c82304c7e982eae8d055e7a60","Capability","Seek Learning Opportunities Beyond Current Requirements (L3 Proficiency)","Sets challenging goals and standards of excellence for self in view of growth beyond current job. +Actively pursues self-development on an ongoing basis (technically and personally). +Pursues assignments designed to challenge abilities. +","" +"id-e5712ed56d6646889d6d9cc7ac19aa34","Capability","Seek New Networking Opportunities For Self and Others (L3 Proficiency)","Seeks opportunities to partner and transfer knowledge (e.g., by actively participating in trade shows, conferences, meetings, committees, multi-stakeholder groups and/or seminars). +Cultivates personal networks in different parts of the organization and effectively uses contacts to achieve results. +Initiates and develops diverse relationships. +","" +"id-7df729dd8ec349f899d367e463947223","Capability","Seek To Improve Personal Effectiveness In Current Situation (L2 Proficiency)","Tries new approaches to maximize learning in current situation. +Takes advantage of learning opportunities (e.g., courses, observation of others, assignments, etc.). +Integrates new learning into work methods. +","" +"id-1799c8661ced4e3b9a5295f69560cbf7","Capability","Service Management Process (Competency)","11. Service Management Processes +Knowledge and ability to implement the methods, practices and policies governing the design, development and use of the IT support processes designed to keep the IT environment functioning efficiently, effectively and securely. +Knowledge requirements: +Service Management Principles +Relationship between different IT support processes and between support processes and clients +Implementation and management of services using the principles and methods associated with industry best practices (e.g., Information Technology Infrastructure Library (ITIL)) +Service level agreements +Processes and practices to ensure the Agreement and Statements of Work or contracts are met while taking steps to minimize any adverse impact on service quality +Government of Canada and department policies and standards (e.g., Service Management Life Cycle Framework) +Change Management +Processes and practices to ensure changes to the IT infrastructure are introduced successfully and on a scheduled basis +Planning, scheduling, distribution, application and tracking of changes to the IT environment +Configuration Management +Management of the physical and logistical properties of resources and their relationships (e.g., physical connections and dependencies) +Configuration management technologies that affect the IM/IT environment including the physical and logistical properties of resources +Release Management +Processes and practices to ensure the introduction and maintenance of all IS/IT infrastructure and that existing infrastructure falls within the standards and the technology suppliers supported release levels +Problem Management +Detection, reporting, analysis, recovery, resolution and tracking of problems +Help Desk/Client Support +Concepts, techniques and practices of help desk operations and service delivery +Provision of a single point of contact for all users of the IT infrastructure services +Installation, configuration, troubleshooting and application software support +Technical problem analysis, evaluation and solution proposal +Techniques and practices for client queries, troubleshooting and problem resolution and prioritization + + +1. Introductory +Understands service management processes and concepts (e.g., incident management, change management, release management). +Understands concepts, techniques and practices of help desk operations and service delivery. + +2. Basic +Understands and follows a process in problem management, change management or configuration management. +Provides IT help desk support services. +Gathers information from end-users to determine the nature of problems and resolve them. +Monitors SLAs and escalates problems. +Performs initial evaluation of problem and routes as necessary. +Understands the requirements of process (e.g., involvement of service management early in the process). + +3. Intermediate +Understands interrelationships and interdependencies between service management processes. +Installs, configures, troubleshoots and supports application software. +Analyzes, evaluates and diagnoses technical problems and proposes solutions. +Manages process ensuring it is followed (e.g., change, problem, testing, costing, backup and recovery, QA release). +Schedules release after ensuring absence of conflicts. +Serves as a point of escalation. +Conducts customer satisfaction surveys. +Guides others in processes. +Implements changes to processes. + +4. Advanced +Implements and manages services using the principles and methods associated with Information Technology Infrastructure Library (ITIL) and other industry best practices. +Identifies who to call for severe or complex problems. +Manages the provision of help desk services and problem resolution. +Analyzes problem trends and makes recommendations. +Develops service management processes. +Writes/negotiates SLAs for operational level agreements and internal SLAs. +Develops customer satisfaction surveys. +Sets guidelines for others to follow. + +5. Expert +Negotiates, develops, implements and manages service level agreements. +Develops service management standards, practices and policies. +Builds and maintains a network of experts. +Develops SLA templates. +Negotiates complex SLAs. +Provides guidelines for service management (e.g., recommends changes based upon results of a customer satisfaction survey). +Recommends continual improvements in service management strategy and processes.","" +"id-5b06d71e60b741c08fd99f21e92ddad5","Capability","Share Expertise With Others (L1 Proficiency)","Regularly shares expertise with team members to support continuous learning and improvement. +Advises, guides and coaches others by sharing experiences and discussing how to handle current or anticipated concerns. +","" +"id-3d372fb3b4774e448c170ff212005eba","Capability","Stewardship of Resources (Competency)","Stewardship of Resources +Ensuring the effective, efficient and sustainable use of Public Service resources and assets: human and financial resources, real property and business information. +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Uses resources effectively +Ensures effective use of resources +Controls resource use +Implements systems to ensure stewardship of resources +Ensures strategic stewardship of resources + +Protects and uses resources and assets in a conscientious and effective manner. + +Identifies wasteful practices and opportunities for optimizing resource use. + +Monitors and ensures the efficient and appropriate use of resources and assets. + +Explores ways of leveraging funds to expand program effectiveness. + +Allocates and controls resources and assets within own area. + +Implements ways of more effectively utilizing resources and assets. + +Assigns and communicates roles and accountabilities to maximize team effectiveness; manages workload. + +Identifies gaps in resources that impact on the organization’s effectiveness. + +Develops strategies to address resource gaps/issues. + +Ensures alignment of authority, responsibility and accountability with organizational objectives. + +Ensures that information and knowledge sharing is integrated into all programs and processes. + +Acts on audit, evaluation and other objective project team performance information. + +Directs resources to those areas where they will most effectively contribute to long-term goals. + +Sets overall direction for how resources and assets are to be used in order to achieve the vision and values. + +Institutes organization-wide mechanisms and processes to promote and support resource management. +Note: “Stewardship of Resources” links to the competencies “Management Excellence – Action Management” and “Financial Management,” identified as relevant for federal Public Service leaders.","" +"id-d033c5afeb2542eb8b8079dfa4d69968","Capability","Strategically Expand Networks (L4 Proficiency)","Builds networks with parties that can enable the achievement of the organization’s strategy. +Brings informal teams of experts together to address issues/needs, share information and resolve differences, as required. +Uses knowledge of the formal or informal structure and the culture to further strategic objectives. +","" +"id-851a0995685a404982cef6c14939b715","Capability","Stress Management (Competency)","Stress Management +Maintaining effectiveness in the face of stress +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Works in low level stress situations +Adjusts to temporary peaks in stress levels +Adapts to prolonged stress +Employs stress management strategies +Deals with stress affecting the organization + +Keeps functioning effectively during periods of on-going low intensity stress. + +Maintains focus during situations involving limited stress. + +Seeks to balance work responsibilities and personal life responsibilities. + +Maintains composure when dealing with short but intense stressful situations. + +Understands personal stressors and takes steps to limit their impact. + +Keeps issues and situations in perspective and reacts appropriately (e.g., does not overreact to situations, what others say, etc.). + +Effectively withstands the effects of prolonged exposure to one or few stressors by modifying work methods. + +Maintains sound judgment and decision making despite on-going stressful situations. + +Controls strong emotions or other stressful responses and takes action to respond constructively to the source of the problem. + +Develops and applies stress reduction strategies to cope with long exposure to numerous stressors or stressful situations + +Recognizes personal limits for workload and negotiates adjustments to minimize the effects of stress, while still ensuring appropriate levels of productivity. + +Controls own emotions and calms others in stressful situations. + +Demonstrates behaviours that help others remaincalm, yet focused and energized during periods of extreme stress affecting the organization. + +Maintains composure and shows self control in the face of significant challenge facing the organization. + +Suspends judgment; thinks before acting. + +Identifies and consistently models ways of releasing or limiting stress within the organization. +Note: “Stress Management” is included in the competencies “Management Excellence – People Management” and “Action Management”, a competency identified as relevant for federal Public Service leaders.","" +"id-0442e889a5b342cfa50a01cbacfd6dc7","Capability","Support Individual Development and Improvement (L2 Proficiency)","Provides performance feedback and support, reinforcing strengths and identifying areas for improvement. +Encourages staff to develop and apply their skills. +Suggests to individuals ways of improving performance and competence. +","" +"id-ff6a4bd5a80e46b88846538d71ba6be1","Capability","Team Leadership (Competency)","Team Leadership +Leading and supporting a team to achieve results +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Keeps the team informed +Ensures the needs of the team and of members are met +Ensures team member input +Empowers the team +Inspires team members + +Ensures that team members have the necessary information to operate effectively. + +Establishes the direction/goal(s) for the team. + +Lets team members affected by a decision know exactly what is happening and gives a clear rationale for the decision. + +Sets an example for team members (e.g., respect of others’ views, team loyalty, cooperating with others). + +Makes sure the practical needs of the team and team members are met. + +Makes decisions by taking into account the differences among team members, and overall team requirements and objectives. + +Ensures that the team’s tasks are completed. + +Accepts responsibility for the team’s actions and results. + +Values and encourages others’ input and suggestions. + +Stimulates constructive discussion of different points of view, focusing on the organization’s strategic objectives, vision or values. + +Builds cooperation, loyalty and helps achieve consensus. + +Provides constructive feedback and recognizes all contributions. + +Ensures the respective strengths of team members are used in order to achieve the team’s overall objectives. + +Communicates team successes and organization-wide contribution to other organizational members. + +Encourages the team to promote their work throughout the organization. + +Establishes the team’s credibility with internal and external stakeholders. + +Builds the commitment of the team to the organization’s mission, goals and values. + +Aligns team objectives and priorities with the broader objectives of the organization. + +Ensures that appropriate linkages/partnerships between teams are maintained. + +Creates an environment where team members consistently push to improve team performance and productivity. +Note: “Team Leadership” links to the competency “Management Excellence – People Management,” identified as relevant for federal Public Service leaders.","" +"id-9c27e8dcfd774d05965abe5f13f2f924","Capability","Teamwork (Competency)","Teamwork +Working collaboratively with others to achieve common goals and positive results +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Participates as a team member +Fosters teamwork +Demonstrates leadership in teams +Capitalizes on teamwork opportunities +Builds bridges between teams + +Assumes personal responsibility and follows up to meet commitments to others. + +Understands the goals of the team and each team member’s role within it. + +Deals honestly and fairly with others, showing consideration and respect. + +Willingly gives support to co-workers and works collaboratively rather than competitively. + +Shares experiences, knowledge and best practices with team members. + +Assumes responsibility for work activities and coordinating efforts. + +Promotes team goals. + +Seeks others’ input and involvement and listens to their viewpoints. + +Shifts priorities, changes style and responds with new approaches as needed to meet team goals. + +Suggests or develops methods and means for maximizing the input and involvement of team members. + +Acknowledges the work of others. + +Builds relationships with team members and with other work units. + +Fosters team spirit and collaboration within teams + +Discusses problems/ issues with team members that could affect results. + +Communicates expectations for teamwork and collaboration. + +Facilitates the expression of diverse points of view to enhance teamwork. + +Capitalizes on the strengths of all members. + +Gives credit for success and acknowledges contributions and efforts of individuals to team effectiveness. + +Initiates collaboration with other groups/ organizations on projects or methods of operating. + +Capitalizes on opportunities and addresses challenges presented by the diversity of team talents. + +Supports and encourages other team members to achieve objectives. + +Encourages others to share experience, knowledge and best practices with the team. + +Encourages the team to openly discuss what can be done to create a solution or alternative. + +Facilitates collaboration across the organization and with other organizations to achieve a common goal. + +Builds strong teams that capitalize on differences in expertise, competencies and background. + +Breaks down barriers (structural, functional, cultural) between teams, facilitating the sharing of expertise and resources. +Note: “Teamwork” links to the competency “Engagement”,” identified as relevant for federal Public Service leaders.","" +"id-a27b1f59cb5e4ca081bfb266755153ad","Capability","Telecommunications (Data and Voice) Network (Competency)","8. Telecommunications (Data and Voice) Network +Knowledge and ability to implement the methods, practices and policies governing the design, analysis, development, management and use of the hardware and software used to transfer information such as data, voice, images and video. +Knowledge requirements: +Theories and concepts, methods, policies and practices to design, develop, plan telecommunications network infrastructure systems (e.g., calculation of peak and mean bandwidth requirements, response time, propagation delays, priorities, traffic types, traffic flows (point-to-point, multicast, broadcast), error detection and protection, security, interoperability, growth, quality of service, availability) +Installation, configuration, operation and maintenance of telecommunications infrastructure hardware and software + Telecommunication systems’ operating systems, system software and utilities + Low level interfaces (e.g., modems, CSU/DSU) + Voice communication devices (e.g., Blackberry units, cell phones, gateways, routers, switches, PBX) +Standards describing the structure of data exchange between systems (e.g., OSI seven layer reference model) +Standards describing the format content and exchange mechanisms between systems, such as communication protocols (including protocols that relate to the convergence of technologies, such as Voice over IP), connection oriented versus connectionless protocols +Classes of networking systems (e.g., Local Area Network (LAN), Metropolitan Area Network (MAN), Department Wide Area Network (DWAN), Wide Area Network (WAN), Virtual Private Network (VPN), Voice Network System, Remote Access Networks, associated hardware and software, operating systems and protocols) +Network topologies (physical and logical) and their characteristics +Classes of telecommunication media, such as wire based (e.g., copper, fibre) and wireless (characteristics of various frequency bands from HF to microwave) +The purpose and use of different networks (e.g., Internet, Intranets, Extranets) +Value added networks (i.e., services added within a communications network beyond data transfer such as message routing, resource management and conversion facilities) +Performance analysis, diagnosis, capacity planning and data communications monitoring/management practices, protocols and tools +Data, voice and video requirements and services +Traffic and transmission management +Common carrier services - data transmission and telephony service offerings provided by private sector companies +Security, including specific methods, policies and best practices to secure information within the telecommunications network infrastructure +Industry regulations and tariffs (e.g., CRTC) + + +1. Introductory +Demonstrates basic understanding of data communications and components, definitions, key concepts, communication protocols and platforms (e.g., Firewalls, Security, Frame Relay, SNA, ATM, Hubs/Routers/ Gateways switches, VOIP, ISDN, routing protocols). +Understands need for capacity planning and performance management. + +2. Basic +Understands data communications routing and switching technology. +Understands how basic concepts relate to each other and applies them (e.g., vendor-specific standards). +Understands how data communications integrate with other environments (e.g., mainframe) and are distributed, at a basic level, from an end-user perspective. +Assists in the design of basic connections (e.g., connecting 100 people to a WAN or designing a small site (less than 50)). +Troubleshoots basic physical or software connectivity problems, network congestion (e.g., cables/connections, defective equipment, logging in to network equipment, checking configuration of routers/switches). +Uses data communications diagnostic tools. +Tests, configures, installs and supports hardware and software at any typical site. +Talks clients through troubleshooting. + +3. Intermediate +Understands how data communications integrate with other environments such as mainframe, distributed, E-commerce, firewalls and external networks, at a component level. +Demonstrates and applies wide range of concepts to the corporate/vendor environment. +Understands vendor-specific network switching and routing products. +Translates multiple client network connectivity requirements and limitations into technical specifications for building/site designs. +Designs complex building environments using existing standards (e.g., complex site layouts (many buildings and requirements)). +Resolves typical hardware and software problems (e.g., connectivity, network congestion, protocols, uses diagnostic tools). +Conducts certification testing. +Executes standards. + +4. Advanced +Incorporate business requirements (e.g., high availability, redundancy, disaster recovery) into data communications design using analytical techniques. +Evaluates/pilots new technologies, identifies how they integrate with the corporate network and implements. +Resolves unusual or atypical network problems without clear precedents and/or that have significant impact or consequence on the business or service. +Creates or reviews certification testing. +Develops standards and procedures for new technology configuration and implementation. +Mentors/guides individuals and cross-functional teams. +Deals with major client groups (e.g., regional or national client). + +5. Expert +Demonstrates expert knowledge of data communications principles, network technology, government-wide technology initiatives and technological trends. +Demonstrates broad-based knowledge of information technology. +Develops enterprise-wide multi-disciplinary architectural documents. +Develops business cases for enterprise-wide network technology initiatives as a direct response to business drivers. +Provides effective strategic direction to enterprise-wide network design. +Guides and oversees multiple-concurrent network projects. +Conducts procurement for network solutions network hardware and services procurements. +Develops policy and standards for networking technology and contributes to governmental and/or industry standards working groups (e.g., GOL, ITU, RC).","" +"id-c83bfc10a1614dfb837ed25edd08c987","Capability","Testing (Competency)","10. Testing +Knowledge and ability to perform testing of software and/or hardware using a systematic approach (i.e., the orderly progression of testing in which software elements, hardware elements or both are combined and tested until the entire system has been integrated). +Knowledge requirements: +Quality assurance and control +Testing approaches and strategies +System and application testing methodologies, practices and principles (e.g., end-to-end) +Testing/validation in relation to the systems development life-cycle +Types of testing (e.g., volume, unit, compatibility, bandwidth, integration, system, end-to-end, web-stress) +Testing standards (e.g., Treasury Board and department, International organization for standardization (ISO)) +Testing and readiness functions and assessments including release processes and packages, change control and system integration +Testing tools including automated tools, test scripts and reporting/tracking tools +Certification and accreditation of new applications + + +1. Introductory +Demonstrates awareness of testing principles and processes. +Understands testing terminology. + +2. Basic +Tests and debugs software modules. +Conducts unit testing. +Understands testing methodologies and principles. +Understands standards for testing. +Executes test scripts. +Reports test results. +Understands and applies IT system security for applications. +Uses a testing tool. +Demonstrates knowledge of tools and technologies used by persons with disabilities to interface with IT systems and services. + +3. Intermediate +Understands systems integration principles (i.e., the methods, practices and policies that are used during a systems integration process, including hardware, software, network and applications). +Understands release and certification processes. +Prepares test cases/scripts. +Carries out complex testing/ validation (e.g., volume testing, integration testing). +Ensures other applications are not affected. +Matches results with expectations in the design document. +Troubleshoots/resolves issues. +Implements test tools. +Applies standards for testing, including a methodology and test plan to address accessibility for persons with disabilities, copyright, privacy, usability and inter-operability. + +4. Advanced +Conducts application testing. +Conducts complex series test scenarios. +Prepares test plans and strategies. +Researches/tests testing tools and makes recommendations. +Develops test practices. +Implements and monitors standards for testing. +Tests standards. +Understands the impact of testing on the environment and other tests being carried out. +Ensures that the right/appropriate tests are being carried out. +Mentors others. +Guides application stakeholders in testing methods and tools. + +5. Expert +Manages integration testing. +Sets standards for cycle testing. +Designs testing methodologies, including a methodology and test plan to address accessibility for persons with disabilities, copyright, privacy, usability and inter-operability. +Develops test standards, best practices and policies.","" +"id-4678d0634427473da3d1f6e54a30a45a","Capability","Underscore The Positive Nature Of Change (L2 Proficiency)","Promotes the advantages of change. +Clarifies the potential opportunities and consequences of proposed changes. +Explains how change affects current practices.","" +"id-6565ef42dcd84ac2a8a94686f4d4da62","Capability","Understand Formal Structure (L1 Proficiency)","Monitors work to ensure it aligns with formal procedures and the organization’s accountabilities. +Recognizes and uses formal structure, rules, processes, methods or operations to accomplish work. +Actively supports the public service mission and goals. +","" +"id-a4c8f2af660a4b12a4eafd1f0025afed","Capability","Understand Informal Structure and Culture (L2 Proficiency)","Uses informal structures; can identify key decision-makers and influencers. +Effectively uses both formal and informal channels or networks for acquiring information, assistance and accomplishing work goals. +","" +"id-796bde942bb046bfa5078f4f34974ea0","Capability","Use Facts and Available Information To Persuade (L1 Proficiency)","Uses appeals to reason, data, facts and figures. +Uses concrete examples, visual aids and demonstrations to make a point. +Describes the potential impact of own actions on others and how it will affect their perception of self. +","" +"id-8bd68a8a8ff444338c447e5c43424e22","Capability","Use Resources Effectively (L1 Proficiency)","Protects and uses resources and assets in a conscientious and effective manner. +Identifies wasteful practices and opportunities for optimizing resource use. +","" +"id-017cbf178db244198a117708bda01e51","Capability","Values and Ethics (Competency)","Values and Ethics +Fostering and supporting the principles and values of the organization and the Public Service as a whole +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Demonstrates behaviours consistent with the organization’s values +Identifies ethical implications +Aligns team with organization’s values and ethics +Promotes the organization’s values and ethics +Exemplifies and demonstrates the organization’s values and ethics + +Treats others fairly and with respect. + +Takes responsibility for own work, including problems and issues. + +Uses applicable professional standards and established procedures, policies and/or legislation when taking action and making decisions. + +Identifies ethical dilemmas and conflict of interest situations and takes action to avoid and prevent them. + +Anticipates and prevents breaches in confidentiality and/or security. + +Identifies and considers different ethical aspects of a situation when making decisions. + +Identifies and balances competing values when selecting approaches or recommendations for dealing with a situation. + +Fosters a climate of trust within the work team. + +Implements processes and structures to deal with difficulties in confidentiality and/or security. + +Ensures that decisions take into account ethics and values of the organization and Public Service as a whole. + +Interacts with others fairly and objectively. + +Advises others in maintaining fair and consistent dealings with others and in dealing with ethical dilemmas. + +Deals directly and constructively with lapses of integrity (e.g., intervenes in a timely fashion to remind others of the need to respect the dignity of others). + +Defines, communicates and consistently exemplifies the organization’s values and ethics. + +Ensures that standards and safeguards are in place to protect the organization’s integrity (e.g., professional standards for financial reporting, integrity/ security of information systems). + +Identifies underlying issues that impact negatively on people and takes appropriate action to rectify the issues (e.g., systemic discrimination). +Note: “Values and Ethics” was identified as a competency relevant for federal Public Service leaders.","" +"id-1fdfc33834fd403185ac68a381bde11b","Capability","Visioning and Strategic Direction (Competency)","Visioning and Strategic Direction +Developing and inspiring commitment to a vision of success; supporting, promoting and ensuring alignment with the organization’s vision and values +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Demonstrates personal work alignment +Promotes team alignment +Aligns program/operational goals and plans +Influences strategic direction +Develops vision + +Sets personal work goals in line with operational goals of work area. + +Continually evaluates personal progress and actions to ensure alignment with organizational vision and operational goals. + +Liaises with others to ensure alignment with the business goals and vision of the organization. + +Effectively communicates and interprets the strategic vision to employees within area of responsibility. + +Clearly articulates and promotes the significance and impact of employee contributions to promoting and achieving organizational goals. + +Monitors work of team to ensure alignment with strategic direction, vision and values for the organization. + +Identifies potential future directions for work area in line with vision. + +Proactively helps others to understand the importance of the strategy and vision. + +Works with teams to set program/operational goals and plans in keeping with the strategic direction. + +Regularly promotes the organization, its vision and values to clients, stakeholders and partners. + +Works with staff to set strategic goals for own sector of the organization. + +Assesses the gap between the current state and desired future direction and establishes effective ways for closing the gap in own sector. + +Foresees obstacles and opportunities for the organization and acts accordingly. + +Defines issues, generates options and selects solutions, which are consistent with the strategy and vision. + +Scans, seeks out and assesses information on potential future directions. + +Provides direction and communicates the vision to encourage alignment within the organization. + +Energetically and persistently promotes strategic objectives with colleagues in other business lines. + +Leads the development of the vision for the organization. + +Defines and continuously articulates the vision and strategy in the context of wider government priorities. + +Describes the vision and values in compelling terms to develop understanding and promote acceptance/ commitment among staff and stakeholders. + +Identifies, conceptualizes and synthesizes new trends or connections between organizational issues and translates them into priorities for the organization. +Note: “Visioning and Strategic Direction” links to the competency “Strategic Thinking,” identified as relevant for federal Public Service leaders.","" +"id-ce78741569ab46f7b7578178ed48fbbc","BusinessRole","Analyst (GCIT020007)","","" +"id-73b9187b2b994a0fb275dc5e4af25590","BusinessRole","Director (4-50) (GCIT051001)","","" +"id-079e7b3ad7234ff9b3f9256af9c7eab8","BusinessRole","Director (4-50) (GNCS051001)","","" +"id-fa38e0e9d5154c11956fba3842c309c1","BusinessRole","Executive Org. Structure","","" +"id-03ace42569324b25a5e37f534d4cbff4","BusinessRole","Manager (4-10) (GCIT040004)","","" +"id-c03e589904cd4dc68c95eacf461fcbfd","BusinessRole","Manager (4-10) (GNCS040004)","","" +"id-f2c78bcb6dc94c46ba474408c60ae042","BusinessRole","Project Leader (GNCS030004)","","" +"id-9885cf1a70eb4a00b124eb308ccedcf7","BusinessRole","Senior Advisor (GCIT040003)","IT Senior Advisor, IT Enterprise Architecture + +* CLIENT SERVICE RESULTS * + +Expert technical advice and strategic direction on the evolving state of the department/agency's enterprise architecture, and the provision of enterprise architectural frameworks, standards, policies, plans and designs for business and technology solutions and services, in support of service delivery to internal or external clients, and stakeholders. + +Definitions: + +IT infrastructure – refers to the set of hardware, software and networks including, as examples, Local Area Network, Municipal Area Network and Wide Area Network (LAN/MAN/WAN) systems, cloud technologies and services, networking devices, workstations, computers, mobile devices, voice/data systems, servers, IT peripheral equipment, operating system and enterprise software, and IT-related systems. + +Service management – refers to the set of service capabilities and practices used to operate and maintain IT services for clients and stakeholders. + +Systems development life-cycle methodologies – refers to the methodologies used in planning, requirements and analysis, design, development, integration, testing and implementation of information systems and software solutions for clients and stakeholders. + +* KEY ACTIVITIES * + +Acts as the department/agency's expert technical authority on the acquisition, development, integration, testing, implementation and maintenance of enterprise architecture and services. Leads or participates in project teams involved in specialized enterprise architecture projects. + +Provides expert advice to senior management, clients and colleagues on current and required technical changes to the departmental/agency enterprise architecture and services, frameworks, strategies and roadmaps, technologies, tools and products, cloud technologies and services, technology interoperability on various platforms, technology life cycle management, integrity of corporate and client applications, the roll-out of technologies, service management and technical support in order to achieve the department/agency's corporate objectives. + +Provides expert technical advice and guidance to senior management, other departmental organizations, and external client and partner organizations on the design, development, integration, testing, implementation and maintenance of enterprise architecture. Provides expert advice to support managers and project teams on all technical issues relating to enterprise architecture. + +Designs and develops departmental/agency enterprise architecture frameworks and roadmaps, and develops and recommends large, strategic enterprise architecture improvement initiatives to departmental/agency stakeholders, in order to ensure that the enterprise architecture and services effectively support the department/agency's requirements. + +Advises clients on IT policies, procedures and standards, interprets and disseminates government policies, standards and guidelines, and develops and implements departmental/agency standards and policies. + +Researches best practices and current trends in enterprise architecture and services, engages in technical activities, resolves technical issues and facilitates technical solutions. + +Represents the organization on internal, inter-departmental/agency and other government committees, meetings and working groups concerned with enterprise architecture, and liaises with industry representatives while conducting research into new technologies. + +Provides expert advice to senior management to support decisions to improve various aspects of the departmental/agency enterprise architecture including technical support, enterprise architecture frameworks, strategies and roadmaps, technologies, tools and services, and problem management. + +Chairs and facilitates project-related meetings with project sponsors, other stakeholders and vendor representatives. + +Develops strategies and project plans for management approval. Negotiates service level agreements and goods and services contracts with suppliers. Prepares requests for proposal specifications and develops evaluation criteria. + +* SKILL * + + +The work requires knowledge of: + +• Theories, principles and practices of computer science, information systems, IT infrastructure, cloud technologies and services, systems development life-cycle methodologies, information management and information technology (IM/IT), IT architectures, service management, quality assurance and testing, problem management, IT security, enterprise architecture, enterprise architecture methodologies, and IT strategies and plans. This knowledge is required to support enterprise architecture and services, to ensure optimum enterprise architecture and services, and to serve as an expert source of knowledge in issue and problem resolution. + +• Principles, theories and practices of enterprise architecture and design, hardware and software engineering, systems development, management and maintenance in order to address and resolve complex, large and wide-ranging enterprise architecture requirements, planning and projects for the department/agency and departmental/agency clients that ensures robust, reliable enterprise architecture solutions across all departmental/agency IT infrastructure and platforms including enterprise servers, cloud technologies and services, storage devices and systems, mobile devices, and other related IT systems. + +• Enterprise architecture solutions, technologies and industry-wide platform standards in order to provide expert advice and guidance to clients and senior management on major decisions for enterprise architecture improvements; and to provide resolution to complex technical issues, identify and document key technical requirements, lead in-depth technical research studies, influence contracting and outsourcing decisions, and design, develop and implement enterprise architecture strategy, policy and service delivery. + +• Government and departmental/agency policies, programs, objectives, services and priorities in order to recommend options and solutions to enhance departmental/agency enterprise architecture and services, in keeping with departmental/agency directions. + +• Departmental/agency, federal, Canadian and international standards in enterprise architecture processes, practices, services and tools in order to facilitate technical support and services with architectural frameworks, strategies and roadmaps, platforms, technologies, tools, vendor and contract management, cloud technologies and services, technology interoperability on various platforms, technology life cycle management, integrity of corporate and client applications, roll-out of technologies, and problem management in enterprise architecture. + +• Business activities, operations and services in order to evaluate proposals, recommend enterprise architecture IT solutions and reach consensus among client groups on issues such as technical and client requirements, and the implementation of organization-wide enterprise architecture IT standards. + +• Legislation, regulations and government policies in order to provide advice, guidance and support to senior management, clients and technical staff on enterprise architecture solutions and services. + +• Principles, techniques and practices of project management in order to plan, allocate, monitor and approve the work performed by project teams on enterprise architecture projects, programs and research for delivery of enterprise architecture and services. + +• Negotiation theories and practices in order to effectively work with a variety of internal and external stakeholders and senior management to determine complex service agreements, resolve contracting disputes and issues, understand positions on requirements, coordinate technical projects with various departmental/agency partners, and seek resolutions to contentious technology problems. + +• Principles, theories and practices of service management to contribute to the planning and management of enterprise architecture and services. + +• Contract management policies, practices and procedures in order to develop, negotiate and manage goods and services contracts related to enterprise architecture and services. + +The work also requires: + +• Analytical skills in order to conceptualize and articulate the development of enterprise architectures, frameworks, strategies, services and plans. + +• Analytical skills in order to identify and assess complex technical issues and key technical requirements, to evaluate and influence sourcing and contract decisions, to develop service delivery strategies, and to research technical studies and trends with enterprise architecture and technologies and industry-wide platform standards, for the purpose of departmental/agency enterprise architecture improvements. + +• Verbal and writing skills in order to communicate complex technical information, to provide authoritative technical advice and guidance to clients, management, contractors, suppliers and other technical staff, and to make presentations to senior management. + +• Negotiation and consultation skills in order to outline and resolve key technical requirements with clients, to negotiate service levels and service agreements with partners and suppliers, and to gain support from senior technical staff on the resolution of complex technical issues and development of enterprise architecture. + +• Writing skills in order to produce technology strategies, complex technical documents, plans, contract specifications, correspondence and other documents related to enterprise architecture. + +• Communication skills in order to articulate technical information, to provide expert advice, and to make presentations to senior management and key stakeholders dealing with complex technical subject matter. + +• Coaching and mentoring skills in order to coach individuals in technical skills and abilities. + +• Maintaining knowledge of trends, developments and challenges in business, technology, enterprise architecture, service management, testing, project management methodologies and practices, in order to serve as an expert source of knowledge. Participates in symposiums and seminars related to enterprise architecture. + +* EFFORT * + + +Intellectual: + +Intellectual effort is required to: + +• Conceptualize and articulate the development of complex enterprise architecture and frameworks, working effectively with a variety of senior departmental/agency and external stakeholders, and maintaining a strong understanding/focus on departmental/agency demands and competing priorities, leading to the development of large-scale enterprise architecture strategies, plans and systems that meet the department/agency's technology goals and objectives. + +• Conduct research and assess trends and developments in order to identify opportunities for the enhancement of departmental/agency processes that could result in cost savings, increased productivity and improved client service. + +• Provide expert advice in order to respond to business needs using enterprise architecture and services and provide direction and guidance to stakeholders. + +• Review complex technical reports, product evaluations and proposed system plans, working with senior technical personnel within the department/agency, central agencies and external departments/agencies, in order to determine options and alternatives and to minimize risks for major improvements to the departmental/agency enterprise architecture and services. + +• Design and develop enterprise architecture and frameworks, write detailed technical reports, recommend new initiatives or services, develop and evaluate recommendations, make presentations to senior client representatives, and negotiate goods and services contracts with suppliers. + +• Identify and analyze the IT needs of the department/agency and the path of the evolution of the enterprise architecture and services which can best address those needs; make recommendations to corporate IT senior managers and to clients. + +• Develop and prepare requests for proposal specifications, determine evaluation criteria, prepare project plans, and negotiate service level agreements and goods and services contracts with suppliers. + +• Research technical studies and evaluate trends with enterprise architecture and technologies and industry-wide platform standards in order to: guide management and departmental/agency decision-making on enterprise architectures improvements; identify and resolve complex technical issues and key technical requirements for sourcing and contract decisions; and develop, design and implement information systems strategies and policies used in service delivery. + +Judgment and innovative thinking are required to advise and make recommendations on services and systems for clients that meet complex departmental/agency technology goals and objectives. + +Activities, recommendations and decisions have an impact on the department/agency and affect: the successful planning, development and delivery of the department/agency's enterprise architecture and services; the expenditure of funds related to budgets, contracts and capital expenditures; the effective utilization of human resources; the development of detailed enterprise architecture frameworks, technology strategies and policies; the attainment of corporate objectives and the alignment of expected results; and on the efficient technology operations and services provided by the department/agency. + +Sensory: + +The work requires regular periods of sensory effort, such as listening, and reading or reviewing data and documentation. Sustained attention is required to detect errors and inconsistencies in the implementation of the enterprise architecture and services. + +Physical: + +The work requires sitting for prolonged periods while writing reports, business plans, presentations and memos, and while participating in lengthy meetings and conference calls; however, there is the opportunity to take breaks or to shift between tasks. + +* RESPONSIBILITIES * + + +Responsible for contacts with senior departmental/agency managers, central agencies, other external organizations, senior technical staff, clients and stakeholders, in order to negotiate and obtain agreement on requirements for services, consult on the resolution of complex technical issues, and seek common understanding and support on key technologies and frameworks on which to base solutions. + +Acts as the departmental/agency authority and provides expert technical guidance to technical advisors, managers, program specialists and work teams; leads inter-departmental/agency committees and diverse project teams on an ad hoc basis. Provides input to performance appraisals for technical personnel assigned to projects. + +Contributes to plans for financial resources for projects and ongoing operational needs, prepares cost estimates and recommendations (including cost benefit, technical and risk analysis) for equipment, software, contracts or professional services, and prepares business cases in order to help determine the most cost effective and lowest risk approach for developing, implementing and maintaining enterprise architecture and services. + +Manages allocated ad hoc project budgets, identifies the need for expenditures for supplies, equipment and contract services in order to support project requirements within approved budgets. Negotiates and manages service level agreements and contracts with suppliers of technical expertise and computer systems software; commits expenditures within established guidelines and procedures. Initiates contract process for services and approves payments on the fulfillment of contract technical specifications. + +Chairs or facilitates project-related meetings with project sponsors, other stakeholders and vendor representatives. + +* WORKING CONDITIONS * + + +Psychological: + +The work requires continuous exposure to heavy workloads, tight deadlines, changing priorities, pressure for immediate problem resolution and competing demands from clients and stakeholders. + +Physical: + +There is a requirement to work in a typical or open office environment resulting in frequent distractions from office conversations, telephones and interruptions from colleagues.","" +"id-e8fb2008c4de4959a4150d1201d6f5f0","BusinessRole","Senior Advisor (GNCS040003)","","" +"id-bd0fec5e5a314cf9942d4d82ee025e4e","BusinessRole","Technical Advisor (GCIT030003)","","" +"id-293ba6b44fa1410c9760c62a090ed453","BusinessRole","Technical Advisor (GNCS030003)","","" +"id-1b58c867f51641129ad3f2db909a822d","Grouping","BEHAVIOURAL COMPETENCIES","Behavioural Competency Dictionary +Treasury Board of Canada, Secretariat +November 2011 + +What are Competencies? +Competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviours needed for successful job performance. Competencies are not new. What is new is their integrated use across human resource functions. + +How Are the Competencies Structured? +For all competencies in the dictionary, a definition is provided. Each competency also includes a proficiency scale that indicates the full range of expression of the competency. Most proficiency scales have five levels. Each proficiency level is described in terms of behavioural indicators. The behaviours at each level of the scale are illustrative rather than definitive; that is other examples of behaviour are possible. Each competency scale is cumulative which means that, although behaviours from lower levels are not repeated at higher level, they nonetheless apply. + +How to Use this Dictionary? +The contents of this dictionary represent the behavioural or non-technical competencies that apply to jobs in the federal Public Service. The dictionary can be used for a variety of purposes including recruitment and staffing, learning and career development and performance management. For each job, choose the competencies and proficiency levels that are most critical to performance excellence.","" +"id-cb49047d922948eeaaa64df276405b3b","Grouping","CS CLASSIFICATIONS (OLD)","","" +"id-d212af63a5ce45b3b324051680b24f22","Grouping","IT CLASSIFICATIONS (NEW)","","" +"id-7fa914229f1748cf96f70650ce96c1a5","Grouping","TECHNICAL COMPETENCIES","Technical Competency Dictionary for the IT Community +Community & Collaboration Division (CCD) +Treasury Board of Canada, Secretariat +November, 2011 + +Introduction +Competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviours needed for successful job performance. Often competencies reflect very general attributes common to all jobs (e.g., analytical thinking, problem solving, client orientation). However, the goal of the present exercise was to identify technical competencies - competencies required from incumbents occupying various jobs/roles in the IT Community that reflect the unique knowledge and skill set expected from these IT employees – that would complement the Behavioural Competency Dictionary. The resulting Technical Competency Dictionary for the IT Community was developed in partnership with subject matter experts in the IT Community and is the outcome of numerous interviews and discussions with CS representatives in different roles and levels from several large departments. + +How Are the Competencies Structured? +For all competencies in the dictionary, a brief definition is provided as well as a list of points of knowledge required. Each competency also includes a proficiency scale that indicates the full range of expression of the competency. Each proficiency scale has five levels indicating the depth and breadth to which knowledge and skill are required in the job. Each proficiency level is described in terms of behavioural indicators. The behaviours at each level of the scale are illustrative rather than definitive; that is, other examples of behaviour are possible and can be used at each level. Each competency scale is cumulative which means that, although behaviours from lower levels are not repeated at higher level, they nonetheless apply. + +1. Introductory - Demonstrates introductory understanding and ability and, with guidance, applies the competency in a few simple situations. +2. Basic - Demonstrates basic knowledge and ability and, with guidance, can apply the competency in common situations that present limited difficulties. +3. Intermediate - Demonstrates solid knowledge and ability, and can apply the competency with minimal or no guidance in the full range of typical situations. Would require guidance to handle novel or more complex situations. +4. Advanced - Demonstrates advanced knowledge and ability, and can apply the competency in new or complex situations. Guides other professionals. +5. Expert - Demonstrates expert knowledge and ability, and can apply the competency in the most complex situations. Develops new approaches, methods or policies in the area. Is recognized as an expert, internally and/or externally. 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affect work +Accepts that things will change. +Seeks clarification when faced with ambiguity or uncertainty. +Demonstrates willingness to try new approaches. +Suspends judgment; thinks before acting. +Acknowledges the value of others’ contributions regardless of how they are presented. + +Level 2: Adapts one’s work to a situation +Adapts personal approach to meet the needs of different or new situations. +Seeks guidance in adapting behaviour to the needs of a new of different situation. + +Level 3: Adapts to a variety of changes +Adapts to new ideas and initiatives across a wide variety of issues or situations. +Shifts priorities, changes style and responds with new approaches as needed to deal with new or changing demands. + +Level 4: Adapts to large, complex and/or frequent changes +Publicly supports and adapts to major/fundamental changes that show promise of improving established ways of operating. +Seeks opportunities for change in order to achieve improvement in work processes, systems, etc. +Maintains composure and shows self control in the face of challenges and change. + +Level 5: Adapts organizational strategies +Anticipates change and makes large or long-term adaptations in organization in response to the needs of the situation. +Performs effectively amidst continuous change, ambiguity and, at times, apparent chaos. +Shifts readily between dealing with macro-strategic issues and critical details. + + +Note: “Adaptability” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders. + + + Analytical Thinking: Interpreting, linking, and analyzing information in order to understand issues + +Level 1: Analyzes and synthesizes information +Breaks down concrete issues into parts and synthesizes succinctly. +Collects and analyses information from a variety of appropriate sources. +Identifies the links between situations and information. + +Level 2: Identifies critical relationships +Sees connections, patterns or trends in the information available. +Identifies the implications and possible consequences of trends or events. +Draws logical conclusions, providing options and recommendations. + +Level 3: Analyses complex relationships +Analyses complex situations, breaking each into its constituent parts. +Recognizes and assesses several likely causal factors or ways of interpreting the information available. +Identifies connections between situations that are not obviously related. + +Level 4: Applies broad analysis +Integrates information from diverse sources, often involving large amounts of information. +Thinks several steps ahead in deciding on best course of action, anticipating likely outcomes. +Develops and recommends policy framework based on analysis of emerging trends. +Gathers information from many sources, including experts, in order to completely understand a problem/situation. + +Level 5: Applies a systems perspective to the analysis of enterprise-wide issues +Identifies multiple relationships and disconnects in processes in order to identify options and reach conclusions. +Adopts a systems perspective, assessing and balancing vast amounts of diverse information on the varied systems and sub-systems that comprise and affect the working environment. +Thinks beyond the organization and into the future, balancing multiple perspectives when setting direction or reaching conclusions (e.g., social, economic, partner, stakeholder interests, short- and long-term benefits, national and global implications). + + +Note: “Analytical Thinking” links to the competency “Strategic Thinking” identified as relevant for federal Public Service leaders. + + + Conflict Management +Preventing, managing and/or resolving conflicts +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Identifies conflict +Addresses existing conflict +Anticipates and addresses sources of potential conflict +Introduces strategies for resolving existing and potential conflict +Creates an environment where conflict is resolved appropriately + +Recognizes that there is a conflict between two or more parties. + +Brings conflict to the attention of the appropriate individual(s). + +Listens to differing points of view and emphasizes points of agreement as a starting point to resolving differences. + +Openly identifies shared areas of interest in a respectful and timely manner. + +Anticipates and takes action to avoid/reduce potential conflict (e.g., by encouraging and supporting the various parties to get together and attempt to address the issues themselves). + +Refocuses teams on the work and end-goals, and away from personality issues. + +Provides consultation to or obtains consultation  mediation for those who share few common interests and who are having a significant disagreement. + +Introduces innovative strategies for effectively dealing with conflict (e.g., mediation, collaborative and “mutual gains” strategies). + +Creates a conflict-resolving environment by anticipating and addressing areas where potential misunderstanding and disruptive conflict could emerge. + +Models constructive approaches to deal with opposing views when personally challenging the status quo and when encouraging others to do so as well. +Note: “Conflict Management” links to the competency “Management Excellence – People Management,” identified as relevant for federal Public Service leaders. + + + Communication +Listening to others and communicating in an effective manner that fosters open communication +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Listens & clearly presents information +Fosters two-way communication +Adapts communication to others +Communicates complex messages +Communicates strategically + +Makes self available and clearly encourages others to initiate communication. + +Listens actively and objectively without interrupting. + +Checks own understanding of others’ communication (e.g., repeats or paraphrases, asks additional questions). + +Presents appropriate information in a clear and concise manner, both orally and in writing. + +Elicits comments or feedback on what has been said. + +Maintains continuous open and consistent communication with others. + +Openly and constructively discusses diverse perspectives that could lead to misunderstandings. + +Communicates decisions or recommendations that could be perceived negatively, with sensitivity and tact. + +Supports messages with relevant data, information, examples and demonstrations. + +Adapts content, style, tone and medium of communication to suit the target audience’s language, cultural background and level of understanding. + +Takes others’ perspectives into account when communicating, negotiating or presenting arguments (e.g., presents benefits from all perspectives). + +Responds to and discusses issues/questions in an understandable manner without being defensive and while maintaining the dignity of others. + +Anticipates reactions to messages and adapts communications accordingly + +Handles complex on-the-spot questions (e.g., from senior public officials, special interest groups or the media). + +Communicates complex issues clearly and credibly with widely varied audiences. + +Uses varied communication systems, methodologies and strategies to promote dialogue and shared understanding. + +Delivers difficult or unpopular messages with clarity, tact and diplomacy. + +Communicates strategically to achieve specific objectives (e.g., considering such aspects as the optimal message to present, timing and forum of communication). + +Identifies and interprets departmental policies and procedures for superiors, subordinates and peers. + +Acknowledges success and the need for improvement. +Note: “Communication” links to the competencies “Management Excellence – People Management” and ”Engagement”, identified as relevant for federal Public Service leaders. + + + Client Focus +Identifying and responding to current and future client needs; providing service excellence to internal and external clients; ensuring the use of information and services that are barrier-free and accessible for persons with disabilities. +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Responds to client requests +Builds positive client relations +Anticipates and adaptsto client needs +Fosters a client-focused culture +Considers the strategic direction of client focus + +Identifies client needs and expectations. + +Responds to requests efficiently and effectively. + +Takes action beyond explicit request within established service standards. + +Refers complex questions to a higher decision-making level. + +Meets client needs in a respectful, helpful and responsive manner. + +Seeks feedback to develop a clear understanding of client needs and outcomes. + +Uses client satisfaction monitoring methodologies to ensure client satisfaction. + +Adjusts service based on client feedback. + +Contacts clients to follow up on services, solutions or products to ensure that their needs have been correctly and effectively met. + +Understands issues from the client’s perspective. + +Keeps clients up-to-date with information and decisions that affect them. + +Monitors services provided to clients and makes timely adjustments as required. + +Maintains ongoing communication with clients. + +Regularly and systematically contacts clients or prospective clients to determine their needs. + +Uses understanding of client’s perspective to identify constraints and advocate on their behalf. + +Works with clients to adapt services, products or solutions to meet their needs. + +Encourages co-workers and teams to achieve a high standard of service excellence. + +Anticipates areas where support or influence will be required and discusses situation/concerns with appropriate individuals. + +Proposes new, creative and sound alternatives to improve client service. + +Tracks trends and developments that will affect own organization’s ability to meet current and future client needs. + +Identifies benefits for clients; looks for ways to add value. + +Seeks out and involves clients or prospective clients in assessing services, solutions or products to identify ways to improve. + +Communicates the importance of providing appropriate resources that respect the needs of all clients and staff. + +Establishes service standards and develops strategies to ensure staff meet them. + +Communicates the organization’s mission, vision and values to external clients. + +Strategically and systematically evaluates new opportunities to develop client relationships. + +Creates an environment in which concern for diverse client needs and satisfaction are key priorities. + +Links a comprehensive and in-depth understanding of clients’ long-term needs and strategies with current and proposed projects/initiatives. + +Recommends/ determines strategic business direction to meet projected needs of clients and prospective clients. +Note: “Client Focus” links to the competency “Engagement,” identified as relevant for federal Public Service leaders. + + + <UP TO HERE> Change Leadership +Managing, leading and enabling the process of change and transition while helping others deal with their effects +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Makes others aware of change +Underscores the positive nature of change +Manages the process for change +Aligns change initiatives with organizational objectives +Champions change + +Identifies and accepts the need and processes for change. + +Explains the process, implications and rationale for change to those affected by it. + +Invites discussion of views on the change. + +Promotes the advantages of change. + +Clarifies the potential opportunities and consequences of proposed changes. + +Explains how change affects current practices. + +Identifies important / effective practices that should continue after change is implemented. + +Anticipates specific reasons underlying resistance to change and implements approaches that address resistance. + +Links projects/objectives to department’s/public service’s change initiatives and describes the impact on operational goals. + +Presents realities of change and, together with staff, develops strategies for managing it. + +Identifies future needs for change that will promote progress toward identified objectives. + +Creates an environment that promotes and encourages change or innovation. + +Shares and promotes successful change efforts throughout the organization. + +Personally communicates a clear vision of the broad impact of change. +Note: “Change Leadership” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders. + + + Developing Others +Fostering the development of others by providing a supportive environment for enhanced performance and professional growth +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Shares expertise with others +Supports individual development and improvement +Promotes ongoing learning and development +Provides opportunities for development +Creates a continuous learning and development environment + +Regularly shares expertise with team members to support continuous learning and improvement. + +Advises, guides and coaches others by sharing experiences and discussing how to handle current or anticipated concerns. + +Provides performance feedback and support, reinforcing strengths and identifying areas for improvement. + +Encourages staff to develop and apply their skills. + +Suggests to individuals ways of improving performance and competence. + +Helps team members develop their skills and abilities. + +Engages in development and career planning dialogues with employees. + +Works with employees and teams to define realistic yet challenging work goals. + +Encourages team members to develop learning and career plans and follows-up to guide development and measure progress. + +Advocates and commits to ongoing training and development to foster a learning culture. + +Ensures that resources and time are available for development activities. + +Ensures that all employees have equitable access to development opportunities. + +Provides opportunities for development through tools, assignments, mentoring and coaching relationships etc. + +Provides long-term direction regarding learning needs for staff and how to pursue the attainment of this learning. + +Institutes organization-wide mechanisms and processes to promote and support continuous learning and improvement. + +Manages the learning process to ensure it occurs by design rather than by chance. +Note: “Developing Others” links to the competency “Management Excellence – People Management” identified as relevant for federal Public Service leaders. + + + Continuous Learning +Identifying and addressing individual strengths and weaknesses, developmental needs and changing circumstances to enhance personal and organizational performance +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Assesses and monitors oneself to maintain personal effectiveness +Seeks to improve personal effectiveness in current situation +Seeks learning opportunities beyond current requirements +Aligns personal development with objectives of organization +Aligns personal learning with anticipated change in organizational strategy + +Continually self-assesses and seeks feedback from others to identify strengths and weaknesses and ways of improving. + +Pursues learning opportunities and ongoing development. + +Tries new approaches to maximize learning in current situation. + +Takes advantage of learning opportunities (e.g., courses, observation of others, assignments, etc.). + +Integrates new learning into work methods. + +Sets challenging goals and standards of excellence for self in view of growth beyond current job. + +Actively pursues self-development on an ongoing basis (technically and personally). + +Pursues assignments designed to challenge abilities. + +Designs personal learning objectives based on evolving needs of the portfolio or business unit. + +Uses organizational change as an opportunity to develop new skills and knowledge. + +Identifies future competencies and expertise required by the organization and develops and pursues learning plans accordingly. + +Continuously scans the environment to keep abreast of emerging developments in the broader work context. +Note: “Continuous Learning” links to the competency “Strategic Thinking” identified as relevant for federal Public Service leaders. + + + Creative Thinking +Questioning conventional approaches, exploring alternatives and responding to challenges with innovative solutions or services, using intuition, experimentation and fresh perspectives. +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Acknowledges the need for new approaches +Modifies current approaches +Introduces new approaches +Creates new concepts +Nurtures creativity + +Is open to new ideas. + +Questions the conventional approach and seeks alternatives. + +Recognizes when a new approach is needed; integrates new information quickly while considering different options. + +Analyzes strengths and weaknesses of current approaches. + +Modifies and adapts current methods and approaches to better meet needs. + +Identifies alternate solutions based on precedent. + +Identifies an optimal solution after weighing the advantages and disadvantages of alternative approaches. + +Searches for ideas or solutions that have worked in other environments and applies them to the organization. + +Uses existing solutions in innovative ways to solve problems. + +Sees long-term consequences of potential solutions + +Integrates and synthesizes relevant concepts into a new solution for which there is no previous experience. + +Creates new models and methods for the organization. + +Identifies flexible and adaptable solutions while still recognizing professional and organizational standards. + +Develops an environment that nurtures creative thinking, questioning and experimentation. + +Encourages challenges to conventional approaches. + +Sponsors experimentation to maximize potential for innovation. +Note: “Creative Thinking” links to the competencies “Strategic Thinking” and “Engagement,” identified as relevant for federal Public Service leaders. + + + Results Orientation +Focusing personal efforts on achieving results consistent with the organization’s objectives +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Strives to meet work expectations +Consistently meets established expectations +Surpasses established expectations +Seeks out significant challenges +Pursues excellence on an organizational level + +Sets goals and works to meet established expectations; maintains performance levels. + +Pursues organizational objectives with energy and persistence, Sets high personal standards for performance. + +Adapts working methods in order to achieve objectives. + +Accepts ownership of and responsibility for own work. + +Consistently achieves established expectations through personal commitment. + +Makes adjustments to activities/processes based on feedback. + +Exceeds current expectations and pushes for improved results in own performance. + +Takes on new roles and responsibilities when faced with unexpected changes. + +Seeks significant challenges outside of current job scope. + +Works on new projects or assignments that add value without compromising current accountabilities. + +Guides staff to achieve tasks, goals, processes and performance standards. + +Models excellence and motivates fellow organizational members to follow his/her example. + +Encourages constructive questioning of policies and practices; sponsors experimentation and innovation. + +Holds staff accountable for achieving standards of excellence and results for the organization. +Note: “Results Orientation” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders. + + + Organizational and Environmental Awareness +Understanding the workings, structure and culture of the organization as well as the political, social and economic issues, to achieve results +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Understands formal structure +Understands informal structure and culture +Effectively operates in external environments +Understands organizational politics, issues and external influences +Operates effectively in a broad spectrum of political, cultural and social milieu + +Monitors work to ensure it aligns with formal procedures and the organization’s accountabilities. + +Recognizes and uses formal structure, rules, processes, methods or operations to accomplish work. + +Actively supports the public service mission and goals. + +Uses informal structures; can identify key decision-makers and influencers. + +Effectively uses both formal and informal channels or networks for acquiring information, assistance and accomplishing work goals. + +Achieves solutions acceptable to varied parties based on understanding of issues, climates and cultures in own and other organizations. + +Accurately describes the issues and culture of external stakeholders. Uses this information to negotiate goals and initiatives. + +Anticipates issues, challenges and outcomes and effectively operates to best position the organization. + +Supports the changing culture and methods of operating, if necessary, for the success of the organization. + +Ensures due diligence by keeping informed of business and operational plans and practices. + +Demonstrates broad understanding of social and economic context within which the organization operates. + +Understands and anticipates the potential trends of the political environment and the impact these might have on the organization. + +Operates successfully in a variety of social, political and cultural environments. + +Uses organizational culture as a means to influence and lead the organization. +Note: “Organizational and Environmental Awareness” links to the competencies “Strategic Thinking” and “Management Excellence”, identified as relevant for federal Public Service leaders. + + + Decision Making +Making decisions and solving problems involving varied levels of complexity, ambiguity and risk +Level 1 +Makes decisions based solely on rules +Level 2 +Makes decisions by interpreting rules +Level 3 +Makes decisions in situations where there is scope for interpretation of rules +Level 4 +Makes complex decisions in the absence of rules +Level 5 +Makes high-risk decisions in complex and ambiguous situations + +Makes straightforward decisions based on pre-defined options using clear criteria/procedures. + +Consults with others or refers an issue/situation for resolution when criteria are not clear. + +Deals with exceptions within established parameters using clearly specified rules and procedures. + +Makes decisions involving little or no consequence of error. + +Verifies that the decision/resolution is correct. + +Applies guidelines and procedures that require some interpretation when dealing with exceptions. + +Makes straight - forward decisions based on information that is generally clear and adequate. + +Considers the risks and consequences of action and/or decisions. + +Makes decisions involving minor consequence of error. + +Seeks guidance as needed when the situation is unclear. + +Applies guidelines and procedures that leave considerable room for discretion and interpretation. + +Makes decisions by weighing several factors, some of which are partially defined and entail missing pieces of critical information. + +As needed, involves the right people in the decision making process. + +Balances the risks and implications of decisions across multiple issues. + +Develops solutions that address the root cause of the problem and prevent recurrence. + +Recognizes, analyzes and solves problems across projects and in complex situations. + +Simplifies complex information from multiple sources to resolve issues. + +Makes complex decisions for which there are no set procedures. + +Considers a multiplicity of interrelated factors for which there is incomplete and contradictory information. + +Balances competing priorities in reaching decisions. + +Develops solutions to problems, balancing the risks and implications across multiple projects. + +Recommends solutions in an environment of risk and ambiguity. + +Makes high-risk strategic decisions that have significant consequences. + +Balances a commitment to excellence with the best interests of clients and the organization when making decisions. + +Uses principles, values and sound business sense to make decisions. + +Makes decisions in a volatile environment in which weight given to any factor can change rapidly. + +Reaches decisions assuredly in an environment of public scrutiny. + +Assesses external and internal environments in order to make a well-informed decision. + +Identifies the problem based on many factors, often complex and sweeping, difficult to define and contradictory (e.g., fiscal responsibility, the public good). +Note: “Decision Making” links to the competencies “Management Excellence – Action Management” and “Strategic Thinking,” identified as relevant for federal Public Service leaders. + + + Influence +Gaining support from and convincing others to advance the objectives of the organization +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Uses facts and available information to persuade +Adapts rationale to influence others +Demonstrates the benefit of ideas +Builds coalitions, strategic relationships and networks +Designs complex influence strategies + +Uses appeals to reason, data, facts and figures. + +Uses concrete examples, visual aids and demonstrations to make a point. + +Describes the potential impact of own actions on others and how it will affect their perception of self. + +Anticipates the effect of one’s approach or chosen rationale on the emotions and sensitivities of others. + +Adapts discussions and presentations to appeal to the needs or interests of others. + +Uses the process of give-and-take to gain support. + +Builds relationships through fair, honest and consistent behaviour. + +Builds on successful initiatives and best practices internal and external to the organization to gain acceptance for ideas. + +Presents pros and cons and detailed analyses to emphasize the value of an idea. + +Persuades others by drawing from experience and presenting multiple arguments in order to support a position. + +Assembles coalitions, builds behind the scenes support for ideas and initiatives. + +Develops an extensive network of contacts. + +Uses group process skills to lead or direct a group. + +Designs strategies that position and promote ideas and concepts to stakeholders. + +Uses indirect strategies to persuade, such as establishing alliances, using experts or third parties. + +Gains support by capitalizing on understanding of political forces affecting the organization. +Note: “Influence” links to the competencies “Management Excellence – People Management” and “Engagement”, identified as relevant for federal Public Service leaders. + + + Initiative +Identifying and dealing with issues proactively and persistently. Seizing opportunities that arise +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Addresses current issues +Addresses imminent issues +Acts promptly in a crisis situation +Looks to the future +Encourages initiative in others + +Recognizes and acts on present issues. + +Offers ideas to address current situations or issues. + +Works independently. Completes assignments without constant supervision. + +Takes action to avoid imminent problem or to capitalize on imminent opportunity. + +Looks for ways to achieve greater results or add value. + +Works persistently as needed and when not required to do so. + +Acts quickly to address a crisis situation drawing on appropriate resources and experience with similar situations. + +Implements contingency plans when crises arise. + +Exceeds requirements of job; takes on extra tasks. + +Takes action to avoid or minimize potential problems or maximize potential opportunities in the future by drawing on extensive personal experience. + +Defines and addresses high-level challenges that have the potential to advance the state-of-the art in an area. + +Starts and carries through on new projects. + +Fosters an environment that anticipates and acts upon potential threats and/or opportunities. + +Coaches others to spontaneously recognize and appropriately act on upcoming opportunities. + +Gets others involved in supporting efforts and initiatives. +Note: “Initiative” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders. + + + Planning and Organizing +Defining tasks and milestones to achieve objectives, while ensuring the optimal use of resources to meet those objectives +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Plans tasks and organizes own work +Applies planning principles to achieve work goals +Develops plans for the business unit +Integrates and evaluates plans to achieve business goals. +Plans and organizes at a strategic level + +Identifies requirements and uses available resources to meet own work objectives in optimal fashion. + +Completes tasks in accordance with plans. + +Monitors the attainment of own work objectives and/or quality of the work completed. + +Sets priorities for tasks in order of importance. + +Establishes goals and organizes work by bringing together the necessary resources. + +Organizes work according to project and time management principles and processes. + +Practices and plans for contingencies to deal with unexpected events or setbacks. + +Makes needed adjustments to timelines, steps and resource allocation. + +Directs issues to appropriate bodies when unable to resolve them within own area of responsibility. + +Considers a range of factors in the planning process (e.g., costs, timing, customer needs, resources available, etc.). + +Identifies and plans activities that will result in overall improvement to services. + +Challenges inefficient or ineffective work processes and offers constructive alternatives. + +Anticipates issues and revises plans as required. + +Helps to remove barriers by providing resources and encouragement as needed. + +Establishes alternative courses of action, organizes people and prioritizes the activities of the team to achieve results more effectively. + +Ensures that systems are in place to effectively monitor and evaluate progress. + +Evaluates processes and results and makes appropriate adjustments to the plan. + +Sets, communicates and regularly assesses priorities. + +Develops strategic plans considering short term requirements as well as long term direction. + +Plans work and deploys resources to deliver organization wide results. + +Secures and allocates program or project resources in line with strategic direction. + +Sets and communicates priorities within the broad organization. + +Ensures sufficient resources are available to achieve set objectives. +Note: “Planning and Organizing” links to the competency “Management Excellence - Action Management” identified as relevant for federal Public Service leaders. + + + Partnering +Seeking and building strategic alliances and collaborative arrangements through partnerships to advance the objectives of the organization +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Operates effectively within partnerships +Manages existing partnerships +Seeks out partnership opportunities +Facilitates partnerships +Sets strategic direction for partnering + +Understands the roles played by partners. Identifies and refers to areas of mutual interest as a means of establishing a business relationship. + +Communicates openly, builds trust and treats partners fairly, ethically and as valued allies. + +Meets partner needs by responding to requests efficiently and effectively. + +Recognizes the contributions of partners. + +Works with existing partners, honouring established agreements/ contracts. + +Monitors partnership arrangements to ensure that the objectives of the partnership remain on target. + +Seeks input from partners to ensure that objectives are achieved. + +Seeks mutually beneficial solutions with partners. + +Initiates partnership arrangements that promote organizational objectives. + +Assesses the value of entering into partner relationships in terms of both short- and long- term return on investment. + +Develops new and mutually beneficial partnerships that also serve the interests of the broader community. + +Identifies benefits of a partnership and looks for ways to add value for the partner. + +Provides advice and direction on the types of partner relationships to pursue, as well as ground rules for effective partner relationships. + +Supports staff in taking calculated risks in partner relationships. + +Negotiates, as necessary, to assist others to address issues or resolve problems surrounding partner relationships. + +Identifies when modifications and terminations of partnerships are needed and takes appropriate measures. + +Provides strategic direction on the value of partnerships and the type of partnerships that the organization should be pursuing. + +Sets up an infrastructure that supports effective partner arrangements (e.g., principles and frameworks for assessing the value of partnerships; expert assistance in aspects of partnering). + +Takes advantage of opportunities to showcase excellent examples of partner arrangements throughout the organization. + +Creates and acts on opportunities for interactions that lead to strong partnerships within and external to the organization. +Note: “Partnering” links to the competency “Engagement”, identified as relevant for federal Public Service leaders. + + + Risk Management +Identifying, assessing and managing risk while striving to attain objectives +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Identifies possible risks +Takes calculated risks +Personally takes significant risks +Designs strategies for dealing with high-risk initiatives +Provides organizational guidance on risk + +Describes risk factors related to a situation/activity. + +Uses past experience and best practices to identify underlying issues, potential problems and risks. + +Plans for contingencies. + +Identifies possible cause-effect relationships. + +Takes calculated risks with minor, but non-trivial, consequences of error (e.g., risks involving potential loss of some time or money but which can be rectified). + +Makes decisions based on risk analysis. + +Makes decisions in the absence of complete information. + +Personally takes calculated risks with significant consequences (e.g., significant loss of time or money) but which can be rectified. + +Anticipates the risks involved in taking action. + +Identifies possible scenarios regarding outcomes of various options for action. + +Conducts ongoing risk analysis, looking ahead for contingent liabilities and opportunities and astutely identifying the risks involved. + +Implements initiatives with high potential for pay-off to the organization, where errors cannot be rectified, or only rectified at significant cost. + +Conducts risk assessment when identifying or recommending strategic and tactical options. + +Encourages responsible risk taking, recognizing that every risk will not pay off. + +Provides a supportive environment for responsible risk taking (e.g., by supporting decisions of others). + +Oversees the development of guidelines, principles and approaches to assist decision-making when risk is a factor. + +Provides guidance on the organizational tolerance for risk. + +Develops broad strategies that reflect in-depth understanding and assessment of operational, organizational, and political realities and risks. +Note: “Risk Management” links to the competencies “Strategic Thinking” and “Management Excellence – Financial Management,” identified as relevant for federal Public Service leaders. + + + Networking / Relationship Building +Building and actively maintaining working relationships and/or networks of contacts to further the organization’s goals +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Accesses sources of infromation +Builds key contacts +Seeks new networking opportunities for self and others. +Strategically expands networks +Creates networking opportunities + +Seeks information from others (e.g., colleagues, customers). + +Maintains personal contacts in other parts of the organization with those who can provide work-related information. + +Seeks out the expertise of others and develops links with experts and information sources. + +Develops and nurtures key contacts as a source of information. + +Participates in networking and social events internal and external to the organization. + +Seeks opportunities to partner and transfer knowledge (e.g., by actively participating in trade shows, conferences, meetings, committees, multi-stakeholder groups and/or seminars). + +Cultivates personal networks in different parts of the organization and effectively uses contacts to achieve results. + +Initiates and develops diverse relationships. + +Builds networks with parties that can enable the achievement of the organization’s strategy. + +Brings informal teams of experts together to address issues/needs, share information and resolve differences, as required. + +Uses knowledge of the formal or informal structure and the culture to further strategic objectives. + +Creates and facilitates forums to develop new alliances and formal networks. + +Identifies areas to build strategic relationships. + +Contacts senior officials to identify potential areas of mutual, long-term interest. +Note: “Networking / Relationship Building” links to the competency “Engagement,” identified as relevant for federal Public Service leaders. + + + Stewardship of Resources +Ensuring the effective, efficient and sustainable use of Public Service resources and assets: human and financial resources, real property and business information. +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Uses resources effectively +Ensures effective use of resources +Controls resource use +Implements systems to ensure stewardship of resources +Ensures strategic stewardship of resources + +Protects and uses resources and assets in a conscientious and effective manner. + +Identifies wasteful practices and opportunities for optimizing resource use. + +Monitors and ensures the efficient and appropriate use of resources and assets. + +Explores ways of leveraging funds to expand program effectiveness. + +Allocates and controls resources and assets within own area. + +Implements ways of more effectively utilizing resources and assets. + +Assigns and communicates roles and accountabilities to maximize team effectiveness; manages workload. + +Identifies gaps in resources that impact on the organization’s effectiveness. + +Develops strategies to address resource gaps/issues. + +Ensures alignment of authority, responsibility and accountability with organizational objectives. + +Ensures that information and knowledge sharing is integrated into all programs and processes. + +Acts on audit, evaluation and other objective project team performance information. + +Directs resources to those areas where they will most effectively contribute to long-term goals. + +Sets overall direction for how resources and assets are to be used in order to achieve the vision and values. + +Institutes organization-wide mechanisms and processes to promote and support resource management. +Note: “Stewardship of Resources” links to the competencies “Management Excellence – Action Management” and “Financial Management,” identified as relevant for federal Public Service leaders. + + + Stress Management +Maintaining effectiveness in the face of stress +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Works in low level stress situations +Adjusts to temporary peaks in stress levels +Adapts to prolonged stress +Employs stress management strategies +Deals with stress affecting the organization + +Keeps functioning effectively during periods of on-going low intensity stress. + +Maintains focus during situations involving limited stress. + +Seeks to balance work responsibilities and personal life responsibilities. + +Maintains composure when dealing with short but intense stressful situations. + +Understands personal stressors and takes steps to limit their impact. + +Keeps issues and situations in perspective and reacts appropriately (e.g., does not overreact to situations, what others say, etc.). + +Effectively withstands the effects of prolonged exposure to one or few stressors by modifying work methods. + +Maintains sound judgment and decision making despite on-going stressful situations. + +Controls strong emotions or other stressful responses and takes action to respond constructively to the source of the problem. + +Develops and applies stress reduction strategies to cope with long exposure to numerous stressors or stressful situations + +Recognizes personal limits for workload and negotiates adjustments to minimize the effects of stress, while still ensuring appropriate levels of productivity. + +Controls own emotions and calms others in stressful situations. + +Demonstrates behaviours that help others remaincalm, yet focused and energized during periods of extreme stress affecting the organization. + +Maintains composure and shows self control in the face of significant challenge facing the organization. + +Suspends judgment; thinks before acting. + +Identifies and consistently models ways of releasing or limiting stress within the organization. +Note: “Stress Management” is included in the competencies “Management Excellence – People Management” and “Action Management”, a competency identified as relevant for federal Public Service leaders. + + + Teamwork +Working collaboratively with others to achieve common goals and positive results +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Participates as a team member +Fosters teamwork +Demonstrates leadership in teams +Capitalizes on teamwork opportunities +Builds bridges between teams + +Assumes personal responsibility and follows up to meet commitments to others. + +Understands the goals of the team and each team member’s role within it. + +Deals honestly and fairly with others, showing consideration and respect. + +Willingly gives support to co-workers and works collaboratively rather than competitively. + +Shares experiences, knowledge and best practices with team members. + +Assumes responsibility for work activities and coordinating efforts. + +Promotes team goals. + +Seeks others’ input and involvement and listens to their viewpoints. + +Shifts priorities, changes style and responds with new approaches as needed to meet team goals. + +Suggests or develops methods and means for maximizing the input and involvement of team members. + +Acknowledges the work of others. + +Builds relationships with team members and with other work units. + +Fosters team spirit and collaboration within teams + +Discusses problems/ issues with team members that could affect results. + +Communicates expectations for teamwork and collaboration. + +Facilitates the expression of diverse points of view to enhance teamwork. + +Capitalizes on the strengths of all members. + +Gives credit for success and acknowledges contributions and efforts of individuals to team effectiveness. + +Initiates collaboration with other groups/ organizations on projects or methods of operating. + +Capitalizes on opportunities and addresses challenges presented by the diversity of team talents. + +Supports and encourages other team members to achieve objectives. + +Encourages others to share experience, knowledge and best practices with the team. + +Encourages the team to openly discuss what can be done to create a solution or alternative. + +Facilitates collaboration across the organization and with other organizations to achieve a common goal. + +Builds strong teams that capitalize on differences in expertise, competencies and background. + +Breaks down barriers (structural, functional, cultural) between teams, facilitating the sharing of expertise and resources. +Note: “Teamwork” links to the competency “Engagement”,” identified as relevant for federal Public Service leaders. + + + Team Leadership +Leading and supporting a team to achieve results +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Keeps the team informed +Ensures the needs of the team and of members are met +Ensures team member input +Empowers the team +Inspires team members + +Ensures that team members have the necessary information to operate effectively. + +Establishes the direction/goal(s) for the team. + +Lets team members affected by a decision know exactly what is happening and gives a clear rationale for the decision. + +Sets an example for team members (e.g., respect of others’ views, team loyalty, cooperating with others). + +Makes sure the practical needs of the team and team members are met. + +Makes decisions by taking into account the differences among team members, and overall team requirements and objectives. + +Ensures that the team’s tasks are completed. + +Accepts responsibility for the team’s actions and results. + +Values and encourages others’ input and suggestions. + +Stimulates constructive discussion of different points of view, focusing on the organization’s strategic objectives, vision or values. + +Builds cooperation, loyalty and helps achieve consensus. + +Provides constructive feedback and recognizes all contributions. + +Ensures the respective strengths of team members are used in order to achieve the team’s overall objectives. + +Communicates team successes and organization-wide contribution to other organizational members. + +Encourages the team to promote their work throughout the organization. + +Establishes the team’s credibility with internal and external stakeholders. + +Builds the commitment of the team to the organization’s mission, goals and values. + +Aligns team objectives and priorities with the broader objectives of the organization. + +Ensures that appropriate linkages/partnerships between teams are maintained. + +Creates an environment where team members consistently push to improve team performance and productivity. +Note: “Team Leadership” links to the competency “Management Excellence – People Management,” identified as relevant for federal Public Service leaders. + + + Values and Ethics +Fostering and supporting the principles and values of the organization and the Public Service as a whole +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Demonstrates behaviours consistent with the organization’s values +Identifies ethical implications +Aligns team with organization’s values and ethics +Promotes the organization’s values and ethics +Exemplifies and demonstrates the organization’s values and ethics + +Treats others fairly and with respect. + +Takes responsibility for own work, including problems and issues. + +Uses applicable professional standards and established procedures, policies and/or legislation when taking action and making decisions. + +Identifies ethical dilemmas and conflict of interest situations and takes action to avoid and prevent them. + +Anticipates and prevents breaches in confidentiality and/or security. + +Identifies and considers different ethical aspects of a situation when making decisions. + +Identifies and balances competing values when selecting approaches or recommendations for dealing with a situation. + +Fosters a climate of trust within the work team. + +Implements processes and structures to deal with difficulties in confidentiality and/or security. + +Ensures that decisions take into account ethics and values of the organization and Public Service as a whole. + +Interacts with others fairly and objectively. + +Advises others in maintaining fair and consistent dealings with others and in dealing with ethical dilemmas. + +Deals directly and constructively with lapses of integrity (e.g., intervenes in a timely fashion to remind others of the need to respect the dignity of others). + +Defines, communicates and consistently exemplifies the organization’s values and ethics. + +Ensures that standards and safeguards are in place to protect the organization’s integrity (e.g., professional standards for financial reporting, integrity/ security of information systems). + +Identifies underlying issues that impact negatively on people and takes appropriate action to rectify the issues (e.g., systemic discrimination). +Note: “Values and Ethics” was identified as a competency relevant for federal Public Service leaders. + + + Visioning and Strategic Direction +Developing and inspiring commitment to a vision of success; supporting, promoting and ensuring alignment with the organization’s vision and values +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Demonstrates personal work alignment +Promotes team alignment +Aligns program/operational goals and plans +Influences strategic direction +Develops vision + +Sets personal work goals in line with operational goals of work area. + +Continually evaluates personal progress and actions to ensure alignment with organizational vision and operational goals. + +Liaises with others to ensure alignment with the business goals and vision of the organization. + +Effectively communicates and interprets the strategic vision to employees within area of responsibility. + +Clearly articulates and promotes the significance and impact of employee contributions to promoting and achieving organizational goals. + +Monitors work of team to ensure alignment with strategic direction, vision and values for the organization. + +Identifies potential future directions for work area in line with vision. + +Proactively helps others to understand the importance of the strategy and vision. + +Works with teams to set program/operational goals and plans in keeping with the strategic direction. + +Regularly promotes the organization, its vision and values to clients, stakeholders and partners. + +Works with staff to set strategic goals for own sector of the organization. + +Assesses the gap between the current state and desired future direction and establishes effective ways for closing the gap in own sector. + +Foresees obstacles and opportunities for the organization and acts accordingly. + +Defines issues, generates options and selects solutions, which are consistent with the strategy and vision. + +Scans, seeks out and assesses information on potential future directions. + +Provides direction and communicates the vision to encourage alignment within the organization. + +Energetically and persistently promotes strategic objectives with colleagues in other business lines. + +Leads the development of the vision for the organization. + +Defines and continuously articulates the vision and strategy in the context of wider government priorities. + +Describes the vision and values in compelling terms to develop understanding and promote acceptance/ commitment among staff and stakeholders. + +Identifies, conceptualizes and synthesizes new trends or connections between organizational issues and translates them into priorities for the organization. +Note: “Visioning and Strategic Direction” links to the competency “Strategic Thinking,” identified as relevant for federal Public Service leaders. + + + 1. Application Development/Support and Maintenance [1] +Knowledge and ability to design, define, construct, enhance, support and maintain application software on one or more platforms. +Knowledge requirements: +*** Systems Analysis and Design *** + Requirements analysis + General/external design (includes design principles) + Use of established techniques to assist in the analysis of business data/information flows and database construction (e.g., data and functional modeling) +*** Application Development and Commercial Off-The-Shelf (COTS) Management *** + Programming languages (e.g., software language structures, machine, assembly, procedural, non-procedural, object-oriented languages) + Standards and methods used in developing and maintaining a repository of information and processes (e.g., development standards including programming, user interface, design, naming, specifications) + System development processes, tools and methodologies (e.g., Systems Development Life Cycle including principles, best practices and standards used in designing and maintaining a formal procedure and a related repository of information) + Unit testing processes and practices + Application development tools (e.g., COTS development tools, technical productivity tools, workstation operating systems) + Polices and practices related to office productivity tools + Policies and practices related to website design and use of Inter/Intranet technologies within the Public Service + +[1] This competency does not include data management or database management (See Competency 4). + + +Application Development/Support and Maintenance +1. Introductory +Demonstrates a basic level of understanding of software specifications or design techniques. +Demonstrates a basic understanding of programming concepts. +Demonstrates a general familiarity with one or more programming languages and/or methodologies. +Understands the importance of testing, documentation and production assurance. +Knows where to look for standards. + +2. Basic +Demonstrates a working knowledge of one or more programming languages. +Writes or adapts software modules for testing and integration. +Understands and employs basic development methods and standards. +Tests/debugs program modules. +Uses a testing tool and prepares basic test cases. +Understands the migration cycle and prepares program for migration. +Prepares operational documentation. +Demonstrates knowledge of tools and technologies: + For developing IT systems and services that are barrier-free and accessible for persons with disabilities + Used by persons with disabilities to interface with IT systems and services + +3. Intermediate +Demonstrates a detailed knowledge of several programming environments and a good working knowledge of hardware and software interfaces. +Writes original multi-module/complex programs or applies reusable modules. +Designs, tests and integrates software modules and resolves programming errors using various debugging tools and techniques. +Provides support, guidance and production assurance for common problems. +Conducts impact analysis for proposed changes to or problems with the system. +Prepares technical documentation (e.g., user guides, technical specifications). +Undertakes routine analysis and works with designers and analysts to clarify and improve specifications or to identify alternative programming solutions. +Enforces standards (e.g., at walkthroughs), including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +4. Advanced +Demonstrates in-depth knowledge and capability in software construction, testing, infrastructure, configuration, a wide range of system development methodologies and operating standards. +Demonstrates knowledge in multiple applications, data management systems and technologies or in a single area of expertise. +Demonstrates application and corporate knowledge, and understands how a change would affect multiple applications. +Makes recommendations/ decisions in application and program design, standards and program enhancements, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. +Debugs very complex or urgent problems. +Analyzes and models business functions, processes and information flow within or between systems. +Provides guidance/mentors on programming practices and techniques to individuals and cross-functional teams. + +5. Expert +Demonstrates expert knowledge of software design, construction, programming trends, programming and scripting languages across government in multiple applications and data management systems or in a single area of expertise. +Provides effective strategic direction to enterprise-wide application design. +Guides and oversees multiple-concurrent software construction projects. +Works with users at all levels to define system requirements and specify appropriate system environments to meet operational needs and system performance objectives. +Presents software construction disciplines to peers in public forums. +Develops policy and standards for software construction. These include current and industry organizational standards related to quality control, copyright and privacy, accessibility for persons with disabilities, usability and inter-operability, for example. + + + 2. Architecture +Knowledge and ability to apply architecture theories, principles, concepts, practices, methodologies and frameworks. +Knowledge requirements: +Enterprise Architecture/Information Technology (IT) Strategy + Implementation/enforcement of policies and support + Architecture functions and the interrelationships with the organization’s vision + Architecture direction, policies and practices with a focus on Government of Canada priorities +Information Architecture + Organization of information to effectively support the work of the organization + Creation of an entity relationship model and an integrated function or process dependency model + Transaction services architecture, configuration and interfaces + Relationship between the information architecture and other architectures +Systems Architecture + Design of the systems architecture and how its components are connected and operate with each other and other applications + Relationship between the systems architecture and other architectures (e.g., integrating technology and business) +Technology Architecture + Design of the fundamental hardware, software and telecommunications systems that provide the infrastructure on which business applications are developed and run (e.g., network topologies) + Interrelationships of the various technologies and their respective roles + Technical standards + Relationship between the technology architecture and other architectures +Government and Department Policies and Standards + Business policy and standards development + Privacy Act + TBS Business Transformation Enablement Program (BTEP) + Management of Government Information (MGI) + + + + 3. Business Analysis +Knowledge and ability to apply the principles of business analysis in the planning, reengineering, requirement gathering for government business environments, operations, processes, and practices. +Knowledge requirements: +Government/business knowledge in various application areas (e.g., financial/accounting, human resources, purchasing, supply, policing, corrections) +Common government/business management and decision-making concepts, principles, activities and practices (e.g., Government and corporate planning cycles and processes, accountability and budgetary cycles and processes) +Business architecture (at a project level) and how it augments organizational design, planning systems and financial controls +Impact analysis and environmental scan methods, techniques and tools used to evaluate an organization’s strengths and challenges +Business case/cost benefit methodology and standards including return on investment (ROI) and total cost of ownership (TCO) +Typical organization structures, job functions, work activities and workflow +Business process analysis and business process reengineering methods and design benefits, methodologies and tools; roles in support of business change +Costing and cost recovery +Industry, business line and the technical aspects of the business line +Relationship between the business architecture and other architectures +Transaction processing theory and principles, flow and design +Government and Department policies and standards such as: + Business policy and standards development + Privacy Act + TBS Business Transformation Enablement Program (BTEP) + Management of Government Information (MGI) + + + 4. Database Design and Management +Knowledge and ability to apply the methods, practices and policies that are used in the design and the management of databases. +Knowledge requirements: +Concepts, policies, principles, theories, practices and techniques associated with information management and information technology as it relates to database design and management +Relationship between database design/management and application performance +Database design and architecture - logical structure and physical structure (e.g., functional, metadata and process models) +Database types (e.g., data warehouse, decision support, operational, query, ERP and relationship to technologies) +Data security and recovery +Database integrity, capacity planning, performance and tuning +DBMS and data warehouse principles, best practices and standards +Interoperability +Database software installation processes and techniques +Database tools to design and manage databases (e.g., data management tools, data modeling tools, database integration tools) +Languages for data modeling, manipulation, control and database query +Database trends and directions + +1. Introductory +Demonstrates basic understanding of database management, logical design concepts and levels of database security. +Understands the difference between different database structures (e.g., relational vs. network). +Comprehends database design (e.g., diagrams, schemas, models). +Demonstrates basic understanding of data manipulation language (DML). +Demonstrates an awareness of performance issues (e.g., distribution of data, size definitions). + +2. Basic +Understands a single database management system (DBMS), its components and how they relate to each other. +Demonstrates a good knowledge of data manipulation language (DML) and data definition language (DDL). +Codes/tests basic database access modules (e.g., stored procedures). +Troubleshoots, at a basic level, to understand database problem and identify where to direct it (e.g., basic database accessibility). +Recognizes the importance of database basic recovery and, with guidance, performs backup and recovery. +Understands database release management, applications business rules, data integrity issues, database security implementation, workload manager and interaction with DBMS (e.g., CICS, NT). +Performs data population, debugging and testing. +Conducts basic impact analysis for database change management. + +3. Intermediate +Demonstrates working level understanding of a single DBMS relevant operating systems, applications business rules and its dependencies with other applications, databases and/or business partners. +Applies wide range of concepts to the corporate/vendor environment (e.g., database security and/or individual profiles). +Makes recommendations on logical/physical models (e.g., converts from logical model, implements and maintains physical model to meet storage, availability, and performance requirements). +Develops, codes, tests and reviews complex database access modules. +Solves problems that impact on the business or service, resolves data integrity issues and implements data integrity safeguards, and uses diagnostic and monitoring tools to prevent problems/enhance performance and availability. +Demonstrates a solid knowledge of system testing and integration environments. +Develops, selects, recommends and implements strategies for backup and recovery, data population and migration. +Conducts general impact analysis on database change management. + +4. Advanced +Demonstrates broad understanding of multiple DBMS or an in-depth knowledge of one or more DBMS. +Develops logical models incorporating business requirements such as high availability, redundancy and disaster recovery into the logical/physical database design. +Researches, pilots, evaluates new technologies and standards, identifies how they will integrate with the corporate network and recommends strategies. +Solves unusual problems or problems with a significant impact on the business. +Deals with major and/or multiple application groups. +Creates or reviews certification testing. +Develops standards and procedures for implementing new database technology. +Mentors people and provides input/guidance to cross-functional teams. + +5. Expert +Demonstrates expert knowledge of data management, data stewardship, government-wide data management initiatives and trends in data management and how they can be applied. +Holds an enterprise-wide view and/or is regarded as the subject matter expert in one or more areas of expertise, and provides effective strategic direction to enterprise-wide data management. +Develops enterprise-wide multi-disciplinary architectural documents translating business data requirements into topographical format. +Demonstrates broad-based knowledge of information technology (e.g., programming, data management, platforms). +Develops business cases for enterprise-wide data management initiatives as a direct response to business drivers. +Guides and oversees multiple-concurrent data management projects. +Conducts procurement for data management solutions and related services. +Develops strategies, policy and standards for corporate data management and contributes to standards working groups - governmental and/or industry. + + + 5. Infrastructure/Platforms [2] +Knowledge and ability to support the enterprise computing infrastructure (e.g., enterprise servers, client server, storage devices and systems, hardware and software) in the provision, management, storage, operation, scheduling, support and maintenance of the infrastructure. +Knowledge requirements: +Principles, practices, standards, methods and techniques related to interoperability of hardware/software configuration controls +Platform environment (e.g., client-server environment, enterprise server/mainframe environment) +Storage and retrieval (e.g., area network, mainframe storage, media storage, virtual storage) +Systems hardware and its characteristics (e.g., mainframe computers, mini and micro-computers, CPU, memory, disk, registers, bus, channel) +Hardware/software and connection, implementation and maintenance +Operating systems, communications and software utilities used on enterprise server/mainframe and distributed computer systems +Cooperative processing (two or more computers simultaneously processing portions of the same program or operating on the same data such as multiple-CPU systems, distributed systems) +Monitoring of systems software (i.e., the operating system and all utility programs that manage computer resources at a low level) including compilers, loaders, linkers, and debuggers +Operations performance monitoring and capacity planning of the delivery platform +Treasury Board and corporate IT standards and policies regarding the development and support of infrastructure systems and networks + +[2] This competency does not include network/telecommunication systems (See competency 8). + +1. Introductory +Demonstrates awareness of the platform principles and procedures. +Understands need for capacity planning and performance management. +Operates the platform at a simple level under supervision. +Demonstrates awareness of the standards for the platform. + +2. Basic +Understands the platform technology and concepts. +Understands how basic concepts relate to each other and applies them. +Understands how the platform integrates with other environments, at a basic level, from an end-user perspective. +Operates the platform at a simple level. +Troubleshoots basic physical or software problems. +Understands and applies the standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +3. Intermediate +Understands how the platform integrates with other environments (e.g., network). +Participates in day-to-day operations (e.g., monitoring operations of the platform). +Uses performance data collection tools and techniques. +Installs software and hardware on the platform. +Solves routine problems. +Solves typical hardware and software problems. +Uses diagnostic tools to solve complex problems. +Executes standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +4. Advanced +Demonstrates in-depth knowledge of an area of expertise. +Contributes to high-level architecture. +Evaluates/pilots new technologies, assesses the results, identifies how they integrate with the platform and implements them. +Carries out performance measurement and capacity planning. +Incorporates business requirements such as high availability, redundancy and disaster recovery into platform design. +Demonstrates knowledge of tools and technologies: + For developing IT systems and services that are barrier-free and accessible for persons with disabilities + Used by persons with disabilities to interface with IT systems and services +Resolves complex problems. +Develops and monitors/enforces standards and procedures for new technology configuration and implementation, including those related to accessibility for persons with disabilities. +Mentors/guides individuals and cross-functional teams. + +5. Expert +Demonstrates expert knowledge of platform principles, technology, government-wide technology initiatives and technological trends. +Demonstrates an intimate knowledge of the environment, interdependencies and impact of change. +Provides effective strategic direction to enterprise-wide platform design and initiatives. +Develops enterprise-wide multi-disciplinary architectural and design documents. +Resolves very complex problems and recommends capacity and performance improvements. +Conducts procurement for platform hardware and services. +Sets standards and technology direction for the platform, including those related to accessibility for persons with disabilities. +Leads the development of people in the infrastructure domain. + + + 6. IT Procurement and Asset Management +Knowledge and ability to evaluate, negotiate, procure, track, manage IT assets including software licenses and computer leases: +Knowledge requirements: +Vendor liaison/management, service agreements, warrantees and lease agreements +Procedures related to procurement and contract administration +Processes and procedures necessary to critically evaluate products, services and claims +Processes involved in vendor negotiations for substantial and/or long-term contracts for hardware, software and licence agreements, support and services +Systems and applications for procurement (e.g., NMSO, DISO, Software Acquisition Reference Centre, Request for Software Discounts and Supply Arrangements) +Roles and responsibilities of TBS and PWGSC related to asset procurement and management +Corporate and Government of Canada legislation, standards and policies (e.g., regulating software licence agreements and renewals, disposal, procurement ethical practices and security policies) +Licence management +Policies, guidelines and procedures for IT asset management +IT asset management life cycle (e.g., planning, maintenance, retirement and disposal) +Negotiation and contracting processes and practices +Federal legislative and policy framework related to IM/IT procurement for goods and services +Departmental processes for acquisition of goods and services, including drafting of Statements of Work (SOW), Requests for Proposals (RFPs), evaluation of responses, contract negotiations and management of contracts +Remedial measures for IT equipment non-performance + +1. Introductory +Demonstrates broad knowledge of Government of Canada and the role of PWGSC in procurement. +Understands the values and ethics involved in procurement. +Demonstrates basic understanding of procurement process for IT services and goods. + +2. Basic +Understands Treasury Board and corporate processes, standards and governance structures. +Assists in gathering requirements from the business. +Understands internal procurement processes for IT services and goods. + +3. Intermediate +Knows the procurement cycle and processes, gathering of information through RFIs and RFPs, roles of interdepartmental partners and the proposal/ evaluation processes. +Demonstrates a general knowledge of procurement and conducts low-level procurement. +Evaluates products and services and identifies the vehicle(s) to use. +Provides advice on reporting and inventory, policies and procedures. +Establishes partnerships with Finance. +Understands IT asset business and language. +Formulates and applies performance management guidelines to asset management. + +4. Advanced +Possesses a specific area of expertise and business knowledge of the life cycle for his/her asset area (e.g., sunset procedures). +Negotiates multi-level, multi-layer million dollar contracts. +Knows rules for Canadian and International governing bodies (e.g., NAFTA, Trade Tribunal, CITT) and negotiates CITT challenges. +Reviews, signs off and approves RFP/RFI documents. +Liaises with PWGSC to communicate requirements, terms and conditions. +Monitors and enforces values and ethics. +Consults with regions and senior management (e.g., leveraging assets, inventory and plans for sunset/refresh, professional services and training). +Mentors junior staff. + +5. Expert +Demonstrates a very deep understanding of one area of expertise or a broad understanding of multiple areas and provides guidance to senior management. +Demonstrates a broad understanding of software licensing models, the market and how to leverage the knowledge. +Demonstrates an in-depth understanding of procurement, the industry, the vendor community and industry trends. +Possesses corporate knowledge and understands service levels. +Negotiates with vendors at a high/complex level. +Provides advice in large supply agreements. +Performs "total cost of ownership" analysis. + + + 9. Security/Information and Application Protection +Knowledge and ability to ensure there are adequate technical and organizational safeguards to protect the continuity of IT infrastructure services by the implementation of IT security principles, methods, practices, policies and tools that are used in securing IT resources including information and operations security, physical security, business continuity/disaster recovery planning, methods to deal with security breaches and security assessment in a technical environment. +Knowledge requirements: +IT security principles methods, policies, practices and tools +Information Protection/IT security principles, threat and risk assessment methodology, practices, procedures and tools (e.g., Government privacy and security related legislation and policies, biometric and cryptographic principles, firewalls, intrusion logs, encryption and digital (numeric) signature) +Theories, processes and methodologies involved in developing, implementing, monitoring and reporting IT security planning frameworks, policies, measures, counter-measures and monitoring programs, procedures and guidelines +Management tools such as data classification and risk assessment/analysis to identify threats, classify assets and to rate system vulnerabilities +IT software and hardware security requirements +Preparation and conduction of Privacy Impact Assessments (PIA), Statement of Sensitivity (SOS), Threat Risk Assessments (TRA), Vulnerability Assessments (VA) +Accreditation procedures, policies and practices +Security certification procedures +Security hardware and software +Treasury Board and corporate IT standards and policies regarding the development and support of infrastructure systems and networks, including security policies and operational standards +IT Operations Security +Protection techniques for the entire facility, from the outside perimeter to the inside office space, including all of the information system resources and methods to deal with security breaches +Requirements of hardware, media and of the operators and administrators with access privileges to these resources +Application product level security, access management and remote access +Auditing and monitoring the mechanisms, tools and facilities to permit the identification of security events and to assess operations security capacity +Viruses +Computer crimes laws and regulations and the measures and technologies used to investigate computer crime incidents +Cryptographic, graphic and hardware applications +Business Continuity/Disaster Recovery Planning +Disaster recovery strategies, plans, tests and management +Preservation and business recovery planning, practices, policies and procedures +Rollback and contingency strategies, planning practices and tools +Business continuity analysis procedures and exercise frameworks +Activities within the response, recovery, restoration and resumption phases applicable to business continuity plans +Roles and responsibilities of IT operational functions during business continuity exercises +Federal government business continuity planning policies and programs, including Treasury Board Standards + + +1. Introductory +Demonstrates awareness of security requirements. +Demonstrates awareness of certification policies. +Demonstrates awareness of privacy requirements and standards. + +2. Basic +Understands concepts of IT security and its application to computer systems architecture. + +3. Intermediate +Executes security test plans. +Deals with low impact threats. +Acts to protect integrity of system data at operation level (e.g., single key incident). +Performs security certifications. +Provides advice on disaster recovery planning. +Participates in disaster recovery tests. +Recommends security safeguards. +Executes standards. + +4. Advanced +Demonstrates a broad understanding or very detailed area of expertise in security subject(s). +Demonstrates a broad knowledge of security policies and interprets policies. +Understands a specific security application or tool and how it works. +Conducts risk assessments. +Assesses security safeguards. +Deals with threats and serious incidents. +Deals with intrusions at a high threat level. + +5. Expert +Demonstrates an expert understanding or very detailed area of expertise in multiple security subject(s). +Demonstrates expert knowledge of law, regulation and policies, and interprets policies and standards. +Is an expert in multiple security applications and tools. +Leads risk and security safeguards assessments. +Mitigates threats and serious security incidents at the enterprise level. +Consults on security issues and recommends corporate strategies. +Leads the development of enterprise policies and standards. +Directs employees and consultants and mentors others. + + + 11. Service Management Processes +Knowledge and ability to implement the methods, practices and policies governing the design, development and use of the IT support processes designed to keep the IT environment functioning efficiently, effectively and securely. +Knowledge requirements: +Service Management Principles +Relationship between different IT support processes and between support processes and clients +Implementation and management of services using the principles and methods associated with industry best practices (e.g., Information Technology Infrastructure Library (ITIL)) +Service level agreements +Processes and practices to ensure the Agreement and Statements of Work or contracts are met while taking steps to minimize any adverse impact on service quality +Government of Canada and department policies and standards (e.g., Service Management Life Cycle Framework) +Change Management +Processes and practices to ensure changes to the IT infrastructure are introduced successfully and on a scheduled basis +Planning, scheduling, distribution, application and tracking of changes to the IT environment +Configuration Management +Management of the physical and logistical properties of resources and their relationships (e.g., physical connections and dependencies) +Configuration management technologies that affect the IM/IT environment including the physical and logistical properties of resources +Release Management +Processes and practices to ensure the introduction and maintenance of all IS/IT infrastructure and that existing infrastructure falls within the standards and the technology suppliers supported release levels +Problem Management +Detection, reporting, analysis, recovery, resolution and tracking of problems +Help Desk/Client Support +Concepts, techniques and practices of help desk operations and service delivery +Provision of a single point of contact for all users of the IT infrastructure services +Installation, configuration, troubleshooting and application software support +Technical problem analysis, evaluation and solution proposal +Techniques and practices for client queries, troubleshooting and problem resolution and prioritization + + +1. Introductory +Understands service management processes and concepts (e.g., incident management, change management, release management). +Understands concepts, techniques and practices of help desk operations and service delivery. + +2. Basic +Understands and follows a process in problem management, change management or configuration management. +Provides IT help desk support services. +Gathers information from end-users to determine the nature of problems and resolve them. +Monitors SLAs and escalates problems. +Performs initial evaluation of problem and routes as necessary. +Understands the requirements of process (e.g., involvement of service management early in the process). + +3. Intermediate +Understands interrelationships and interdependencies between service management processes. +Installs, configures, troubleshoots and supports application software. +Analyzes, evaluates and diagnoses technical problems and proposes solutions. +Manages process ensuring it is followed (e.g., change, problem, testing, costing, backup and recovery, QA release). +Schedules release after ensuring absence of conflicts. +Serves as a point of escalation. +Conducts customer satisfaction surveys. +Guides others in processes. +Implements changes to processes. + +4. Advanced +Implements and manages services using the principles and methods associated with Information Technology Infrastructure Library (ITIL) and other industry best practices. +Identifies who to call for severe or complex problems. +Manages the provision of help desk services and problem resolution. +Analyzes problem trends and makes recommendations. +Develops service management processes. +Writes/negotiates SLAs for operational level agreements and internal SLAs. +Develops customer satisfaction surveys. +Sets guidelines for others to follow. + +5. Expert +Negotiates, develops, implements and manages service level agreements. +Develops service management standards, practices and policies. +Builds and maintains a network of experts. +Develops SLA templates. +Negotiates complex SLAs. +Provides guidelines for service management (e.g., recommends changes based upon results of a customer satisfaction survey). +Recommends continual improvements in service management strategy and processes. + + + 8. Telecommunications (Data and Voice) Network +Knowledge and ability to implement the methods, practices and policies governing the design, analysis, development, management and use of the hardware and software used to transfer information such as data, voice, images and video. +Knowledge requirements: +Theories and concepts, methods, policies and practices to design, develop, plan telecommunications network infrastructure systems (e.g., calculation of peak and mean bandwidth requirements, response time, propagation delays, priorities, traffic types, traffic flows (point-to-point, multicast, broadcast), error detection and protection, security, interoperability, growth, quality of service, availability) +Installation, configuration, operation and maintenance of telecommunications infrastructure hardware and software + Telecommunication systems’ operating systems, system software and utilities + Low level interfaces (e.g., modems, CSU/DSU) + Voice communication devices (e.g., Blackberry units, cell phones, gateways, routers, switches, PBX) +Standards describing the structure of data exchange between systems (e.g., OSI seven layer reference model) +Standards describing the format content and exchange mechanisms between systems, such as communication protocols (including protocols that relate to the convergence of technologies, such as Voice over IP), connection oriented versus connectionless protocols +Classes of networking systems (e.g., Local Area Network (LAN), Metropolitan Area Network (MAN), Department Wide Area Network (DWAN), Wide Area Network (WAN), Virtual Private Network (VPN), Voice Network System, Remote Access Networks, associated hardware and software, operating systems and protocols) +Network topologies (physical and logical) and their characteristics +Classes of telecommunication media, such as wire based (e.g., copper, fibre) and wireless (characteristics of various frequency bands from HF to microwave) +The purpose and use of different networks (e.g., Internet, Intranets, Extranets) +Value added networks (i.e., services added within a communications network beyond data transfer such as message routing, resource management and conversion facilities) +Performance analysis, diagnosis, capacity planning and data communications monitoring/management practices, protocols and tools +Data, voice and video requirements and services +Traffic and transmission management +Common carrier services - data transmission and telephony service offerings provided by private sector companies +Security, including specific methods, policies and best practices to secure information within the telecommunications network infrastructure +Industry regulations and tariffs (e.g., CRTC) + + +1. Introductory +Demonstrates basic understanding of data communications and components, definitions, key concepts, communication protocols and platforms (e.g., Firewalls, Security, Frame Relay, SNA, ATM, Hubs/Routers/ Gateways switches, VOIP, ISDN, routing protocols). +Understands need for capacity planning and performance management. + +2. Basic +Understands data communications routing and switching technology. +Understands how basic concepts relate to each other and applies them (e.g., vendor-specific standards). +Understands how data communications integrate with other environments (e.g., mainframe) and are distributed, at a basic level, from an end-user perspective. +Assists in the design of basic connections (e.g., connecting 100 people to a WAN or designing a small site (less than 50)). +Troubleshoots basic physical or software connectivity problems, network congestion (e.g., cables/connections, defective equipment, logging in to network equipment, checking configuration of routers/switches). +Uses data communications diagnostic tools. +Tests, configures, installs and supports hardware and software at any typical site. +Talks clients through troubleshooting. + +3. Intermediate +Understands how data communications integrate with other environments such as mainframe, distributed, E-commerce, firewalls and external networks, at a component level. +Demonstrates and applies wide range of concepts to the corporate/vendor environment. +Understands vendor-specific network switching and routing products. +Translates multiple client network connectivity requirements and limitations into technical specifications for building/site designs. +Designs complex building environments using existing standards (e.g., complex site layouts (many buildings and requirements)). +Resolves typical hardware and software problems (e.g., connectivity, network congestion, protocols, uses diagnostic tools). +Conducts certification testing. +Executes standards. + +4. Advanced +Incorporate business requirements (e.g., high availability, redundancy, disaster recovery) into data communications design using analytical techniques. +Evaluates/pilots new technologies, identifies how they integrate with the corporate network and implements. +Resolves unusual or atypical network problems without clear precedents and/or that have significant impact or consequence on the business or service. +Creates or reviews certification testing. +Develops standards and procedures for new technology configuration and implementation. +Mentors/guides individuals and cross-functional teams. +Deals with major client groups (e.g., regional or national client). + +5. Expert +Demonstrates expert knowledge of data communications principles, network technology, government-wide technology initiatives and technological trends. +Demonstrates broad-based knowledge of information technology. +Develops enterprise-wide multi-disciplinary architectural documents. +Develops business cases for enterprise-wide network technology initiatives as a direct response to business drivers. +Provides effective strategic direction to enterprise-wide network design. +Guides and oversees multiple-concurrent network projects. +Conducts procurement for network solutions network hardware and services procurements. +Develops policy and standards for networking technology and contributes to governmental and/or industry standards working groups (e.g., GOL, ITU, RC). + + + 10. Testing +Knowledge and ability to perform testing of software and/or hardware using a systematic approach (i.e., the orderly progression of testing in which software elements, hardware elements or both are combined and tested until the entire system has been integrated). +Knowledge requirements: +Quality assurance and control +Testing approaches and strategies +System and application testing methodologies, practices and principles (e.g., end-to-end) +Testing/validation in relation to the systems development life-cycle +Types of testing (e.g., volume, unit, compatibility, bandwidth, integration, system, end-to-end, web-stress) +Testing standards (e.g., Treasury Board and department, International organization for standardization (ISO)) +Testing and readiness functions and assessments including release processes and packages, change control and system integration +Testing tools including automated tools, test scripts and reporting/tracking tools +Certification and accreditation of new applications + + +1. Introductory +Demonstrates awareness of testing principles and processes. +Understands testing terminology. + +2. Basic +Tests and debugs software modules. +Conducts unit testing. +Understands testing methodologies and principles. +Understands standards for testing. +Executes test scripts. +Reports test results. +Understands and applies IT system security for applications. +Uses a testing tool. +Demonstrates knowledge of tools and technologies used by persons with disabilities to interface with IT systems and services. + +3. Intermediate +Understands systems integration principles (i.e., the methods, practices and policies that are used during a systems integration process, including hardware, software, network and applications). +Understands release and certification processes. +Prepares test cases/scripts. +Carries out complex testing/ validation (e.g., volume testing, integration testing). +Ensures other applications are not affected. +Matches results with expectations in the design document. +Troubleshoots/resolves issues. +Implements test tools. +Applies standards for testing, including a methodology and test plan to address accessibility for persons with disabilities, copyright, privacy, usability and inter-operability. + +4. Advanced +Conducts application testing. +Conducts complex series test scenarios. +Prepares test plans and strategies. +Researches/tests testing tools and makes recommendations. +Develops test practices. +Implements and monitors standards for testing. +Tests standards. +Understands the impact of testing on the environment and other tests being carried out. +Ensures that the right/appropriate tests are being carried out. +Mentors others. +Guides application stakeholders in testing methods and tools. + +5. Expert +Manages integration testing. +Sets standards for cycle testing. +Designs testing methodologies, including a methodology and test plan to address accessibility for persons with disabilities, copyright, privacy, usability and inter-operability. +Develops test standards, best practices and policies. + + + 7. IT Project Management +Knowledge and ability to apply formal project management principles and practices during the planning, implementation, monitoring and completion of projects, ensuring effective management of scope, resources, time, cost, quality, risk and communications. +Knowledge requirements: +Enhanced Management Framework for the management of information technology/projects +Project management concepts, techniques, methods and tools and industry best practices in the management of projects in an IT environment (e.g., Project Management Body of Knowledge (PMBoK)) +Project estimating and planning techniques +Project progress monitoring +Management of change, risk and problem +Human resources management +Government of Canada policies and standards + +1. Introductory +Understands basic concepts (e.g., project goals, risk, scope, participants’ roles, planning and the importance of project management principles such as time, cost and quality management). +Provides input to project plan. + +2. Basic +Understands project reporting. +Develops simple project plans including work breakdown structure and estimates. +Identifies and escalates issues and potential delays. +Manages small, straightforward projects or specific components of larger projects. + +3. Intermediate +Manages a complete multi-stage project in own area. +Identifies, allocates and manages resources needed to meet project objectives. +Develops and manages the project plan, including timelines, deliverables, milestones and costs. +Identifies potential roadblocks and risks and develops contingency plans to deal with them. +Oversees implementation of the project plan, monitors progress, resource usage and quality, and makes needed adjustments. + +4. Advanced +Manages complex, multifaceted/ interrelated projects that span own area or department boundaries. +Conducts comprehensive risk assessment and develops plans for eliminating or mitigating the risks identified. +Mentors other project managers. +Understands the impact of the project on the department as a whole. +Develops complex plans (e.g., with interdependencies or cross-department). +Implements standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +5. Expert +Oversees/manages large, highly complex, diverse or strategic projects that impact the organization as a whole. +Develops departmental policies and standards. +Markets project management principles and benefits across the department. +Sets/evolves the vision of how project management should be done. +Changes project management practices. +Knows multiple projet management disciplines. + + + Breaks down concrete issues into parts and synthesizes succinctly. +Collects and analyses information from a variety of appropriate sources. +Identifies the links between situations and information. + + + + Analyses complex situations, breaking each into its constituent parts. +Recognizes and assesses several likely causal factors or ways of interpreting the information available. +Identifies connections between situations that are not obviously related. + + + + Integrates information from diverse sources, often involving large amounts of information. +Thinks several steps ahead in deciding on best course of action, anticipating likely outcomes. +Develops and recommends policy framework based on analysis of emerging trends. +Gathers information from many sources, including experts, in order to completely understand a problem/situation. + + + + Sees connections, patterns or trends in the information available. +Identifies the implications and possible consequences of trends or events. +Draws logical conclusions, providing options and recommendations. + + + + Identifies multiple relationships and disconnects in processes in order to identify options and reach conclusions. +Adopts a systems perspective, assessing and balancing vast amounts of diverse information on the varied systems and sub-systems that comprise and affect the working environment. +Thinks beyond the organization and into the future, balancing multiple perspectives when setting direction or reaching conclusions (e.g., social, economic, partner, stakeholder interests, short- and long-term benefits, national and global implications). + + + + Identifies important / effective practices that should continue after change is implemented. +Anticipates specific reasons underlying resistance to change and implements approaches that address resistance. + + + Links projects/objectives to department’s/public service’s change initiatives and describes the impact on operational goals. +Presents realities of change and, together with staff, develops strategies for managing it. +Identifies future needs for change that will promote progress toward identified objectives. + + + + Promotes the advantages of change. +Clarifies the potential opportunities and consequences of proposed changes. +Explains how change affects current practices. + + + Identifies and accepts the need and processes for change. +Explains the process, implications and rationale for change to those affected by it. +Invites discussion of views on the change. + + + Maintains ongoing communication with clients. +Regularly and systematically contacts clients or prospective clients to determine their needs. +Uses understanding of client’s perspective to identify constraints and advocate on their behalf. +Works with clients to adapt services, products or solutions to meet their needs. +Encourages co-workers and teams to achieve a high standard of service excellence. +Anticipates areas where support or influence will be required and discusses situation/concerns with appropriate individuals. +Proposes new, creative and sound alternatives to improve client service. + + + Tracks trends and developments that will affect own organization’s ability to meet current and future client needs. +Identifies benefits for clients; looks for ways to add value. +Seeks out and involves clients or prospective clients in assessing services, solutions or products to identify ways to improve. +Communicates the importance of providing appropriate resources that respect the needs of all clients and staff. +Establishes service standards and develops strategies to ensure staff meet them. + + + + Contacts clients to follow up on services, solutions or products to ensure that their needs have been correctly and effectively met. +Understands issues from the client’s perspective. +Keeps clients up-to-date with information and decisions that affect them. +Monitors services provided to clients and makes timely adjustments as required. + + + + Identifies client needs and expectations. +Responds to requests efficiently and effectively. +Takes action beyond explicit request within established service standards. +Refers complex questions to a higher decision-making level. +Meets client needs in a respectful, helpful and responsive manner. +Seeks feedback to develop a clear understanding of client needs and outcomes. +Uses client satisfaction monitoring methodologies to ensure client satisfaction. +Adjusts service based on client feedback. + + + Communicates the organization’s mission, vision and values to external clients. +Strategically and systematically evaluates new opportunities to develop client relationships. +Creates an environment in which concern for diverse client needs and satisfaction are key priorities. +Links a comprehensive and in-depth understanding of clients’ long-term needs and strategies with current and proposed projects/initiatives. +Recommends/ determines strategic business direction to meet projected needs of clients and prospective clients. + + + Makes self available and clearly encourages others to initiate communication. +Listens actively and objectively without interrupting. +Checks own understanding of others’ communication (e.g., repeats or paraphrases, asks additional questions). +Presents appropriate information in a clear and concise manner, both orally and in writing. + + + + Adapts content, style, tone and medium of communication to suit the target audience’s language, cultural background and level of understanding. +Takes others’ perspectives into account when communicating, negotiating or presenting arguments (e.g., presents benefits from all perspectives). +Responds to and discusses issues/questions in an understandable manner without being defensive and while maintaining the dignity of others. +Anticipates reactions to messages and adapts communications accordingly + + + + Elicits comments or feedback on what has been said. +Maintains continuous open and consistent communication with others. +Openly and constructively discusses diverse perspectives that could lead to misunderstandings. +Communicates decisions or recommendations that could be perceived negatively, with sensitivity and tact. +Supports messages with relevant data, information, examples and demonstrations. + + + + Handles complex on-the-spot questions (e.g., from senior public officials, special interest groups or the media). +Communicates complex issues clearly and credibly with widely varied audiences. +Uses varied communication systems, methodologies and strategies to promote dialogue and shared understanding. +Delivers difficult or unpopular messages with clarity, tact and diplomacy. + + + + Continually self-assesses and seeks feedback from others to identify strengths and weaknesses and ways of improving. +Pursues learning opportunities and ongoing development. + + + + Sets challenging goals and standards of excellence for self in view of growth beyond current job. +Actively pursues self-development on an ongoing basis (technically and personally). +Pursues assignments designed to challenge abilities. + + + + Tries new approaches to maximize learning in current situation. +Takes advantage of learning opportunities (e.g., courses, observation of others, assignments, etc.). +Integrates new learning into work methods. + + + + Designs personal learning objectives based on evolving needs of the portfolio or business unit. +Uses organizational change as an opportunity to develop new skills and knowledge. + + + + Is open to new ideas. +Questions the conventional approach and seeks alternatives. +Recognizes when a new approach is needed; integrates new information quickly while considering different options. + + + + Searches for ideas or solutions that have worked in other environments and applies them to the organization. +Uses existing solutions in innovative ways to solve problems. +Sees long-term consequences of potential solutions + + + + Analyzes strengths and weaknesses of current approaches. +Modifies and adapts current methods and approaches to better meet needs. +Identifies alternate solutions based on precedent. +Identifies an optimal solution after weighing the advantages and disadvantages of alternative approaches. + + + + Integrates and synthesizes relevant concepts into a new solution for which there is no previous experience. +Creates new models and methods for the organization. +Identifies flexible and adaptable solutions while still recognizing professional and organizational standards. + + + + Makes straightforward decisions based on pre-defined options using clear criteria/procedures. +Consults with others or refers an issue/situation for resolution when criteria are not clear. +Deals with exceptions within established parameters using clearly specified rules and procedures. +Makes decisions involving little or no consequence of error. +Verifies that the decision/resolution is correct. + + + + Applies guidelines and procedures that leave considerable room for discretion and interpretation. +Makes decisions by weighing several factors, some of which are partially defined and entail missing pieces of critical information. +As needed, involves the right people in the decision making process. +Balances the risks and implications of decisions across multiple issues. +Develops solutions that address the root cause of the problem and prevent recurrence. +Recognizes, analyzes and solves problems across projects and in complex situations. + + + + Applies guidelines and procedures that require some interpretation when dealing with exceptions. +Makes straight - forward decisions based on information that is generally clear and adequate. +Considers the risks and consequences of action and/or decisions. +Makes decisions involving minor consequence of error. +Seeks guidance as needed when the situation is unclear. + + + + Simplifies complex information from multiple sources to resolve issues. +Makes complex decisions for which there are no set procedures. +Considers a multiplicity of interrelated factors for which there is incomplete and contradictory information. +Balances competing priorities in reaching decisions. +Develops solutions to problems, balancing the risks and implications across multiple projects. +Recommends solutions in an environment of risk and ambiguity. + + + + Regularly shares expertise with team members to support continuous learning and improvement. +Advises, guides and coaches others by sharing experiences and discussing how to handle current or anticipated concerns. + + + + Helps team members develop their skills and abilities. +Engages in development and career planning dialogues with employees. +Works with employees and teams to define realistic yet challenging work goals. +Encourages team members to develop learning and career plans and follows-up to guide development and measure progress. +Advocates and commits to ongoing training and development to foster a learning culture. + + + + Provides performance feedback and support, reinforcing strengths and identifying areas for improvement. +Encourages staff to develop and apply their skills. +Suggests to individuals ways of improving performance and competence. + + + + Ensures that resources and time are available for development activities. +Ensures that all employees have equitable access to development opportunities. +Provides opportunities for development through tools, assignments, mentoring and coaching relationships etc. + + + + Uses appeals to reason, data, facts and figures. +Uses concrete examples, visual aids and demonstrations to make a point. +Describes the potential impact of own actions on others and how it will affect their perception of self. + + + + Builds on successful initiatives and best practices internal and external to the organization to gain acceptance for ideas. +Presents pros and cons and detailed analyses to emphasize the value of an idea. +Persuades others by drawing from experience and presenting multiple arguments in order to support a position. + + + + Anticipates the effect of one’s approach or chosen rationale on the emotions and sensitivities of others. +Adapts discussions and presentations to appeal to the needs or interests of others. +Uses the process of give-and-take to gain support. +Builds relationships through fair, honest and consistent behaviour. + + + + Seeks information from others (e.g., colleagues, customers). +Maintains personal contacts in other parts of the organization with those who can provide work-related information. + + + + Seeks opportunities to partner and transfer knowledge (e.g., by actively participating in trade shows, conferences, meetings, committees, multi-stakeholder groups and/or seminars). +Cultivates personal networks in different parts of the organization and effectively uses contacts to achieve results. +Initiates and develops diverse relationships. + + + + Seeks out the expertise of others and develops links with experts and information sources. +Develops and nurtures key contacts as a source of information. +Participates in networking and social events internal and external to the organization. + + + + Builds networks with parties that can enable the achievement of the organization’s strategy. +Brings informal teams of experts together to address issues/needs, share information and resolve differences, as required. +Uses knowledge of the formal or informal structure and the culture to further strategic objectives. + + + + Monitors work to ensure it aligns with formal procedures and the organization’s accountabilities. +Recognizes and uses formal structure, rules, processes, methods or operations to accomplish work. +Actively supports the public service mission and goals. + + + + Achieves solutions acceptable to varied parties based on understanding of issues, climates and cultures in own and other organizations. +Accurately describes the issues and culture of external stakeholders. Uses this information to negotiate goals and initiatives. + + + + Uses informal structures; can identify key decision-makers and influencers. +Effectively uses both formal and informal channels or networks for acquiring information, assistance and accomplishing work goals. + + + + Identifies requirements and uses available resources to meet own work objectives in optimal fashion. +Completes tasks in accordance with plans. +Monitors the attainment of own work objectives and/or quality of the work completed. +Sets priorities for tasks in order of importance. + + + + Considers a range of factors in the planning process (e.g., costs, timing, customer needs, resources available, etc.). +Identifies and plans activities that will result in overall improvement to services. +Challenges inefficient or ineffective work processes and offers constructive alternatives. +Anticipates issues and revises plans as required. +Helps to remove barriers by providing resources and encouragement as needed. + + + + Establishes goals and organizes work by bringing together the necessary resources. +Organizes work according to project and time management principles and processes. +Practices and plans for contingencies to deal with unexpected events or setbacks. +Makes needed adjustments to timelines, steps and resource allocation. +Directs issues to appropriate bodies when unable to resolve them within own area of responsibility. + + + + Establishes alternative courses of action, organizes people and prioritizes the activities of the team to achieve results more effectively. +Ensures that systems are in place to effectively monitor and evaluate progress. +Evaluates processes and results and makes appropriate adjustments to the plan. +Sets, communicates and regularly assesses priorities. + + + + Protects and uses resources and assets in a conscientious and effective manner. +Identifies wasteful practices and opportunities for optimizing resource use. + + + + Allocates and controls resources and assets within own area. +Implements ways of more effectively utilizing resources and assets. +Assigns and communicates roles and accountabilities to maximize team effectiveness; manages workload. + + + + Monitors and ensures the efficient and appropriate use of resources and assets. +Explores ways of leveraging funds to expand program effectiveness. + + + + Assumes personal responsibility and follows up to meet commitments to others. +Understands the goals of the team and each team member’s role within it. +Deals honestly and fairly with others, showing consideration and respect. +Willingly gives support to co-workers and works collaboratively rather than competitively. +Shares experiences, knowledge and best practices with team members. + + + + Builds relationships with team members and with other work units. +Fosters team spirit and collaboration within teams +Discusses problems/ issues with team members that could affect results. +Communicates expectations for teamwork and collaboration. +Facilitates the expression of diverse points of view to enhance teamwork. +Capitalizes on the strengths of all members. +Gives credit for success and acknowledges contributions and efforts of individuals to team effectiveness. + + + + Assumes responsibility for work activities and coordinating efforts. +Promotes team goals. +Seeks others’ input and involvement and listens to their viewpoints. +Shifts priorities, changes style and responds with new approaches as needed to meet team goals. +Suggests or develops methods and means for maximizing the input and involvement of team members. +Acknowledges the work of others. + + + + Ensures that team members have the necessary information to operate effectively. +Establishes the direction/goal(s) for the team. +Lets team members affected by a decision know exactly what is happening and gives a clear rationale for the decision. +Sets an example for team members (e.g., respect of others’ views, team loyalty, cooperating with others). + + + + Values and encourages others’ input and suggestions. +Stimulates constructive discussion of different points of view, focusing on the organization’s strategic objectives, vision or values. +Builds cooperation, loyalty and helps achieve consensus. +Provides constructive feedback and recognizes all contributions. +Ensures the respective strengths of team members are used in order to achieve the team’s overall objectives. + + + + Makes sure the practical needs of the team and team members are met. +Makes decisions by taking into account the differences among team members, and overall team requirements and objectives. +Ensures that the team’s tasks are completed. +Accepts responsibility for the team’s actions and results. + + + + Communicates team successes and organization-wide contribution to other organizational members. +Encourages the team to promote their work throughout the organization. +Establishes the team’s credibility with internal and external stakeholders. + + + + Sets personal work goals in line with operational goals of work area. +Continually evaluates personal progress and actions to ensure alignment with organizational vision and operational goals. +Liaises with others to ensure alignment with the business goals and vision of the organization. + + + + Works with teams to set program/operational goals and plans in keeping with the strategic direction. +Regularly promotes the organization, its vision and values to clients, stakeholders and partners. +Works with staff to set strategic goals for own sector of the organization. +Assesses the gap between the current state and desired future direction and establishes effective ways for closing the gap in own sector. + + + + Effectively communicates and interprets the strategic vision to employees within area of responsibility. +Clearly articulates and promotes the significance and impact of employee contributions to promoting and achieving organizational goals. +Monitors work of team to ensure alignment with strategic direction, vision and values for the organization. +Identifies potential future directions for work area in line with vision. +Proactively helps others to understand the importance of the strategy and vision. + + + + Foresees obstacles and opportunities for the organization and acts accordingly. +Defines issues, generates options and selects solutions, which are consistent with the strategy and vision. +Scans, seeks out and assesses information on potential future directions. +Provides direction and communicates the vision to encourage alignment within the organization. +Energetically and persistently promotes strategic objectives with colleagues in other business lines. + + + + Focuses on a single area of expertise. +Produces analytic and candidate design models to be used for further analysis (e.g., telecommunications, networks). +Demonstrates awareness of other architectures +Validates models created by projects and/or junior staff +Signs off functional models + + + + A good understanding of architecture across the business lines and how they interact although I focused on a single architecture +That I was able to produce frameworks for a single architecture +That I was able to assess new requirements and make design recommendations +That I signed off on architectural models +That I was able to manage transformations +That I was able to define metadata models and information models +That I was able to monitor standards +============================================== + NEW +============================================== +Demonstrates good understanding of architecture across the business lines and how they interact but focuses on a single architecture. +Produces frameworks for a single architecture. +Assesses new requirements and makes design recommendations. +Signs off architecture models. +Manages transformations. +Defines metadata models and information models. +Monitors standards. + + + Creates basic models based upon specifications. +Defines key terms and concepts. + + + + Possesses basic understanding of architecture principles. +Reads and understands architecture specifications and models. +Distinguishes between different architecture domains. + + + + Understands how architecture relates to the organization's vision, how new business fits in the current business lines, the integration of business and technology, and relates government priorities to target architectures. +Builds corporate data models. +Delivers and signs off frameworks for architectures and integration models. +Recommends priorities for business based upon the architecture. +Understands and applies TB standards (e.g., ISO, WC3 Quality standards). +Addresses governance issues. +Defines metadata models at the enterprise level, information models and the interoperability model. +Extends the body of knowledge and contributes to government standards. + + + + Works at the "integration level" by understanding the business architecture and its relationship to other architectures. +Makes recommendations to senior management on strategies and plans. +Carries out environmental scans of architecture. +Assesses corporate impacts of changes and recommends strategies to senior management. +Develops complex business cases across multiple business lines and platforms. +Sets standards for compliance and governance structures. + + + + Understands client business requirements, business roles, business planning and business processes. +Understands and works within governance principles. +Understands audit and compliance principles, change management principles and the impact of changes. +Understands how technologies can enable business processes. +Translates business requirements into technical requirements. +Develops clear requirement statements that reflect business needs as well as privacy, accessibility for persons with disabilities, usability and inter-operability. +Develops simple business cases. +Carries out simple business process reengineering, models and redesign processes. + + + Demonstrates awareness of business rules and concepts. + + + + Understands business lines. +Understands basic government and departmental services. +Drafts simple requirements. + + + + Validates business requirements, applies government and corporate priorities. +Gathers/refines complex business requirements, recommends or makes decisions on business requirements / interdependencies. +Develops complex business cases. +Carries out impact analyses and environmental scans to make recommendations. +Leads business process reengineering. +Presents and defends complex positions and strategies for business decisions, processes and plans. +Guides other business analysts. +Advises on compliance, governance structures and audit principles. + + + + Demonstrates awareness of the platform principles and procedures. +Understands need for capacity planning and performance management. +Operates the platform at a simple level under supervision. +Demonstrates awareness of the standards for the platform. + + + + Understands the platform technology and concepts. +Understands how basic concepts relate to each other and applies them. +Understands how the platform integrates with other environments, at a basic level, from an end-user perspective. +Operates the platform at a simple level. +Troubleshoots basic physical or software problems. +Understands and applies the standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + + + + Demonstrates broad knowledge of Government of Canada and the role of PWGSC in procurement. +Understands the values and ethics involved in procurement. +Demonstrates basic understanding of procurement process for IT services and goods. + + + + Knows the procurement cycle and processes, gathering of information through RFIs and RFPs, roles of interdepartmental partners and the proposal/ evaluation processes. +Demonstrates a general knowledge of procurement and conducts low-level procurement. +Evaluates products and services and identifies the vehicle(s) to use. +Provides advice on reporting and inventory, policies and procedures. +Establishes partnerships with Finance. +Understands IT asset business and language. +Formulates and applies performance management guidelines to asset management. + + + + Understands Treasury Board and corporate processes, standards and governance structures. +Assists in gathering requirements from the business. +Understands internal procurement processes for IT services and goods. + + + + Understands basic concepts (e.g., project goals, risk, scope, participants’ roles, planning and the importance of project management principles such as time, cost and quality management). +Provides input to project plan. + + + + Manages a complete multi-stage project in own area. +Identifies, allocates and manages resources needed to meet project objectives. +Develops and manages the project plan, including timelines, deliverables, milestones and costs. +Identifies potential roadblocks and risks and develops contingency plans to deal with them. +Oversees implementation of the project plan, monitors progress, resource usage and quality, and makes needed adjustments. + + + + Understands project reporting. +Develops simple project plans including work breakdown structure and estimates. +Identifies and escalates issues and potential delays. +Manages small, straightforward projects or specific components of larger projects. + + + + + Manages complex, multifaceted/ interrelated projects that span own area or department boundaries. +Conducts comprehensive risk assessment and develops plans for eliminating or mitigating the risks identified. +Mentors other project managers. +Understands the impact of the project on the department as a whole. +Develops complex plans (e.g., with interdependencies or cross-department). +Implements standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + + + +  Demonstrates awareness of security requirements. + Demonstrates awareness of certification policies. + Demonstrates awareness of privacy requirements and standards. + + +  Understands concepts of IT security and its application to computer systems architecture. + + + + + + + + + + + + + IT Senior Advisor, IT Enterprise Architecture + +* CLIENT SERVICE RESULTS * + +Expert technical advice and strategic direction on the evolving state of the department/agency's enterprise architecture, and the provision of enterprise architectural frameworks, standards, policies, plans and designs for business and technology solutions and services, in support of service delivery to internal or external clients, and stakeholders. + +Definitions: + +IT infrastructure – refers to the set of hardware, software and networks including, as examples, Local Area Network, Municipal Area Network and Wide Area Network (LAN/MAN/WAN) systems, cloud technologies and services, networking devices, workstations, computers, mobile devices, voice/data systems, servers, IT peripheral equipment, operating system and enterprise software, and IT-related systems. + +Service management – refers to the set of service capabilities and practices used to operate and maintain IT services for clients and stakeholders. + +Systems development life-cycle methodologies – refers to the methodologies used in planning, requirements and analysis, design, development, integration, testing and implementation of information systems and software solutions for clients and stakeholders. + +* KEY ACTIVITIES * + +Acts as the department/agency's expert technical authority on the acquisition, development, integration, testing, implementation and maintenance of enterprise architecture and services. Leads or participates in project teams involved in specialized enterprise architecture projects. + +Provides expert advice to senior management, clients and colleagues on current and required technical changes to the departmental/agency enterprise architecture and services, frameworks, strategies and roadmaps, technologies, tools and products, cloud technologies and services, technology interoperability on various platforms, technology life cycle management, integrity of corporate and client applications, the roll-out of technologies, service management and technical support in order to achieve the department/agency's corporate objectives. + +Provides expert technical advice and guidance to senior management, other departmental organizations, and external client and partner organizations on the design, development, integration, testing, implementation and maintenance of enterprise architecture. Provides expert advice to support managers and project teams on all technical issues relating to enterprise architecture. + +Designs and develops departmental/agency enterprise architecture frameworks and roadmaps, and develops and recommends large, strategic enterprise architecture improvement initiatives to departmental/agency stakeholders, in order to ensure that the enterprise architecture and services effectively support the department/agency's requirements. + +Advises clients on IT policies, procedures and standards, interprets and disseminates government policies, standards and guidelines, and develops and implements departmental/agency standards and policies. + +Researches best practices and current trends in enterprise architecture and services, engages in technical activities, resolves technical issues and facilitates technical solutions. + +Represents the organization on internal, inter-departmental/agency and other government committees, meetings and working groups concerned with enterprise architecture, and liaises with industry representatives while conducting research into new technologies. + +Provides expert advice to senior management to support decisions to improve various aspects of the departmental/agency enterprise architecture including technical support, enterprise architecture frameworks, strategies and roadmaps, technologies, tools and services, and problem management. + +Chairs and facilitates project-related meetings with project sponsors, other stakeholders and vendor representatives. + +Develops strategies and project plans for management approval. Negotiates service level agreements and goods and services contracts with suppliers. Prepares requests for proposal specifications and develops evaluation criteria. + +* SKILL * + + +The work requires knowledge of: + +• Theories, principles and practices of computer science, information systems, IT infrastructure, cloud technologies and services, systems development life-cycle methodologies, information management and information technology (IM/IT), IT architectures, service management, quality assurance and testing, problem management, IT security, enterprise architecture, enterprise architecture methodologies, and IT strategies and plans. This knowledge is required to support enterprise architecture and services, to ensure optimum enterprise architecture and services, and to serve as an expert source of knowledge in issue and problem resolution. + +• Principles, theories and practices of enterprise architecture and design, hardware and software engineering, systems development, management and maintenance in order to address and resolve complex, large and wide-ranging enterprise architecture requirements, planning and projects for the department/agency and departmental/agency clients that ensures robust, reliable enterprise architecture solutions across all departmental/agency IT infrastructure and platforms including enterprise servers, cloud technologies and services, storage devices and systems, mobile devices, and other related IT systems. + +• Enterprise architecture solutions, technologies and industry-wide platform standards in order to provide expert advice and guidance to clients and senior management on major decisions for enterprise architecture improvements; and to provide resolution to complex technical issues, identify and document key technical requirements, lead in-depth technical research studies, influence contracting and outsourcing decisions, and design, develop and implement enterprise architecture strategy, policy and service delivery. + +• Government and departmental/agency policies, programs, objectives, services and priorities in order to recommend options and solutions to enhance departmental/agency enterprise architecture and services, in keeping with departmental/agency directions. + +• Departmental/agency, federal, Canadian and international standards in enterprise architecture processes, practices, services and tools in order to facilitate technical support and services with architectural frameworks, strategies and roadmaps, platforms, technologies, tools, vendor and contract management, cloud technologies and services, technology interoperability on various platforms, technology life cycle management, integrity of corporate and client applications, roll-out of technologies, and problem management in enterprise architecture. + +• Business activities, operations and services in order to evaluate proposals, recommend enterprise architecture IT solutions and reach consensus among client groups on issues such as technical and client requirements, and the implementation of organization-wide enterprise architecture IT standards. + +• Legislation, regulations and government policies in order to provide advice, guidance and support to senior management, clients and technical staff on enterprise architecture solutions and services. + +• Principles, techniques and practices of project management in order to plan, allocate, monitor and approve the work performed by project teams on enterprise architecture projects, programs and research for delivery of enterprise architecture and services. + +• Negotiation theories and practices in order to effectively work with a variety of internal and external stakeholders and senior management to determine complex service agreements, resolve contracting disputes and issues, understand positions on requirements, coordinate technical projects with various departmental/agency partners, and seek resolutions to contentious technology problems. + +• Principles, theories and practices of service management to contribute to the planning and management of enterprise architecture and services. + +• Contract management policies, practices and procedures in order to develop, negotiate and manage goods and services contracts related to enterprise architecture and services. + +The work also requires: + +• Analytical skills in order to conceptualize and articulate the development of enterprise architectures, frameworks, strategies, services and plans. + +• Analytical skills in order to identify and assess complex technical issues and key technical requirements, to evaluate and influence sourcing and contract decisions, to develop service delivery strategies, and to research technical studies and trends with enterprise architecture and technologies and industry-wide platform standards, for the purpose of departmental/agency enterprise architecture improvements. + +• Verbal and writing skills in order to communicate complex technical information, to provide authoritative technical advice and guidance to clients, management, contractors, suppliers and other technical staff, and to make presentations to senior management. + +• Negotiation and consultation skills in order to outline and resolve key technical requirements with clients, to negotiate service levels and service agreements with partners and suppliers, and to gain support from senior technical staff on the resolution of complex technical issues and development of enterprise architecture. + +• Writing skills in order to produce technology strategies, complex technical documents, plans, contract specifications, correspondence and other documents related to enterprise architecture. + +• Communication skills in order to articulate technical information, to provide expert advice, and to make presentations to senior management and key stakeholders dealing with complex technical subject matter. + +• Coaching and mentoring skills in order to coach individuals in technical skills and abilities. + +• Maintaining knowledge of trends, developments and challenges in business, technology, enterprise architecture, service management, testing, project management methodologies and practices, in order to serve as an expert source of knowledge. Participates in symposiums and seminars related to enterprise architecture. + +* EFFORT * + + +Intellectual: + +Intellectual effort is required to: + +• Conceptualize and articulate the development of complex enterprise architecture and frameworks, working effectively with a variety of senior departmental/agency and external stakeholders, and maintaining a strong understanding/focus on departmental/agency demands and competing priorities, leading to the development of large-scale enterprise architecture strategies, plans and systems that meet the department/agency's technology goals and objectives. + +• Conduct research and assess trends and developments in order to identify opportunities for the enhancement of departmental/agency processes that could result in cost savings, increased productivity and improved client service. + +• Provide expert advice in order to respond to business needs using enterprise architecture and services and provide direction and guidance to stakeholders. + +• Review complex technical reports, product evaluations and proposed system plans, working with senior technical personnel within the department/agency, central agencies and external departments/agencies, in order to determine options and alternatives and to minimize risks for major improvements to the departmental/agency enterprise architecture and services. + +• Design and develop enterprise architecture and frameworks, write detailed technical reports, recommend new initiatives or services, develop and evaluate recommendations, make presentations to senior client representatives, and negotiate goods and services contracts with suppliers. + +• Identify and analyze the IT needs of the department/agency and the path of the evolution of the enterprise architecture and services which can best address those needs; make recommendations to corporate IT senior managers and to clients. + +• Develop and prepare requests for proposal specifications, determine evaluation criteria, prepare project plans, and negotiate service level agreements and goods and services contracts with suppliers. + +• Research technical studies and evaluate trends with enterprise architecture and technologies and industry-wide platform standards in order to: guide management and departmental/agency decision-making on enterprise architectures improvements; identify and resolve complex technical issues and key technical requirements for sourcing and contract decisions; and develop, design and implement information systems strategies and policies used in service delivery. + +Judgment and innovative thinking are required to advise and make recommendations on services and systems for clients that meet complex departmental/agency technology goals and objectives. + +Activities, recommendations and decisions have an impact on the department/agency and affect: the successful planning, development and delivery of the department/agency's enterprise architecture and services; the expenditure of funds related to budgets, contracts and capital expenditures; the effective utilization of human resources; the development of detailed enterprise architecture frameworks, technology strategies and policies; the attainment of corporate objectives and the alignment of expected results; and on the efficient technology operations and services provided by the department/agency. + +Sensory: + +The work requires regular periods of sensory effort, such as listening, and reading or reviewing data and documentation. Sustained attention is required to detect errors and inconsistencies in the implementation of the enterprise architecture and services. + +Physical: + +The work requires sitting for prolonged periods while writing reports, business plans, presentations and memos, and while participating in lengthy meetings and conference calls; however, there is the opportunity to take breaks or to shift between tasks. + +* RESPONSIBILITIES * + + +Responsible for contacts with senior departmental/agency managers, central agencies, other external organizations, senior technical staff, clients and stakeholders, in order to negotiate and obtain agreement on requirements for services, consult on the resolution of complex technical issues, and seek common understanding and support on key technologies and frameworks on which to base solutions. + +Acts as the departmental/agency authority and provides expert technical guidance to technical advisors, managers, program specialists and work teams; leads inter-departmental/agency committees and diverse project teams on an ad hoc basis. Provides input to performance appraisals for technical personnel assigned to projects. + +Contributes to plans for financial resources for projects and ongoing operational needs, prepares cost estimates and recommendations (including cost benefit, technical and risk analysis) for equipment, software, contracts or professional services, and prepares business cases in order to help determine the most cost effective and lowest risk approach for developing, implementing and maintaining enterprise architecture and services. + +Manages allocated ad hoc project budgets, identifies the need for expenditures for supplies, equipment and contract services in order to support project requirements within approved budgets. Negotiates and manages service level agreements and contracts with suppliers of technical expertise and computer systems software; commits expenditures within established guidelines and procedures. Initiates contract process for services and approves payments on the fulfillment of contract technical specifications. + +Chairs or facilitates project-related meetings with project sponsors, other stakeholders and vendor representatives. + +* WORKING CONDITIONS * + + +Psychological: + +The work requires continuous exposure to heavy workloads, tight deadlines, changing priorities, pressure for immediate problem resolution and competing demands from clients and stakeholders. + +Physical: + +There is a requirement to work in a typical or open office environment resulting in frequent distractions from office conversations, telephones and interruptions from colleagues. + + + + + + + + + + + Technical Competency Dictionary for the IT Community +Community & Collaboration Division (CCD) +Treasury Board of Canada, Secretariat +November, 2011 + +Introduction +Competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviours needed for successful job performance. Often competencies reflect very general attributes common to all jobs (e.g., analytical thinking, problem solving, client orientation). However, the goal of the present exercise was to identify technical competencies - competencies required from incumbents occupying various jobs/roles in the IT Community that reflect the unique knowledge and skill set expected from these IT employees – that would complement the Behavioural Competency Dictionary. The resulting Technical Competency Dictionary for the IT Community was developed in partnership with subject matter experts in the IT Community and is the outcome of numerous interviews and discussions with CS representatives in different roles and levels from several large departments. + +How Are the Competencies Structured? +For all competencies in the dictionary, a brief definition is provided as well as a list of points of knowledge required. Each competency also includes a proficiency scale that indicates the full range of expression of the competency. Each proficiency scale has five levels indicating the depth and breadth to which knowledge and skill are required in the job. Each proficiency level is described in terms of behavioural indicators. The behaviours at each level of the scale are illustrative rather than definitive; that is, other examples of behaviour are possible and can be used at each level. Each competency scale is cumulative which means that, although behaviours from lower levels are not repeated at higher level, they nonetheless apply. + +1. Introductory - Demonstrates introductory understanding and ability and, with guidance, applies the competency in a few simple situations. +2. Basic - Demonstrates basic knowledge and ability and, with guidance, can apply the competency in common situations that present limited difficulties. +3. Intermediate - Demonstrates solid knowledge and ability, and can apply the competency with minimal or no guidance in the full range of typical situations. Would require guidance to handle novel or more complex situations. +4. Advanced - Demonstrates advanced knowledge and ability, and can apply the competency in new or complex situations. Guides other professionals. +5. Expert - Demonstrates expert knowledge and ability, and can apply the competency in the most complex situations. Develops new approaches, methods or policies in the area. Is recognized as an expert, internally and/or externally. Leads the guidance of other professionals. + + + Behavioural Competency Dictionary +Treasury Board of Canada, Secretariat +November 2011 + +What are Competencies? +Competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviours needed for successful job performance. Competencies are not new. What is new is their integrated use across human resource functions. + +How Are the Competencies Structured? +For all competencies in the dictionary, a definition is provided. Each competency also includes a proficiency scale that indicates the full range of expression of the competency. Most proficiency scales have five levels. Each proficiency level is described in terms of behavioural indicators. The behaviours at each level of the scale are illustrative rather than definitive; that is other examples of behaviour are possible. Each competency scale is cumulative which means that, although behaviours from lower levels are not repeated at higher level, they nonetheless apply. + +How to Use this Dictionary? +The contents of this dictionary represent the behavioural or non-technical competencies that apply to jobs in the federal Public Service. The dictionary can be used for a variety of purposes including recruitment and staffing, learning and career development and performance management. For each job, choose the competencies and proficiency levels that are most critical to performance excellence. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + OCHRO Digital Suite of Tools +Universal Competencies (ALL) + + + + v0.1.20211015 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + http://www.gcpedia.gc.ca/wiki/CIO_Suite/Organizational_Models/Enterprise_Architecture +Enterprise Architecture Option 1.1.1 + +What are Competency Dictionaries? +https://www.gcpedia.gc.ca/wiki/CIO_Suite/Competencies/Dictionaries +Competency dictionaries are catalogues of all competencies, both behavioural (non-technical) and technical, that apply to an organization or a community. They describe successful performance as observable, measureable behaviours and ensure that there is common, universally understood terminology linked to performance expectations. (For example, a consistent, clear description of what effective communication looks like on the job.) + +There are two types of competencies required for success in IT jobs: + +Behavioural competencies reflect general attributes that are common to many jobs. They are fundamental to success, transferrable and they enable employees to be versatile. Examples of behavioural competencies include creative thinking and risk management. +Technical competencies reflect the technical knowledge and skill required to perform in an IT discipline, function or "stream". Like behavioural competencies, they too are fundamental to success and are described in the dictionary as on-the-job actions. Examples of technical competencies include business analysis and testing. + +Universal Competency Levels +http://www.gcpedia.gc.ca/wiki/CIO_Suite +LEVEL - BEHAVIOUR - BEHAVIOUR DESCRIPTION - FOCUS +1 - Introductory +Demonstrates introductory understanding and ability and, with guidance, applies the competency in a few simple situations. +Applying this competency, with guidance, in a few simple situations. + +2 - Basic +Demonstrates basic knowledge and ability and, with guidance, can apply the competency in common situations that present limited difficulties. +Applying this competency, with guidance, in common situations that present limited difficulties. + +3 - Intermediate +Demonstrates solid knowledge and ability, and can apply the competency with minimal or no guidance in the full range of typical situations. Would require guidance to handle novel or more complex situations. +Minimal or no guidance required in the full range of typical situations. Guidance required with novel or more complex situations. + +4 - Advanced +Demonstrates advanced knowledge and ability, and can apply the competency in new or complex situations. Guides other professionals. +Applying this competency in new or complex situations. Able to guide others. + +5 - Expert +Demonstrates expert knowledge and ability, and can apply the competency in the most complex situations. Develops new approaches, methods or policies in the area. Is recognized as an expert, internally and/or externally. Leads the guidance of other professionals. +Applying the competency in the most complex situations and developing new approaches, methods or policies. Recognized widely as an expert. Leads the guidance of others. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + OCHRO Digital Suite of Tools +Universal Competencies (ALL) + + + + v0.1.20211015 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 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+Accepts that things will change. +Seeks clarification when faced with ambiguity or uncertainty. +Demonstrates willingness to try new approaches. +Suspends judgment; thinks before acting. +Acknowledges the value of others’ contributions regardless of how they are presented. + +Level 2: Adapts one’s work to a situation +Adapts personal approach to meet the needs of different or new situations. +Seeks guidance in adapting behaviour to the needs of a new of different situation. + +Level 3: Adapts to a variety of changes +Adapts to new ideas and initiatives across a wide variety of issues or situations. +Shifts priorities, changes style and responds with new approaches as needed to deal with new or changing demands. + +Level 4: Adapts to large, complex and/or frequent changes +Publicly supports and adapts to major/fundamental changes that show promise of improving established ways of operating. +Seeks opportunities for change in order to achieve improvement in work processes, systems, etc. +Maintains composure and shows self control in the face of challenges and change. + +Level 5: Adapts organizational strategies +Anticipates change and makes large or long-term adaptations in organization in response to the needs of the situation. +Performs effectively amidst continuous change, ambiguity and, at times, apparent chaos. +Shifts readily between dealing with macro-strategic issues and critical details. + + +Note: “Adaptability” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders. + + + Analytical Thinking (Competency) + Analytical Thinking: Interpreting, linking, and analyzing information in order to understand issues + +Level 1: Analyzes and synthesizes information +Breaks down concrete issues into parts and synthesizes succinctly. +Collects and analyses information from a variety of appropriate sources. +Identifies the links between situations and information. + +Level 2: Identifies critical relationships +Sees connections, patterns or trends in the information available. +Identifies the implications and possible consequences of trends or events. +Draws logical conclusions, providing options and recommendations. + +Level 3: Analyses complex relationships +Analyses complex situations, breaking each into its constituent parts. +Recognizes and assesses several likely causal factors or ways of interpreting the information available. +Identifies connections between situations that are not obviously related. + +Level 4: Applies broad analysis +Integrates information from diverse sources, often involving large amounts of information. +Thinks several steps ahead in deciding on best course of action, anticipating likely outcomes. +Develops and recommends policy framework based on analysis of emerging trends. +Gathers information from many sources, including experts, in order to completely understand a problem/situation. + +Level 5: Applies a systems perspective to the analysis of enterprise-wide issues +Identifies multiple relationships and disconnects in processes in order to identify options and reach conclusions. +Adopts a systems perspective, assessing and balancing vast amounts of diverse information on the varied systems and sub-systems that comprise and affect the working environment. +Thinks beyond the organization and into the future, balancing multiple perspectives when setting direction or reaching conclusions (e.g., social, economic, partner, stakeholder interests, short- and long-term benefits, national and global implications). + + +Note: “Analytical Thinking” links to the competency “Strategic Thinking” identified as relevant for federal Public Service leaders. + + + Conflict Management (Competency) + Conflict Management +Preventing, managing and/or resolving conflicts +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Identifies conflict +Addresses existing conflict +Anticipates and addresses sources of potential conflict +Introduces strategies for resolving existing and potential conflict +Creates an environment where conflict is resolved appropriately + +Recognizes that there is a conflict between two or more parties. + +Brings conflict to the attention of the appropriate individual(s). + +Listens to differing points of view and emphasizes points of agreement as a starting point to resolving differences. + +Openly identifies shared areas of interest in a respectful and timely manner. + +Anticipates and takes action to avoid/reduce potential conflict (e.g., by encouraging and supporting the various parties to get together and attempt to address the issues themselves). + +Refocuses teams on the work and end-goals, and away from personality issues. + +Provides consultation to or obtains consultation  mediation for those who share few common interests and who are having a significant disagreement. + +Introduces innovative strategies for effectively dealing with conflict (e.g., mediation, collaborative and “mutual gains” strategies). + +Creates a conflict-resolving environment by anticipating and addressing areas where potential misunderstanding and disruptive conflict could emerge. + +Models constructive approaches to deal with opposing views when personally challenging the status quo and when encouraging others to do so as well. +Note: “Conflict Management” links to the competency “Management Excellence – People Management,” identified as relevant for federal Public Service leaders. + + + Communication (Competency) + Communication +Listening to others and communicating in an effective manner that fosters open communication +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Listens & clearly presents information +Fosters two-way communication +Adapts communication to others +Communicates complex messages +Communicates strategically + +Makes self available and clearly encourages others to initiate communication. + +Listens actively and objectively without interrupting. + +Checks own understanding of others’ communication (e.g., repeats or paraphrases, asks additional questions). + +Presents appropriate information in a clear and concise manner, both orally and in writing. + +Elicits comments or feedback on what has been said. + +Maintains continuous open and consistent communication with others. + +Openly and constructively discusses diverse perspectives that could lead to misunderstandings. + +Communicates decisions or recommendations that could be perceived negatively, with sensitivity and tact. + +Supports messages with relevant data, information, examples and demonstrations. + +Adapts content, style, tone and medium of communication to suit the target audience’s language, cultural background and level of understanding. + +Takes others’ perspectives into account when communicating, negotiating or presenting arguments (e.g., presents benefits from all perspectives). + +Responds to and discusses issues/questions in an understandable manner without being defensive and while maintaining the dignity of others. + +Anticipates reactions to messages and adapts communications accordingly + +Handles complex on-the-spot questions (e.g., from senior public officials, special interest groups or the media). + +Communicates complex issues clearly and credibly with widely varied audiences. + +Uses varied communication systems, methodologies and strategies to promote dialogue and shared understanding. + +Delivers difficult or unpopular messages with clarity, tact and diplomacy. + +Communicates strategically to achieve specific objectives (e.g., considering such aspects as the optimal message to present, timing and forum of communication). + +Identifies and interprets departmental policies and procedures for superiors, subordinates and peers. + +Acknowledges success and the need for improvement. +Note: “Communication” links to the competencies “Management Excellence – People Management” and ”Engagement”, identified as relevant for federal Public Service leaders. + + + Client Focus (Competency) + Client Focus +Identifying and responding to current and future client needs; providing service excellence to internal and external clients; ensuring the use of information and services that are barrier-free and accessible for persons with disabilities. +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Responds to client requests +Builds positive client relations +Anticipates and adaptsto client needs +Fosters a client-focused culture +Considers the strategic direction of client focus + +Identifies client needs and expectations. + +Responds to requests efficiently and effectively. + +Takes action beyond explicit request within established service standards. + +Refers complex questions to a higher decision-making level. + +Meets client needs in a respectful, helpful and responsive manner. + +Seeks feedback to develop a clear understanding of client needs and outcomes. + +Uses client satisfaction monitoring methodologies to ensure client satisfaction. + +Adjusts service based on client feedback. + +Contacts clients to follow up on services, solutions or products to ensure that their needs have been correctly and effectively met. + +Understands issues from the client’s perspective. + +Keeps clients up-to-date with information and decisions that affect them. + +Monitors services provided to clients and makes timely adjustments as required. + +Maintains ongoing communication with clients. + +Regularly and systematically contacts clients or prospective clients to determine their needs. + +Uses understanding of client’s perspective to identify constraints and advocate on their behalf. + +Works with clients to adapt services, products or solutions to meet their needs. + +Encourages co-workers and teams to achieve a high standard of service excellence. + +Anticipates areas where support or influence will be required and discusses situation/concerns with appropriate individuals. + +Proposes new, creative and sound alternatives to improve client service. + +Tracks trends and developments that will affect own organization’s ability to meet current and future client needs. + +Identifies benefits for clients; looks for ways to add value. + +Seeks out and involves clients or prospective clients in assessing services, solutions or products to identify ways to improve. + +Communicates the importance of providing appropriate resources that respect the needs of all clients and staff. + +Establishes service standards and develops strategies to ensure staff meet them. + +Communicates the organization’s mission, vision and values to external clients. + +Strategically and systematically evaluates new opportunities to develop client relationships. + +Creates an environment in which concern for diverse client needs and satisfaction are key priorities. + +Links a comprehensive and in-depth understanding of clients’ long-term needs and strategies with current and proposed projects/initiatives. + +Recommends/ determines strategic business direction to meet projected needs of clients and prospective clients. +Note: “Client Focus” links to the competency “Engagement,” identified as relevant for federal Public Service leaders. + + + Change Leadership (Competency) + <UP TO HERE> Change Leadership +Managing, leading and enabling the process of change and transition while helping others deal with their effects +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Makes others aware of change +Underscores the positive nature of change +Manages the process for change +Aligns change initiatives with organizational objectives +Champions change + +Identifies and accepts the need and processes for change. + +Explains the process, implications and rationale for change to those affected by it. + +Invites discussion of views on the change. + +Promotes the advantages of change. + +Clarifies the potential opportunities and consequences of proposed changes. + +Explains how change affects current practices. + +Identifies important / effective practices that should continue after change is implemented. + +Anticipates specific reasons underlying resistance to change and implements approaches that address resistance. + +Links projects/objectives to department’s/public service’s change initiatives and describes the impact on operational goals. + +Presents realities of change and, together with staff, develops strategies for managing it. + +Identifies future needs for change that will promote progress toward identified objectives. + +Creates an environment that promotes and encourages change or innovation. + +Shares and promotes successful change efforts throughout the organization. + +Personally communicates a clear vision of the broad impact of change. +Note: “Change Leadership” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders. + + + Developing Others (Competency) + Developing Others +Fostering the development of others by providing a supportive environment for enhanced performance and professional growth +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Shares expertise with others +Supports individual development and improvement +Promotes ongoing learning and development +Provides opportunities for development +Creates a continuous learning and development environment + +Regularly shares expertise with team members to support continuous learning and improvement. + +Advises, guides and coaches others by sharing experiences and discussing how to handle current or anticipated concerns. + +Provides performance feedback and support, reinforcing strengths and identifying areas for improvement. + +Encourages staff to develop and apply their skills. + +Suggests to individuals ways of improving performance and competence. + +Helps team members develop their skills and abilities. + +Engages in development and career planning dialogues with employees. + +Works with employees and teams to define realistic yet challenging work goals. + +Encourages team members to develop learning and career plans and follows-up to guide development and measure progress. + +Advocates and commits to ongoing training and development to foster a learning culture. + +Ensures that resources and time are available for development activities. + +Ensures that all employees have equitable access to development opportunities. + +Provides opportunities for development through tools, assignments, mentoring and coaching relationships etc. + +Provides long-term direction regarding learning needs for staff and how to pursue the attainment of this learning. + +Institutes organization-wide mechanisms and processes to promote and support continuous learning and improvement. + +Manages the learning process to ensure it occurs by design rather than by chance. +Note: “Developing Others” links to the competency “Management Excellence – People Management” identified as relevant for federal Public Service leaders. + + + Continuous Learning (Competency) + Continuous Learning +Identifying and addressing individual strengths and weaknesses, developmental needs and changing circumstances to enhance personal and organizational performance +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Assesses and monitors oneself to maintain personal effectiveness +Seeks to improve personal effectiveness in current situation +Seeks learning opportunities beyond current requirements +Aligns personal development with objectives of organization +Aligns personal learning with anticipated change in organizational strategy + +Continually self-assesses and seeks feedback from others to identify strengths and weaknesses and ways of improving. + +Pursues learning opportunities and ongoing development. + +Tries new approaches to maximize learning in current situation. + +Takes advantage of learning opportunities (e.g., courses, observation of others, assignments, etc.). + +Integrates new learning into work methods. + +Sets challenging goals and standards of excellence for self in view of growth beyond current job. + +Actively pursues self-development on an ongoing basis (technically and personally). + +Pursues assignments designed to challenge abilities. + +Designs personal learning objectives based on evolving needs of the portfolio or business unit. + +Uses organizational change as an opportunity to develop new skills and knowledge. + +Identifies future competencies and expertise required by the organization and develops and pursues learning plans accordingly. + +Continuously scans the environment to keep abreast of emerging developments in the broader work context. +Note: “Continuous Learning” links to the competency “Strategic Thinking” identified as relevant for federal Public Service leaders. + + + Creative Thinking (Competency) + Creative Thinking +Questioning conventional approaches, exploring alternatives and responding to challenges with innovative solutions or services, using intuition, experimentation and fresh perspectives. +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Acknowledges the need for new approaches +Modifies current approaches +Introduces new approaches +Creates new concepts +Nurtures creativity + +Is open to new ideas. + +Questions the conventional approach and seeks alternatives. + +Recognizes when a new approach is needed; integrates new information quickly while considering different options. + +Analyzes strengths and weaknesses of current approaches. + +Modifies and adapts current methods and approaches to better meet needs. + +Identifies alternate solutions based on precedent. + +Identifies an optimal solution after weighing the advantages and disadvantages of alternative approaches. + +Searches for ideas or solutions that have worked in other environments and applies them to the organization. + +Uses existing solutions in innovative ways to solve problems. + +Sees long-term consequences of potential solutions + +Integrates and synthesizes relevant concepts into a new solution for which there is no previous experience. + +Creates new models and methods for the organization. + +Identifies flexible and adaptable solutions while still recognizing professional and organizational standards. + +Develops an environment that nurtures creative thinking, questioning and experimentation. + +Encourages challenges to conventional approaches. + +Sponsors experimentation to maximize potential for innovation. +Note: “Creative Thinking” links to the competencies “Strategic Thinking” and “Engagement,” identified as relevant for federal Public Service leaders. + + + Results Orientation (Competency) + Results Orientation +Focusing personal efforts on achieving results consistent with the organization’s objectives +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Strives to meet work expectations +Consistently meets established expectations +Surpasses established expectations +Seeks out significant challenges +Pursues excellence on an organizational level + +Sets goals and works to meet established expectations; maintains performance levels. + +Pursues organizational objectives with energy and persistence, Sets high personal standards for performance. + +Adapts working methods in order to achieve objectives. + +Accepts ownership of and responsibility for own work. + +Consistently achieves established expectations through personal commitment. + +Makes adjustments to activities/processes based on feedback. + +Exceeds current expectations and pushes for improved results in own performance. + +Takes on new roles and responsibilities when faced with unexpected changes. + +Seeks significant challenges outside of current job scope. + +Works on new projects or assignments that add value without compromising current accountabilities. + +Guides staff to achieve tasks, goals, processes and performance standards. + +Models excellence and motivates fellow organizational members to follow his/her example. + +Encourages constructive questioning of policies and practices; sponsors experimentation and innovation. + +Holds staff accountable for achieving standards of excellence and results for the organization. +Note: “Results Orientation” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders. + + + Organizational & Environemental Awareness (Competency) + Organizational and Environmental Awareness +Understanding the workings, structure and culture of the organization as well as the political, social and economic issues, to achieve results +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Understands formal structure +Understands informal structure and culture +Effectively operates in external environments +Understands organizational politics, issues and external influences +Operates effectively in a broad spectrum of political, cultural and social milieu + +Monitors work to ensure it aligns with formal procedures and the organization’s accountabilities. + +Recognizes and uses formal structure, rules, processes, methods or operations to accomplish work. + +Actively supports the public service mission and goals. + +Uses informal structures; can identify key decision-makers and influencers. + +Effectively uses both formal and informal channels or networks for acquiring information, assistance and accomplishing work goals. + +Achieves solutions acceptable to varied parties based on understanding of issues, climates and cultures in own and other organizations. + +Accurately describes the issues and culture of external stakeholders. Uses this information to negotiate goals and initiatives. + +Anticipates issues, challenges and outcomes and effectively operates to best position the organization. + +Supports the changing culture and methods of operating, if necessary, for the success of the organization. + +Ensures due diligence by keeping informed of business and operational plans and practices. + +Demonstrates broad understanding of social and economic context within which the organization operates. + +Understands and anticipates the potential trends of the political environment and the impact these might have on the organization. + +Operates successfully in a variety of social, political and cultural environments. + +Uses organizational culture as a means to influence and lead the organization. +Note: “Organizational and Environmental Awareness” links to the competencies “Strategic Thinking” and “Management Excellence”, identified as relevant for federal Public Service leaders. + + + Decision Making (Competency) + Decision Making +Making decisions and solving problems involving varied levels of complexity, ambiguity and risk +Level 1 +Makes decisions based solely on rules +Level 2 +Makes decisions by interpreting rules +Level 3 +Makes decisions in situations where there is scope for interpretation of rules +Level 4 +Makes complex decisions in the absence of rules +Level 5 +Makes high-risk decisions in complex and ambiguous situations + +Makes straightforward decisions based on pre-defined options using clear criteria/procedures. + +Consults with others or refers an issue/situation for resolution when criteria are not clear. + +Deals with exceptions within established parameters using clearly specified rules and procedures. + +Makes decisions involving little or no consequence of error. + +Verifies that the decision/resolution is correct. + +Applies guidelines and procedures that require some interpretation when dealing with exceptions. + +Makes straight - forward decisions based on information that is generally clear and adequate. + +Considers the risks and consequences of action and/or decisions. + +Makes decisions involving minor consequence of error. + +Seeks guidance as needed when the situation is unclear. + +Applies guidelines and procedures that leave considerable room for discretion and interpretation. + +Makes decisions by weighing several factors, some of which are partially defined and entail missing pieces of critical information. + +As needed, involves the right people in the decision making process. + +Balances the risks and implications of decisions across multiple issues. + +Develops solutions that address the root cause of the problem and prevent recurrence. + +Recognizes, analyzes and solves problems across projects and in complex situations. + +Simplifies complex information from multiple sources to resolve issues. + +Makes complex decisions for which there are no set procedures. + +Considers a multiplicity of interrelated factors for which there is incomplete and contradictory information. + +Balances competing priorities in reaching decisions. + +Develops solutions to problems, balancing the risks and implications across multiple projects. + +Recommends solutions in an environment of risk and ambiguity. + +Makes high-risk strategic decisions that have significant consequences. + +Balances a commitment to excellence with the best interests of clients and the organization when making decisions. + +Uses principles, values and sound business sense to make decisions. + +Makes decisions in a volatile environment in which weight given to any factor can change rapidly. + +Reaches decisions assuredly in an environment of public scrutiny. + +Assesses external and internal environments in order to make a well-informed decision. + +Identifies the problem based on many factors, often complex and sweeping, difficult to define and contradictory (e.g., fiscal responsibility, the public good). +Note: “Decision Making” links to the competencies “Management Excellence – Action Management” and “Strategic Thinking,” identified as relevant for federal Public Service leaders. + + + Influence (Competency) + Influence +Gaining support from and convincing others to advance the objectives of the organization +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Uses facts and available information to persuade +Adapts rationale to influence others +Demonstrates the benefit of ideas +Builds coalitions, strategic relationships and networks +Designs complex influence strategies + +Uses appeals to reason, data, facts and figures. + +Uses concrete examples, visual aids and demonstrations to make a point. + +Describes the potential impact of own actions on others and how it will affect their perception of self. + +Anticipates the effect of one’s approach or chosen rationale on the emotions and sensitivities of others. + +Adapts discussions and presentations to appeal to the needs or interests of others. + +Uses the process of give-and-take to gain support. + +Builds relationships through fair, honest and consistent behaviour. + +Builds on successful initiatives and best practices internal and external to the organization to gain acceptance for ideas. + +Presents pros and cons and detailed analyses to emphasize the value of an idea. + +Persuades others by drawing from experience and presenting multiple arguments in order to support a position. + +Assembles coalitions, builds behind the scenes support for ideas and initiatives. + +Develops an extensive network of contacts. + +Uses group process skills to lead or direct a group. + +Designs strategies that position and promote ideas and concepts to stakeholders. + +Uses indirect strategies to persuade, such as establishing alliances, using experts or third parties. + +Gains support by capitalizing on understanding of political forces affecting the organization. +Note: “Influence” links to the competencies “Management Excellence – People Management” and “Engagement”, identified as relevant for federal Public Service leaders. + + + Initiative (Competency) + Initiative +Identifying and dealing with issues proactively and persistently. Seizing opportunities that arise +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Addresses current issues +Addresses imminent issues +Acts promptly in a crisis situation +Looks to the future +Encourages initiative in others + +Recognizes and acts on present issues. + +Offers ideas to address current situations or issues. + +Works independently. Completes assignments without constant supervision. + +Takes action to avoid imminent problem or to capitalize on imminent opportunity. + +Looks for ways to achieve greater results or add value. + +Works persistently as needed and when not required to do so. + +Acts quickly to address a crisis situation drawing on appropriate resources and experience with similar situations. + +Implements contingency plans when crises arise. + +Exceeds requirements of job; takes on extra tasks. + +Takes action to avoid or minimize potential problems or maximize potential opportunities in the future by drawing on extensive personal experience. + +Defines and addresses high-level challenges that have the potential to advance the state-of-the art in an area. + +Starts and carries through on new projects. + +Fosters an environment that anticipates and acts upon potential threats and/or opportunities. + +Coaches others to spontaneously recognize and appropriately act on upcoming opportunities. + +Gets others involved in supporting efforts and initiatives. +Note: “Initiative” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders. + + + Planning & Organization (Competency) + Planning and Organizing +Defining tasks and milestones to achieve objectives, while ensuring the optimal use of resources to meet those objectives +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Plans tasks and organizes own work +Applies planning principles to achieve work goals +Develops plans for the business unit +Integrates and evaluates plans to achieve business goals. +Plans and organizes at a strategic level + +Identifies requirements and uses available resources to meet own work objectives in optimal fashion. + +Completes tasks in accordance with plans. + +Monitors the attainment of own work objectives and/or quality of the work completed. + +Sets priorities for tasks in order of importance. + +Establishes goals and organizes work by bringing together the necessary resources. + +Organizes work according to project and time management principles and processes. + +Practices and plans for contingencies to deal with unexpected events or setbacks. + +Makes needed adjustments to timelines, steps and resource allocation. + +Directs issues to appropriate bodies when unable to resolve them within own area of responsibility. + +Considers a range of factors in the planning process (e.g., costs, timing, customer needs, resources available, etc.). + +Identifies and plans activities that will result in overall improvement to services. + +Challenges inefficient or ineffective work processes and offers constructive alternatives. + +Anticipates issues and revises plans as required. + +Helps to remove barriers by providing resources and encouragement as needed. + +Establishes alternative courses of action, organizes people and prioritizes the activities of the team to achieve results more effectively. + +Ensures that systems are in place to effectively monitor and evaluate progress. + +Evaluates processes and results and makes appropriate adjustments to the plan. + +Sets, communicates and regularly assesses priorities. + +Develops strategic plans considering short term requirements as well as long term direction. + +Plans work and deploys resources to deliver organization wide results. + +Secures and allocates program or project resources in line with strategic direction. + +Sets and communicates priorities within the broad organization. + +Ensures sufficient resources are available to achieve set objectives. +Note: “Planning and Organizing” links to the competency “Management Excellence - Action Management” identified as relevant for federal Public Service leaders. + + + Partnering (Competency) + Partnering +Seeking and building strategic alliances and collaborative arrangements through partnerships to advance the objectives of the organization +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Operates effectively within partnerships +Manages existing partnerships +Seeks out partnership opportunities +Facilitates partnerships +Sets strategic direction for partnering + +Understands the roles played by partners. Identifies and refers to areas of mutual interest as a means of establishing a business relationship. + +Communicates openly, builds trust and treats partners fairly, ethically and as valued allies. + +Meets partner needs by responding to requests efficiently and effectively. + +Recognizes the contributions of partners. + +Works with existing partners, honouring established agreements/ contracts. + +Monitors partnership arrangements to ensure that the objectives of the partnership remain on target. + +Seeks input from partners to ensure that objectives are achieved. + +Seeks mutually beneficial solutions with partners. + +Initiates partnership arrangements that promote organizational objectives. + +Assesses the value of entering into partner relationships in terms of both short- and long- term return on investment. + +Develops new and mutually beneficial partnerships that also serve the interests of the broader community. + +Identifies benefits of a partnership and looks for ways to add value for the partner. + +Provides advice and direction on the types of partner relationships to pursue, as well as ground rules for effective partner relationships. + +Supports staff in taking calculated risks in partner relationships. + +Negotiates, as necessary, to assist others to address issues or resolve problems surrounding partner relationships. + +Identifies when modifications and terminations of partnerships are needed and takes appropriate measures. + +Provides strategic direction on the value of partnerships and the type of partnerships that the organization should be pursuing. + +Sets up an infrastructure that supports effective partner arrangements (e.g., principles and frameworks for assessing the value of partnerships; expert assistance in aspects of partnering). + +Takes advantage of opportunities to showcase excellent examples of partner arrangements throughout the organization. + +Creates and acts on opportunities for interactions that lead to strong partnerships within and external to the organization. +Note: “Partnering” links to the competency “Engagement”, identified as relevant for federal Public Service leaders. + + + Risk Management (Competency) + Risk Management +Identifying, assessing and managing risk while striving to attain objectives +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Identifies possible risks +Takes calculated risks +Personally takes significant risks +Designs strategies for dealing with high-risk initiatives +Provides organizational guidance on risk + +Describes risk factors related to a situation/activity. + +Uses past experience and best practices to identify underlying issues, potential problems and risks. + +Plans for contingencies. + +Identifies possible cause-effect relationships. + +Takes calculated risks with minor, but non-trivial, consequences of error (e.g., risks involving potential loss of some time or money but which can be rectified). + +Makes decisions based on risk analysis. + +Makes decisions in the absence of complete information. + +Personally takes calculated risks with significant consequences (e.g., significant loss of time or money) but which can be rectified. + +Anticipates the risks involved in taking action. + +Identifies possible scenarios regarding outcomes of various options for action. + +Conducts ongoing risk analysis, looking ahead for contingent liabilities and opportunities and astutely identifying the risks involved. + +Implements initiatives with high potential for pay-off to the organization, where errors cannot be rectified, or only rectified at significant cost. + +Conducts risk assessment when identifying or recommending strategic and tactical options. + +Encourages responsible risk taking, recognizing that every risk will not pay off. + +Provides a supportive environment for responsible risk taking (e.g., by supporting decisions of others). + +Oversees the development of guidelines, principles and approaches to assist decision-making when risk is a factor. + +Provides guidance on the organizational tolerance for risk. + +Develops broad strategies that reflect in-depth understanding and assessment of operational, organizational, and political realities and risks. +Note: “Risk Management” links to the competencies “Strategic Thinking” and “Management Excellence – Financial Management,” identified as relevant for federal Public Service leaders. + + + Networking / Relationship Building (Competency) + Networking / Relationship Building +Building and actively maintaining working relationships and/or networks of contacts to further the organization’s goals +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Accesses sources of infromation +Builds key contacts +Seeks new networking opportunities for self and others. +Strategically expands networks +Creates networking opportunities + +Seeks information from others (e.g., colleagues, customers). + +Maintains personal contacts in other parts of the organization with those who can provide work-related information. + +Seeks out the expertise of others and develops links with experts and information sources. + +Develops and nurtures key contacts as a source of information. + +Participates in networking and social events internal and external to the organization. + +Seeks opportunities to partner and transfer knowledge (e.g., by actively participating in trade shows, conferences, meetings, committees, multi-stakeholder groups and/or seminars). + +Cultivates personal networks in different parts of the organization and effectively uses contacts to achieve results. + +Initiates and develops diverse relationships. + +Builds networks with parties that can enable the achievement of the organization’s strategy. + +Brings informal teams of experts together to address issues/needs, share information and resolve differences, as required. + +Uses knowledge of the formal or informal structure and the culture to further strategic objectives. + +Creates and facilitates forums to develop new alliances and formal networks. + +Identifies areas to build strategic relationships. + +Contacts senior officials to identify potential areas of mutual, long-term interest. +Note: “Networking / Relationship Building” links to the competency “Engagement,” identified as relevant for federal Public Service leaders. + + + Stewardship of Resources (Competency) + Stewardship of Resources +Ensuring the effective, efficient and sustainable use of Public Service resources and assets: human and financial resources, real property and business information. +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Uses resources effectively +Ensures effective use of resources +Controls resource use +Implements systems to ensure stewardship of resources +Ensures strategic stewardship of resources + +Protects and uses resources and assets in a conscientious and effective manner. + +Identifies wasteful practices and opportunities for optimizing resource use. + +Monitors and ensures the efficient and appropriate use of resources and assets. + +Explores ways of leveraging funds to expand program effectiveness. + +Allocates and controls resources and assets within own area. + +Implements ways of more effectively utilizing resources and assets. + +Assigns and communicates roles and accountabilities to maximize team effectiveness; manages workload. + +Identifies gaps in resources that impact on the organization’s effectiveness. + +Develops strategies to address resource gaps/issues. + +Ensures alignment of authority, responsibility and accountability with organizational objectives. + +Ensures that information and knowledge sharing is integrated into all programs and processes. + +Acts on audit, evaluation and other objective project team performance information. + +Directs resources to those areas where they will most effectively contribute to long-term goals. + +Sets overall direction for how resources and assets are to be used in order to achieve the vision and values. + +Institutes organization-wide mechanisms and processes to promote and support resource management. +Note: “Stewardship of Resources” links to the competencies “Management Excellence – Action Management” and “Financial Management,” identified as relevant for federal Public Service leaders. + + + Stress Management (Competency) + Stress Management +Maintaining effectiveness in the face of stress +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Works in low level stress situations +Adjusts to temporary peaks in stress levels +Adapts to prolonged stress +Employs stress management strategies +Deals with stress affecting the organization + +Keeps functioning effectively during periods of on-going low intensity stress. + +Maintains focus during situations involving limited stress. + +Seeks to balance work responsibilities and personal life responsibilities. + +Maintains composure when dealing with short but intense stressful situations. + +Understands personal stressors and takes steps to limit their impact. + +Keeps issues and situations in perspective and reacts appropriately (e.g., does not overreact to situations, what others say, etc.). + +Effectively withstands the effects of prolonged exposure to one or few stressors by modifying work methods. + +Maintains sound judgment and decision making despite on-going stressful situations. + +Controls strong emotions or other stressful responses and takes action to respond constructively to the source of the problem. + +Develops and applies stress reduction strategies to cope with long exposure to numerous stressors or stressful situations + +Recognizes personal limits for workload and negotiates adjustments to minimize the effects of stress, while still ensuring appropriate levels of productivity. + +Controls own emotions and calms others in stressful situations. + +Demonstrates behaviours that help others remaincalm, yet focused and energized during periods of extreme stress affecting the organization. + +Maintains composure and shows self control in the face of significant challenge facing the organization. + +Suspends judgment; thinks before acting. + +Identifies and consistently models ways of releasing or limiting stress within the organization. +Note: “Stress Management” is included in the competencies “Management Excellence – People Management” and “Action Management”, a competency identified as relevant for federal Public Service leaders. + + + Teamwork (Competency) + Teamwork +Working collaboratively with others to achieve common goals and positive results +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Participates as a team member +Fosters teamwork +Demonstrates leadership in teams +Capitalizes on teamwork opportunities +Builds bridges between teams + +Assumes personal responsibility and follows up to meet commitments to others. + +Understands the goals of the team and each team member’s role within it. + +Deals honestly and fairly with others, showing consideration and respect. + +Willingly gives support to co-workers and works collaboratively rather than competitively. + +Shares experiences, knowledge and best practices with team members. + +Assumes responsibility for work activities and coordinating efforts. + +Promotes team goals. + +Seeks others’ input and involvement and listens to their viewpoints. + +Shifts priorities, changes style and responds with new approaches as needed to meet team goals. + +Suggests or develops methods and means for maximizing the input and involvement of team members. + +Acknowledges the work of others. + +Builds relationships with team members and with other work units. + +Fosters team spirit and collaboration within teams + +Discusses problems/ issues with team members that could affect results. + +Communicates expectations for teamwork and collaboration. + +Facilitates the expression of diverse points of view to enhance teamwork. + +Capitalizes on the strengths of all members. + +Gives credit for success and acknowledges contributions and efforts of individuals to team effectiveness. + +Initiates collaboration with other groups/ organizations on projects or methods of operating. + +Capitalizes on opportunities and addresses challenges presented by the diversity of team talents. + +Supports and encourages other team members to achieve objectives. + +Encourages others to share experience, knowledge and best practices with the team. + +Encourages the team to openly discuss what can be done to create a solution or alternative. + +Facilitates collaboration across the organization and with other organizations to achieve a common goal. + +Builds strong teams that capitalize on differences in expertise, competencies and background. + +Breaks down barriers (structural, functional, cultural) between teams, facilitating the sharing of expertise and resources. +Note: “Teamwork” links to the competency “Engagement”,” identified as relevant for federal Public Service leaders. + + + Team Leadership (Competency) + Team Leadership +Leading and supporting a team to achieve results +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Keeps the team informed +Ensures the needs of the team and of members are met +Ensures team member input +Empowers the team +Inspires team members + +Ensures that team members have the necessary information to operate effectively. + +Establishes the direction/goal(s) for the team. + +Lets team members affected by a decision know exactly what is happening and gives a clear rationale for the decision. + +Sets an example for team members (e.g., respect of others’ views, team loyalty, cooperating with others). + +Makes sure the practical needs of the team and team members are met. + +Makes decisions by taking into account the differences among team members, and overall team requirements and objectives. + +Ensures that the team’s tasks are completed. + +Accepts responsibility for the team’s actions and results. + +Values and encourages others’ input and suggestions. + +Stimulates constructive discussion of different points of view, focusing on the organization’s strategic objectives, vision or values. + +Builds cooperation, loyalty and helps achieve consensus. + +Provides constructive feedback and recognizes all contributions. + +Ensures the respective strengths of team members are used in order to achieve the team’s overall objectives. + +Communicates team successes and organization-wide contribution to other organizational members. + +Encourages the team to promote their work throughout the organization. + +Establishes the team’s credibility with internal and external stakeholders. + +Builds the commitment of the team to the organization’s mission, goals and values. + +Aligns team objectives and priorities with the broader objectives of the organization. + +Ensures that appropriate linkages/partnerships between teams are maintained. + +Creates an environment where team members consistently push to improve team performance and productivity. +Note: “Team Leadership” links to the competency “Management Excellence – People Management,” identified as relevant for federal Public Service leaders. + + + Values and Ethics (Competency) + Values and Ethics +Fostering and supporting the principles and values of the organization and the Public Service as a whole +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Demonstrates behaviours consistent with the organization’s values +Identifies ethical implications +Aligns team with organization’s values and ethics +Promotes the organization’s values and ethics +Exemplifies and demonstrates the organization’s values and ethics + +Treats others fairly and with respect. + +Takes responsibility for own work, including problems and issues. + +Uses applicable professional standards and established procedures, policies and/or legislation when taking action and making decisions. + +Identifies ethical dilemmas and conflict of interest situations and takes action to avoid and prevent them. + +Anticipates and prevents breaches in confidentiality and/or security. + +Identifies and considers different ethical aspects of a situation when making decisions. + +Identifies and balances competing values when selecting approaches or recommendations for dealing with a situation. + +Fosters a climate of trust within the work team. + +Implements processes and structures to deal with difficulties in confidentiality and/or security. + +Ensures that decisions take into account ethics and values of the organization and Public Service as a whole. + +Interacts with others fairly and objectively. + +Advises others in maintaining fair and consistent dealings with others and in dealing with ethical dilemmas. + +Deals directly and constructively with lapses of integrity (e.g., intervenes in a timely fashion to remind others of the need to respect the dignity of others). + +Defines, communicates and consistently exemplifies the organization’s values and ethics. + +Ensures that standards and safeguards are in place to protect the organization’s integrity (e.g., professional standards for financial reporting, integrity/ security of information systems). + +Identifies underlying issues that impact negatively on people and takes appropriate action to rectify the issues (e.g., systemic discrimination). +Note: “Values and Ethics” was identified as a competency relevant for federal Public Service leaders. + + + Visioning and Strategic Direction (Competency) + Visioning and Strategic Direction +Developing and inspiring commitment to a vision of success; supporting, promoting and ensuring alignment with the organization’s vision and values +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Demonstrates personal work alignment +Promotes team alignment +Aligns program/operational goals and plans +Influences strategic direction +Develops vision + +Sets personal work goals in line with operational goals of work area. + +Continually evaluates personal progress and actions to ensure alignment with organizational vision and operational goals. + +Liaises with others to ensure alignment with the business goals and vision of the organization. + +Effectively communicates and interprets the strategic vision to employees within area of responsibility. + +Clearly articulates and promotes the significance and impact of employee contributions to promoting and achieving organizational goals. + +Monitors work of team to ensure alignment with strategic direction, vision and values for the organization. + +Identifies potential future directions for work area in line with vision. + +Proactively helps others to understand the importance of the strategy and vision. + +Works with teams to set program/operational goals and plans in keeping with the strategic direction. + +Regularly promotes the organization, its vision and values to clients, stakeholders and partners. + +Works with staff to set strategic goals for own sector of the organization. + +Assesses the gap between the current state and desired future direction and establishes effective ways for closing the gap in own sector. + +Foresees obstacles and opportunities for the organization and acts accordingly. + +Defines issues, generates options and selects solutions, which are consistent with the strategy and vision. + +Scans, seeks out and assesses information on potential future directions. + +Provides direction and communicates the vision to encourage alignment within the organization. + +Energetically and persistently promotes strategic objectives with colleagues in other business lines. + +Leads the development of the vision for the organization. + +Defines and continuously articulates the vision and strategy in the context of wider government priorities. + +Describes the vision and values in compelling terms to develop understanding and promote acceptance/ commitment among staff and stakeholders. + +Identifies, conceptualizes and synthesizes new trends or connections between organizational issues and translates them into priorities for the organization. +Note: “Visioning and Strategic Direction” links to the competency “Strategic Thinking,” identified as relevant for federal Public Service leaders. + + + Application Development / Support and Maintenance (Competency) + 1. Application Development/Support and Maintenance [1] +Knowledge and ability to design, define, construct, enhance, support and maintain application software on one or more platforms. +Knowledge requirements: +*** Systems Analysis and Design *** + Requirements analysis + General/external design (includes design principles) + Use of established techniques to assist in the analysis of business data/information flows and database construction (e.g., data and functional modeling) +*** Application Development and Commercial Off-The-Shelf (COTS) Management *** + Programming languages (e.g., software language structures, machine, assembly, procedural, non-procedural, object-oriented languages) + Standards and methods used in developing and maintaining a repository of information and processes (e.g., development standards including programming, user interface, design, naming, specifications) + System development processes, tools and methodologies (e.g., Systems Development Life Cycle including principles, best practices and standards used in designing and maintaining a formal procedure and a related repository of information) + Unit testing processes and practices + Application development tools (e.g., COTS development tools, technical productivity tools, workstation operating systems) + Polices and practices related to office productivity tools + Policies and practices related to website design and use of Inter/Intranet technologies within the Public Service + +[1] This competency does not include data management or database management (See Competency 4). + + +Application Development/Support and Maintenance +1. Introductory +Demonstrates a basic level of understanding of software specifications or design techniques. +Demonstrates a basic understanding of programming concepts. +Demonstrates a general familiarity with one or more programming languages and/or methodologies. +Understands the importance of testing, documentation and production assurance. +Knows where to look for standards. + +2. Basic +Demonstrates a working knowledge of one or more programming languages. +Writes or adapts software modules for testing and integration. +Understands and employs basic development methods and standards. +Tests/debugs program modules. +Uses a testing tool and prepares basic test cases. +Understands the migration cycle and prepares program for migration. +Prepares operational documentation. +Demonstrates knowledge of tools and technologies: + For developing IT systems and services that are barrier-free and accessible for persons with disabilities + Used by persons with disabilities to interface with IT systems and services + +3. Intermediate +Demonstrates a detailed knowledge of several programming environments and a good working knowledge of hardware and software interfaces. +Writes original multi-module/complex programs or applies reusable modules. +Designs, tests and integrates software modules and resolves programming errors using various debugging tools and techniques. +Provides support, guidance and production assurance for common problems. +Conducts impact analysis for proposed changes to or problems with the system. +Prepares technical documentation (e.g., user guides, technical specifications). +Undertakes routine analysis and works with designers and analysts to clarify and improve specifications or to identify alternative programming solutions. +Enforces standards (e.g., at walkthroughs), including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +4. Advanced +Demonstrates in-depth knowledge and capability in software construction, testing, infrastructure, configuration, a wide range of system development methodologies and operating standards. +Demonstrates knowledge in multiple applications, data management systems and technologies or in a single area of expertise. +Demonstrates application and corporate knowledge, and understands how a change would affect multiple applications. +Makes recommendations/ decisions in application and program design, standards and program enhancements, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. +Debugs very complex or urgent problems. +Analyzes and models business functions, processes and information flow within or between systems. +Provides guidance/mentors on programming practices and techniques to individuals and cross-functional teams. + +5. Expert +Demonstrates expert knowledge of software design, construction, programming trends, programming and scripting languages across government in multiple applications and data management systems or in a single area of expertise. +Provides effective strategic direction to enterprise-wide application design. +Guides and oversees multiple-concurrent software construction projects. +Works with users at all levels to define system requirements and specify appropriate system environments to meet operational needs and system performance objectives. +Presents software construction disciplines to peers in public forums. +Develops policy and standards for software construction. These include current and industry organizational standards related to quality control, copyright and privacy, accessibility for persons with disabilities, usability and inter-operability, for example. + + + Architecture (Competency) + 2. Architecture +Knowledge and ability to apply architecture theories, principles, concepts, practices, methodologies and frameworks. +Knowledge requirements: +Enterprise Architecture/Information Technology (IT) Strategy + Implementation/enforcement of policies and support + Architecture functions and the interrelationships with the organization’s vision + Architecture direction, policies and practices with a focus on Government of Canada priorities +Information Architecture + Organization of information to effectively support the work of the organization + Creation of an entity relationship model and an integrated function or process dependency model + Transaction services architecture, configuration and interfaces + Relationship between the information architecture and other architectures +Systems Architecture + Design of the systems architecture and how its components are connected and operate with each other and other applications + Relationship between the systems architecture and other architectures (e.g., integrating technology and business) +Technology Architecture + Design of the fundamental hardware, software and telecommunications systems that provide the infrastructure on which business applications are developed and run (e.g., network topologies) + Interrelationships of the various technologies and their respective roles + Technical standards + Relationship between the technology architecture and other architectures +Government and Department Policies and Standards + Business policy and standards development + Privacy Act + TBS Business Transformation Enablement Program (BTEP) + Management of Government Information (MGI) + + + Business Analysis (Competency) + 3. Business Analysis +Knowledge and ability to apply the principles of business analysis in the planning, reengineering, requirement gathering for government business environments, operations, processes, and practices. +Knowledge requirements: +Government/business knowledge in various application areas (e.g., financial/accounting, human resources, purchasing, supply, policing, corrections) +Common government/business management and decision-making concepts, principles, activities and practices (e.g., Government and corporate planning cycles and processes, accountability and budgetary cycles and processes) +Business architecture (at a project level) and how it augments organizational design, planning systems and financial controls +Impact analysis and environmental scan methods, techniques and tools used to evaluate an organization’s strengths and challenges +Business case/cost benefit methodology and standards including return on investment (ROI) and total cost of ownership (TCO) +Typical organization structures, job functions, work activities and workflow +Business process analysis and business process reengineering methods and design benefits, methodologies and tools; roles in support of business change +Costing and cost recovery +Industry, business line and the technical aspects of the business line +Relationship between the business architecture and other architectures +Transaction processing theory and principles, flow and design +Government and Department policies and standards such as: + Business policy and standards development + Privacy Act + TBS Business Transformation Enablement Program (BTEP) + Management of Government Information (MGI) + + + Database Design and Management (Competency) + 4. Database Design and Management +Knowledge and ability to apply the methods, practices and policies that are used in the design and the management of databases. +Knowledge requirements: +Concepts, policies, principles, theories, practices and techniques associated with information management and information technology as it relates to database design and management +Relationship between database design/management and application performance +Database design and architecture - logical structure and physical structure (e.g., functional, metadata and process models) +Database types (e.g., data warehouse, decision support, operational, query, ERP and relationship to technologies) +Data security and recovery +Database integrity, capacity planning, performance and tuning +DBMS and data warehouse principles, best practices and standards +Interoperability +Database software installation processes and techniques +Database tools to design and manage databases (e.g., data management tools, data modeling tools, database integration tools) +Languages for data modeling, manipulation, control and database query +Database trends and directions + +1. Introductory +Demonstrates basic understanding of database management, logical design concepts and levels of database security. +Understands the difference between different database structures (e.g., relational vs. network). +Comprehends database design (e.g., diagrams, schemas, models). +Demonstrates basic understanding of data manipulation language (DML). +Demonstrates an awareness of performance issues (e.g., distribution of data, size definitions). + +2. Basic +Understands a single database management system (DBMS), its components and how they relate to each other. +Demonstrates a good knowledge of data manipulation language (DML) and data definition language (DDL). +Codes/tests basic database access modules (e.g., stored procedures). +Troubleshoots, at a basic level, to understand database problem and identify where to direct it (e.g., basic database accessibility). +Recognizes the importance of database basic recovery and, with guidance, performs backup and recovery. +Understands database release management, applications business rules, data integrity issues, database security implementation, workload manager and interaction with DBMS (e.g., CICS, NT). +Performs data population, debugging and testing. +Conducts basic impact analysis for database change management. + +3. Intermediate +Demonstrates working level understanding of a single DBMS relevant operating systems, applications business rules and its dependencies with other applications, databases and/or business partners. +Applies wide range of concepts to the corporate/vendor environment (e.g., database security and/or individual profiles). +Makes recommendations on logical/physical models (e.g., converts from logical model, implements and maintains physical model to meet storage, availability, and performance requirements). +Develops, codes, tests and reviews complex database access modules. +Solves problems that impact on the business or service, resolves data integrity issues and implements data integrity safeguards, and uses diagnostic and monitoring tools to prevent problems/enhance performance and availability. +Demonstrates a solid knowledge of system testing and integration environments. +Develops, selects, recommends and implements strategies for backup and recovery, data population and migration. +Conducts general impact analysis on database change management. + +4. Advanced +Demonstrates broad understanding of multiple DBMS or an in-depth knowledge of one or more DBMS. +Develops logical models incorporating business requirements such as high availability, redundancy and disaster recovery into the logical/physical database design. +Researches, pilots, evaluates new technologies and standards, identifies how they will integrate with the corporate network and recommends strategies. +Solves unusual problems or problems with a significant impact on the business. +Deals with major and/or multiple application groups. +Creates or reviews certification testing. +Develops standards and procedures for implementing new database technology. +Mentors people and provides input/guidance to cross-functional teams. + +5. Expert +Demonstrates expert knowledge of data management, data stewardship, government-wide data management initiatives and trends in data management and how they can be applied. +Holds an enterprise-wide view and/or is regarded as the subject matter expert in one or more areas of expertise, and provides effective strategic direction to enterprise-wide data management. +Develops enterprise-wide multi-disciplinary architectural documents translating business data requirements into topographical format. +Demonstrates broad-based knowledge of information technology (e.g., programming, data management, platforms). +Develops business cases for enterprise-wide data management initiatives as a direct response to business drivers. +Guides and oversees multiple-concurrent data management projects. +Conducts procurement for data management solutions and related services. +Develops strategies, policy and standards for corporate data management and contributes to standards working groups - governmental and/or industry. + + + Infrastructure / Platforms (Competency) + 5. Infrastructure/Platforms [2] +Knowledge and ability to support the enterprise computing infrastructure (e.g., enterprise servers, client server, storage devices and systems, hardware and software) in the provision, management, storage, operation, scheduling, support and maintenance of the infrastructure. +Knowledge requirements: +Principles, practices, standards, methods and techniques related to interoperability of hardware/software configuration controls +Platform environment (e.g., client-server environment, enterprise server/mainframe environment) +Storage and retrieval (e.g., area network, mainframe storage, media storage, virtual storage) +Systems hardware and its characteristics (e.g., mainframe computers, mini and micro-computers, CPU, memory, disk, registers, bus, channel) +Hardware/software and connection, implementation and maintenance +Operating systems, communications and software utilities used on enterprise server/mainframe and distributed computer systems +Cooperative processing (two or more computers simultaneously processing portions of the same program or operating on the same data such as multiple-CPU systems, distributed systems) +Monitoring of systems software (i.e., the operating system and all utility programs that manage computer resources at a low level) including compilers, loaders, linkers, and debuggers +Operations performance monitoring and capacity planning of the delivery platform +Treasury Board and corporate IT standards and policies regarding the development and support of infrastructure systems and networks + +[2] This competency does not include network/telecommunication systems (See competency 8). + +1. Introductory +Demonstrates awareness of the platform principles and procedures. +Understands need for capacity planning and performance management. +Operates the platform at a simple level under supervision. +Demonstrates awareness of the standards for the platform. + +2. Basic +Understands the platform technology and concepts. +Understands how basic concepts relate to each other and applies them. +Understands how the platform integrates with other environments, at a basic level, from an end-user perspective. +Operates the platform at a simple level. +Troubleshoots basic physical or software problems. +Understands and applies the standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +3. Intermediate +Understands how the platform integrates with other environments (e.g., network). +Participates in day-to-day operations (e.g., monitoring operations of the platform). +Uses performance data collection tools and techniques. +Installs software and hardware on the platform. +Solves routine problems. +Solves typical hardware and software problems. +Uses diagnostic tools to solve complex problems. +Executes standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +4. Advanced +Demonstrates in-depth knowledge of an area of expertise. +Contributes to high-level architecture. +Evaluates/pilots new technologies, assesses the results, identifies how they integrate with the platform and implements them. +Carries out performance measurement and capacity planning. +Incorporates business requirements such as high availability, redundancy and disaster recovery into platform design. +Demonstrates knowledge of tools and technologies: + For developing IT systems and services that are barrier-free and accessible for persons with disabilities + Used by persons with disabilities to interface with IT systems and services +Resolves complex problems. +Develops and monitors/enforces standards and procedures for new technology configuration and implementation, including those related to accessibility for persons with disabilities. +Mentors/guides individuals and cross-functional teams. + +5. Expert +Demonstrates expert knowledge of platform principles, technology, government-wide technology initiatives and technological trends. +Demonstrates an intimate knowledge of the environment, interdependencies and impact of change. +Provides effective strategic direction to enterprise-wide platform design and initiatives. +Develops enterprise-wide multi-disciplinary architectural and design documents. +Resolves very complex problems and recommends capacity and performance improvements. +Conducts procurement for platform hardware and services. +Sets standards and technology direction for the platform, including those related to accessibility for persons with disabilities. +Leads the development of people in the infrastructure domain. + + + IT Procurement and Asset Management (Competency) + 6. IT Procurement and Asset Management +Knowledge and ability to evaluate, negotiate, procure, track, manage IT assets including software licenses and computer leases: +Knowledge requirements: +Vendor liaison/management, service agreements, warrantees and lease agreements +Procedures related to procurement and contract administration +Processes and procedures necessary to critically evaluate products, services and claims +Processes involved in vendor negotiations for substantial and/or long-term contracts for hardware, software and licence agreements, support and services +Systems and applications for procurement (e.g., NMSO, DISO, Software Acquisition Reference Centre, Request for Software Discounts and Supply Arrangements) +Roles and responsibilities of TBS and PWGSC related to asset procurement and management +Corporate and Government of Canada legislation, standards and policies (e.g., regulating software licence agreements and renewals, disposal, procurement ethical practices and security policies) +Licence management +Policies, guidelines and procedures for IT asset management +IT asset management life cycle (e.g., planning, maintenance, retirement and disposal) +Negotiation and contracting processes and practices +Federal legislative and policy framework related to IM/IT procurement for goods and services +Departmental processes for acquisition of goods and services, including drafting of Statements of Work (SOW), Requests for Proposals (RFPs), evaluation of responses, contract negotiations and management of contracts +Remedial measures for IT equipment non-performance + +1. Introductory +Demonstrates broad knowledge of Government of Canada and the role of PWGSC in procurement. +Understands the values and ethics involved in procurement. +Demonstrates basic understanding of procurement process for IT services and goods. + +2. Basic +Understands Treasury Board and corporate processes, standards and governance structures. +Assists in gathering requirements from the business. +Understands internal procurement processes for IT services and goods. + +3. Intermediate +Knows the procurement cycle and processes, gathering of information through RFIs and RFPs, roles of interdepartmental partners and the proposal/ evaluation processes. +Demonstrates a general knowledge of procurement and conducts low-level procurement. +Evaluates products and services and identifies the vehicle(s) to use. +Provides advice on reporting and inventory, policies and procedures. +Establishes partnerships with Finance. +Understands IT asset business and language. +Formulates and applies performance management guidelines to asset management. + +4. Advanced +Possesses a specific area of expertise and business knowledge of the life cycle for his/her asset area (e.g., sunset procedures). +Negotiates multi-level, multi-layer million dollar contracts. +Knows rules for Canadian and International governing bodies (e.g., NAFTA, Trade Tribunal, CITT) and negotiates CITT challenges. +Reviews, signs off and approves RFP/RFI documents. +Liaises with PWGSC to communicate requirements, terms and conditions. +Monitors and enforces values and ethics. +Consults with regions and senior management (e.g., leveraging assets, inventory and plans for sunset/refresh, professional services and training). +Mentors junior staff. + +5. Expert +Demonstrates a very deep understanding of one area of expertise or a broad understanding of multiple areas and provides guidance to senior management. +Demonstrates a broad understanding of software licensing models, the market and how to leverage the knowledge. +Demonstrates an in-depth understanding of procurement, the industry, the vendor community and industry trends. +Possesses corporate knowledge and understands service levels. +Negotiates with vendors at a high/complex level. +Provides advice in large supply agreements. +Performs "total cost of ownership" analysis. + + + Security / Information & Application Protection (Competency) + 9. Security/Information and Application Protection +Knowledge and ability to ensure there are adequate technical and organizational safeguards to protect the continuity of IT infrastructure services by the implementation of IT security principles, methods, practices, policies and tools that are used in securing IT resources including information and operations security, physical security, business continuity/disaster recovery planning, methods to deal with security breaches and security assessment in a technical environment. +Knowledge requirements: +IT security principles methods, policies, practices and tools +Information Protection/IT security principles, threat and risk assessment methodology, practices, procedures and tools (e.g., Government privacy and security related legislation and policies, biometric and cryptographic principles, firewalls, intrusion logs, encryption and digital (numeric) signature) +Theories, processes and methodologies involved in developing, implementing, monitoring and reporting IT security planning frameworks, policies, measures, counter-measures and monitoring programs, procedures and guidelines +Management tools such as data classification and risk assessment/analysis to identify threats, classify assets and to rate system vulnerabilities +IT software and hardware security requirements +Preparation and conduction of Privacy Impact Assessments (PIA), Statement of Sensitivity (SOS), Threat Risk Assessments (TRA), Vulnerability Assessments (VA) +Accreditation procedures, policies and practices +Security certification procedures +Security hardware and software +Treasury Board and corporate IT standards and policies regarding the development and support of infrastructure systems and networks, including security policies and operational standards +IT Operations Security +Protection techniques for the entire facility, from the outside perimeter to the inside office space, including all of the information system resources and methods to deal with security breaches +Requirements of hardware, media and of the operators and administrators with access privileges to these resources +Application product level security, access management and remote access +Auditing and monitoring the mechanisms, tools and facilities to permit the identification of security events and to assess operations security capacity +Viruses +Computer crimes laws and regulations and the measures and technologies used to investigate computer crime incidents +Cryptographic, graphic and hardware applications +Business Continuity/Disaster Recovery Planning +Disaster recovery strategies, plans, tests and management +Preservation and business recovery planning, practices, policies and procedures +Rollback and contingency strategies, planning practices and tools +Business continuity analysis procedures and exercise frameworks +Activities within the response, recovery, restoration and resumption phases applicable to business continuity plans +Roles and responsibilities of IT operational functions during business continuity exercises +Federal government business continuity planning policies and programs, including Treasury Board Standards + + +1. Introductory +Demonstrates awareness of security requirements. +Demonstrates awareness of certification policies. +Demonstrates awareness of privacy requirements and standards. + +2. Basic +Understands concepts of IT security and its application to computer systems architecture. + +3. Intermediate +Executes security test plans. +Deals with low impact threats. +Acts to protect integrity of system data at operation level (e.g., single key incident). +Performs security certifications. +Provides advice on disaster recovery planning. +Participates in disaster recovery tests. +Recommends security safeguards. +Executes standards. + +4. Advanced +Demonstrates a broad understanding or very detailed area of expertise in security subject(s). +Demonstrates a broad knowledge of security policies and interprets policies. +Understands a specific security application or tool and how it works. +Conducts risk assessments. +Assesses security safeguards. +Deals with threats and serious incidents. +Deals with intrusions at a high threat level. + +5. Expert +Demonstrates an expert understanding or very detailed area of expertise in multiple security subject(s). +Demonstrates expert knowledge of law, regulation and policies, and interprets policies and standards. +Is an expert in multiple security applications and tools. +Leads risk and security safeguards assessments. +Mitigates threats and serious security incidents at the enterprise level. +Consults on security issues and recommends corporate strategies. +Leads the development of enterprise policies and standards. +Directs employees and consultants and mentors others. + + + Service Management Process (Competency) + 11. Service Management Processes +Knowledge and ability to implement the methods, practices and policies governing the design, development and use of the IT support processes designed to keep the IT environment functioning efficiently, effectively and securely. +Knowledge requirements: +Service Management Principles +Relationship between different IT support processes and between support processes and clients +Implementation and management of services using the principles and methods associated with industry best practices (e.g., Information Technology Infrastructure Library (ITIL)) +Service level agreements +Processes and practices to ensure the Agreement and Statements of Work or contracts are met while taking steps to minimize any adverse impact on service quality +Government of Canada and department policies and standards (e.g., Service Management Life Cycle Framework) +Change Management +Processes and practices to ensure changes to the IT infrastructure are introduced successfully and on a scheduled basis +Planning, scheduling, distribution, application and tracking of changes to the IT environment +Configuration Management +Management of the physical and logistical properties of resources and their relationships (e.g., physical connections and dependencies) +Configuration management technologies that affect the IM/IT environment including the physical and logistical properties of resources +Release Management +Processes and practices to ensure the introduction and maintenance of all IS/IT infrastructure and that existing infrastructure falls within the standards and the technology suppliers supported release levels +Problem Management +Detection, reporting, analysis, recovery, resolution and tracking of problems +Help Desk/Client Support +Concepts, techniques and practices of help desk operations and service delivery +Provision of a single point of contact for all users of the IT infrastructure services +Installation, configuration, troubleshooting and application software support +Technical problem analysis, evaluation and solution proposal +Techniques and practices for client queries, troubleshooting and problem resolution and prioritization + + +1. Introductory +Understands service management processes and concepts (e.g., incident management, change management, release management). +Understands concepts, techniques and practices of help desk operations and service delivery. + +2. Basic +Understands and follows a process in problem management, change management or configuration management. +Provides IT help desk support services. +Gathers information from end-users to determine the nature of problems and resolve them. +Monitors SLAs and escalates problems. +Performs initial evaluation of problem and routes as necessary. +Understands the requirements of process (e.g., involvement of service management early in the process). + +3. Intermediate +Understands interrelationships and interdependencies between service management processes. +Installs, configures, troubleshoots and supports application software. +Analyzes, evaluates and diagnoses technical problems and proposes solutions. +Manages process ensuring it is followed (e.g., change, problem, testing, costing, backup and recovery, QA release). +Schedules release after ensuring absence of conflicts. +Serves as a point of escalation. +Conducts customer satisfaction surveys. +Guides others in processes. +Implements changes to processes. + +4. Advanced +Implements and manages services using the principles and methods associated with Information Technology Infrastructure Library (ITIL) and other industry best practices. +Identifies who to call for severe or complex problems. +Manages the provision of help desk services and problem resolution. +Analyzes problem trends and makes recommendations. +Develops service management processes. +Writes/negotiates SLAs for operational level agreements and internal SLAs. +Develops customer satisfaction surveys. +Sets guidelines for others to follow. + +5. Expert +Negotiates, develops, implements and manages service level agreements. +Develops service management standards, practices and policies. +Builds and maintains a network of experts. +Develops SLA templates. +Negotiates complex SLAs. +Provides guidelines for service management (e.g., recommends changes based upon results of a customer satisfaction survey). +Recommends continual improvements in service management strategy and processes. + + + Telecommunications (Data and Voice) Network (Competency) + 8. Telecommunications (Data and Voice) Network +Knowledge and ability to implement the methods, practices and policies governing the design, analysis, development, management and use of the hardware and software used to transfer information such as data, voice, images and video. +Knowledge requirements: +Theories and concepts, methods, policies and practices to design, develop, plan telecommunications network infrastructure systems (e.g., calculation of peak and mean bandwidth requirements, response time, propagation delays, priorities, traffic types, traffic flows (point-to-point, multicast, broadcast), error detection and protection, security, interoperability, growth, quality of service, availability) +Installation, configuration, operation and maintenance of telecommunications infrastructure hardware and software + Telecommunication systems’ operating systems, system software and utilities + Low level interfaces (e.g., modems, CSU/DSU) + Voice communication devices (e.g., Blackberry units, cell phones, gateways, routers, switches, PBX) +Standards describing the structure of data exchange between systems (e.g., OSI seven layer reference model) +Standards describing the format content and exchange mechanisms between systems, such as communication protocols (including protocols that relate to the convergence of technologies, such as Voice over IP), connection oriented versus connectionless protocols +Classes of networking systems (e.g., Local Area Network (LAN), Metropolitan Area Network (MAN), Department Wide Area Network (DWAN), Wide Area Network (WAN), Virtual Private Network (VPN), Voice Network System, Remote Access Networks, associated hardware and software, operating systems and protocols) +Network topologies (physical and logical) and their characteristics +Classes of telecommunication media, such as wire based (e.g., copper, fibre) and wireless (characteristics of various frequency bands from HF to microwave) +The purpose and use of different networks (e.g., Internet, Intranets, Extranets) +Value added networks (i.e., services added within a communications network beyond data transfer such as message routing, resource management and conversion facilities) +Performance analysis, diagnosis, capacity planning and data communications monitoring/management practices, protocols and tools +Data, voice and video requirements and services +Traffic and transmission management +Common carrier services - data transmission and telephony service offerings provided by private sector companies +Security, including specific methods, policies and best practices to secure information within the telecommunications network infrastructure +Industry regulations and tariffs (e.g., CRTC) + + +1. Introductory +Demonstrates basic understanding of data communications and components, definitions, key concepts, communication protocols and platforms (e.g., Firewalls, Security, Frame Relay, SNA, ATM, Hubs/Routers/ Gateways switches, VOIP, ISDN, routing protocols). +Understands need for capacity planning and performance management. + +2. Basic +Understands data communications routing and switching technology. +Understands how basic concepts relate to each other and applies them (e.g., vendor-specific standards). +Understands how data communications integrate with other environments (e.g., mainframe) and are distributed, at a basic level, from an end-user perspective. +Assists in the design of basic connections (e.g., connecting 100 people to a WAN or designing a small site (less than 50)). +Troubleshoots basic physical or software connectivity problems, network congestion (e.g., cables/connections, defective equipment, logging in to network equipment, checking configuration of routers/switches). +Uses data communications diagnostic tools. +Tests, configures, installs and supports hardware and software at any typical site. +Talks clients through troubleshooting. + +3. Intermediate +Understands how data communications integrate with other environments such as mainframe, distributed, E-commerce, firewalls and external networks, at a component level. +Demonstrates and applies wide range of concepts to the corporate/vendor environment. +Understands vendor-specific network switching and routing products. +Translates multiple client network connectivity requirements and limitations into technical specifications for building/site designs. +Designs complex building environments using existing standards (e.g., complex site layouts (many buildings and requirements)). +Resolves typical hardware and software problems (e.g., connectivity, network congestion, protocols, uses diagnostic tools). +Conducts certification testing. +Executes standards. + +4. Advanced +Incorporate business requirements (e.g., high availability, redundancy, disaster recovery) into data communications design using analytical techniques. +Evaluates/pilots new technologies, identifies how they integrate with the corporate network and implements. +Resolves unusual or atypical network problems without clear precedents and/or that have significant impact or consequence on the business or service. +Creates or reviews certification testing. +Develops standards and procedures for new technology configuration and implementation. +Mentors/guides individuals and cross-functional teams. +Deals with major client groups (e.g., regional or national client). + +5. Expert +Demonstrates expert knowledge of data communications principles, network technology, government-wide technology initiatives and technological trends. +Demonstrates broad-based knowledge of information technology. +Develops enterprise-wide multi-disciplinary architectural documents. +Develops business cases for enterprise-wide network technology initiatives as a direct response to business drivers. +Provides effective strategic direction to enterprise-wide network design. +Guides and oversees multiple-concurrent network projects. +Conducts procurement for network solutions network hardware and services procurements. +Develops policy and standards for networking technology and contributes to governmental and/or industry standards working groups (e.g., GOL, ITU, RC). + + + Testing (Competency) + 10. Testing +Knowledge and ability to perform testing of software and/or hardware using a systematic approach (i.e., the orderly progression of testing in which software elements, hardware elements or both are combined and tested until the entire system has been integrated). +Knowledge requirements: +Quality assurance and control +Testing approaches and strategies +System and application testing methodologies, practices and principles (e.g., end-to-end) +Testing/validation in relation to the systems development life-cycle +Types of testing (e.g., volume, unit, compatibility, bandwidth, integration, system, end-to-end, web-stress) +Testing standards (e.g., Treasury Board and department, International organization for standardization (ISO)) +Testing and readiness functions and assessments including release processes and packages, change control and system integration +Testing tools including automated tools, test scripts and reporting/tracking tools +Certification and accreditation of new applications + + +1. Introductory +Demonstrates awareness of testing principles and processes. +Understands testing terminology. + +2. Basic +Tests and debugs software modules. +Conducts unit testing. +Understands testing methodologies and principles. +Understands standards for testing. +Executes test scripts. +Reports test results. +Understands and applies IT system security for applications. +Uses a testing tool. +Demonstrates knowledge of tools and technologies used by persons with disabilities to interface with IT systems and services. + +3. Intermediate +Understands systems integration principles (i.e., the methods, practices and policies that are used during a systems integration process, including hardware, software, network and applications). +Understands release and certification processes. +Prepares test cases/scripts. +Carries out complex testing/ validation (e.g., volume testing, integration testing). +Ensures other applications are not affected. +Matches results with expectations in the design document. +Troubleshoots/resolves issues. +Implements test tools. +Applies standards for testing, including a methodology and test plan to address accessibility for persons with disabilities, copyright, privacy, usability and inter-operability. + +4. Advanced +Conducts application testing. +Conducts complex series test scenarios. +Prepares test plans and strategies. +Researches/tests testing tools and makes recommendations. +Develops test practices. +Implements and monitors standards for testing. +Tests standards. +Understands the impact of testing on the environment and other tests being carried out. +Ensures that the right/appropriate tests are being carried out. +Mentors others. +Guides application stakeholders in testing methods and tools. + +5. Expert +Manages integration testing. +Sets standards for cycle testing. +Designs testing methodologies, including a methodology and test plan to address accessibility for persons with disabilities, copyright, privacy, usability and inter-operability. +Develops test standards, best practices and policies. + + + IT Project Management (Competency) + 7. IT Project Management +Knowledge and ability to apply formal project management principles and practices during the planning, implementation, monitoring and completion of projects, ensuring effective management of scope, resources, time, cost, quality, risk and communications. +Knowledge requirements: +Enhanced Management Framework for the management of information technology/projects +Project management concepts, techniques, methods and tools and industry best practices in the management of projects in an IT environment (e.g., Project Management Body of Knowledge (PMBoK)) +Project estimating and planning techniques +Project progress monitoring +Management of change, risk and problem +Human resources management +Government of Canada policies and standards + +1. Introductory +Understands basic concepts (e.g., project goals, risk, scope, participants’ roles, planning and the importance of project management principles such as time, cost and quality management). +Provides input to project plan. + +2. Basic +Understands project reporting. +Develops simple project plans including work breakdown structure and estimates. +Identifies and escalates issues and potential delays. +Manages small, straightforward projects or specific components of larger projects. + +3. Intermediate +Manages a complete multi-stage project in own area. +Identifies, allocates and manages resources needed to meet project objectives. +Develops and manages the project plan, including timelines, deliverables, milestones and costs. +Identifies potential roadblocks and risks and develops contingency plans to deal with them. +Oversees implementation of the project plan, monitors progress, resource usage and quality, and makes needed adjustments. + +4. Advanced +Manages complex, multifaceted/ interrelated projects that span own area or department boundaries. +Conducts comprehensive risk assessment and develops plans for eliminating or mitigating the risks identified. +Mentors other project managers. +Understands the impact of the project on the department as a whole. +Develops complex plans (e.g., with interdependencies or cross-department). +Implements standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +5. Expert +Oversees/manages large, highly complex, diverse or strategic projects that impact the organization as a whole. +Develops departmental policies and standards. +Markets project management principles and benefits across the department. +Sets/evolves the vision of how project management should be done. +Changes project management practices. +Knows multiple projet management disciplines. + + + Analyze and Synthesize Information (L1 Proficiency) + Breaks down concrete issues into parts and synthesizes succinctly. +Collects and analyses information from a variety of appropriate sources. +Identifies the links between situations and information. + + + Analyze Complex Relationships (L3 Proficiency) + Analyses complex situations, breaking each into its constituent parts. +Recognizes and assesses several likely causal factors or ways of interpreting the information available. +Identifies connections between situations that are not obviously related. + + + Apply Broad Analysis (L4 Proficiency) + Integrates information from diverse sources, often involving large amounts of information. +Thinks several steps ahead in deciding on best course of action, anticipating likely outcomes. +Develops and recommends policy framework based on analysis of emerging trends. +Gathers information from many sources, including experts, in order to completely understand a problem/situation. + + + Identify Critical Relationships (L2 Proficiency) + Sees connections, patterns or trends in the information available. +Identifies the implications and possible consequences of trends or events. +Draws logical conclusions, providing options and recommendations. + + + Apply Systems POV to Enterprise-Wide Analysis (L5 Proficiency) + Identifies multiple relationships and disconnects in processes in order to identify options and reach conclusions. +Adopts a systems perspective, assessing and balancing vast amounts of diverse information on the varied systems and sub-systems that comprise and affect the working environment. +Thinks beyond the organization and into the future, balancing multiple perspectives when setting direction or reaching conclusions (e.g., social, economic, partner, stakeholder interests, short- and long-term benefits, national and global implications). + + + Manage The Process For Change (L3 Proficiency) + Identifies important / effective practices that should continue after change is implemented. +Anticipates specific reasons underlying resistance to change and implements approaches that address resistance. + + + Align Change Initiatives With Organizational Objectives (L4 Proficiency) + Links projects/objectives to department’s/public service’s change initiatives and describes the impact on operational goals. +Presents realities of change and, together with staff, develops strategies for managing it. +Identifies future needs for change that will promote progress toward identified objectives. + + + Underscore The Positive Nature Of Change (L2 Proficiency) + Promotes the advantages of change. +Clarifies the potential opportunities and consequences of proposed changes. +Explains how change affects current practices. + + + Make Others Aware Of Change (L1 Proficiency) + Identifies and accepts the need and processes for change. +Explains the process, implications and rationale for change to those affected by it. +Invites discussion of views on the change. + + + Anticipate and Adapt To Client Needs (L3 Proficiency) + Maintains ongoing communication with clients. +Regularly and systematically contacts clients or prospective clients to determine their needs. +Uses understanding of client’s perspective to identify constraints and advocate on their behalf. +Works with clients to adapt services, products or solutions to meet their needs. +Encourages co-workers and teams to achieve a high standard of service excellence. +Anticipates areas where support or influence will be required and discusses situation/concerns with appropriate individuals. +Proposes new, creative and sound alternatives to improve client service. + + + Foster A Client-Focused Culture (L4 Proficiency) + Tracks trends and developments that will affect own organization’s ability to meet current and future client needs. +Identifies benefits for clients; looks for ways to add value. +Seeks out and involves clients or prospective clients in assessing services, solutions or products to identify ways to improve. +Communicates the importance of providing appropriate resources that respect the needs of all clients and staff. +Establishes service standards and develops strategies to ensure staff meet them. + + + Build Positive Client Relations (L2 Proficiency) + Contacts clients to follow up on services, solutions or products to ensure that their needs have been correctly and effectively met. +Understands issues from the client’s perspective. +Keeps clients up-to-date with information and decisions that affect them. +Monitors services provided to clients and makes timely adjustments as required. + + + Respond To Client Requests (L1 Proficiency) + Identifies client needs and expectations. +Responds to requests efficiently and effectively. +Takes action beyond explicit request within established service standards. +Refers complex questions to a higher decision-making level. +Meets client needs in a respectful, helpful and responsive manner. +Seeks feedback to develop a clear understanding of client needs and outcomes. +Uses client satisfaction monitoring methodologies to ensure client satisfaction. +Adjusts service based on client feedback. + + + Consider the Strategic Direction of Client Focus (L5 Proficiency) + Communicates the organization’s mission, vision and values to external clients. +Strategically and systematically evaluates new opportunities to develop client relationships. +Creates an environment in which concern for diverse client needs and satisfaction are key priorities. +Links a comprehensive and in-depth understanding of clients’ long-term needs and strategies with current and proposed projects/initiatives. +Recommends/ determines strategic business direction to meet projected needs of clients and prospective clients. + + + Listen and Clearly Present Information (L1 Proficiency) + Makes self available and clearly encourages others to initiate communication. +Listens actively and objectively without interrupting. +Checks own understanding of others’ communication (e.g., repeats or paraphrases, asks additional questions). +Presents appropriate information in a clear and concise manner, both orally and in writing. + + + Adapt Communication For Others (L3 Proficiency) + Adapts content, style, tone and medium of communication to suit the target audience’s language, cultural background and level of understanding. +Takes others’ perspectives into account when communicating, negotiating or presenting arguments (e.g., presents benefits from all perspectives). +Responds to and discusses issues/questions in an understandable manner without being defensive and while maintaining the dignity of others. +Anticipates reactions to messages and adapts communications accordingly + + + Foster Two-Way Communication (L2 Proficiency) + Elicits comments or feedback on what has been said. +Maintains continuous open and consistent communication with others. +Openly and constructively discusses diverse perspectives that could lead to misunderstandings. +Communicates decisions or recommendations that could be perceived negatively, with sensitivity and tact. +Supports messages with relevant data, information, examples and demonstrations. + + + Communicate Complex Messages (L4 Proficiency) + Handles complex on-the-spot questions (e.g., from senior public officials, special interest groups or the media). +Communicates complex issues clearly and credibly with widely varied audiences. +Uses varied communication systems, methodologies and strategies to promote dialogue and shared understanding. +Delivers difficult or unpopular messages with clarity, tact and diplomacy. + + + Assess & Monitor Oneself To Maintain Personal Effectiveness (L1 Proficiency) + Continually self-assesses and seeks feedback from others to identify strengths and weaknesses and ways of improving. +Pursues learning opportunities and ongoing development. + + + Seek Learning Opportunities Beyond Current Requirements (L3 Proficiency) + Sets challenging goals and standards of excellence for self in view of growth beyond current job. +Actively pursues self-development on an ongoing basis (technically and personally). +Pursues assignments designed to challenge abilities. + + + Seek To Improve Personal Effectiveness In Current Situation (L2 Proficiency) + Tries new approaches to maximize learning in current situation. +Takes advantage of learning opportunities (e.g., courses, observation of others, assignments, etc.). +Integrates new learning into work methods. + + + Align Personal Development With Organizational Objectives (L4 Proficiency) + Designs personal learning objectives based on evolving needs of the portfolio or business unit. +Uses organizational change as an opportunity to develop new skills and knowledge. + + + Acknowledge Need For New Approaches (L1 Proficiency) + Is open to new ideas. +Questions the conventional approach and seeks alternatives. +Recognizes when a new approach is needed; integrates new information quickly while considering different options. + + + Introduce New Approaches (L3 Proficiency) + Searches for ideas or solutions that have worked in other environments and applies them to the organization. +Uses existing solutions in innovative ways to solve problems. +Sees long-term consequences of potential solutions + + + Modify Current Approaches (L2 Proficiency) + Analyzes strengths and weaknesses of current approaches. +Modifies and adapts current methods and approaches to better meet needs. +Identifies alternate solutions based on precedent. +Identifies an optimal solution after weighing the advantages and disadvantages of alternative approaches. + + + Create New Concepts (L4 Proficiency) + Integrates and synthesizes relevant concepts into a new solution for which there is no previous experience. +Creates new models and methods for the organization. +Identifies flexible and adaptable solutions while still recognizing professional and organizational standards. + + + Make Decisions Based Solely On Rules (L1 Proficiency) + Makes straightforward decisions based on pre-defined options using clear criteria/procedures. +Consults with others or refers an issue/situation for resolution when criteria are not clear. +Deals with exceptions within established parameters using clearly specified rules and procedures. +Makes decisions involving little or no consequence of error. +Verifies that the decision/resolution is correct. + + + Make Decisions In Situations Where Rules May Be Interpreted (L3 Proficiency) + Applies guidelines and procedures that leave considerable room for discretion and interpretation. +Makes decisions by weighing several factors, some of which are partially defined and entail missing pieces of critical information. +As needed, involves the right people in the decision making process. +Balances the risks and implications of decisions across multiple issues. +Develops solutions that address the root cause of the problem and prevent recurrence. +Recognizes, analyzes and solves problems across projects and in complex situations. + + + Make Decisions By Interpreting Rules (L2 Proficiency) + Applies guidelines and procedures that require some interpretation when dealing with exceptions. +Makes straight - forward decisions based on information that is generally clear and adequate. +Considers the risks and consequences of action and/or decisions. +Makes decisions involving minor consequence of error. +Seeks guidance as needed when the situation is unclear. + + + Make Complex Decisions In The Absence Of Rules (L4 Proficiency) + Simplifies complex information from multiple sources to resolve issues. +Makes complex decisions for which there are no set procedures. +Considers a multiplicity of interrelated factors for which there is incomplete and contradictory information. +Balances competing priorities in reaching decisions. +Develops solutions to problems, balancing the risks and implications across multiple projects. +Recommends solutions in an environment of risk and ambiguity. + + + Share Expertise With Others (L1 Proficiency) + Regularly shares expertise with team members to support continuous learning and improvement. +Advises, guides and coaches others by sharing experiences and discussing how to handle current or anticipated concerns. + + + Promote Ongoing Learning and Development (L3 Proficiency) + Helps team members develop their skills and abilities. +Engages in development and career planning dialogues with employees. +Works with employees and teams to define realistic yet challenging work goals. +Encourages team members to develop learning and career plans and follows-up to guide development and measure progress. +Advocates and commits to ongoing training and development to foster a learning culture. + + + Support Individual Development and Improvement (L2 Proficiency) + Provides performance feedback and support, reinforcing strengths and identifying areas for improvement. +Encourages staff to develop and apply their skills. +Suggests to individuals ways of improving performance and competence. + + + Provide Opportunities For Development (L4 Proficiency) + Ensures that resources and time are available for development activities. +Ensures that all employees have equitable access to development opportunities. +Provides opportunities for development through tools, assignments, mentoring and coaching relationships etc. + + + Use Facts and Available Information To Persuade (L1 Proficiency) + Uses appeals to reason, data, facts and figures. +Uses concrete examples, visual aids and demonstrations to make a point. +Describes the potential impact of own actions on others and how it will affect their perception of self. + + + Demonstrate the Benefit of Ideas (L3 Proficiency) + Builds on successful initiatives and best practices internal and external to the organization to gain acceptance for ideas. +Presents pros and cons and detailed analyses to emphasize the value of an idea. +Persuades others by drawing from experience and presenting multiple arguments in order to support a position. + + + Adapt Rationale To Influence Others (L2 Proficiency) + Anticipates the effect of one’s approach or chosen rationale on the emotions and sensitivities of others. +Adapts discussions and presentations to appeal to the needs or interests of others. +Uses the process of give-and-take to gain support. +Builds relationships through fair, honest and consistent behaviour. + + + Access Sources Of Information (L1 Proficiency) + Seeks information from others (e.g., colleagues, customers). +Maintains personal contacts in other parts of the organization with those who can provide work-related information. + + + Seek New Networking Opportunities For Self and Others (L3 Proficiency) + Seeks opportunities to partner and transfer knowledge (e.g., by actively participating in trade shows, conferences, meetings, committees, multi-stakeholder groups and/or seminars). +Cultivates personal networks in different parts of the organization and effectively uses contacts to achieve results. +Initiates and develops diverse relationships. + + + Build Key Contacts (L2 Proficiency) + Seeks out the expertise of others and develops links with experts and information sources. +Develops and nurtures key contacts as a source of information. +Participates in networking and social events internal and external to the organization. + + + Strategically Expand Networks (L4 Proficiency) + Builds networks with parties that can enable the achievement of the organization’s strategy. +Brings informal teams of experts together to address issues/needs, share information and resolve differences, as required. +Uses knowledge of the formal or informal structure and the culture to further strategic objectives. + + + Understand Formal Structure (L1 Proficiency) + Monitors work to ensure it aligns with formal procedures and the organization’s accountabilities. +Recognizes and uses formal structure, rules, processes, methods or operations to accomplish work. +Actively supports the public service mission and goals. + + + Effectively Operate In External Environments (L3 Proficiency) + Achieves solutions acceptable to varied parties based on understanding of issues, climates and cultures in own and other organizations. +Accurately describes the issues and culture of external stakeholders. Uses this information to negotiate goals and initiatives. + + + Understand Informal Structure and Culture (L2 Proficiency) + Uses informal structures; can identify key decision-makers and influencers. +Effectively uses both formal and informal channels or networks for acquiring information, assistance and accomplishing work goals. + + + Plan Tasks and Organize Own Work (L1 Proficiency) + Identifies requirements and uses available resources to meet own work objectives in optimal fashion. +Completes tasks in accordance with plans. +Monitors the attainment of own work objectives and/or quality of the work completed. +Sets priorities for tasks in order of importance. + + + Develop Plans For the Business Unit (L3 Proficiency) + Considers a range of factors in the planning process (e.g., costs, timing, customer needs, resources available, etc.). +Identifies and plans activities that will result in overall improvement to services. +Challenges inefficient or ineffective work processes and offers constructive alternatives. +Anticipates issues and revises plans as required. +Helps to remove barriers by providing resources and encouragement as needed. + + + Apply Planning Principles To Achieve Work Goals (L2 Proficiency) + Establishes goals and organizes work by bringing together the necessary resources. +Organizes work according to project and time management principles and processes. +Practices and plans for contingencies to deal with unexpected events or setbacks. +Makes needed adjustments to timelines, steps and resource allocation. +Directs issues to appropriate bodies when unable to resolve them within own area of responsibility. + + + Integrate and Evaluate Plans To Achieve Business Goals (L4 Proficiency) + Establishes alternative courses of action, organizes people and prioritizes the activities of the team to achieve results more effectively. +Ensures that systems are in place to effectively monitor and evaluate progress. +Evaluates processes and results and makes appropriate adjustments to the plan. +Sets, communicates and regularly assesses priorities. + + + Use Resources Effectively (L1 Proficiency) + Protects and uses resources and assets in a conscientious and effective manner. +Identifies wasteful practices and opportunities for optimizing resource use. + + + Control Resource Use (L3 Proficiency) + Allocates and controls resources and assets within own area. +Implements ways of more effectively utilizing resources and assets. +Assigns and communicates roles and accountabilities to maximize team effectiveness; manages workload. + + + Ensure Effective Use Of Resources (L2 Proficiency) + Monitors and ensures the efficient and appropriate use of resources and assets. +Explores ways of leveraging funds to expand program effectiveness. + + + Participate As A Team Member (L1 Proficiency) + Assumes personal responsibility and follows up to meet commitments to others. +Understands the goals of the team and each team member’s role within it. +Deals honestly and fairly with others, showing consideration and respect. +Willingly gives support to co-workers and works collaboratively rather than competitively. +Shares experiences, knowledge and best practices with team members. + + + Demonstrate Leadership In Teams (L3 Proficiency) + Builds relationships with team members and with other work units. +Fosters team spirit and collaboration within teams +Discusses problems/ issues with team members that could affect results. +Communicates expectations for teamwork and collaboration. +Facilitates the expression of diverse points of view to enhance teamwork. +Capitalizes on the strengths of all members. +Gives credit for success and acknowledges contributions and efforts of individuals to team effectiveness. + + + Foster Teamwork (L2 Proficiency) + Assumes responsibility for work activities and coordinating efforts. +Promotes team goals. +Seeks others’ input and involvement and listens to their viewpoints. +Shifts priorities, changes style and responds with new approaches as needed to meet team goals. +Suggests or develops methods and means for maximizing the input and involvement of team members. +Acknowledges the work of others. + + + Keep The Team Informed (L1 Proficiency) + Ensures that team members have the necessary information to operate effectively. +Establishes the direction/goal(s) for the team. +Lets team members affected by a decision know exactly what is happening and gives a clear rationale for the decision. +Sets an example for team members (e.g., respect of others’ views, team loyalty, cooperating with others). + + + Ensure Team Member Input (L3 Proficiency) + Values and encourages others’ input and suggestions. +Stimulates constructive discussion of different points of view, focusing on the organization’s strategic objectives, vision or values. +Builds cooperation, loyalty and helps achieve consensus. +Provides constructive feedback and recognizes all contributions. +Ensures the respective strengths of team members are used in order to achieve the team’s overall objectives. + + + Ensure The Needs Of The Team and Members Are Met (L2 Proficiency) + Makes sure the practical needs of the team and team members are met. +Makes decisions by taking into account the differences among team members, and overall team requirements and objectives. +Ensures that the team’s tasks are completed. +Accepts responsibility for the team’s actions and results. + + + Empower The Team (L4 Proficiency) + Communicates team successes and organization-wide contribution to other organizational members. +Encourages the team to promote their work throughout the organization. +Establishes the team’s credibility with internal and external stakeholders. + + + Demonstrate Personal Work Alignment (L1 Proficiency) + Sets personal work goals in line with operational goals of work area. +Continually evaluates personal progress and actions to ensure alignment with organizational vision and operational goals. +Liaises with others to ensure alignment with the business goals and vision of the organization. + + + Align Program / Operational Goals and Plans (L3 Proficiency) + Works with teams to set program/operational goals and plans in keeping with the strategic direction. +Regularly promotes the organization, its vision and values to clients, stakeholders and partners. +Works with staff to set strategic goals for own sector of the organization. +Assesses the gap between the current state and desired future direction and establishes effective ways for closing the gap in own sector. + + + Promote Team Alignment (L2 Proficiency) + Effectively communicates and interprets the strategic vision to employees within area of responsibility. +Clearly articulates and promotes the significance and impact of employee contributions to promoting and achieving organizational goals. +Monitors work of team to ensure alignment with strategic direction, vision and values for the organization. +Identifies potential future directions for work area in line with vision. +Proactively helps others to understand the importance of the strategy and vision. + + + Influence Strategic Direction (L4 Proficiency) + Foresees obstacles and opportunities for the organization and acts accordingly. +Defines issues, generates options and selects solutions, which are consistent with the strategy and vision. +Scans, seeks out and assesses information on potential future directions. +Provides direction and communicates the vision to encourage alignment within the organization. +Energetically and persistently promotes strategic objectives with colleagues in other business lines. + + + Architecture - Intermediate (L3 Proficiency) + Focuses on a single area of expertise. +Produces analytic and candidate design models to be used for further analysis (e.g., telecommunications, networks). +Demonstrates awareness of other architectures +Validates models created by projects and/or junior staff +Signs off functional models + + + Architecture - Advanced (L4 Proficiency) + A good understanding of architecture across the business lines and how they interact although I focused on a single architecture +That I was able to produce frameworks for a single architecture +That I was able to assess new requirements and make design recommendations +That I signed off on architectural models +That I was able to manage transformations +That I was able to define metadata models and information models +That I was able to monitor standards +============================================== + NEW +============================================== +Demonstrates good understanding of architecture across the business lines and how they interact but focuses on a single architecture. +Produces frameworks for a single architecture. +Assesses new requirements and makes design recommendations. +Signs off architecture models. +Manages transformations. +Defines metadata models and information models. +Monitors standards. + + + Architecture - Basic (L2 Proficiency) + Creates basic models based upon specifications. +Defines key terms and concepts. + + + Architecture - Introductory (L1 Proficiency) + Possesses basic understanding of architecture principles. +Reads and understands architecture specifications and models. +Distinguishes between different architecture domains. + + + Architecture - Expert (L5 Proficiency) + Understands how architecture relates to the organization's vision, how new business fits in the current business lines, the integration of business and technology, and relates government priorities to target architectures. +Builds corporate data models. +Delivers and signs off frameworks for architectures and integration models. +Recommends priorities for business based upon the architecture. +Understands and applies TB standards (e.g., ISO, WC3 Quality standards). +Addresses governance issues. +Defines metadata models at the enterprise level, information models and the interoperability model. +Extends the body of knowledge and contributes to government standards. + + + Business Analysis - Expert (L5 Proficiency) + Works at the "integration level" by understanding the business architecture and its relationship to other architectures. +Makes recommendations to senior management on strategies and plans. +Carries out environmental scans of architecture. +Assesses corporate impacts of changes and recommends strategies to senior management. +Develops complex business cases across multiple business lines and platforms. +Sets standards for compliance and governance structures. + + + Business Analysis - Intermediate (L3 Proficiency) + Understands client business requirements, business roles, business planning and business processes. +Understands and works within governance principles. +Understands audit and compliance principles, change management principles and the impact of changes. +Understands how technologies can enable business processes. +Translates business requirements into technical requirements. +Develops clear requirement statements that reflect business needs as well as privacy, accessibility for persons with disabilities, usability and inter-operability. +Develops simple business cases. +Carries out simple business process reengineering, models and redesign processes. + + + Business Analysis - Introductory (L1 Proficiency) + Demonstrates awareness of business rules and concepts. + + + Business Analysis - Basic (L2 Proficiency) + Understands business lines. +Understands basic government and departmental services. +Drafts simple requirements. + + + Business Analysis - Advanced (L4 Proficiency) + Validates business requirements, applies government and corporate priorities. +Gathers/refines complex business requirements, recommends or makes decisions on business requirements / interdependencies. +Develops complex business cases. +Carries out impact analyses and environmental scans to make recommendations. +Leads business process reengineering. +Presents and defends complex positions and strategies for business decisions, processes and plans. +Guides other business analysts. +Advises on compliance, governance structures and audit principles. + + + Infrastructure / Platforms - Introductory (L1 Proficiency) + Demonstrates awareness of the platform principles and procedures. +Understands need for capacity planning and performance management. +Operates the platform at a simple level under supervision. +Demonstrates awareness of the standards for the platform. + + + Infrastructure / Platforms - Basic (L2 Proficiency) + Understands the platform technology and concepts. +Understands how basic concepts relate to each other and applies them. +Understands how the platform integrates with other environments, at a basic level, from an end-user perspective. +Operates the platform at a simple level. +Troubleshoots basic physical or software problems. +Understands and applies the standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + + + IT Procurement and Asset Management - Introductory (L1 Proficiency) + Demonstrates broad knowledge of Government of Canada and the role of PWGSC in procurement. +Understands the values and ethics involved in procurement. +Demonstrates basic understanding of procurement process for IT services and goods. + + + IT Procurement and Asset Management - Intermediate (L3 Proficiency) + Knows the procurement cycle and processes, gathering of information through RFIs and RFPs, roles of interdepartmental partners and the proposal/ evaluation processes. +Demonstrates a general knowledge of procurement and conducts low-level procurement. +Evaluates products and services and identifies the vehicle(s) to use. +Provides advice on reporting and inventory, policies and procedures. +Establishes partnerships with Finance. +Understands IT asset business and language. +Formulates and applies performance management guidelines to asset management. + + + IT Procurement and Asset Management - Basic (L2 Proficiency) + Understands Treasury Board and corporate processes, standards and governance structures. +Assists in gathering requirements from the business. +Understands internal procurement processes for IT services and goods. + + + IT Project Management - Introductory (L1 Proficiency) + Understands basic concepts (e.g., project goals, risk, scope, participants’ roles, planning and the importance of project management principles such as time, cost and quality management). +Provides input to project plan. + + + IT Project Management - Intermediate (L3 Proficiency) + Manages a complete multi-stage project in own area. +Identifies, allocates and manages resources needed to meet project objectives. +Develops and manages the project plan, including timelines, deliverables, milestones and costs. +Identifies potential roadblocks and risks and develops contingency plans to deal with them. +Oversees implementation of the project plan, monitors progress, resource usage and quality, and makes needed adjustments. + + + IT Project Management - Basic (L2 Proficiency) + Understands project reporting. +Develops simple project plans including work breakdown structure and estimates. +Identifies and escalates issues and potential delays. +Manages small, straightforward projects or specific components of larger projects. + + + IT Project Management - Advanced (L4 Proficiency) + Manages complex, multifaceted/ interrelated projects that span own area or department boundaries. +Conducts comprehensive risk assessment and develops plans for eliminating or mitigating the risks identified. +Mentors other project managers. +Understands the impact of the project on the department as a whole. +Develops complex plans (e.g., with interdependencies or cross-department). +Implements standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + + + Security / Information & Application Protection - Introductory (L1 Proficiency) +  Demonstrates awareness of security requirements. + Demonstrates awareness of certification policies. + Demonstrates awareness of privacy requirements and standards. + + + Security / Information & Application Protection - Basic (L2 Proficiency) +  Understands concepts of IT security and its application to computer systems architecture. + + + Technical Advisor (GNCS030003) + + + Project Leader (GNCS030004) + + + Senior Advisor (GNCS040003) + + + Manager (4-10) (GNCS040004) + + + Director (4-50) (GNCS051001) + + + Executive Org. Structure + + + Technical Advisor (GCIT030003) + + + Analyst (GCIT020007) + + + Senior Advisor (GCIT040003) + IT Senior Advisor, IT Enterprise Architecture + +* CLIENT SERVICE RESULTS * + +Expert technical advice and strategic direction on the evolving state of the department/agency's enterprise architecture, and the provision of enterprise architectural frameworks, standards, policies, plans and designs for business and technology solutions and services, in support of service delivery to internal or external clients, and stakeholders. + +Definitions: + +IT infrastructure – refers to the set of hardware, software and networks including, as examples, Local Area Network, Municipal Area Network and Wide Area Network (LAN/MAN/WAN) systems, cloud technologies and services, networking devices, workstations, computers, mobile devices, voice/data systems, servers, IT peripheral equipment, operating system and enterprise software, and IT-related systems. + +Service management – refers to the set of service capabilities and practices used to operate and maintain IT services for clients and stakeholders. + +Systems development life-cycle methodologies – refers to the methodologies used in planning, requirements and analysis, design, development, integration, testing and implementation of information systems and software solutions for clients and stakeholders. + +* KEY ACTIVITIES * + +Acts as the department/agency's expert technical authority on the acquisition, development, integration, testing, implementation and maintenance of enterprise architecture and services. Leads or participates in project teams involved in specialized enterprise architecture projects. + +Provides expert advice to senior management, clients and colleagues on current and required technical changes to the departmental/agency enterprise architecture and services, frameworks, strategies and roadmaps, technologies, tools and products, cloud technologies and services, technology interoperability on various platforms, technology life cycle management, integrity of corporate and client applications, the roll-out of technologies, service management and technical support in order to achieve the department/agency's corporate objectives. + +Provides expert technical advice and guidance to senior management, other departmental organizations, and external client and partner organizations on the design, development, integration, testing, implementation and maintenance of enterprise architecture. Provides expert advice to support managers and project teams on all technical issues relating to enterprise architecture. + +Designs and develops departmental/agency enterprise architecture frameworks and roadmaps, and develops and recommends large, strategic enterprise architecture improvement initiatives to departmental/agency stakeholders, in order to ensure that the enterprise architecture and services effectively support the department/agency's requirements. + +Advises clients on IT policies, procedures and standards, interprets and disseminates government policies, standards and guidelines, and develops and implements departmental/agency standards and policies. + +Researches best practices and current trends in enterprise architecture and services, engages in technical activities, resolves technical issues and facilitates technical solutions. + +Represents the organization on internal, inter-departmental/agency and other government committees, meetings and working groups concerned with enterprise architecture, and liaises with industry representatives while conducting research into new technologies. + +Provides expert advice to senior management to support decisions to improve various aspects of the departmental/agency enterprise architecture including technical support, enterprise architecture frameworks, strategies and roadmaps, technologies, tools and services, and problem management. + +Chairs and facilitates project-related meetings with project sponsors, other stakeholders and vendor representatives. + +Develops strategies and project plans for management approval. Negotiates service level agreements and goods and services contracts with suppliers. Prepares requests for proposal specifications and develops evaluation criteria. + +* SKILL * + + +The work requires knowledge of: + +• Theories, principles and practices of computer science, information systems, IT infrastructure, cloud technologies and services, systems development life-cycle methodologies, information management and information technology (IM/IT), IT architectures, service management, quality assurance and testing, problem management, IT security, enterprise architecture, enterprise architecture methodologies, and IT strategies and plans. This knowledge is required to support enterprise architecture and services, to ensure optimum enterprise architecture and services, and to serve as an expert source of knowledge in issue and problem resolution. + +• Principles, theories and practices of enterprise architecture and design, hardware and software engineering, systems development, management and maintenance in order to address and resolve complex, large and wide-ranging enterprise architecture requirements, planning and projects for the department/agency and departmental/agency clients that ensures robust, reliable enterprise architecture solutions across all departmental/agency IT infrastructure and platforms including enterprise servers, cloud technologies and services, storage devices and systems, mobile devices, and other related IT systems. + +• Enterprise architecture solutions, technologies and industry-wide platform standards in order to provide expert advice and guidance to clients and senior management on major decisions for enterprise architecture improvements; and to provide resolution to complex technical issues, identify and document key technical requirements, lead in-depth technical research studies, influence contracting and outsourcing decisions, and design, develop and implement enterprise architecture strategy, policy and service delivery. + +• Government and departmental/agency policies, programs, objectives, services and priorities in order to recommend options and solutions to enhance departmental/agency enterprise architecture and services, in keeping with departmental/agency directions. + +• Departmental/agency, federal, Canadian and international standards in enterprise architecture processes, practices, services and tools in order to facilitate technical support and services with architectural frameworks, strategies and roadmaps, platforms, technologies, tools, vendor and contract management, cloud technologies and services, technology interoperability on various platforms, technology life cycle management, integrity of corporate and client applications, roll-out of technologies, and problem management in enterprise architecture. + +• Business activities, operations and services in order to evaluate proposals, recommend enterprise architecture IT solutions and reach consensus among client groups on issues such as technical and client requirements, and the implementation of organization-wide enterprise architecture IT standards. + +• Legislation, regulations and government policies in order to provide advice, guidance and support to senior management, clients and technical staff on enterprise architecture solutions and services. + +• Principles, techniques and practices of project management in order to plan, allocate, monitor and approve the work performed by project teams on enterprise architecture projects, programs and research for delivery of enterprise architecture and services. + +• Negotiation theories and practices in order to effectively work with a variety of internal and external stakeholders and senior management to determine complex service agreements, resolve contracting disputes and issues, understand positions on requirements, coordinate technical projects with various departmental/agency partners, and seek resolutions to contentious technology problems. + +• Principles, theories and practices of service management to contribute to the planning and management of enterprise architecture and services. + +• Contract management policies, practices and procedures in order to develop, negotiate and manage goods and services contracts related to enterprise architecture and services. + +The work also requires: + +• Analytical skills in order to conceptualize and articulate the development of enterprise architectures, frameworks, strategies, services and plans. + +• Analytical skills in order to identify and assess complex technical issues and key technical requirements, to evaluate and influence sourcing and contract decisions, to develop service delivery strategies, and to research technical studies and trends with enterprise architecture and technologies and industry-wide platform standards, for the purpose of departmental/agency enterprise architecture improvements. + +• Verbal and writing skills in order to communicate complex technical information, to provide authoritative technical advice and guidance to clients, management, contractors, suppliers and other technical staff, and to make presentations to senior management. + +• Negotiation and consultation skills in order to outline and resolve key technical requirements with clients, to negotiate service levels and service agreements with partners and suppliers, and to gain support from senior technical staff on the resolution of complex technical issues and development of enterprise architecture. + +• Writing skills in order to produce technology strategies, complex technical documents, plans, contract specifications, correspondence and other documents related to enterprise architecture. + +• Communication skills in order to articulate technical information, to provide expert advice, and to make presentations to senior management and key stakeholders dealing with complex technical subject matter. + +• Coaching and mentoring skills in order to coach individuals in technical skills and abilities. + +• Maintaining knowledge of trends, developments and challenges in business, technology, enterprise architecture, service management, testing, project management methodologies and practices, in order to serve as an expert source of knowledge. Participates in symposiums and seminars related to enterprise architecture. + +* EFFORT * + + +Intellectual: + +Intellectual effort is required to: + +• Conceptualize and articulate the development of complex enterprise architecture and frameworks, working effectively with a variety of senior departmental/agency and external stakeholders, and maintaining a strong understanding/focus on departmental/agency demands and competing priorities, leading to the development of large-scale enterprise architecture strategies, plans and systems that meet the department/agency's technology goals and objectives. + +• Conduct research and assess trends and developments in order to identify opportunities for the enhancement of departmental/agency processes that could result in cost savings, increased productivity and improved client service. + +• Provide expert advice in order to respond to business needs using enterprise architecture and services and provide direction and guidance to stakeholders. + +• Review complex technical reports, product evaluations and proposed system plans, working with senior technical personnel within the department/agency, central agencies and external departments/agencies, in order to determine options and alternatives and to minimize risks for major improvements to the departmental/agency enterprise architecture and services. + +• Design and develop enterprise architecture and frameworks, write detailed technical reports, recommend new initiatives or services, develop and evaluate recommendations, make presentations to senior client representatives, and negotiate goods and services contracts with suppliers. + +• Identify and analyze the IT needs of the department/agency and the path of the evolution of the enterprise architecture and services which can best address those needs; make recommendations to corporate IT senior managers and to clients. + +• Develop and prepare requests for proposal specifications, determine evaluation criteria, prepare project plans, and negotiate service level agreements and goods and services contracts with suppliers. + +• Research technical studies and evaluate trends with enterprise architecture and technologies and industry-wide platform standards in order to: guide management and departmental/agency decision-making on enterprise architectures improvements; identify and resolve complex technical issues and key technical requirements for sourcing and contract decisions; and develop, design and implement information systems strategies and policies used in service delivery. + +Judgment and innovative thinking are required to advise and make recommendations on services and systems for clients that meet complex departmental/agency technology goals and objectives. + +Activities, recommendations and decisions have an impact on the department/agency and affect: the successful planning, development and delivery of the department/agency's enterprise architecture and services; the expenditure of funds related to budgets, contracts and capital expenditures; the effective utilization of human resources; the development of detailed enterprise architecture frameworks, technology strategies and policies; the attainment of corporate objectives and the alignment of expected results; and on the efficient technology operations and services provided by the department/agency. + +Sensory: + +The work requires regular periods of sensory effort, such as listening, and reading or reviewing data and documentation. Sustained attention is required to detect errors and inconsistencies in the implementation of the enterprise architecture and services. + +Physical: + +The work requires sitting for prolonged periods while writing reports, business plans, presentations and memos, and while participating in lengthy meetings and conference calls; however, there is the opportunity to take breaks or to shift between tasks. + +* RESPONSIBILITIES * + + +Responsible for contacts with senior departmental/agency managers, central agencies, other external organizations, senior technical staff, clients and stakeholders, in order to negotiate and obtain agreement on requirements for services, consult on the resolution of complex technical issues, and seek common understanding and support on key technologies and frameworks on which to base solutions. + +Acts as the departmental/agency authority and provides expert technical guidance to technical advisors, managers, program specialists and work teams; leads inter-departmental/agency committees and diverse project teams on an ad hoc basis. Provides input to performance appraisals for technical personnel assigned to projects. + +Contributes to plans for financial resources for projects and ongoing operational needs, prepares cost estimates and recommendations (including cost benefit, technical and risk analysis) for equipment, software, contracts or professional services, and prepares business cases in order to help determine the most cost effective and lowest risk approach for developing, implementing and maintaining enterprise architecture and services. + +Manages allocated ad hoc project budgets, identifies the need for expenditures for supplies, equipment and contract services in order to support project requirements within approved budgets. Negotiates and manages service level agreements and contracts with suppliers of technical expertise and computer systems software; commits expenditures within established guidelines and procedures. Initiates contract process for services and approves payments on the fulfillment of contract technical specifications. + +Chairs or facilitates project-related meetings with project sponsors, other stakeholders and vendor representatives. + +* WORKING CONDITIONS * + + +Psychological: + +The work requires continuous exposure to heavy workloads, tight deadlines, changing priorities, pressure for immediate problem resolution and competing demands from clients and stakeholders. + +Physical: + +There is a requirement to work in a typical or open office environment resulting in frequent distractions from office conversations, telephones and interruptions from colleagues. + + + Manager (4-10) (GCIT040004) + + + Director (4-50) (GCIT051001) + + + TECHNICAL COMPETENCIES + Technical Competency Dictionary for the IT Community +Community & Collaboration Division (CCD) +Treasury Board of Canada, Secretariat +November, 2011 + +Introduction +Competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviours needed for successful job performance. Often competencies reflect very general attributes common to all jobs (e.g., analytical thinking, problem solving, client orientation). However, the goal of the present exercise was to identify technical competencies - competencies required from incumbents occupying various jobs/roles in the IT Community that reflect the unique knowledge and skill set expected from these IT employees – that would complement the Behavioural Competency Dictionary. The resulting Technical Competency Dictionary for the IT Community was developed in partnership with subject matter experts in the IT Community and is the outcome of numerous interviews and discussions with CS representatives in different roles and levels from several large departments. + +How Are the Competencies Structured? +For all competencies in the dictionary, a brief definition is provided as well as a list of points of knowledge required. Each competency also includes a proficiency scale that indicates the full range of expression of the competency. Each proficiency scale has five levels indicating the depth and breadth to which knowledge and skill are required in the job. Each proficiency level is described in terms of behavioural indicators. The behaviours at each level of the scale are illustrative rather than definitive; that is, other examples of behaviour are possible and can be used at each level. Each competency scale is cumulative which means that, although behaviours from lower levels are not repeated at higher level, they nonetheless apply. + +1. Introductory - Demonstrates introductory understanding and ability and, with guidance, applies the competency in a few simple situations. +2. Basic - Demonstrates basic knowledge and ability and, with guidance, can apply the competency in common situations that present limited difficulties. +3. Intermediate - Demonstrates solid knowledge and ability, and can apply the competency with minimal or no guidance in the full range of typical situations. Would require guidance to handle novel or more complex situations. +4. Advanced - Demonstrates advanced knowledge and ability, and can apply the competency in new or complex situations. Guides other professionals. +5. Expert - Demonstrates expert knowledge and ability, and can apply the competency in the most complex situations. Develops new approaches, methods or policies in the area. Is recognized as an expert, internally and/or externally. Leads the guidance of other professionals. + + + BEHAVIOURAL COMPETENCIES + Behavioural Competency Dictionary +Treasury Board of Canada, Secretariat +November 2011 + +What are Competencies? +Competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviours needed for successful job performance. Competencies are not new. What is new is their integrated use across human resource functions. + +How Are the Competencies Structured? +For all competencies in the dictionary, a definition is provided. Each competency also includes a proficiency scale that indicates the full range of expression of the competency. Most proficiency scales have five levels. Each proficiency level is described in terms of behavioural indicators. The behaviours at each level of the scale are illustrative rather than definitive; that is other examples of behaviour are possible. Each competency scale is cumulative which means that, although behaviours from lower levels are not repeated at higher level, they nonetheless apply. + +How to Use this Dictionary? +The contents of this dictionary represent the behavioural or non-technical competencies that apply to jobs in the federal Public Service. The dictionary can be used for a variety of purposes including recruitment and staffing, learning and career development and performance management. For each job, choose the competencies and proficiency levels that are most critical to performance excellence. + + + Junction + + + Junction + + + Junction (copy) + + + Junction (copy) + + + CS CLASSIFICATIONS (OLD) + + + IT CLASSIFICATIONS (NEW) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + OCHRO Universal Competency (Level 0) + http://www.gcpedia.gc.ca/wiki/CIO_Suite/Organizational_Models/Enterprise_Architecture +Enterprise Architecture Option 1.1.1 + +What are Competency Dictionaries? +https://www.gcpedia.gc.ca/wiki/CIO_Suite/Competencies/Dictionaries +Competency dictionaries are catalogues of all competencies, both behavioural (non-technical) and technical, that apply to an organization or a community. They describe successful performance as observable, measureable behaviours and ensure that there is common, universally understood terminology linked to performance expectations. (For example, a consistent, clear description of what effective communication looks like on the job.) + +There are two types of competencies required for success in IT jobs: + +Behavioural competencies reflect general attributes that are common to many jobs. They are fundamental to success, transferrable and they enable employees to be versatile. Examples of behavioural competencies include creative thinking and risk management. +Technical competencies reflect the technical knowledge and skill required to perform in an IT discipline, function or "stream". Like behavioural competencies, they too are fundamental to success and are described in the dictionary as on-the-job actions. Examples of technical competencies include business analysis and testing. + +Universal Competency Levels +http://www.gcpedia.gc.ca/wiki/CIO_Suite +LEVEL - BEHAVIOUR - BEHAVIOUR DESCRIPTION - FOCUS +1 - Introductory +Demonstrates introductory understanding and ability and, with guidance, applies the competency in a few simple situations. +Applying this competency, with guidance, in a few simple situations. + +2 - Basic +Demonstrates basic knowledge and ability and, with guidance, can apply the competency in common situations that present limited difficulties. +Applying this competency, with guidance, in common situations that present limited difficulties. + +3 - Intermediate +Demonstrates solid knowledge and ability, and can apply the competency with minimal or no guidance in the full range of typical situations. Would require guidance to handle novel or more complex situations. +Minimal or no guidance required in the full range of typical situations. Guidance required with novel or more complex situations. + +4 - Advanced +Demonstrates advanced knowledge and ability, and can apply the competency in new or complex situations. Guides other professionals. +Applying this competency in new or complex situations. Able to guide others. + +5 - Expert +Demonstrates expert knowledge and ability, and can apply the competency in the most complex situations. Develops new approaches, methods or policies in the area. Is recognized as an expert, internally and/or externally. Leads the guidance of other professionals. +Applying the competency in the most complex situations and developing new approaches, methods or policies. Recognized widely as an expert. Leads the guidance of others. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + OCHRO Universal Competency (ALL Levels) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + OCHRO Universal Jobs (EA Option 1.1.1) + Enterprise Architecture Option 1.1.1 +http://www.gcpedia.gc.ca/wiki/CIO_Suite/Organizational_Models/Enterprise_Architecture +Technical Advisor: GNCS030003 --> GCIT030003 +Project Leader: GNCS030004 --> N/A +Senior Advisor: GNCS040003 --> GCIT040003 +Manager (4-10): GNCS040004 / GNCS041004 / GNCS050001 --> GCIT040004 +Director (4-50): GNCS051001 / GNCS052001 --> GCIT051001 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GCIT040003 Senior Advisor Competency Profile + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/csv/elements.csv b/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/csv/elements.csv new file mode 100644 index 00000000..756c5260 --- /dev/null +++ b/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/csv/elements.csv @@ -0,0 +1,29 @@ +"ID","Type","Name","Documentation","Specialization" +"id-c1b55dd0aced484d97154a912583beaf","ArchimateModel","(new model)","","" +"id-667eec564bb747ac8eed8b3805a8ed56","BusinessService","Сервис визуализации данных","","" +"id-79dcb27d43e84594b603922bea804e6b","ApplicationComponent","Сервис архивации данных","","" +"id-9cb85d022afc4a2abf1ae33bbda64cf0","ApplicationComponent","Сервис по оперативной отчетности и визуализации данных","","" +"id-1fb6b8580ba949549b3d8f331ff4071a","ApplicationComponent","Система оперативной отчетности по загрузке операторов в контакт-центре","","" +"id-5663a17e46ab4d5098d7ffc3053c082b","ApplicationService","Сервис визуализации данных","","" +"id-7da3a6ee2f3345c5ac8c39fc8bfa5918","Goal","Автоматизация управления техобслуживанием","","" +"id-6a102da70aad48d0bbd882f7115a53c5","Goal","Визуализация статистических данных для работы с отчетами","","" +"id-6f16bf9a5c0e4dda966f5136af028937","Goal","Контроль исполения","","" +"id-d78e70684bf940739eff59d066d84e6b","Goal","Контроль персонала","","" +"id-aa2f5efcff194f5dad8d0443a9d928cd","Goal","Контроль хода исполнения заявки","","" +"id-9e4f70172fd544d3a5f2f3a8713a7805","Goal","ЛК сайта для подачи заявки","","" +"id-16ea0347129a4790bcf2649de3f31080","Goal","Максимизация прибыли","","" +"id-a3c6f608bb5b410599059918518fa207","Goal","Оптимизация ремонта и технитческого обслуживания","","" +"id-be7ad41c2eb944b2bced36bf2225e2cd","Goal","Переориентация клиентов на обслуживание на сайте","","" +"id-ac9b2b37c870436194062b6ceb4594f3","Goal","Планирование","","" +"id-e9cb69c9e3aa4c6789258cad55403118","Goal","Повысить качество обслуживания клиентов","","" +"id-4b4b00687ef94b3bbb38237f4f0ec9bb","Goal","Повысить оперативность отчетности по загрузке операторов в 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end of file diff --git a/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/csv/properties.csv b/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/csv/properties.csv new file mode 100644 index 00000000..503df7c2 --- /dev/null +++ b/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/csv/properties.csv @@ -0,0 +1 @@ +"ID","Key","Value" \ No newline at end of file diff --git a/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/csv/relations.csv b/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/csv/relations.csv new file mode 100644 index 00000000..c9e76b18 --- /dev/null +++ b/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/csv/relations.csv @@ -0,0 +1,25 @@ +"ID","Type","Name","Documentation","Source","Target","Specialization" +"id-45774ca85dac403f9e5b811f1a9c6210","CompositionRelationship","","","id-7da3a6ee2f3345c5ac8c39fc8bfa5918","id-d78e70684bf940739eff59d066d84e6b","" 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/dev/null +++ b/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/model.archimate @@ -0,0 +1,189 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + % положительных отзывов о компании в Google/Yandex + + + + + + + % положительных отзывов об обслуживании клиентов (опрос сразу после обслуживания) + + + + % заявок, поданных через сайт от общего числа заявок + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Реализация бейкапов переписок, хранение не менее 90 дней + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Аренда/постройка не менее 100 м2 помещения + + + + + + + + + + diff --git a/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/model.json b/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/model.json new file mode 100644 index 00000000..09fbcc13 --- /dev/null +++ b/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/model.json @@ -0,0 +1 @@ +{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/id-c1b55dd0aced484d97154a912583beaf","archimateId":"id-c1b55dd0aced484d97154a912583beaf","name":"(new model)","description":"","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"GeorgiyDemo/FA","license":"WTFPL","sourceFile":"raw-data/github/archimate/Деменчук_Георгий_09_12_задание3.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:31:40","tags":[],"duplicates":[],"language":"ru","elements":[{"id":"id-667eec564bb747ac8eed8b3805a8ed56","name":"Сервис визуализации данных","type":"BusinessService","layer":"business"},{"id":"id-5663a17e46ab4d5098d7ffc3053c082b","name":"Сервис визуализации данных","type":"ApplicationService","layer":"application"},{"id":"id-1fb6b8580ba949549b3d8f331ff4071a","name":"Система оперативной отчетности по загрузке операторов в 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View","viewpoint":""}]} \ No newline at end of file diff --git a/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/model.xml b/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/model.xml new file mode 100644 index 00000000..6094f46f --- /dev/null +++ b/dataset/processed-models/id-c1b55dd0aced484d97154a912583beaf/model.xml @@ -0,0 +1,533 @@ + + + (new model) + + + Сервис визуализации данных + + + Сервис визуализации данных + + + Система оперативной отчетности по загрузке операторов в контакт-центре + + + Сервис архивации данных + + + Сервис по оперативной отчетности и визуализации данных + + + Увеличить объем продаж + + + Максимизация прибыли + + + Сократить издержки + + + Повысить удовлетворенность клиентов + + + Повысить качество обслуживания клиентов + + + Переориентация клиентов на обслуживание на сайте + + + Повысить оперативность отчетности по загрузке операторов в контакт-центре + + + Реализация процесса архивации переписки в ЛК сайта оператора с клиентом в ходе решения вопроса + + + Преобразование всех функций колл-центра в функции ЛК сайта + + + Визуализация статистических данных для работы с отчетами + + + Прозрачность процесса контроля за коммуникациями + + + Обеспечить визуализацию данных для операторов колл центра + + + Автоматизация управления техобслуживанием + + + Контроль персонала + + + Сокращение издержек + + + Оптимизация ремонта и технитческого обслуживания + + + Контроль исполения + + + Создание собственного складского помещения + + + Планирование + + + ЛК сайта для подачи заявки + + + Контроль хода исполнения заявки + + + Grouping + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Default View + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/csv/elements.csv b/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/csv/elements.csv new file mode 100644 index 00000000..9524f4e4 --- /dev/null +++ b/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/csv/elements.csv @@ -0,0 +1,38 @@ +"ID","Type","Name","Documentation","Specialization" +"id-c3e46900066f48baa04b6ee5bdf127ad","ArchimateModel","(new model)","","" +"id-2613b1f31b7c48d2aaf654fde07548fd","BusinessActor","Генеральный директор","","" +"id-74544d8f1ed641ddaec9dd353cd31a0d","BusinessActor","Главный бухгалтер","","" +"id-f90d750baa4d4b2b86a7a5e3dc9440c4","BusinessActor","Директор по производству","","" +"id-1eec747a9ea74525877e1be64b04cf91","BusinessActor","ИТ Специалист","","" +"id-7092b14093a5400c904be9e8cfef1256","BusinessActor","ИТ Специалист (copy)","","" +"id-9f9202c7a5aa4fe1aa14cce88222b307","BusinessActor","Курьеры (3 чел)","","" +"id-76a17947a077403b96d2ae6ace364d55","BusinessActor","Курьеры (3 чел) (copy)","","" +"id-0b068392ecd440ccad83ba045a3e7d27","BusinessActor","Люди для планировки маршрутов (copy)","","" +"id-3296b0e2ecdb484fb84a2e284d8e21de","BusinessActor","Люди для планировки маршрутов (copy)","","" +"id-676339d96ac64b7684c2e86e73beb64d","BusinessActor","Маркетолог","","" +"id-e483d5911fb3472f914d18d391f4f033","BusinessActor","Маркетолог (copy)","","" +"id-1d70433cfe134c7a81d65236ac2d35cf","BusinessActor","Менеджеры (4 чел) (copy)","","" +"id-d5014591e67446d094dc594d42b66dce","BusinessActor","Начальник отдела обслуживания","","" +"id-afe70dfa521549fc9b3b9b31b33fc199","BusinessActor","Начальник отдела сортировки","","" +"id-085f4b4b2bbd426e86fe26131733b126","BusinessActor","Начальник производственного отдела","","" +"id-964aeb363f6a449a80618dce0369c8c0","BusinessActor","Начальник производственного отдела","","" +"id-d68feaa0c9194d888ebcc1307f7b5a56","BusinessActor","ООО Доставка","","" +"id-72457d8f660c4f6297775f8194d052e7","BusinessActor","Отдел обслуживания","","" +"id-d0c16a15889b4c148e3b97fd4d8285f6","BusinessActor","Отдел сортировки","","" +"id-f740c49710674126b5d562742fae3d22","BusinessActor","Офис продаж (copy)","","" +"id-adb97f3e023a4ed1948018965fde8ca3","BusinessActor","Планировщики маршрутов","","" +"id-05fb0e92b7f4411694e1becde76d27b6","BusinessActor","Производственный отдел","","" +"id-4f74137c90cc46278d5e2f8a7e769088","BusinessActor","Производственный отдел","","" +"id-6155dae7954f435b82342ce08be3bb17","BusinessActor","Секретари (2 чел) (copy)","","" +"id-d7eec8493e5c428c9f0c6211f20f0612","BusinessActor","Секретарь компании","","" +"id-42c97cd797be4090aa9ea7c50d95e35f","BusinessActor","Сотрудники (2 чел)","","" +"id-ec665a1f3cf149e0ad6019dac0f8955a","BusinessActor","Специалисты по приему и выдаче отправлений (3 чел)","","" +"id-ccbe077fce2c464a905b1632f671c450","BusinessActor","Спициалист по ИТ","","" +"id-80936dc77f0f4a96856c88860879cbe4","BusinessRole","Ведение бухгалтерсого учета","","" +"id-c6b9583206fc493d8313fec7024e8626","BusinessRole","Выполнение плана продаж","","" +"id-5b00c40f2a38437cbeaad41f455c5379","BusinessRole","Доставка и вручение отправлений клиентам","","" +"id-7aa26c18553d4d8b899a94cdae1d0d8d","BusinessRole","Коммерческая деятельность","","" +"id-a83e71e1e6c9499987167cfd69749731","BusinessRole","Обработка заказов","","" +"id-51731e9d45ec4919b00a5b81bea4d72c","BusinessRole","Ответ на входящие телефонные звонки","","" +"id-34062af6d95a42edbf512ab183ca883b","BusinessRole","Прием отправлений и сортировка","","" +"id-21be4e2b1fc0469f839c061855b4cb14","BusinessRole","Тех поддержка компании","","" \ No newline at end of file diff --git a/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/csv/properties.csv b/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/csv/properties.csv new file mode 100644 index 00000000..56c4e3a3 --- /dev/null +++ b/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/csv/properties.csv @@ -0,0 +1,14 @@ +"ID","Key","Value" +"id-4c27cf7407ee465a9d3aac31bdda58de","Directed","false" +"id-95c04a8be9264f96b27adc51d55bb7bf","Directed","false" +"id-f633baac47b64a09924738b1784f330d","Directed","false" +"id-a79e1404ba984661b33fb641cc3bd451","Directed","false" +"id-c85f46b1da13438e883fcc4d78263de4","Directed","false" +"id-29dea64c1d0247adb862d9170df381bf","Directed","false" +"id-9eafecf420624c3486f6dba39078f7a9","Directed","false" +"id-efd27dfc99d34c5281877cf95114980c","Directed","false" +"id-42878d6563714c7c89c7ff3be26bd382","Directed","false" +"id-2a4234eed0a4447f9e56a1db71f88534","Directed","false" +"id-40749520c0ef4fdaa6c65c3b4a648707","Directed","false" +"id-1898e752798b4f7e88150b5eb7298ebc","Directed","false" +"id-53b882eebda4420288a01db56621ddb2","Directed","false" \ No newline at end of file diff --git a/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/csv/relations.csv b/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/csv/relations.csv new file mode 100644 index 00000000..023b52dd --- /dev/null +++ b/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/csv/relations.csv @@ -0,0 +1,15 @@ +"ID","Type","Name","Documentation","Source","Target","Specialization" +"id-4c27cf7407ee465a9d3aac31bdda58de","AssociationRelationship","","","id-2613b1f31b7c48d2aaf654fde07548fd","id-f90d750baa4d4b2b86a7a5e3dc9440c4","" +"id-95c04a8be9264f96b27adc51d55bb7bf","AssociationRelationship","","","id-72457d8f660c4f6297775f8194d052e7","id-5b00c40f2a38437cbeaad41f455c5379","" +"id-f633baac47b64a09924738b1784f330d","AssociationRelationship","","","id-676339d96ac64b7684c2e86e73beb64d","id-c6b9583206fc493d8313fec7024e8626","" +"id-a79e1404ba984661b33fb641cc3bd451","AssociationRelationship","","","id-f90d750baa4d4b2b86a7a5e3dc9440c4","id-7aa26c18553d4d8b899a94cdae1d0d8d","" +"id-c85f46b1da13438e883fcc4d78263de4","AssociationRelationship","","","id-2613b1f31b7c48d2aaf654fde07548fd","id-ccbe077fce2c464a905b1632f671c450","" +"id-29dea64c1d0247adb862d9170df381bf","AssociationRelationship","","","id-2613b1f31b7c48d2aaf654fde07548fd","id-74544d8f1ed641ddaec9dd353cd31a0d","" +"id-9eafecf420624c3486f6dba39078f7a9","AssociationRelationship","","","id-a83e71e1e6c9499987167cfd69749731","id-4f74137c90cc46278d5e2f8a7e769088","" +"id-efd27dfc99d34c5281877cf95114980c","AssociationRelationship","","","id-2613b1f31b7c48d2aaf654fde07548fd","id-d7eec8493e5c428c9f0c6211f20f0612","" +"id-42878d6563714c7c89c7ff3be26bd382","AssociationRelationship","","","id-34062af6d95a42edbf512ab183ca883b","id-d0c16a15889b4c148e3b97fd4d8285f6","" +"id-2a4234eed0a4447f9e56a1db71f88534","AssociationRelationship","","","id-51731e9d45ec4919b00a5b81bea4d72c","id-d7eec8493e5c428c9f0c6211f20f0612","" +"id-40749520c0ef4fdaa6c65c3b4a648707","AssociationRelationship","","","id-ccbe077fce2c464a905b1632f671c450","id-21be4e2b1fc0469f839c061855b4cb14","" +"id-1898e752798b4f7e88150b5eb7298ebc","AssociationRelationship","","","id-d7eec8493e5c428c9f0c6211f20f0612","id-51731e9d45ec4919b00a5b81bea4d72c","" +"id-53b882eebda4420288a01db56621ddb2","AssociationRelationship","","","id-80936dc77f0f4a96856c88860879cbe4","id-74544d8f1ed641ddaec9dd353cd31a0d","" +"id-749c64b2209a4716aafaa2f3f6c350f1","TriggeringRelationship","","","id-51731e9d45ec4919b00a5b81bea4d72c","id-d7eec8493e5c428c9f0c6211f20f0612","" \ No newline at end of file diff --git a/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/model.archimate b/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/model.archimate new file mode 100644 index 00000000..cc828403 --- /dev/null +++ b/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/model.archimate @@ -0,0 +1,143 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/model.json b/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/model.json new file mode 100644 index 00000000..d57e7500 --- /dev/null +++ b/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/model.json @@ -0,0 +1 @@ +{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/id-c3e46900066f48baa04b6ee5bdf127ad","archimateId":"id-c3e46900066f48baa04b6ee5bdf127ad","name":"(new model)","description":"","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"GeorgiyDemo/FA","license":"WTFPL","sourceFile":"raw-data/github/archimate/ДеменчукГеоргий_21102022_task2.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:34:39","tags":[],"duplicates":[],"language":"ru","elements":[{"id":"id-d68feaa0c9194d888ebcc1307f7b5a56","name":"ООО Доставка","type":"BusinessActor","layer":"business"},{"id":"id-f90d750baa4d4b2b86a7a5e3dc9440c4","name":"Директор по производству","type":"BusinessActor","layer":"business"},{"id":"id-d5014591e67446d094dc594d42b66dce","name":"Начальник отдела обслуживания","type":"BusinessActor","layer":"business"},{"id":"id-9f9202c7a5aa4fe1aa14cce88222b307","name":"Курьеры (3 чел)","type":"BusinessActor","layer":"business"},{"id":"id-adb97f3e023a4ed1948018965fde8ca3","name":"Планировщики маршрутов","type":"BusinessActor","layer":"business"},{"id":"id-1eec747a9ea74525877e1be64b04cf91","name":"ИТ 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View","viewpoint":""}]} \ No newline at end of file diff --git a/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/model.xml b/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/model.xml new file mode 100644 index 00000000..9cffbf8f --- /dev/null +++ b/dataset/processed-models/id-c3e46900066f48baa04b6ee5bdf127ad/model.xml @@ -0,0 +1,415 @@ + + + (new model) + + + ООО Доставка + + + Директор по производству + + + Начальник отдела обслуживания + + + Курьеры (3 чел) + + + Планировщики маршрутов + + + ИТ Специалист + + + Маркетолог + + + Спициалист по ИТ + + + Генеральный директор + + + Выполнение плана продаж + + + Коммерческая деятельность + + + Доставка и вручение отправлений клиентам + + + Главный бухгалтер + + + Офис продаж (copy) + + + Менеджеры (4 чел) (copy) + + + Секретари (2 чел) (copy) + + + ИТ Специалист (copy) + + + Маркетолог (copy) + + + Секретарь компании + + + Производственный отдел + + + Курьеры (3 чел) (copy) + + + Начальник производственного отдела + + + Отдел обслуживания + + + Производственный отдел + + + Начальник производственного отдела + + + Специалисты по приему и выдаче отправлений (3 чел) + + + Люди для планировки маршрутов (copy) + + + Обработка заказов + + + Отдел сортировки + + + Начальник отдела сортировки + + + Сотрудники (2 чел) + + + Люди для планировки маршрутов (copy) + + + Прием отправлений и сортировка + + + Ответ на входящие телефонные звонки + + + Тех поддержка компании + + + Ведение бухгалтерсого учета + + + + + + + + + + + + + + + + + + + + + + Default View + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/id-cfca81ad20f64861840dcd31d97d7c0d/csv/elements.csv b/dataset/processed-models/id-cfca81ad20f64861840dcd31d97d7c0d/csv/elements.csv new file mode 100644 index 00000000..848a46b4 --- /dev/null +++ b/dataset/processed-models/id-cfca81ad20f64861840dcd31d97d7c0d/csv/elements.csv @@ -0,0 +1,28 @@ +"ID","Type","Name","Documentation","Specialization" +"id-cfca81ad20f64861840dcd31d97d7c0d","ArchimateModel","(new model)","","" +"id-fd24e50a0cd84dbd98dc4e286c3cbb33","BusinessActor","Бухгалтерия","","" +"id-7ba0446bb98348fb9e5d4d601a9d7c91","BusinessActor","Клиент, который заказывает доставку","","" +"id-dcd19c7d59914fb3add53cdbdecf97bd","BusinessActor","Курьер","","" +"id-c0d0b5a1e26c44e29c2b04abd1a52882","BusinessActor","Планировщик маршрутов","","" +"id-7d21a353d3b347e08dd7a276d40d7a14","BusinessActor","Секретарь ","","" +"id-790dd0967a154f3a9713838e5689c32a","BusinessActor","Секретарь (copy)","","" +"id-776fc629ffe04aba8893326f78607a9b","BusinessActor","Специалист по приему отправлений","","" +"id-d001c6ff2ff54574b3e25505d6ddba07","BusinessInterface","Business Interface","","" +"id-b7d920450c444bb799cf1d7cd87d1019","BusinessProcess","Доставить груз и договор в офис","","" +"id-ce6cb60cefbf4072a9bb055829fb3377","BusinessProcess","Доставить чек в бухгалтерию ","","" +"id-c1cedd923aac40d8852890799084b961","BusinessProcess","Доставка отправления от клиента в офис компании","","" +"id-eff4e621280042879088c299b5c6080f","BusinessProcess","Определить оптимальные маршруты (туда и обратно)","","" +"id-9eaa7b9fcf8b4e249cf53dd2a4795f45","BusinessProcess","Отказаться от договора","","" +"id-c18df1cc76594778bcf862d41f844e08","BusinessProcess","Подписать договор","","" +"id-0b59b1ca88c947bea5985de7560446e2","BusinessProcess","Получить оплату","","" +"id-0113f32fd52b4d7495616674235f9b33","BusinessProcess","Приехать по адресу ","","" +"id-747d595f61c04dc8a245eff188baf5a5","BusinessProcess","Проконсультировать клиента и учесть его требования","","" +"id-756872f85bd74cb4a681a3607fb25169","BusinessProcess","Связаться с клиентом","","" +"id-5301c84132704afdb91f3a4bbdd5e32d","BusinessProcess","Устно подтвердить условия доставки по договору","","" 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a/dataset/processed-models/id-cfca81ad20f64861840dcd31d97d7c0d/model.archimate b/dataset/processed-models/id-cfca81ad20f64861840dcd31d97d7c0d/model.archimate new file mode 100644 index 00000000..4e2dc719 --- /dev/null +++ b/dataset/processed-models/id-cfca81ad20f64861840dcd31d97d7c0d/model.archimate @@ -0,0 +1,174 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/id-cfca81ad20f64861840dcd31d97d7c0d/model.json b/dataset/processed-models/id-cfca81ad20f64861840dcd31d97d7c0d/model.json new file mode 100644 index 00000000..60c86edc --- /dev/null +++ b/dataset/processed-models/id-cfca81ad20f64861840dcd31d97d7c0d/model.json @@ -0,0 +1 @@ +{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/id-cfca81ad20f64861840dcd31d97d7c0d","archimateId":"id-cfca81ad20f64861840dcd31d97d7c0d","name":"(new model)","description":"","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"GeorgiyDemo/FA","license":"WTFPL","sourceFile":"raw-data/github/archimate/Деменчук_Георгий_28_10_задание2.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:34:16","tags":[],"duplicates":[],"language":"ru","elements":[{"id":"id-e5df642724bf454a9b95ed8011951b01","name":"Получен запрос на доставку","type":"BusinessRole","layer":"business"},{"id":"id-c1cedd923aac40d8852890799084b961","name":"Доставка отправления от клиента в офис компании","type":"BusinessProcess","layer":"business"},{"id":"id-7ba0446bb98348fb9e5d4d601a9d7c91","name":"Клиент, который заказывает доставку","type":"BusinessActor","layer":"business"},{"id":"id-ecbcde4f344a4e91bbb4f19f44291462","name":"Получен запрос на доставку в офис 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Interface","type":"BusinessInterface","layer":"business"},{"id":"id-156af47fb1014f0faa3f9e0049672229","name":"Junction","type":"Junction","layer":"other"}],"relationships":[{"id":"id-7e3ac86b1e024ef08f84f334fcae7124","sourceId":"id-7ba0446bb98348fb9e5d4d601a9d7c91","targetId":"id-756872f85bd74cb4a681a3607fb25169","type":"Association"},{"id":"id-073c9137cf16453f9782912cdcfd4284","sourceId":"id-7ba0446bb98348fb9e5d4d601a9d7c91","targetId":"id-747d595f61c04dc8a245eff188baf5a5","type":"Association"},{"id":"id-f13e3da489854bfb860507829b0d7220","sourceId":"id-7d21a353d3b347e08dd7a276d40d7a14","targetId":"id-756872f85bd74cb4a681a3607fb25169","type":"Association"},{"id":"id-27a0b04cdb544a4684f3f24c78b14a2d","sourceId":"id-7d21a353d3b347e08dd7a276d40d7a14","targetId":"id-747d595f61c04dc8a245eff188baf5a5","type":"Association"},{"id":"id-08a4a51e3fbc494c9957d6a7681c483e","sourceId":"id-eff4e621280042879088c299b5c6080f","targetId":"id-c0d0b5a1e26c44e29c2b04abd1a52882","type":"Association"},{"id":"id-6fd79513ab944bc8b8cb780f3dfaa994","sourceId":"id-5301c84132704afdb91f3a4bbdd5e32d","targetId":"id-7d21a353d3b347e08dd7a276d40d7a14","type":"Association"},{"id":"id-d6407de77996467ca332d523fd27aa9b","sourceId":"id-7ba0446bb98348fb9e5d4d601a9d7c91","targetId":"id-c18df1cc76594778bcf862d41f844e08","type":"Association"},{"id":"id-d38f472afe974005baf3c5a704a6f50e","sourceId":"id-7ba0446bb98348fb9e5d4d601a9d7c91","targetId":"id-9eaa7b9fcf8b4e249cf53dd2a4795f45","type":"Association"},{"id":"id-d8df24dff2294e79a89afd643352260d","sourceId":"id-dcd19c7d59914fb3add53cdbdecf97bd","targetId":"id-0113f32fd52b4d7495616674235f9b33","type":"Association"},{"id":"id-99e68e31493648fcbccfb6d4f5dd9a39","sourceId":"id-dcd19c7d59914fb3add53cdbdecf97bd","targetId":"id-0b59b1ca88c947bea5985de7560446e2","type":"Association"},{"id":"id-999b4b1e622e4dd7b5193edcd54d435b","sourceId":"id-756872f85bd74cb4a681a3607fb25169","targetId":"id-747d595f61c04dc8a245eff188baf5a5","type":"Association"},{"id":"id-590f0f0b59b348e58911be1c786d404a","sourceId":"id-747d595f61c04dc8a245eff188baf5a5","targetId":"id-5301c84132704afdb91f3a4bbdd5e32d","type":"Association"},{"id":"id-368b5e9ffee54e2eb76041ffe50777cc","sourceId":"id-5301c84132704afdb91f3a4bbdd5e32d","targetId":"id-eff4e621280042879088c299b5c6080f","type":"Association"},{"id":"id-272737b3933c4e06970e0183d79fe92a","sourceId":"id-eff4e621280042879088c299b5c6080f","targetId":"id-0113f32fd52b4d7495616674235f9b33","type":"Association"},{"id":"id-ae3d465855ab473d8fa2dda66715427c","sourceId":"id-0113f32fd52b4d7495616674235f9b33","targetId":"id-c18df1cc76594778bcf862d41f844e08","type":"Association"},{"id":"id-5c0087620c014538b3113ee5ea9a3651","sourceId":"id-0113f32fd52b4d7495616674235f9b33","targetId":"id-9eaa7b9fcf8b4e249cf53dd2a4795f45","type":"Association"},{"id":"id-60b9ca88af4e428098ef3789278ded65","sourceId":"id-c18df1cc76594778bcf862d41f844e08","targetId":"id-c1cedd923aac40d8852890799084b961","type":"Association"},{"id":"id-1f8d9068eef54e679bab0d19d077fd1c","sourceId":"id-c18df1cc76594778bcf862d41f844e08","targetId":"id-0b59b1ca88c947bea5985de7560446e2","type":"Association"},{"id":"id-eb2bd2127d964fc78ff9db3860d3883a","sourceId":"id-0b59b1ca88c947bea5985de7560446e2","targetId":"id-b7d920450c444bb799cf1d7cd87d1019","type":"Association"},{"id":"id-355ba2fc27724b37940d7914da7973eb","sourceId":"id-776fc629ffe04aba8893326f78607a9b","targetId":"id-b7d920450c444bb799cf1d7cd87d1019","type":"Association"},{"id":"id-87f64c33bda04a8885c7db01cbe22ebe","sourceId":"id-66b9bfe2d3db44b481294d75f07004d6","targetId":"id-c18df1cc76594778bcf862d41f844e08","type":"Association"},{"id":"id-7faf041afc4349129e863e49a1afe139","sourceId":"id-e2f78ecbd5b241e599337de363f51d80","targetId":"id-0b59b1ca88c947bea5985de7560446e2","type":"Association"},{"id":"id-c305bc3d879147b39c35c59bd9810742","sourceId":"id-b7d920450c444bb799cf1d7cd87d1019","targetId":"id-ce6cb60cefbf4072a9bb055829fb3377","type":"Association"},{"id":"id-35916f1d7eca4097b5806e3f751f64f6","sourceId":"id-dcd19c7d59914fb3add53cdbdecf97bd","targetId":"id-b7d920450c444bb799cf1d7cd87d1019","type":"Association"},{"id":"id-5ec15f749fbb49e8bcdc5c2b390d2929","sourceId":"id-dcd19c7d59914fb3add53cdbdecf97bd","targetId":"id-ce6cb60cefbf4072a9bb055829fb3377","type":"Association"},{"id":"id-90e47f9016cd4e68a1ded348de687577","sourceId":"id-ecbcde4f344a4e91bbb4f19f44291462","targetId":"id-756872f85bd74cb4a681a3607fb25169","type":"Association"},{"id":"id-278377fd80fe4777a57c110ff98158ac","sourceId":"id-e2f78ecbd5b241e599337de363f51d80","targetId":"id-ce6cb60cefbf4072a9bb055829fb3377","type":"Association"},{"id":"id-e8786251919b4290812ad69ca947a52d","sourceId":"id-ce6cb60cefbf4072a9bb055829fb3377","targetId":"id-fd24e50a0cd84dbd98dc4e286c3cbb33","type":"Association"},{"id":"id-0cef7f7a79f24338a2fdd566cb9a6b7d","sourceId":"id-ce6cb60cefbf4072a9bb055829fb3377","targetId":"id-d22d1bbb29894db8a74174b8c2ac2868","type":"Association"},{"id":"id-7c77d8bd677e4f8491047f6021a15f62","sourceId":"id-0113f32fd52b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View","viewpoint":""}]} \ No newline at end of file diff --git a/dataset/processed-models/id-cfca81ad20f64861840dcd31d97d7c0d/model.xml b/dataset/processed-models/id-cfca81ad20f64861840dcd31d97d7c0d/model.xml new file mode 100644 index 00000000..c19246f6 --- /dev/null +++ b/dataset/processed-models/id-cfca81ad20f64861840dcd31d97d7c0d/model.xml @@ -0,0 +1,564 @@ + + + (new model) + + + Получен запрос на доставку + + + Доставка отправления от клиента в офис компании + + + Клиент, который заказывает доставку + + + Получен запрос на доставку в офис компании + + + Связаться с клиентом + + + Проконсультировать клиента и учесть его требования + + + Устно подтвердить условия доставки по договору + + + Приехать по адресу + + + Подписать договор + + + Секретарь + + + Курьер + + + Планировщик маршрутов + + + Определить оптимальные маршруты (туда и обратно) + + + Отказаться от договора + + + Договор об оказании услуг + + + Получить оплату + + + Секретарь (copy) + + + Специалист по приему отправлений + + + Доставить груз и договор в офис + + + Чек + + + Договор об оказании услуг + + + Доставить чек в бухгалтерию + + + Бухгалтерия + + + Запрос на доставку в офис обработан + + + Business Interface + + + Junction + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Default View + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/dataset/processed-models/id-d33b0dca-0dff-4e51-a077-109a4cc204dd/csv/elements.csv b/dataset/processed-models/id-d33b0dca-0dff-4e51-a077-109a4cc204dd/csv/elements.csv new file mode 100644 index 00000000..dfb19b29 --- /dev/null +++ b/dataset/processed-models/id-d33b0dca-0dff-4e51-a077-109a4cc204dd/csv/elements.csv @@ -0,0 +1,1270 @@ +"ID","Type","Name","Documentation","Specialization" +"id-d33b0dca-0dff-4e51-a077-109a4cc204dd","ArchimateModel","The Open Group Commercial Aviation Reference Architecture","Copyright © 2022, The Open Group +The Open Group hereby authorizes you to use this model for any purpose, PROVIDED THAT any copy of this model, or any part thereof, which you make shall retain all copyright and other proprietary notices contained herein. + +This model may contain other proprietary notices and copyright information. + +Nothing contained herein shall be construed as conferring by implication, estoppel, or otherwise any license or right under any patent or trademark of The Open Group or any third party. Except as expressly provided above, nothing contained herein shall be construed as conferring any license or right under any copyright of The Open Group. + +Note that any product, process, or technology in this document may be the subject of other intellectual property rights reserved by The Open Group, and may not be licensed hereunder. + +This model is provided “AS IS” WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESSED OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR NON-INFRINGEMENT. Some jurisdictions do not allow the exclusion of implied warranties, so the above exclusion may not apply to you. + +Any model product of The Open Group may include technical inaccuracies or typographical errors. Changes may be periodically made to these models; these changes will be incorporated in new editions of these models. The Open Group may make improvements and/or changes in the products and/or the programs described in these models at any time without notice. + +Should any user of this model respond with information including feedback data, such as questions, comments, suggestions, or the like regarding the content of this model, such information shall be deemed to be non-confidential and The Open Group shall have no obligation of any kind with respect to such information and shall be free to reproduce, use, disclose, and distribute the information to others without limitation. Further, The Open Group shall be free to use any ideas, concepts, know-how, or techniques contained in such information for any purpose whatsoever including but not limited to developing, manufacturing, and marketing products incorporating such information. + +If you did not obtain this copy through The Open Group, it may not be the latest version. For your convenience, the latest version of this model may be downloaded at www.opengroup.org/library. + +This model was created by The Open Group and is a supporting artifact for The Open Group the Commercial Aviation Reference Architecture, a standard of The Open Group. +In the event of any discrepancy between this model and the standard, the standard remains the authoritative version. + +Version: 1.0 Standard +Status: Final","" +"id-b434f9add9df40728078153645f62f97","Capability","Account Close & Consolidation","Capability to perform group close processes, including the whole consolidation process for month end, quarter end and year-end and critical balance sheet reconciliation.","" +"id-e599fbfde22f4066b40a8bca92a637cb","Capability","Accounts Payable","Capability to manage any required corporate payments for the purchase of physical goods that are recorded in inventory, and goods or services that are expensed e.g. utilities,office rent, etc.","" +"id-dfc04c0efab24e1abb47624463cbfa10","Capability","Accounts Receivable","Capability to manage receivables (monies owed by customers and debtors) including credit controls, reconciliation of bills and receipts and expediting receipt of receipts, including debtor ageing analysis, active pursuit of late payments, invoice discounting, etc.","" +"id-3e6152d9e00b4031b3c2febd5f627b62","Capability","Aero Political Affairs","","" +"id-871281372425431facd98287600204b7","Capability","Aircraft Clearance","Capability that covers any activities required to ensure that the aircraft is ready for takeoff. +It covers activities and checks to ensure that an aircraft released to service is airworthy from an MRO perspective and compliant with regulatory requirements. +It includes the management of aircraft security checks, consolidation of maintenance paperwork, a declaration of compliance and handoff/release of the aircraft to the flight crew. +It also monitors and manages available as well as owned slots; preventing slot loss.","" +"id-2fd4342998104be79e846f0e29f89289","Capability","Aircraft De-icing","This capability covers all activities included in aircraft de-icing. Depending on the weather conditions, the aircraft is de-iced or anti icing is undertaken ready for departure. In some airports de-icing services are brought to the aircraft while in other airports, the aircraft may taxi to de-icing units located close to the runway.","" +"id-9ba94fc6ff684e0bab0e767c6bbdc3aa","Capability","Aircraft Services","Aircraft Services is part of the Ground Operations Capability (Domain). Aircraft Services encompasses capabilities to cater for cabin cleaning, fluid servicing, aircraft de-icing and catering operation.","" +"id-e656e9a2-9d67-4fce-8b77-2cb80a71b0bc","Capability","Aircraft Services","Aircraft Services is part of the Ground Operations Capability (Domain). Aircraft Services encompasses capabilities to cater for cabin cleaning, fluid servicing, aircraft de-icing and catering operation.","" +"id-8d70bda3b7e94828a37d0fde870bdc9d","Capability","Aircraft to Schedule Allocation","Capability that manages the creation and development of an operationally feasible flight plan that incorporates: +- the optimal allocation of aircraft to flights +- the provision of any necessary flight control permissions +- the acquisition of runway slots.","" +"id-a85e97efa91c4a678c88f34252ffda38","Capability","Aircraft Weight & Balance","Capability to manage the centralized load control function and includes activities to control weight and balance requirements including calculating the estimated space taken by baggage and therefore the space available for cargo, planning the total distributed weight which enables the derivation of the 'Estimated Zero Fuel Weight', and deciding and requesting an amount of fuel for a specific aircraft taking account of the known loads, routings, weather and any other particular conditions that could impact the aircraft fuel requirements.","" +"id-979238e736a443bea47355b25079c59d","Capability","Airframe Maintenance (Line & Base)","Undertake routine and non-routine maintenance activities on and around the aircraft at maintenance base locations including within maintenance hangers, as well as on the ramp.","" +"id-a6f8def904b5434cb0b07b58a88a0be6","Capability","Airline Partner Management","Joint Business Management: manage joint business and service agreements including agreement on the following: route, flight and passenger information exchange, single ticketing between airline partners / interline, agreement of 'plated' carriers for flight legs, coordination and sharing of joint airport facilities (e.g. lounges), definition of scope of partnership contracts, definition and disbursement of revenue shares. +Partner Airline Management: manage looser partnerships and alliances (e.g. oneworld) with other airlines. Includes agreements on route, flight and passenger information exchange, coordinated ticketing between airline partners / interlines, sharing of joint airport facilities where appropriate, definition of scope of partnership contracts, definition and disbursement of revenue shares. +Franchise and Subsidiary Management: manage agreements and relationships with franchise partners.(Carriers that use the airline name & flight code, fly the airline liveried and interior branded aircraft, use their own Flight Crew, and their own Cabin Crew wearing the airline uniforms. The franchise carrier operates under its own AOC (Air Operator's Certificate) with its own slots, and pays fees for the use of the brand and various services that we provide.) Manage agreements and relationships with subsidiaries, (wholly owned subsidiary companies).","" +"id-6804f3a816fc405ea506e04155dc6413","Capability","Airport Facilities","Capability that covers the management and control of airport and airport terminal facilities such as lounges which covers for CIPs (commercially important people), UMs (Unaccompanied Minors) and arrival lounges, baggage belts etc. +Also, activities that provide flight data information updates for displays and announcements in terminals.","" +"id-b8c13e92-a456-429e-bdf8-39d969c1c171","Capability","Airport Infrastructure","Airport Infrastructure is a sub domain of the Network & Fleet Planning domain. The following task is within the scope of this sub domain. Airport Infrastructure is responsible for providing specific airport infrastructure and processes, i.e. CUTE, CUSS, CUPPS + QBG","" +"id-978036f3b22341e59f91859792211280","Capability","Airport Infrastructure","","" +"id-73508502f1c840ef9aea9588fa6c73c5","Capability","Analyze Customer Relationship","Analyzes customer behavior towards the aviation organization and preferred bookings.","" +"id-dbdad57dc8e546e59bfcbbe54685caeb","Capability","Audit Management","","" +"id-4439bb6e-2c80-4909-aea3-37d156d1394e","Capability","Availability Management","Availability Management is part of the Revenue Management & Pricing Capability (Domain). Managing booking class availability derived from outputs of Forecast & Optimization (demand and no-show forecasts, bid prices), direct availability control (in case of irregularity management), decision support for revenue controlling and availability for ancillary and special services (advanced seat reservation, wheelchair, special meal, etc.) are within the scope of the Availability Management sub domain.","" +"id-28c151c0505842279761b387430f7d2f","Capability","Availability Management","Availability Management is part of the Revenue Management & Pricing Capability (Domain). Managing booking class availability derived from outputs of Forecast & Optimization (demand and no-show forecasts, bid prices), direct availability control (in case of irregularity management), decision support for revenue controlling and availability for ancillary and special services (advanced seat reservation, wheelchair, special meal, etc.) are within the scope of the Availability Management sub domain.","" +"id-c65637d4-ffe1-4234-aff0-7901b5436539","Capability","Availability Management","Availability Management is part of the Revenue Management & Pricing Capability (Domain). Managing booking class availability derived from outputs of Forecast & Optimization (demand and no-show forecasts, bid prices), direct availability control (in case of irregularity management), decision support for revenue controlling and availability for ancillary and special services (advanced seat reservation, wheelchair, special meal, etc.) are within the scope of the Availability Management sub domain.","" +"id-1a9b441490784fea9ed9089b47b4d2a8","Capability","Baggage Arrival Management","Capability dealing with baggage after unloading onto the stand on an arrival and subsequent handling of arriving terminating baggage from when it has been offloaded to delivery to a carousel in the reclaim hall. It also includes extraction and routing of through checked transfer bags through to insertion into the departure baggage flow - from offloaded bag at local Transfer input dock.","" +"id-0b2e08249cb5432ca772fd269287c217","Capability","Baggage Check-In & Acceptance","Tagging, check-in and registering checked baggage for a flight. +This includes any customs and border protection, and specifically US CBP integration.","" +"id-fb12ab44c5304010a96696fff49b49b9","Capability","Baggage Loading/Unloading","Distributing of pieces of baggage to unit load devices before load into aircraft as well as Collecting pieces of baggage from unit load devices after unload from aircraft.","" +"id-c149b1a2200c4796bc7203269ca17608","Capability","Baggage Preparation for Departure","Baggage Acceptance and Security Checks and Preparation for Departure. +It includes ensuring that the baggage in aircraft belongs to boarded passenger.","" +"id-5c1f0b70-c4e1-4362-9e96-44ba209a6dab","Capability","Baggage Services","Baggage Services is part of the Ground Operations Capability (Domain). The following task is within the scope of this Capability (Group). It reconciles baggage and flights, track baggage and trace baggage and reunites baggage with owner in case of losses. Furthermore it is responsible for managing loading and unloading activities of the baggage to and from aircraft. It also manages unloading of baggage of passengers who fail to board the flight. Moreover it redirects baggage that missed a flight and interacts with airport baggage management. Lastly this domain is monitoring and quality assurance of baggage processes.","" +"id-3f3c96a888104d6b93238b78cbd8052d","Capability","Baggage Services","Baggage Services is part of the Ground Operations Capability (Domain). The following task is within the scope of this Capability (Group). It reconciles baggage and flights, track baggage and trace baggage and reunites baggage with owner in case of losses. Furthermore it is responsible for managing loading and unloading activities of the baggage to and from aircraft. It also manages unloading of baggage of passengers who fail to board the flight. Moreover it redirects baggage that missed a flight and interacts with airport baggage management. Lastly this domain is monitoring and quality assurance of baggage processes.","" +"id-aa2dcaa4-5530-4c55-ac1b-4fa85b96d9ba","Capability","Baggage Services","Baggage Services is part of the Ground Operations Capability (Domain). The following task is within the scope of this Capability (Group). It reconciles baggage and flights, track baggage and trace baggage and reunites baggage with owner in case of losses. Furthermore it is responsible for managing loading and unloading activities of the baggage to and from aircraft. It also manages unloading of baggage of passengers who fail to board the flight. Moreover it redirects baggage that missed a flight and interacts with airport baggage management. Lastly this domain is monitoring and quality assurance of baggage processes.","" +"id-3bed42097fa14d5799191b22924fcd82","Capability","Baggage Tracking","Record the baggage movements at airport","" +"id-0d9d563eb3924225a7e663ca082ebc78","Capability","Book Awards","Awarding customer for frequent bookings for the airline.","" +"id-eb448622bd4e4908b54373fd2f37514a","Capability","Brand","The Brand capability (Group) is within the Brand & Marketing capability (Domain). Defining, developing & managing the brand for customers & colleagues which includes: + - managing the brand reputation + - conveying who we are & what we do + - creating customer, colleague and stakeholder loyalty and emotional connections + - designing and maintaining brand repositories, including product look and feel, business logos and livery etc. + - communicating the market brand (personality, promise, products, services and delivery style) + - differentiating the brand from other organizations and brands","" +"id-cedeb74a-8ebf-4497-8391-d480368cb274","Capability","Brand","The Brand capability (Group) is within the Brand & Marketing capability (Domain). Defining, developing & managing the brand for customers & colleagues which includes: + - managing the brand reputation + - conveying who we are & what we do + - creating customer, colleague and stakeholder loyalty and emotional connections + - designing and maintaining brand repositories, including product look and feel, business logos and livery etc. + - communicating the market brand (personality, promise, products, services and delivery style) + - differentiating the brand from other organisations and brands","" +"id-eb2734ba5cf94c32ab42c1871efb1a75","Capability","Brand & Marketing","Defining, developing & managing the brand for customers & colleagues. +It also includes Marketing Management.","" +"id-9c717613-a3aa-4531-963c-1f6b4e95d4a5","Capability","Brand & Marketing","Defining, developing & managing the brand for customers & colleagues. +It also includes Marketing Management.","" +"id-08621663898a4aa98d1935494281c177","Capability","Brand Development","Capability that manages the development of the brand in an environment of continuous and sustainable business change.","" +"id-0b6e8e9241c24c029f3a495678481967","Capability","Business Management & Control","Capability that focuses on the practical management, governance and organizational practice aspects.","" +"id-41540a833aa74d55a18c7e9b824b2bd1","Capability","Cabin Cleaning","Capability to clean the cabin interior.","" +"id-ae6738b6bf2044f18ba7f936f20d2f25","Capability","Calculate Forecast","Calculate the expected demand of seats based on historical bookings and current booking trend, including costs, prices and margins.","" +"id-ea58312fd8fb4931bd696ccfe8ca51f4","Capability","Calculate Prices","Calculate and distribute the prices to be provided for the various fares","" +"id-d41d246a-a6b6-4bd3-9ae3-4506454d887e","Capability","Capability","Business Domain (Top Level Element) + +Sub domain (assigned to a Business Domain) + +For each Business Domain a Business Capability Map exists. This map assigns to each sub domain all belonging business capabilities. + +In general, business capabilities claim to be free of overlap, express abilities organizations require or offer and provided a logical grouping of these services. A business capability answers the question of “what” a service carries out, clearly distinguishing from the analogous question of “how” something is being carried out. All business capabilities, especially when introduced into a reference architecture, must conform to these principles.","" +"id-a9c3dd6f-4962-4d8d-b41c-13b8b7871e09","Capability","Cargo","Cargo operations handle items, which are carried by an airline usually by order of a forwarder. The operations on passenger’s baggage, however, are not seen as cargo handling, but rather as Ground Ops.","" +"id-0a2db97df0eb4865b1877f7c320d4c0c","Capability","Cargo","Cargo operations handle items, which are carried by an airline usually by order of a forwarder. The operations on passenger’s baggage, however, are not seen as cargo handling, but rather as Ground Ops.","" +"id-187b3965-b6aa-4245-a1ef-a8c071af9041","Capability","Cargo","Cargo operations handle items, which are carried by an airline usually by order of a forwarder. The operations on passenger’s baggage, however, are not seen as cargo handling, but rather as Ground Ops.","" +"id-095ec694da464a61b7cf0f7a8aee3ab0","Capability","Cargo Arrival Activities","Storing freight at destination and informing the forwarder","" +"id-f8bf3be18bfb44d59f42ecd7cce16ef4","Capability","Cargo Departure Activities","Moving shipment to the parking position, loading the aircraft, documenting and clearing discrepancies between plan and actual freight","" +"id-413bf2e6-6689-44fd-b9f1-c5869723959c","Capability","Cargo Management","Cargo Management is part of the Cargo Capability (Domain). The following tasks are within the scope of this Capability (Group). It is responsible for the strategy components within this domain. It develops the cargo domain strategy and develops the products and services which are needed to perform the tasks. The other task is managing Cargo network & scheduling relations.","" +"id-b42b75d9399d47039a784a56729a40a6","Capability","Cargo Management","Cargo Management is part of the Cargo Capability (Domain). The following tasks are within the scope of this Capability (Group). It is responsible for the strategy components within this domain. It develops the cargo domain strategy and develops the products and services which are needed to perform the tasks. The other task is managing Cargo network & scheduling relations.","" +"id-edda1ee8-0c64-43f3-ae7e-11a9d18e6712","Capability","Cargo Management","Cargo Management is part of the Cargo Capability (Domain). The following tasks are within the scope of this Capability (Group). It is responsible for the strategy components within this domain. It develops the cargo domain strategy and develops the products and services which are needed to perform the tasks. The other task is managing Cargo network & scheduling relations.","" +"id-219c16da22c34b438643bf2ab9161405","Capability","Cargo Network & Scheduling","Manages the cargo network and partnerships and enabling a high quality of service by customizing the cargo network. One task is scheduling operations between with involving parties.","" +"id-d5b78154394f418bbc8e08814c994705","Capability","Cargo Planning","Capability that includes the creation, maintenance and control of airport operational cargo plans. This will differ for different airports and include planning capabilities to manage customer deliveries and collections and unit build and break.","" +"id-dbda711d-f700-4415-bb43-feb3cef46a88","Capability","Cargo Station Management","Cargo Station Management is part of the Cargo Capability (Domain), which takes care of the activities related to the Cargo stations. According to (IATA, Air Cargo Idustry Master Operation Plan) these cargo operations are regarded to the airline. It prepares freight for the flight plans flights and collects freight for flights. It is also responsible for departure activities move freight from warehouse to park position, load it into an aircraft and resolve all discrepancies between plan and actual load. Moreover it takes care of arriving activities unload freight from aircraft and store it on destination. Lastly, the carrying sub domain handles warehouse activities i.e. the freight in airline’s warehouse at departure and at arrival.","" +"id-c1f3dfb1-d1a0-4f17-989a-3e6f818a98ef","Capability","Cargo Station Management","Cargo Station Management is part of the Cargo Capability (Domain), which takes care of the activities related to the Cargo stations. According to (IATA, Air Cargo Idustry Master Operation Plan) these cargo operations are regarded to the airline. It prepares freight for the flight plans flights and collects freight for flights. It is also responsible for departure activities move freight from warehouse to park position, load it into an aircraft and resolve all discrepancies between plan and actual load. Moreover it takes care of arriving activities unload freight from aircraft and store it on destination. Lastly, the carrying sub domain handles warehouse activities i.e. the freight in airline’s warehouse at departure and at arrival.","" +"id-a6281c462fbe48c1ae77caafb2fdd547","Capability","Cargo Strategy & Product Development","Defines the cargo strategy and processes for cargo operations and product development","" +"id-07ac9b087ef648ff93cfc52dab487b6b","Capability","Catering Operation","Capability to deliver and load Catering, Amenities, Retail and Bonded Goods to an aircraft or lounge: +- unload and remove unused items from an aircraft or lounge +- manage waste disposal for bagged waste from aircraft and lounges (note: bagged waste is disposed of at the airport and catering waste in trolleys is managed at catering premises) +- manage top up catering where loads are heavier than expected or where there are last minute aircraft changes +- manage last minute product shortage replacements etc. +- manage delivery of overnight kits, sandwiches, plastic macs etc. to the terminal when required in response to disruption event.","" +"id-4b9b52fd55ba4f05978f94fbed422627","Capability","Chart of Accounts, Ledger, & Journal Management","Capability to manage and reconcile the company financial accounts, through defining and managing the Chart of Accounts, Ledgers and Journals.","" +"id-2fd37c19f2c347bdb7d7073f38cf3e66","Capability","Check Seat Availability Multi-PAX","Check the availability of more than 9 seats for a specific flight and booking class","" +"id-241c673a-b602-43f1-b6fd-3df59b8c5ffe","Capability","Co-operations & Alliances","Co-operations & Alliances is part of the Network & Alliances Capability (Domain). The following tasks are within the scope of this Capability (Group). The following task is within the scope of this sub domain. It provides reporting and accounting for alliances and joint ventures.","" +"id-f886261200604c0983ac0d8bd5e9f845","Capability","Co-operations & Alliances","Co-operations & Alliances is part of the Network & Alliances Capability (Domain). The following tasks are within the scope of this Capability (Group). The following task is within the scope of this sub domain. It provides reporting and accounting for alliances and joint ventures.","" +"id-2ca697b5-7cd1-494c-8b41-fa90f31d81bb","Capability","Co-operations & Alliances","Co-operations & Alliances is part of the Network & Alliances Capability (Domain). The following tasks are within the scope of this Capability (Group). The following task is within the scope of this sub domain. It provides reporting and accounting for alliances and joint ventures.","" +"id-baffe4c637c743bc9de975aa6b98d409","Capability","Collaboration","","" +"id-463a48ea556c4085962e0392921aa7c6","Capability","Colleague Experience Management","Driving colleague experience with HR Systems through the best interactive UX.","" +"id-4760f4afb2d645d692ade7ef8dc84242","Capability","Colleague Relationship Management","Sustainable colleague engagement to support them meeting the standards set out in the HR policy.","" +"id-ad2d2a03257b479fb292d13f88b1d3cf","Capability","Communication with Crew","Provide crewmembers with all necessary information in time (e.g. roster, training information, layover details, changes etc.)","" +"id-f83430d2ac8e421b9e6598728721d6ab","Capability","Communications","Capability that manages all enterprise communications, within and across organizations, departments and groups.","" +"id-93260046ee6044fdba71d8db00404a79","Capability","Compensation & Benefits Management","Managing the planning and delivery of compensation and benefits schemes.","" +"id-9fc94f94e6ad4a6ea7c72b292bace14e","Capability","Components Maintenance (Simple & Complex Assets)","Undertake routine and non-routine maintenance activities on simple and complex aviation components, including engines, undercarriages and other assets.","" +"id-20d47b9da4d4405ba55f457eb5993993","Capability","Configuration Management","This capability covers activities that understand the composition of an asset and ensure that operations are not disrupted due to the asset (or parts of the asset) overrunning limits of planned lifespan or falling below quality levels.","" +"id-68bc59c71bde4cd985d9912fc5bfdeaf","Capability","Connect Social Media","Manages different social media accounts of the aviation organization and the communication with the community.","" +"id-2af2b28c6aa44c18adf626cbef0544d9","Capability","Contract Management & Procurement","Contract Management & Procurement is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). Contract Management is the Airline’s administration of contracts with its vendors. This comprises the contract creation, negotiation, adherence, and the definition of Service Level Agreements (SLA) and Key Performance Indicators (KPI) for managing the day-to-day performance of the vendor. Furthermore Contract Management includes managing changes that may be required as the relationship changes and problems arise, documentation of changes that may have been agreed and analyzing the benefits that accrue or may be available from the contract. +The procurement refers for example to Fuel for aircraft, equipment and required third-party services. Here, procurement guidelines are set, which describe the rules for procurement such as target, statement of validity, fundamentals, and the ethics of procurement including interest, confidentiality, and fairness and competition compliance. Procurement includes supplier management as well. +Within the procurement process, sources of supply are investigated, price quotations obtained, negotiations with suppliers on price and delivery performed, contracts prepared (which is part of contract management), documentation, insurance and shipping arranged, installation and commissioning of procured equipment monitored. +The ICAO provides in the document “ICAO/TCB PROCUREMENT PROCEDURES AND MECHANISMS” a detailed standard for Contract Management & Procurement of aviation industry: http://www2010.icao.int/APAC/Meetings/2013%20CRVTF1/WP07_ICAO%20AI3%20-%20ICAO_Revised%20TCB%20Procurement%20Procedures%20and%20Mechanisms.pdf +Following procurement services (named by ICAO) belong to Contract Management & Procurement: +• identification of supply sources on a worldwide basis; +• call for tenders +• commercial evaluation of tenders +• commercial contract negotiations +• drafting and award of purchase order/contract documentation +• commercial administration of purchase order/contract +Including following technical services: +• preparation of detailed technical specifications +• preparation of technical tender documentation +• technical evaluation of tenders +• technical contract negotiations +• drafting of technical component of purchase order/contract document +• review of system design document +• site and equipment inspections +• acceptance and commissioning activities, etc.","" +"id-af04be9f-07e6-4ace-b09b-a92f3f94e98c","Capability","Contract Management & Procurement","Contract Management & Procurement is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). Contract Management is the Airline’s administration of contracts with its vendors. This comprises the contract creation, negotiation, adherence, and the definition of Service Level Agreements (SLA) and Key Performance Indicators (KPI) for managing the day-to-day performance of the vendor. Furthermore Contract Management includes managing changes that may be required as the relationship changes and problems arise, documentation of changes that may have been agreed and analyzing the benefits that accrue or may be available from the contract. +The procurement refers for example to Fuel for aircraft, equipment and required third-party services. Here, procurement guidelines are set, which describe the rules for procurement such as target, statement of validity, fundamentals, and the ethics of procurement including interest, confidentiality, and fairness and competition compliance. Procurement includes supplier management as well. +Within the procurement process, sources of supply are investigated, price quotations obtained, negotiations with suppliers on price and delivery performed, contracts prepared (which is part of contract management), documentation, insurance and shipping arranged, installation and commissioning of procured equipment monitored. +The ICAO provides in the document “ICAO/TCB PROCUREMENT PROCEDURES AND MECHANISMS” a detailed standard for Contract Management & Procurement of aviation industry: http://www2010.icao.int/APAC/Meetings/2013%20CRVTF1/WP07_ICAO%20AI3%20-%20ICAO_Revised%20TCB%20Procurement%20Procedures%20and%20Mechanisms.pdf +Following procurement services (named by ICAO) belong to Contract Management & Procurement: +• identification of supply sources on a worldwide basis; +• call for tenders +• commercial evaluation of tenders +• commercial contract negotiations +• drafting and award of purchase order/contract documentation +• commercial administration of purchase order/contract +Including following technical services: +• preparation of detailed technical specifications +• preparation of technical tender documentation +• technical evaluation of tenders +• technical contract negotiations +• drafting of technical component of purchase order/contract document +• review of system design document +• site and equipment inspections +• acceptance and commissioning activities, etc.","" +"id-1e00b5f60bed46bca784138cf8de86bc","Capability","Control Load Process","According to (IATA, IATA Ground Operations Manual) documenting of all load activities for each flight and issuing of load messages.","" +"id-248ac898b49941b5a21cab0b1a1d7f6f","Capability","Corporate Functions","","" +"id-83ebfd5e-92fa-426a-9205-121b29176cba","Capability","Corporate Functions","","" +"id-0e3a61b2100544e7835115babd2b0924","Capability","Corporate Responsibility","","" +"id-a75f13ef3e2f45d2a6e161dc2f6ba923","Capability","Corporate Safety & Security","Corporate Safety and Security is part of the Support Capability (Domain). This Capability (Group) includes Capabilities not related to the operation of aircraft, focused on future accident and injury prevention and continuous safety improvement achieved through the development, implementation and compliance of safety policies, management projects and programs that turn around/tackle adverse safety trends and implement actions identified through investigation and analysis. +Security not related to the operation of aircraft focused on directing the physical security of assets including human resource, property & facilities.","" +"id-20405644-6c2b-42e0-b9b3-8ca55124d1bc","Capability","Corporate Safety & Security","Corporate Safety and Security is part of the Support Capability (Domain). This Capability (Group) includes Capabilities not related to the operation of aircraft, focused on future accident and injury prevention and continuous safety improvement achieved through the development, implementation and compliance of safety policies, management projects and programmes that turn around/tackle adverse safety trends and implement actions identified through investigation and analysis. +Security not related to the operation of aircraft focused on directing the physical security of assets including human resource, property & facilities.","" +"id-6253a8b48a7e4f96b35f4001a2005c36","Capability","Create Reservation","The user can book a refundable flight","" +"id-adb01aae1c9b4648b6407410fd1bf2c2","Capability","Credit Card Billing & Settlement","Billing and Settlement encompasses interline, credit card and partner billing and settlement.","" +"id-b1c2366a1f994d63a88cec01fc5498a3","Capability","Crew Check-In Briefing & Comms","Capability that enables flight and cabin crew check-in management which is focused on registering that crew have arrived and are fit for work (this data is used by other systems e.g. to book baggage against etc.). +It also enables Flight Crew Technical briefing and include: fuel and route updates, aircraft loads (passenger numbers and cargo), NOTAMs (airport closures, ASH updates, weather conditions, etc.). +On the day comms are included as well.","" +"id-e4067ae3-80da-40a7-a738-aab736fe3820","Capability","Crew Management","Crew Management is a sub domain of the Flight Ops domain. Crew related costs are second only to fuel costs, typically accounting for about 10% - 20% of an airline's cost base. With such a large amount of money being spent on crew, even small improvements can result in significant savings. Of the several buckets that make up crew costs, crew supply chain performance (movement of crew from upstream manpower planning process to training, scheduling and tracking along with its critical interdependencies) is perhaps the only area which can be significantly optimized without pain. Schedule changes, both voluntary and involuntary, make the best laid out plan go awry resulting in inefficiencies in crew supply chain (swing from too many crew to too few). This leads to avoidable hidden costs and revenue leakages. +The following tasks are within the scope of this sub domain. It defines company recruiting standards (soft and hard facts) for cockpit instruction & ready entries and cabin). Defines marketing for recruiting. Executes recruiting process. It also derives crew demand from network capacity planning. This sub domain optimizes costs for crew under consideration of overall network in crew-pairing step. Furthermore it maps actual crews against each pairing in crew-rostering step. Considers legal restrictions, crew training and preferences from crew staff. It also ensures crew licensing and provides crew information. Crew Management is responsible for crew training management (simulator planning, cabin training, qualification request management) and crew monitoring and tracking, irregularities handling (e.g. check of crew duty limitations in terms of legal operation). Lastly, it is responsible for the communication with Crews, e.g. via crew portals and the preparation of all crew related dispatch activities.","" +"id-2360ef79782f46c4b08f36f1771642e8","Capability","Crew Management","Crew Management is part of the Flight Operations Capability (Domain). Crew related costs are second only to fuel costs, typically accounting for about 10% - 20% of an airline's cost base. With such a large amount of money being spent on crew, even small improvements can result in significant savings. Of the several buckets that make up crew costs, crew supply chain performance (movement of crew from upstream manpower planning process to training, scheduling and tracking along with its critical interdependencies) is perhaps the only area which can be significantly optimized without pain. Schedule changes, both voluntary and involuntary, make the best laid out plan go awry resulting in inefficiencies in crew supply chain (swing from too many crew to too few). This leads to avoidable hidden costs and revenue leakages. +The following tasks are within the scope of this sub domain. It defines company recruiting standards (soft and hard facts) for cockpit instruction & ready entries and cabin). Defines marketing for recruiting. Executes recruiting process. It also derives crew demand from network capacity planning. This sub domain optimizes costs for crew under consideration of overall network in crew-pairing step. Furthermore it maps actual crews against each pairing in crew-rostering step. Considers legal restrictions, crew training and preferences from crew staff. It also ensures crew licensing and provides crew information. Crew Management is responsible for crew training management (simulator planning, cabin training, qualification request management) and crew monitoring and tracking, irregularities handling (e.g. check of crew duty limitations in terms of legal operation). Lastly, it is responsible for the communication with Crews, e.g. via crew portals and the preparation of all crew related dispatch activities.","" +"id-1ce7c48b-097f-4559-876c-67c621cab80b","Capability","Crew Management","Crew Management is part of the Flight Operations Capability (Domain). Crew related costs are second only to fuel costs, typically accounting for about 10% - 20% of an airline's cost base. With such a large amount of money being spent on crew, even small improvements can result in significant savings. Of the several buckets that make up crew costs, crew supply chain performance (movement of crew from upstream manpower planning process to training, scheduling and tracking along with its critical interdependencies) is perhaps the only area which can be significantly optimized without pain. Schedule changes, both voluntary and involuntary, make the best laid out plan go awry resulting in inefficiencies in crew supply chain (swing from too many crew to too few). This leads to avoidable hidden costs and revenue leakages. +The following tasks are within the scope of this sub domain. It defines company recruiting standards (soft and hard facts) for cockpit instruction & ready entries and cabin). Defines marketing for recruiting. Executes recruiting process. It also derives crew demand from network capacity planning. This sub domain optimizes costs for crew under consideration of overall network in crew-pairing step. Furthermore it maps actual crews against each pairing in crew-rostering step. Considers legal restrictions, crew training and preferences from crew staff. It also ensures crew licensing and provides crew information. Crew Management is responsible for crew training management (simulator planning, cabin training, qualification request management) and crew monitoring and tracking, irregularities handling (e.g. check of crew duty limitations in terms of legal operation). Lastly, it is responsible for the communication with Crews, e.g. via crew portals and the preparation of all crew related dispatch activities.","" +"id-0d8cf0b83cfb4f91ac55175a4ef67d98","Capability","Crew Ops Planning & Scheduling","Capability that covers Crew Check-In, Briefing, Boarding and Departure Management, Cabin and Galley Checks and Preparation, Crew Arrival and Debriefing, etc.","" +"id-8fbe377809c44aafb5f7395f0027265b","Capability","Crew Regulatory & Clearance","Capability that ensures the passage of crew into and out of destinations by managing regulatory visa and clearance arrangements.","" +"id-84eb5511270e48fe9d61560cadb8ac84","Capability","Crew Transport & Accommodation","Crew Transport and Hotels Planning.","" +"id-8047a513-839c-42ab-ab06-30a873ec93cc","Capability","Customer & Loyalty","","" +"id-31a62a9589be4e04bc61a4db057befb7","Capability","Customer & Loyalty","","" +"id-30805ef1-0112-42f7-a6c2-e8b517836253","Capability","Customer & Loyalty","","" +"id-a1e52a95-3b46-484e-9ff2-605e149bad70","Capability","Customer Communication","Customer Communication is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group): responsible for essential standard communications to the customer to be handled automatically, such as notifications about service fulfillment; e.g., flight status; manage social media communication via proactive postings, and reactions to comments and customer private messages.","" +"id-8effdee0279f4a0281420427080452c2","Capability","Customer Communication","Customer Communication is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group): responsible for essential standard communications to the customer to be handled automatically, such as notifications about service fulfillment; e.g., flight status; manage social media communication via proactive postings, and reactions to comments and customer private messages.","" +"id-24dbfc4a-b6b7-45f5-b7b5-1ba59c8e093f","Capability","Customer Communication","Customer Communication is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group): responsible for essential standard communications to the customer to be handled automatically, such as notifications about service fulfillment; e.g., flight status; manage social media communication via proactive postings, and reactions to comments and customer private messages.","" +"id-5dc3eead-40ba-48ee-b38b-8d4fbf6a102c","Capability","Customer Profile Management","Customer Profile Management is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). To gain basic insights into customers, the relationship data between the organization and the customer (B2C) will be proper analyzed and monitored. The customer profiles will be identified and created and the corresponding values of the customer deposited. The customer preferences will be tracked and saved to the profile. Both, static customer data (address, etc.) and dynamic data (last ordered product, etc.) as well as other customer profiling functions will be saved and deposited in the profile.","" +"id-339a075df87b44ac9704194e33e5a47a","Capability","Customer Profile Management","Customer Profile Management is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). To gain basic insights into customers, the relationship data between the organization and the customer (B2C) will be proper analyzed and monitored. The customer profiles will be identified and created and the corresponding values of the customer deposited. The customer preferences will be tracked and saved to the profile. Both, static customer data (address, etc.) and dynamic data (last ordered product, etc.) as well as other customer profiling functions will be saved and deposited in the profile.","" +"id-6930bd06-7629-4af1-b02a-6009edaaed39","Capability","Customer Profile Management","Customer Profile Management is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). To gain basic insights into customers, the relationship data between the organization and the customer (B2C) will be proper analyzed and monitored. The customer profiles will be identified and created and the corresponding values of the customer deposited. The customer preferences will be tracked and saved to the profile. Both, static customer data (address, etc.) and dynamic data (last ordered product, etc.) as well as other customer profiling functions will be saved and deposited in the profile.","" +"id-030eae7a100c470f86e4bf233a599431","Capability","Data Management, Analytics, & Reporting","Capability that provides management of information and data for secure and structured storage, access and exploitation.","" +"id-d18c10e65ba5432db5877c4c5eeb53f0","Capability","Define & Develop Product & Service","Define product and service development requirements following assessment, review and business agreement. +Develop and integrate new products and services, including: + - developing associated delivery processes for new products + - managing the process for a re-design of service styles and standards +Product Innovation: respond to external or internal opportunities and identify, introduce, evaluate and select new ideas, processes and products and integrate new technologies into products and services.","" +"id-b35850ce4abb48a485448c33b4622e9f","Capability","Define Brand Identity","Capability that defines and controls who we are and what we do and what we aspire to do as an organization. The Brand Identity is the outward expression of the organization and includes the name, trademark, communications, and visual appearance, logos, look and style. It reflects how we want the consumer to perceive the brand and our products and services and it is fundamental to consumer recognition and differentiation from competitors.","" +"id-f03d3557c2434cb5af46f606f5464a66","Capability","Define Product & Service Portfolio","Defines and develop product & service portfolio and strategy.","" +"id-fd3151b3970540639268bfb15615b20e","Capability","Define Sales Channel Strategy","Defines Sales Channels and the strategies for each channel","" +"id-200723b92400485ca27974f092da9307","Capability","Demand Management for Supply Chain","Capabilities that enable purchase requisitions / orders to be raised, approved and processed.","" +"id-0487af99-5d79-4baa-88dd-4c8462f47618","Capability","Direct Sales Channel & Shopping","Direct Sales Channel & Shopping is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides direct sales channels and is responsible for the search of products (i.e. flight products and bundles). It also creates offers (including ancilliaries) and reservations and handles the (re-)book and order. Furthermore the sub domain is responsible for ancillary services, cross-selling, up-selling, product bundling and provides a shopping cart.","" +"id-12007a6968ee4b239f76d76759b2c045","Capability","Direct Sales Channel & Shopping","Direct Sales Channel & Shopping is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides direct sales channels and is responsible for the search of products (i.e. flight products and bundles). It also creates offers (including ancilliaries) and reservations and handles the (re-)book and order. Furthermore the sub domain is responsible for ancillary services, cross-selling, up-selling, product bundling and provides a shopping cart.","" +"id-4ab61095-2c3c-4593-8236-319849f70572","Capability","Direct Sales Channel & Shopping","Direct Sales Channel & Shopping is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides direct sales channels and is responsible for the search of products (i.e. flight products and bundles). It also creates offers (including ancilliaries) and reservations and handles the (re-)book and order. Furthermore the sub domain is responsible for ancillary services, cross-selling, up-selling, product bundling and provides a shopping cart.","" +"id-f019f7c9147d435faf376d61a282a3cc","Capability","Distribute Schedule","Responsible for distributing different schedules within","" +"id-142fcfd442ee4e10a4599df0f559503d","Capability","Duty of Care","","" +"id-846d1f2199a64ab589a9a044cb47d845","Capability","Earn Miles","A service for crediting miles to a customer for each booking.","" +"id-4622db4927874363a5c3ab092963c653","Capability","Enterprise Governance","Capability that provides appropriate enterprise reporting lines, responsibilities and management structures / processes to ensure clear enterprise management direction and efficiency.","" +"id-74b32ac4ba754222a1194d944ffecdca","Capability","Enterprise Management","Enterprise Management is part of the Support Capability (Domain). Consolidation of other cross business capabilities.","" +"id-5e17d33d-79e4-4fa4-8e09-60dee6ccc2b2","Capability","Enterprise Management","Enterprise Management is part of the Support Capability (Domain). Consolidation of other cross business capabilities.","" +"id-91f2241c3af54edab8cdd9211315bee8","Capability","Entertainment & Connectivity","This capability includes all activities related to providing in-flight entertainment and connectivity for passengers on board flights.","" +"id-f9f4958a35454babaef7e9f6bc041d4f","Capability","Equipment & Assets","Capabilities that manage the on-going input and updating of the actual available equipment for task assignment.","" +"id-fd223274a3d044e6acd925ece9ab2430","Capability","Execute Book On Hold","The user can select a flight for reservation. This process execute the debit and the creation of the reservation","" +"id-f7504ce583604267ae20a85528a130fb","Capability","Fare Quote","A service to provide the fares fitting the search criteria (the available flights)","" +"id-e376b1f3-53bf-4252-bfc0-4d9eb55e1433","Capability","Feedback & Complaint","Feedback & Complaint is part of the Customer & Loyalty Capability (Domain). It ensures that service quality is measured and feedback is collected from the customer perspective. It forms a basis for improving the service quality based on the feedback. The following tasks are within the scope of this Capability (Group). It is managing feedback and complaints include an analysis of the customer’s feedback which is the basis for subsequently optimizing the satisfaction and loyalty of this customer. If customers have claims for compensation, restitution, repayment or any other remedy for loss or damage those have to be managed, tracked and taken care of.","" +"id-59a156e255d04f52b70804bd933453b5","Capability","Feedback & Complaint","Feedback & Complaint is part of the Customer & Loyalty Capability (Domain). It ensures that service quality is measured and feedback is collected from the customer perspective. It forms a basis for improving the service quality based on the feedback. The following tasks are within the scope of this Capability (Group). It is managing feedback and complaints include an analysis of the customer’s feedback which is the basis for subsequently optimizing the satisfaction and loyalty of this customer. If customers have claims for compensation, restitution, repayment or any other remedy for loss or damage those have to be managed, tracked and taken care of.","" +"id-af754a32-daa8-4883-ba02-7326e8028079","Capability","Feedback & Complaint","Feedback & Complaint is part of the Customer & Loyalty Capability (Domain). It ensures that service quality is measured and feedback is collected from the customer perspective. It forms a basis for improving the service quality based on the feedback. The following tasks are within the scope of this Capability (Group). It is managing feedback and complaints include an analysis of the customer’s feedback which is the basis for subsequently optimizing the satisfaction and loyalty of this customer. If customers have claims for compensation, restitution, repayment or any other remedy for loss or damage those have to be managed, tracked and taken care of.","" +"id-14edfca281a94dae9a83da39c21fe621","Capability","Finance","Finance is part of the Corporate Functions Capability (Domain). Finance is a cross-sectional Capability (Group) and is governed by both local and international accounting standards and mostly based on standard solutions. +Financial Accounting refers to accounting suppliers and business partners. This comprises services such as preparing remittance, refunding. The request for a refund includes the details of what is to be refunded. The details may contain the order id, document number, coupon number(s). In addition to the details of the refunded document(s) the response must contain accounting information to allow correct processing of the refund e.g. settlement authorization code.","" +"id-a4ab1a8b-fa2f-48da-a72e-9773956b9ea0","Capability","Finance","Finance is part of the Corporate Functions Capability (Domain). Finance is a cross-sectional Capability (Group) and is governed by both local and international accounting standards and mostly based on standard solutions. +Financial Accounting refers to accounting suppliers and business partners. This comprises services such as preparing remittance, refunding. The request for a refund includes the details of what is to be refunded. The details may contain the order id, document number, coupon number(s). In addition to the details of the refunded document(s) the response must contain accounting information to allow correct processing of the refund e.g. settlement authorization code.","" +"id-5add73a21c0a485a9bf26d8f35778bf3","Capability","Financial Auditing","Capability to independently verify internal financial accounts and compliance with financial procedures and controls.","" +"id-83b32321204b4032ba364ac676a1bf1c","Capability","Fixed Asset Management","Capability to manage and account for fixed assets (assets that have physical substance and are held for use in the company on a continuing basis).","" +"id-2ff87126-cf66-48b1-8a2e-6987ecd52eca","Capability","Fleet Planning","Fleet Planning is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. It plans the future fleet size and the needed capacity and composition. As well as the configuration need and the delivery schedule. It is also responsible for supporting processes around A/C sourcing and Entry Into Service (EIS).","" +"id-a074021fb543443bad20b65acdeef1d4","Capability","Fleet Planning","It plans the future fleet size and the needed capacity and composition. As well as the configuration need and the delivery schedule. It is also responsible for supporting processes around A/C sourcing and Entry Into Service (EIS).","" +"id-63c10d37-86c9-4e3a-91c6-e6e5abc440ac","Capability","Flight Operations","The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is 5th of September then the time horizon of operations control is 3rd of September, 00:00 UTC to 5th of September, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. +Before the operations control phase occurs the planning phase that starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. +The main objects these processes work with are so-called “Rotations” (either aircraft related or crew related). A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end.","" +"id-ca0e8a0606864abc829d6c4f93e2369b","Capability","Flight Operations","The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is 5th of September then the time horizon of operations control is 3rd of September, 00:00 UTC to 5th of September, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. +Before the operations control phase occurs the planning phase that starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. +The main objects these processes work with are so-called “Rotations” (either aircraft related or crew related). A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end.","" +"id-9b26507a-a3a5-4eee-85a8-52776c4d04af","Capability","Flight Operations","The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is 5th of September then the time horizon of operations control is 3rd of September, 00:00 UTC to 5th of September, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. +Before the operations control phase occurs the planning phase that starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. +The main objects these processes work with are so-called “Rotations” (either aircraft related or crew related). A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end.","" +"id-f6d5fbcf768c45388e957497535185ff","Capability","Flight Operations Technical Publications","This Capability covers activities that acquire, package, publish, update, maintain, distribute and install technical information mandated for flight crew and to a lesser degree by cabin crew for operational purposes. Increasingly this information is held in digital form on the aircraft and in tablets rather than paper form (manuals) and therefore this capability includes the software management of technical information.","" +"id-fbd3141970724eb1aa2c968c0535523c","Capability","Flight Performance Management","This capability covers activities that manage inflight system, equipment and performance monitoring primarily with the objective of identifying and managing any aviation safety threats.","" +"id-111256373a32483bb9ce75c6215d7275","Capability","Flight Routing Planning & Evaluation","Capability that enables flight operations and flight crew to pick up relevant information (e.g. seasonal and weather data, alternate route info, charts, NOTAMs), request further information, evaluate and plan flight routings or change a slot and calculate fuel required. +Fuel optimization for the route of the aircraft to be take into account too.","" +"id-e0f56e18-c45b-4515-a679-40710abc7992","Capability","Flight Support","Flight Support is a sub domain of the Flight Ops domain. The major components needing to be coordinated for any given flight include the aircraft and support equipment, cockpit and cabin crews (together known as the “flight crew”), maintenance, and ground service personnel. Although the maintenance and ground crew activities are critical to support flight operations, the emphasis in this sub domain is on the regulation and scheduling of the flight crews to conduct a given flight. +In many cases, crewmembers may have never worked together prior to a particular flight. In order to maintain a safe, smoothly functioning and efficient operation, airlines and regulators have developed very detailed procedures to be executed by crewmembers that leave very little room for improvisation. These procedures, including normal, abnormal, and emergency conditions, are detailed in the crewmember’s operating manuals and backed up through a system of checklists which are cross-checked between flight crewmembers. It is the responsibility of the training or flight standards department to establish crewmember proficiency and currency. The Captain, however, is always ultimately responsible for the safe and efficient conduct of the flight and in extraordinary circumstances may deviate from a procedure or regulation under his or her command authority (Captain’s Emergency Authority). +The cabin crew is primarily responsible for passenger safety during the flight. Other duties include providing customer service products (meals, entertainment, etc.) and assistance with boarding. Flight attendants receive specialized training in aircraft emergencies, evacuation procedures, medical issues and health hazards, care of special needs passengers, flight regulations and meal service. +Activities before take-off include flight planning, passenger processing, aircraft preflight, fueling, and other required ground processes. The preflight activities are orchestrated so as to achieve an “on-schedule” pushback from the departure gate, although any maintenance and gate hold issues must also be considered. +While taxiing to the departure runway, the cockpit crew prepares the aircraft for take-off and updates the take-off performance parameters with actual load data. In addition, any departure delays, aircraft icing, and environmental conditions such as runway contamination may need to be addressed. +The take-off is a highly critical maneuver where a number of factors must be taken into consideration including airport/runway, environmental, and emergency/abnormal contingencies. Departure from the terminal area, which may include route and speed restrictions, is followed by the climb to cruise altitude. The optimum cruise altitude is determined by a number of factors including efficiency, ride comfort, other traffic and/or airspace limitations. During cruise flight, the cockpit crew must continually evaluate contingency options in the event of a passenger or mechanical disruption. In addition, some flight situations require adherence to specialized procedures including international routing, mountainous terrain, and extended overwater operations. +During descent, the crew begins preparing the cockpit and cabin for landing. In addition to conforming to ATC (Air Traffic Control) restrictions, the cockpit crew plans the approach to landing which includes consideration of the destination weather, the approach procedures available, and the equipment available on the aircraft to safely and legally complete the arrival. Factors include environmental conditions (visibility, presence of convective weather, runway conditions, etc.), availability of approach aids, aircraft mechanical condition and, if necessary, available fuel for holding. In the event of an unsuccessful approach, diversion to a more suitable landing point may have to be considered. +After landing, the aircraft is taxied to the arrival gate while the crew readies the cockpit and cabin for parking. Once the aircraft is parked, passenger disembarkation is completed as well as baggage/cargo unloading. The flight crews proceed to the next departure gate, or to the ground transportation area if their duty day is complete. +The following tasks are within the scope of this sub domain. It is responsible for Cockpit and Cabin onboard flight preparation, flight operation and Cockpit and Cabin Onboard Communication. It also does the Signature of the Load Sheet by the Captain. Lastly, it manages Onboard Flight Reporting and Onboard Passenger support","" +"id-f8e37d82459d416abab28069e0d0ad0d","Capability","Flight Support","Flight Support is part of the Flight Operations Capability (Domain). The major components needing to be coordinated for any given flight include the aircraft and support equipment, cockpit and cabin crews (together known as the “flight crew”), maintenance, and ground service personnel. Although the maintenance and ground crew activities are critical to support flight operations, the emphasis in this Capability (Group) is on the regulation and scheduling of the flight crews to conduct a given flight. +In many cases, crewmembers may have never worked together prior to a particular flight. In order to maintain a safe, smoothly functioning and efficient operation, airlines and regulators have developed very detailed procedures to be executed by crewmembers that leave very little room for improvisation. These procedures, including normal, abnormal, and emergency conditions, are detailed in the crewmember’s operating manuals and backed up through a system of checklists which are cross-checked between flight crewmembers. It is the responsibility of the training or flight standards department to establish crewmember proficiency and currency. The Captain, however, is always ultimately responsible for the safe and efficient conduct of the flight and in extraordinary circumstances may deviate from a procedure or regulation under his or her command authority (Captain’s Emergency Authority). +The cabin crew is primarily responsible for passenger safety during the flight. Other duties include providing customer service products (meals, entertainment, etc.) and assistance with boarding. Flight attendants receive specialized training in aircraft emergencies, evacuation procedures, medical issues and health hazards, care of special needs passengers, flight regulations and meal service. +Activities before take-off include flight planning, passenger processing, aircraft preflight, fueling, and other required ground processes. The preflight activities are orchestrated so as to achieve an “on-schedule” pushback from the departure gate, although any maintenance and gate hold issues must also be considered. +While taxiing to the departure runway, the cockpit crew prepares the aircraft for take-off and updates the take-off performance parameters with actual load data. In addition, any departure delays, aircraft icing, and environmental conditions such as runway contamination may need to be addressed. +The take-off is a highly critical maneuver where a number of factors must be taken into consideration including airport/runway, environmental, and emergency/abnormal contingencies. Departure from the terminal area, which may include route and speed restrictions, is followed by the climb to cruise altitude. The optimum cruise altitude is determined by a number of factors including efficiency, ride comfort, other traffic and/or airspace limitations. During cruise flight, the cockpit crew must continually evaluate contingency options in the event of a passenger or mechanical disruption. In addition, some flight situations require adherence to specialized procedures including international routing, mountainous terrain, and extended overwater operations. +During descent, the crew begins preparing the cockpit and cabin for landing. In addition to conforming to ATC (Air Traffic Control) restrictions, the cockpit crew plans the approach to landing which includes consideration of the destination weather, the approach procedures available, and the equipment available on the aircraft to safely and legally complete the arrival. Factors include environmental conditions (visibility, presence of convective weather, runway conditions, etc.), availability of approach aids, aircraft mechanical condition and, if necessary, available fuel for holding. In the event of an unsuccessful approach, diversion to a more suitable landing point may have to be considered. +After landing, the aircraft is taxied to the arrival gate while the crew readies the cockpit and cabin for parking. Once the aircraft is parked, passenger disembarkation is completed as well as baggage/cargo unloading. The flight crews proceed to the next departure gate, or to the ground transportation area if their duty day is complete. +The following tasks are within the scope of this sub domain. It is responsible for Cockpit and Cabin onboard flight preparation, flight operation and Cockpit and Cabin Onboard Communication. It also does the Signature of the Load Sheet by the Captain. Lastly, it manages Onboard Flight Reporting and Onboard Passenger support","" +"id-4cb3e370-40a5-40ae-9ebb-4a6de5a95f56","Capability","Flight Support","Flight Support is part of the Flight Operations Capability (Domain). The major components needing to be coordinated for any given flight include the aircraft and support equipment, cockpit and cabin crews (together known as the “flight crew”), maintenance, and ground service personnel. Although the maintenance and ground crew activities are critical to support flight operations, the emphasis in this Capability (Group) is on the regulation and scheduling of the flight crews to conduct a given flight. +In many cases, crewmembers may have never worked together prior to a particular flight. In order to maintain a safe, smoothly functioning and efficient operation, airlines and regulators have developed very detailed procedures to be executed by crewmembers that leave very little room for improvisation. These procedures, including normal, abnormal, and emergency conditions, are detailed in the crewmember’s operating manuals and backed up through a system of checklists which are cross-checked between flight crewmembers. It is the responsibility of the training or flight standards department to establish crewmember proficiency and currency. The Captain, however, is always ultimately responsible for the safe and efficient conduct of the flight and in extraordinary circumstances may deviate from a procedure or regulation under his or her command authority (Captain’s Emergency Authority). +The cabin crew is primarily responsible for passenger safety during the flight. Other duties include providing customer service products (meals, entertainment, etc.) and assistance with boarding. Flight attendants receive specialized training in aircraft emergencies, evacuation procedures, medical issues and health hazards, care of special needs passengers, flight regulations and meal service. +Activities before take-off include flight planning, passenger processing, aircraft preflight, fueling, and other required ground processes. The preflight activities are orchestrated so as to achieve an “on-schedule” pushback from the departure gate, although any maintenance and gate hold issues must also be considered. +While taxiing to the departure runway, the cockpit crew prepares the aircraft for take-off and updates the take-off performance parameters with actual load data. In addition, any departure delays, aircraft icing, and environmental conditions such as runway contamination may need to be addressed. +The take-off is a highly critical maneuver where a number of factors must be taken into consideration including airport/runway, environmental, and emergency/abnormal contingencies. Departure from the terminal area, which may include route and speed restrictions, is followed by the climb to cruise altitude. The optimum cruise altitude is determined by a number of factors including efficiency, ride comfort, other traffic and/or airspace limitations. During cruise flight, the cockpit crew must continually evaluate contingency options in the event of a passenger or mechanical disruption. In addition, some flight situations require adherence to specialized procedures including international routing, mountainous terrain, and extended overwater operations. +During descent, the crew begins preparing the cockpit and cabin for landing. In addition to conforming to ATC (Air Traffic Control) restrictions, the cockpit crew plans the approach to landing which includes consideration of the destination weather, the approach procedures available, and the equipment available on the aircraft to safely and legally complete the arrival. Factors include environmental conditions (visibility, presence of convective weather, runway conditions, etc.), availability of approach aids, aircraft mechanical condition and, if necessary, available fuel for holding. In the event of an unsuccessful approach, diversion to a more suitable landing point may have to be considered. +After landing, the aircraft is taxied to the arrival gate while the crew readies the cockpit and cabin for parking. Once the aircraft is parked, passenger disembarkation is completed as well as baggage/cargo unloading. The flight crews proceed to the next departure gate, or to the ground transportation area if their duty day is complete. +The following tasks are within the scope of this sub domain. It is responsible for Cockpit and Cabin onboard flight preparation, flight operation and Cockpit and Cabin Onboard Communication. It also does the Signature of the Load Sheet by the Captain. Lastly, it manages Onboard Flight Reporting and Onboard Passenger support","" +"id-96bf7a763a1243a8ac20283cf8bb5931","Capability","Fluids Servicing","Capability to fuel, de-fuel or add other fluids to the aircraft via tanker or bowser at the stand according to weight, flight plan or aircraft movements requirements. +Also to remove toilet waste and top up and drain water tanks.","" +"id-c4d747f5-c3d7-4269-add1-27ffbb7bbbbc","Capability","Forecast & Optimization","Forecast & Optimization is part of the Revenue Management & Pricing Capability (Domain). Forecast & Optimization covers forecasts of demand, bookings, cancellations, and buy-downs. In addition, no-show figures based on historical, special and expert data are also included in this domain. The Capability (Group) also caters for the controlling of the forecast and optimization process, which are monitored here. The aim here is to optimize revenue (fare-mix, over bookings) to steer capacity based on average earnings, the management of availability, inventory and reservation data.","" +"id-666d306883354c84b9156c614e88f764","Capability","Forecast & Optimization","Forecast & Optimization is part of the Revenue Management & Pricing Capability (Domain). Forecast & Optimization covers forecasts of demand, bookings, cancellations, and buy-downs. In addition, no-show figures based on historical, special and expert data are also included in this domain. The Capability (Group) also caters for the controlling of the forecast and optimization process, which are monitored here. The aim here is to optimize revenue (fare-mix, over bookings) to steer capacity based on average earnings, the management of availability, inventory and reservation data.","" +"id-10a13edf-a35d-45d9-939f-02f1f4b36480","Capability","Forecast & Optimization","Forecast & Optimization is part of the Revenue Management & Pricing Capability (Domain). Forecast & Optimization covers forecasts of demand, bookings, cancellations, and buy-downs. In addition, no-show figures based on historical, special and expert data are also included in this domain. The Capability (Group) also caters for the controlling of the forecast and optimization process, which are monitored here. The aim here is to optimize revenue (fare-mix, over bookings) to steer capacity based on average earnings, the management of availability, inventory and reservation data.","" +"id-583fa024-63e0-4e41-8f86-9278bd46fbf6","Capability","Forwarding","Forwarding is part of the Cargo Capability (Domain). According to (IATA, Air Cargo Industry Master Operation Plan) some cargo operations are regarded to the forwarder. +The following tasks are within the scope of this sub domain. It receive shipment validates security and customs status of a shipment, unloads the trucks, screening shipment, places freight into a warehouse. Moreover it is responsible for the handover shipment to forwarder includes also verifying customs release status, handover documents and preparing shipment for handover.","" +"id-922d53a3a93f4927a2ca9f99fadc66f3","Capability","Forwarding","Forwarding is part of the Cargo Capability (Domain). According to (IATA, Air Cargo Idustry Master Operation Plan) some cargo operations are regarded to the forwarder. +The following tasks are within the scope of this sub domain. It receive shipment validates security and customs status of a shipment, unloads the trucks, screening shipment, places freight into a warehouse. Moreover it is responsible for the handover shipment to forwarder includes also verifying customs release status, handover documents and preparing shipment for handover.","" +"id-ee41eccb-2fd9-40a8-a6cf-bdbb5cdda662","Capability","Forwarding","Forwarding is part of the Cargo Capability (Domain). According to (IATA, Air Cargo Idustry Master Operation Plan) some cargo operations are regarded to the forwarder. +The following tasks are within the scope of this sub domain. It receive shipment validates security and customs status of a shipment, unloads the trucks, screening shipment, places freight into a warehouse. Moreover it is responsible for the handover shipment to forwarder includes also verifying customs release status, handover documents and preparing shipment for handover.","" +"id-07d4d953-00a5-40e0-8c9d-1de063cd4f02","Capability","Ground Operations","Ground operations handle aircrafts, passengers and freight on the ground, typically at an airport. One important effort of ground operation is, after the safety and the quality of service, minimizing the ground time of aircrafts. Aircraft Maintenance is excluded.","" +"id-4bc475a57f8c4f82a24acaa663154ba8","Capability","Ground Operations","Ground operations handle aircrafts, passengers and freight on the ground, typically at an airport. One important effort of ground operation is, after the safety and the quality of service, minimizing the ground time of aircrafts. Aircraft Maintenance is excluded.","" +"id-b945db62-3d0a-45a7-8b32-d779cf9bcb61","Capability","Ground Operations","Ground operations handle aircrafts, passengers and freight on the ground, typically at an airport. One important effort of ground operation is, after the safety and the quality of service, minimizing the ground time of aircrafts. Aircraft Maintenance is excluded.","" +"id-218d27d912094aa49e54e4484051716d","Capability","Ground Ops Planning & Scheduling","Capability that includes the creation, maintenance and control of stations operational plans. This includes planning ground manpower and doing the shift planning. Moreover, it manages activities like detailed rostering, disposition, allocation of staff (including Load Control staff) to positions and/or activities by generating and maintaining a task allocation plan. Flight schedules and other local plans (stand, baggage and load plans etc.) are fed into this capability. Also, the actual allocation of tasks on the day taking the real time operation into account.","" +"id-9a08280569ea44228d8d04a86294ad96","Capability","Ground Ops Strategy","Defines the Ground Operations strategy and processes.","" +"id-fafc9cbe902e40448a772fa56c6bdc15","Capability","Ground Ops Strategy & Planning","Ground Ops Strategy and Planning is part of the Ground Operations Capability (Domain). Definition of the Ground Operations Strategy and management of the Station Planning.","" +"id-0b0d1ca1-93c9-4ee6-a32d-81d6d1e99bae","Capability","Ground Ops Strategy & Planning","Ground Ops Strategy and Planning is part of the Ground Operations Capability (Domain). Definition of the Ground Operations Strategy and management of the Station Planning.","" +"id-d62144eb-24fe-4a56-aeda-682411e0be96","Capability","Ground Staff Management","Ground Staff Management is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. It is responsible for planning ground manpower and does the shift planning. Moreover it manages activities like rostering and disposition.","" +"id-cc13d520-204a-470a-962f-61c8ee6021d6","Capability","Group Bookings","Group Bookings is part of the Revenue Management & Pricing Capability (Domain). It deals with checking the availability for groups and the determination of group pricing. This is necessitated by the fact that the process for booking of groups slightly differs from the standard booking process.","" +"id-2bdcbb0a02f046efa7feaabd5e695891","Capability","Group Bookings","Group Bookings is part of the Revenue Management & Pricing Capability (Domain). It deals with checking the availability for groups and the determination of group pricing. This is necessitated by the fact that the process for booking of groups slightly differs from the standard booking process.","" +"id-1130d316-8ab2-4879-8923-dd1492631477","Capability","Group Bookings","Group Bookings is part of the Revenue Management & Pricing Capability (Domain). It deals with checking the availability for groups and the determination of group pricing. This is necessitated by the fact that the process for booking of groups slightly differs from the standard booking process.","" +"id-a46b5324903d44f8b2dcf425f1723642","Capability","Group/Statutory Financial Reporting","Capabilities that manage the production of statutory/legal reports and financial reports, e.g. annual report and blue book.","" +"id-8ac9550f3f0d4f828ab46e46e2ff2623","Capability","Handover Shipment","Validating of release status of the shipment, handover documents and shipments to the forwarder or redirect it to another airline. +It includes capabilities to arrange import customer delivery or re-routing or transhipment of cargo as appropriate at the destination warehouse / depot.","" +"id-a98a2548b8ac488094bc85902ad0bcd8","Capability","Health & Wellbeing","Providing the best health services and advice to all colleagues.","" +"id-5d83de28e3e6481e8d581cf4e72808b5","Capability","HR","HR is part of the Support Capability (Domain). HR as a cross-sectional Capability (Group) is primarily concerned with the management of people within organizations, focusing on policies and on systems. HR departments and units in organizations typically undertake a number of activities, including employee benefits design, employee recruitment, ""training and development"", performance appraisal, and rewarding (e.g., managing pay and benefit systems). In most organizations off-the-shelf services based on standard solutions are used. Anyhow, it is possible that HR delivers special services for staff of airlines for identity and access management.","" +"id-94cdef47-15ef-4113-8676-e5a30e50b968","Capability","HR","HR is part of the Support Capability (Domain). HR as a cross-sectional Capability (Group) is primarily concerned with the management of people within organizations, focusing on policies and on systems. HR departments and units in organizations typically undertake a number of activities, including employee benefits design, employee recruitment, ""training and development"", performance appraisal, and rewarding (e.g., managing pay and benefit systems). In most organizations off-the-shelf services based on standard solutions are used. Anyhow, it is possible that HR delivers special services for staff of airlines for identity and access management.","" +"id-48a1912abd2648d388fb84f750093882","Capability","HR Strategy & Planning","Definition, planning and execution of HR Strategy at all levels of the business.","" +"id-4aa733407b584787b477603790fad6a3","Capability","In-Flight Incidents","Any and all incidents related to a flight have to be reported. Each incident is rated according its severity and impact.","" +"id-3b4e55f162014e888507a3d96a14de6a","Capability","In-Flight Products & Services","This capability covers the delivery by cabin crew of onboard meals, drinks and in-flight sales.","" +"id-97ca4e7dc2e14c8497eea3b2c85bbda3","Capability","In-Flight Routing & Arrival","This capability takes account of routing, performance management, flight operations and all other relevant information (e.g. seasonal and weather data, charts, NOTAMs), to manage and navigate a flight. +It also includes managing the ZFL (Zonal, Final and Landing), landing approach, etc.","" +"id-9aad18a9666b427a946c4bb008a2c907","Capability","In-Flight Services","In-flight Services is part of the Flight Operations Capability (Domain). Manage & Deliver In-flight Products and Services, Entertainment and Connectivity.","" +"id-85a9c995-bb97-46d3-9c93-09df5720f05e","Capability","In-Flight Services","In-flight Services is part of the Flight Operations Capability (Domain). Manage & Deliver In-flight Products and Services, Entertainment and Connectivity.","" +"id-c13b1242234345b3a528366bf3964570","Capability","Incident Management","","" +"id-44bd2f71496349319200ef35c9666dbb","Capability","International & Industry Affairs","International and Industry Affairs is part of the Network & Alliances Capability (Domain).","" +"id-04a300f7-4b1d-42f4-9247-2e29a80a9c4d","Capability","International & Industry Affairs","International and Industry Affairs is part of the Network & Alliances Capability (Domain).","" +"id-e379dfca-ed87-4c87-849b-7d55b1655995","Capability","Inventory Management","Inventory Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It is managing all flight related inventory restrictions / allotments, e.g. available seats, cap left for Special Service Requests (SSR)’s such as special food requirements, wheelchair, seat at window, etc. It is responsible for managing all flights with their available seats and divides seats into service classes and booking classes, for which different prices and booking conditions apply. The inventory management also distributes the schedules.","" +"id-c304f4f9122843739feaa8fda8cf3725","Capability","Inventory Management","Inventory Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It is managing all flight related inventory restrictions / allotments, e.g. available seats, cap left for Special Service Requests (SSR)’s such as special food requirements, wheelchair, seat at window, etc. It is responsible for managing all flights with their available seats and divides seats into service classes and booking classes, for which different prices and booking conditions apply. The inventory management also distributes the schedules.","" +"id-44d55846-0d08-49f1-ac83-d0e929e5e89f","Capability","Inventory Management","Inventory Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It is managing all flight related inventory restrictions / allotments, e.g. available seats, cap left for Special Service Requests (SSR)’s such as special food requirements, wheelchair, seat at window, etc. It is responsible for managing all flights with their available seats and divides seats into service classes and booking classes, for which different prices and booking conditions apply. The inventory management also distributes the schedules.","" +"id-f580d5ba4ecb4da5ad42756a76fb26a2","Capability","IT Services","IT Services is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). It manages and controls Airline’s own equipment located at home and foreign airports. It provides services for communicating/interacting with external IT-services and third party services/IT systems are made available for the Airline’s own processes. It is responsible for the management of interfaces to third party systems, for example interfaces to luggage distribution and routing systems of other Airlines. Furthermore it provides a middleware, messaging, enterprise service bus (ESB) and provides an infrastructure that supports the usual communication patterns: request/response, pub/sub, etc. Lastly, it provides the Enterprise Application Integration facilities. +This sub domain shall be more technical oriented and therefore it shall not implement business services but basic services used by several other domains. Knowing that the difference between technical and business services is somehow difficult to determine, Enterprise Architecture Management is a crucial part for each organization. + +User Data Management +Establish central / group-wide data access to customer data: A central user data model and a common storage of user data does not imply sharing of airline related customer to the group. Governance of identity and access management to common user data storage is a prerequisite for this concept. +User Data Management aims to derive high-level target user data model from CUSTIS and SAMBA, gather requirements from airline-individual personalization initiatives and to use existing customer data where available. Recognize personalization initiatives supporting the idea of customer centricity: Personalization depends, simply spoken, on available information in a specific context (service). A common user data model should include all information which will be useful to provide personalized services.","" +"id-ec855db2-e63e-4231-ae1e-e06948cd38e2","Capability","IT Services","IT Services is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). It manages and controls Airline’s own equipment located at home and foreign airports. It provides services for communicating/interacting with external IT-services and third party services/IT systems are made available for the Airline’s own processes. It is responsible for the management of interfaces to third party systems, for example interfaces to luggage distribution and routing systems of other Airlines. Furthermore it provides a middleware, messaging, enterprise service bus (ESB) and provides an infrastructure that supports the usual communication patterns: request/response, pub/sub, etc. Lastly, it provides the Enterprise Application Integration facilities. +This sub domain shall be more technical oriented and therefore it shall not implement business services but basic services used by several other domains. Knowing that the difference between technical and business services is somehow difficult to determine, Enterprise Architecture Management is a crucial part for each organization. + +User Data Management +Establish central / group-wide data access to customer data: A central user data model and a common storage of user data does not imply sharing of airline related customer to the group. Governance of identity and access management to common user data storage is a prerequisite for this concept. +User Data Management aims to derive high-level target user data model from CUSTIS and SAMBA, gather requirements from airline-individual personalization initiatives and to use existing customer data where available. Recognize personalization initiatives supporting the idea of customer centricity: Personalization depends, simply spoken, on available information in a specific context (service). A common user data model should include all information which will be useful to provide personalized services.","" +"id-117d7fdbecde4058a2b5d8bb6069ca0b","Capability","Items, Categories, & Catalog Management","Facilities to provide standards catalogs, categories and pricing of products and services that can be procured.","" +"id-913c76660ffd4cb49b365a1d4bda8276","Capability","Learning & Development","Developing leadership and management excellence. Building competence throughout the organization by ensuring the right training and coaching is delivered through the appropriate media when required. It includes qualification and certification, which have legal implications for Flight Ops and MRO staff.","" +"id-acff5779-3fd9-4082-8be5-3a55fdf0807e","Capability","Load Planning","Load Planning is a sub domain of the Network & Fleet Planning domain. (IATA, IATA Ground Operations Manual) defines ground operations related to loading of an aircraft: load planning, load control flow and load reporting. These operations are the subject of the sub domain load planning, which has following tasks. It is responsible for preparing & calculating the electronic load plan and optimizing load planning for aircrafts considering account load limitations, individual baggage priorities and dangerous goods restrictions. Moreover it is aligning load process with all neighboring processes, e.g., boarding of aircraft. This domain is also providing load info to ramp agents and to the flight crew.","" +"id-f0bb949485ef49e89e49eabac3284591","Capability","Load Planning","Load Planning is a Capability (Group) of the Network & Fleet Planning Capability (Domain). IATA, (IATA Ground Operations Manual) defines ground operations related to loading of an aircraft: load planning, load control flow and load reporting. These operations are the subject of this Capability (Group), which has following tasks. It is responsible for preparing & calculating the electronic load plan and optimizing load planning for aircrafts considering account load limitations, individual baggage priorities and dangerous goods restrictions. Moreover it is aligning load process with all neighboring processes, e.g., boarding of aircraft. This domain is also providing load info to ramp agents and to the flight crew.","" +"id-032e8042-def5-4b78-bcb7-d62fdacde1ea","Capability","Load Planning","Load Planning is a Capability (Group) of the Network & Fleet Planning Capability (Domain). IATA, (IATA Ground Operations Manual) defines ground operations related to loading of an aircraft: load planning, load control flow and load reporting. These operations are the subject of this Capability (Group), which has following tasks. It is responsible for preparing & calculating the electronic load plan and optimizing load planning for aircrafts considering account load limitations, individual baggage priorities and dangerous goods restrictions. Moreover it is aligning load process with all neighboring processes, e.g., boarding of aircraft. This domain is also providing load info to ramp agents and to the flight crew.","" +"id-a562ea403aaa4089ad13ac5944b20dec","Capability","Lost Property","Capability providing Lost Property Management.","" +"id-6631cec6-df9e-4b56-af0a-6126ef95428b","Capability","Loyalty","Loyalty is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). For rewarding loyal customer, the existing loyalty program has to be ongoing developed and managed. Loyalty partners should be managed, which is the basis for a successful loyalty program. It is also responsible for collecting and spending miles of customers should be tracked in order to keep track of current mile status of the customer. Based on a customer loyalty, the corresponding tier levels have to be managed and customers will be matched to the proper level.","" +"id-555514e4ef284f10b0425bb3700a9541","Capability","Loyalty","Loyalty is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). For rewarding loyal customer, the existing loyalty program has to be ongoing developed and managed. Loyalty partners should be managed, which is the basis for a successful loyalty program. It is also responsible for collecting and spending miles of customers should be tracked in order to keep track of current mile status of the customer. Based on a customer loyalty, the corresponding tier levels have to be managed and customers will be matched to the proper level.","" +"id-c5ef1575-05dc-4fdc-9393-87d604434785","Capability","Loyalty","Loyalty is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). For rewarding loyal customer, the existing loyalty program has to be ongoing developed and managed. Loyalty partners should be managed, which is the basis for a successful loyalty program. It is also responsible for collecting and spending miles of customers should be tracked in order to keep track of current mile status of the customer. Based on a customer loyalty, the corresponding tier levels have to be managed and customers will be matched to the proper level.","" +"id-6942f1d24da642f3a9c626f570ba70b5","Capability","Loyalty Points Management & Analysis","Financial management and accounting of loyalty points.","" +"id-d8fb5373678a444abc41a5453b5f50a9","Capability","Maintain Customer Master Data","Maintains the customer data like name or birthdates.","" +"id-80f506fbacb6467bbfe6a3f8e272573a","Capability","Maintain Customer Preferences","Handles the customers preferences from either entered information by the customer itself or analyzed customer behavior.","" +"id-27492ced-090e-4fd2-80f9-ebe0606d6431","Capability","Maintenance","Manage end-to-end airline MRO (Maintenance, Repair, and Overhaul also referred to as Engineering) and CAMO (Continuing Airworthiness Management Organization) operations and all related aircraft asset handling. Maintenance may be defined as, ""All actions which have the objective of retaining or restoring an item in or to a state in which it can perform its required function. The actions include the combination of all technical and corresponding administrative, managerial, and supervision actions.“","" +"id-c76f63bf2d4f4991bfd6f4740d23f29d","Capability","Maintenance","Manage end-to-end airline MRO (Maintenance, Repair, and Overhaul also referred to as Engineering) and CAMO (Continuing Airworthiness Management Organization) operations and all related aircraft asset handling. Maintenance may be defined as, ""All actions which have the objective of retaining or restoring an item in or to a state in which it can perform its required function. The actions include the combination of all technical and corresponding administrative, managerial, and supervision actions.“","" +"id-9d00b1ce-b6ba-48bd-a0ec-10b96599bcc5","Capability","Maintenance","Manage end-to-end airline MRO (Maintenance, Repair, and Overhaul also referred to as Engineering) and CAMO (Continuing Airworthiness Management Organisation) operations and all related aircraft asset handling. Maintenance may be defined as, ""All actions which have the objective of retaining or restoring an item in or to a state in which it can perform its required function. The actions include the combination of all technical and corresponding administrative, managerial, and supervision actions.“","" +"id-ad19f69b-fc56-4282-8bcd-f27a16b71717","Capability","Maintenance & Testing","Maintenance & Testing is the only domain of the Maintenance domain. The following tasks are within the scope of this sub domain. It defines the process for overall inspection, repair, overhaul and maintenance of aircrafts, machines and components. Maintenance is responsible for managing scheduling for compulsive viewing and maintenance and operations of compulsory quality assurances. Furthermore it does the maintenance of products on board (IFE) ground and the internet on board. Lastly, it needs to manage scheduling and is dependable for all kinds of product tests","" +"id-84b0909bccc64a3c94529a497a88921c","Capability","Maintenance Engineering","Maintenance Engineering is part of the Maintenance Capability (Domain). Capability (Group) providing Maintenance Engineering functions such as Configuration Management, Maintenance Programs Management and Technical Publications.","" +"id-d79abcc4-ec56-4925-a2d5-553b5482c3cf","Capability","Maintenance Engineering","Maintenance Engineering is part of the Maintenance Capability (Domain). Capability (Group) providing Maintenance Engineering functions such as Configuration Management, Maintenance Programs Management and Technical Publications.","" +"id-c6d96c34520e415a85e24b2213a63f43","Capability","Maintenance Operations","Maintenance Operations is part of the Maintenance Capability (Domain). Core operations of the MRO, including Line, Heavy, Simple and Complex Components and Pool Management.","" +"id-6b4189e9-e570-40b2-8157-0852e7f712d6","Capability","Maintenance Operations","Maintenance Operations is part of the Maintenance Capability (Domain). Core operations of the MRO, including Line, Heavy, Simple and Complex Components and Pool Management.","" +"id-0c50d2cd979c455b91be53a5c28a1cc0","Capability","Maintenance Programs Management","Understand, setup and maintain templates for the maintenance activities that will need to be performed on each aircraft asset.","" +"id-db75dd67e4a0489cbfd0a04c807eaa98","Capability","Maintenance Scheduling","Maintenance Scheduling is part of the Maintenance Capability (Domain). Capability (Group) providing Service Planning and Support for Flight Operations.","" +"id-86aac2c3-9fa7-4517-9612-dfd666102ec5","Capability","Maintenance Scheduling","Maintenance Scheduling is part of the Maintenance Capability (Domain). Capability (Group) providing Service Planning and Support for Flight Operations.","" +"id-3b2740ee5dc64b29ad1e0f9a898737ce","Capability","Maintenance Strategy","Maintenance Strategy is part of the Maintenance Capability (Domain). Definition, planning and execution of the Maintenance Strategy.","" +"id-211c47522a1e45c7b9fc13efaa136884","Capability","Maintenance Strategy","Maintenance Strategy is part of the Maintenance Capability (Domain). Definition, planning and execution of the Maintenance Strategy.","" +"id-c795d75c-25ad-426f-94e5-34d2c2035206","Capability","Maintenance Strategy","Maintenance Strategy is part of the Maintenance Capability (Domain). Definition, planning and execution of the Maintenance Strategy.","" +"id-b4dc78cf9f6b4cf78c67411447de1268","Capability","Maintenance Supply Chain","Maintenance Supply Chain is part of the Maintenance Capability (Domain). Capability (Group) that determines, manages and controls stock levels. It includes service parts planning, procurement and logistics.","" +"id-1570c67f-2994-4dcf-9a91-3b99b2e78d40","Capability","Maintenance Supply Chain","Maintenance Supply Chain is part of the Maintenance Capability (Domain). Capability (Group) that determines, manages and controls stock levels. It includes service parts planning, procurement and logistics.","" +"id-9fa0f370625841408e644ec49fd55b38","Capability","Maintenance Support","Maintenance Support is part of the Maintenance Capability (Domain). Capability (Group) providing Quality Management and Tooling & Ground Support Equipment.","" +"id-5d238004-b9b0-432a-9763-869279868dba","Capability","Maintenance Support","Maintenance Support is part of the Maintenance Capability (Domain). Capability (Group) providing Quality Management and Tooling & Ground Support Equipment.","" +"id-b4b0a6fe76174878954593ba96813d37","Capability","Manage & Distribute Fares","Provision and communication of the fare model including conditions to partners and fare filing","" +"id-a6e030165b1f4a6db3da5b29c13a36b1","Capability","Manage After Sales","Manages after sales automated customer communication.","" +"id-39ed49d4d4ce44f39da1758b29e85d68","Capability","Manage Availability","(Re-)Calculates availabilities (to be presented to customers or published through the eCommerce channel) based on relevant settings and stored sold bookings","" +"id-ad9ed096786b4249a8ffa9c1e14b813b","Capability","Manage Bag Problems","Capability to assist passengers and crew to recover missing or damaged baggage.","" +"id-681c7aa6d14e4ed3bf6f1180a42f1c9b","Capability","Manage Booking","Booking order capture and Management","" +"id-898b60bd0425460ca59acda227e284f0","Capability","Manage Campaigns","Capability that defines, produces and delivers and evaluates marketing campaigns for products and services including the management of the marketing supply chain (the chain of suppliers, agencies and sub-contractors that we rely on to produce marketing materials). +Also including the project management service for planned, ongoing or bygone marketing campaigns.","" +"id-90e0a76443d24e72b06f1ae2f026750c","Capability","Manage Customer Claims","Collects all the customer claims and provides a place for communication to the customer and internal escalations and reaction plans.","" +"id-783408f485ce429a80ff5b29330c9268","Capability","Manage Customer Feedback","Collects all the customer feedbacks and provides a place for communication to the customer and internal actions","" +"id-bec264b4c3f24f12945b4311572efdd1","Capability","Manage Customer Profile","Manages the customer profile and consolidates all information to one place.","" +"id-690794fc593d4660b48bd8a2336f0ca4","Capability","Manage Customer Surveys","Manages regular customer surveys to retrieve customer feedback.","" +"id-f95ea82da84b409d8458fea396bf50f9","Capability","Manage Direct Sales Agents","Manages the lifecycle of the direct Sales Agents.","" +"id-2f63d976e4ec421a868a278b6f5aba9a","Capability","Manage Flight-related Availability Restrictions","Manages all incoming flight related availability restrictions","" +"id-09d7f95cacd449a59f69810db4941ea8","Capability","Manage Ground Transportation","Capability that provides coaching and high lift services to transport passengers and staff to/from the aircraft as required and inter terminal transfer coaching, deliver staff to where they need to be positioned (cleaning services etc.), TSU and water to the aircraft, as well as Vehicle and Equipment Maintenance.","" +"id-c933bb9d32e54322ae57a488bc4bf84c","Capability","Manage Influences","Allows to adjust the influence settings, which are used as input to the calculation of availabilities and results therefore in a modified output","" +"id-203d34f143dc4dc5bb5e90fcbb09e3b9","Capability","Manage Loyalty Accounts","Tracking customer loyalty and awarding it via (status) upgrades.","" +"id-58d151f940e94c968d60a0daa145954a","Capability","Manage Order","Order capture, management and fulfilment. This includes managing later changes to the order.","" +"id-ac3286c5f47e4f1491d9a0e025560664","Capability","Manage Sales Accounts","Manages the Sales Account","" +"id-1876254cec5c43858660cc400d452423","Capability","Manage Sales Channel","Responsible for operations and overview of a sales channel","" +"id-ee72522d19524be4b87f52463d6d0516","Capability","Manage Seat Inventory","Managing the seat inventory","" +"id-fe25710b48444639a4ea67d81d88b2e0","Capability","Manage Wait Lists","Manages the internal waiting lists","" +"id-cd970f0fde4f4e02b46e0ed7c87fb0cb","Capability","Market Analysis","Capability that synthesizes data from various sources and convert it to actionable information and models that guide strategic investments and decisions that drive marketing performance.","" +"id-e1a123b7d69d4186beab00a0a0ee7af2","Capability","Market Evaluation & Performance","Capability that monitors and assesses product and service performance against competitor offerings, changing customer expectations and market innovations and opportunities.","" +"id-90269808497941bf92c726ed4843a67c","Capability","Market Segmentation","Capability that divides a broad target market into subsets of consumers, businesses, or countries who have, or are perceived to have, common needs, interests, and priorities, and then design and implement strategies to target them.","" +"id-0d9e03bb-729f-4e9d-8c4e-9cdd7173226f","Capability","Marketing","Marketing Management Capability (Group) is part of the Brand & Marketing Capability (Domain). The following tasks are within the scope of this Capability (Group). Every advertising, sales promotion, campaign management and similar will be managed, tracked and saved in order to have every direct Marketing activities together. Out of the customer profiles, new personalized offers will be generated based on the existing data. Depending on the context of the customer, offers will be tailored based on the data and values of the customer. In addition to that, not only the company can provide personalized offers to the customer, also the customer will be given the opportunity to personalize the offers by himself. It also comprises the enabling of services backing analyses and reports that direct or measure marketing initiatives, and that measure success of/reaction on sales actions. This comprises a Sales Cockpit, Web Tracking services (measuring/ensuring Usability) and information gathered from Social Media content. +The following tasks are within the scope of this sub domain. It is responsible for essential standard communications to the customer like notifications about service fulfillment, e.g. flight status, IRREG communication will be automatically handled. It also manages Social Media communication via pro-active postings, reactions to comments and to customer private messages will be managed.","" +"id-c3d67d6dcc7349bf94e6806ffb114b53","Capability","Marketing","Marketing Management Capability (Group) is part of the Brand & Marketing Capability (Domain). The following tasks are within the scope of this Capability (Group). Every advertising, sales promotion, campaign management and similar will be managed, tracked and saved in order to have every direct Marketing activities together. Out of the customer profiles, new personalized offers will be generated based on the existing data. Depending on the context of the customer, offers will be tailored based on the data and values of the customer. In addition to that, not only the company can provide personalized offers to the customer, also the customer will be given the opportunity to personalize the offers by himself. It also comprises the enabling of services backing analyses and reports that direct or measure marketing initiatives, and that measure success of/reaction on sales actions. This comprises a Sales Cockpit, Web Tracking services (measuring/ensuring Usability) and information gathered from Social Media content. +The following tasks are within the scope of this sub domain. It is responsible for essential standard communications to the customer like notifications about service fulfillment, e.g. flight status, IRREG communication will be automatically handled. It also manages Social Media communication via pro-active postings, reactions to comments and to customer private messages will be managed.","" +"id-6608156b-fded-45c9-ab3d-f607debea1f8","Capability","Marketing","Marketing Management Capability (Group) is part of the Brand & Marketing Capability (Domain). The following tasks are within the scope of this Capability (Group). Every advertising, sales promotion, campaign management and similar will be managed, tracked and saved in order to have every direct Marketing activities together. Out of the customer profiles, new personalized offers will be generated based on the existing data. Depending on the context of the customer, offers will be tailored based on the data and values of the customer. In addition to that, not only the company can provide personalized offers to the customer, also the customer will be given the opportunity to personalize the offers by himself. It also comprises the enabling of services backing analyses and reports that direct or measure marketing initiatives, and that measure success of/reaction on sales actions. This comprises a Sales Cockpit, Web Tracking services (measuring/ensuring Usability) and information gathered from Social Media content. +The following tasks are within the scope of this sub domain. It is responsible for essential standard communications to the customer like notifications about service fulfillment, e.g. flight status, IRREG communication will be automatically handled. It also manages Social Media communication via pro-active postings, reactions to comments and to customer private messages will be managed.","" +"id-c4c63519a33448f096b21757c5976e8c","Capability","Marketing Planning","Capability that develops a marketing plan to specify how the company will execute the chosen strategy and campaigns to achieve the business' objectives.","" +"id-9c88b2cda22349fb814b75d2f130dddb","Capability","Monitor Competitor Prices","Track and observe pricing models and current fares offered by competitors","" +"id-cf241511-ba79-481f-b403-5c171edd5eed","Capability","Network & Alliances","This Capability (Domain) covers the development and management of the commercial planning, strategic alliances and partnerships capabilities and also includes the commercial strategy. It includes the initial selection and on-going negotiations with alliances and partners, and the contracting, on-boarding and exiting activities.","" +"id-d3b968bc525448fb9af7bdfa2e475e5e","Capability","Network & Alliances","This Capability (Domain) covers the development and management of the commercial planning, strategic alliances and partnerships capabilities and also includes the commercial strategy. It includes the initial selection and on-going negotiations with alliances and partners, and the contracting, on-boarding and exiting activities.","" +"id-e17ea557-9f6e-4e5f-9711-f70d95bd190f","Capability","Network & Alliances","This Capability (Domain) covers the development and management of the commercial planning, strategic alliances and partnerships capabilities and also includes the commercial strategy. It includes the initial selection and on-going negotiations with alliances and partners, and the contracting, on-boarding and exiting activities.","" +"id-86a96207-5eff-49d1-b191-47c4d5b68307","Capability","Network Data Analysis","Network Data Analysis is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. It analyzes market and customer data and prepares database to facilitate network planning and scheduling process. Furthermore it gathers data to allow analyses to understand and predict historic and future schedule preferences of customers. This domain is also responsible for gathering actual flight related cost data and provides predictions of cost figures for subsequent analysis processes. It creates origin and destination (O&D) view on customer's movements. Lastly, it feeds data into revenue/yield management and network planning processes to improve various optimizers.","" +"id-1ad01967-9503-484f-b7fb-41065ed43ae4","Capability","Network Management","Network Management is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. The following tasks are within the scope of this sub domain. Network Management designs and optimizes airline's flight network regarding bases, destinations, routes and frequency of flights between the destinations to optimize yield and profitability. It also evaluates partner potential and opportunities concerning network and slots, sales and markets, product, alliances.","" +"id-9788daba821044a5b0131ea1021d3ba0","Capability","Network Management","Network Management designs and optimizes airline's flight network regarding bases, destinations, routes and frequency of flights between the destinations to optimize yield and profitability. It also evaluates partner potential and opportunities concerning network and slots, sales and markets, product, alliances. +This typically requires specialization on longhaul versus short and medium.","" +"id-cbc95c60a61140ce82785b64d82f9a6e","Capability","Network Operations Command & Control","Capability that manages the real time control of the flying operation including control of aircraft movements and monitoring the worldwide operation, fine tuning the operational plan, coordination across all local control functions and providing decision making capability in disruption.","" +"id-669a81a0cf844154bb26edf8cf2e401a","Capability","Network Planning","Network Planning is part of the Network & Alliances Capability (Domain). Planning and definition of passenger and cargo flight schedules, fleet, capacity, destinations and airport slots. This planning occurs some time out and feeds into the commercial and operational capabilities.","" +"id-6aeee8df-5ffa-4896-a9a6-b7680f5b9103","Capability","Network Planning","Network Planning is part of the Network & Alliances Capability (Domain). Planning and definition of passenger and cargo flight schedules, fleet, capacity, destinations and airport slots. This planning occurs some time out and feeds into the commercial and operational capabilities.","" +"id-1135c07c46ad43fb9a7101106cc13336","Capability","Network Strategy","Generation, evolution, execution and measurement of the long term vision, business strategy and associated strategic initiatives. +Creation and evolution of the long term vision, to reflect the aspirational target of the business. +Creation and evolution of the business strategy, guided by the long term vision. +Creation and execution of strategic initiatives and measuring against the strategy. +It includes Network Data Analysis to analyzes market and customer data and prepares database to facilitate network planning and scheduling process. Furthermore it gathers data to allow analyses to understand and predict historic and future schedule preferences of customers. This domain is also responsible for gathering actual flight related cost data and provides predictions of cost figures for subsequent analysis processes. It creates origin and destination (O&D) view on customer's movements. Lastly, it feeds data into revenue/yield management and network planning processes to improve various optimizers.","" +"id-ab1ca4fe5bd94319b08a6f215f9e222b","Capability","Non-Airline Partner Management","Capability that manages partnerships with non-airline providers. +Travel Rewards Partner Management: Capabilities that manage Travel Reward partnerships including: + - Collection partners (partners that customers collect reward points from e.g. Amex, Lloyds, Tesco etc.) + - Supplier partners (partners through which customers can spend reward points e.g. airlines and hotels) + - Program Partners","" +"id-29e85639a42444c682074b0d8ad9bb52","Capability","Notify Service Disruption","Notifies the customer via various channels like e-mail or SMS about irregularities concerning the booked flight like e.g. delays.","" +"id-b3590fcc49b348768bcf19c1bb37abba","Capability","Notify Service Fulfillment","Notifies the customer about regular events like the completed booking of a flight or check-in times.","" +"id-c0cdcab7b8c643f9a142ce18d03a81a4","Capability","Operational Airport Command & Control","Capability that manages the overall management command and control of an operation including: +- departure control activities +- providing coordination to all local control functions +- decision making capability in disruption +- communicating decisions made to the appropriate parties for local action +Monitoring and coordination of airport operations is performed in all airports worldwide. In some airports the airline plays a major part in the actual monitoring and coordination functions. In most worldwide airports the airline buys services from airport owners/authorities who perform these functions and therefore in these instances the airline communicates and reacts to the overall command and control authority. +It also includes recognizing, recording and resolving of non-standard situations during ground operations.","" +"id-29b60cfd-352b-4481-b4d4-9c51df1ac3bc","Capability","Operational Flight Planning","Operational Flight Planning is a sub domain of the Flight Ops domain. An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn (""trip fuel"") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +In summary, the following tasks are within the scope of this sub domain. It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. Lastly, it prepares and provides briefing documents to crew.","" +"id-d274e2203f1746a696443cd2a54ef366","Capability","Operational Partner Management","GHA and GSA Agreements and Partnerships: Capabilities to manage Ground Handling Agent and General Sales Agents agreements and partnerships. It includes definition and management of airport service level agreements, agreement of landing / handling fees, leasing of facilities / equipment, information sharing (e.g. for flight information displays). +Cargo Partner Management: Capabilities that manage Cargo partners.","" +"id-91682e87777c473497f81ebdd44ab663","Capability","Operational Schedule Maintenance","Capability involved in the maintenance of the schedule through to handover to Operations tactical planning.","" +"id-983a58d5-4d17-4105-8dad-d01a04881e1e","Capability","Operations Planning & Control","Operations Planning & Control is part of the Flight Operations Capability (Domain). An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn (""trip fuel"") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +Ensuring that the aircraft and the pilot are in the right place at the right time, both currently qualified and serviceable, is what an operations manager does. Multiply that by the number of flights per day, and that’s what the operations control department does – it keeps the airline working from moment to moment despite disruption by weather and a thousand other possible occurrences or mishaps. +Take so-called low cost carriers as (somewhat) simple examples. They can be big (300+ aircraft), but are designed for engineering and operations simplicity. They always aim to run single-type fleets with the cabin configuration completely standardized, so any aircraft in the fleet can perform any route, and all flight and cabin crew are type-rated on every aircraft. They are mainly short-haul, and if there are no mishaps every crew finishes each day going home rather than to a hotel. The ops departments can be rather small. +On the other hand, the ops staff at a big intercontinental carrier faces a far more complex task. For example, big carriers have to deal with a lot of aircraft with various different basic types, both short and long haul, and within those type groups there are multiple cabin configurations and – sometimes – different engine fits. Just because a route is normally served by a Boeing 777, if the scheduled one falls out, the ops department has to ensure that a schedule on which First Class tickets are sold is matched with a four-class configured 777 rather than a three-class version. +Operations control solves problems. It matches the airline’s assets – human and hardware, to the promised schedule, come what may. It takes just the smallest twitch of the weather somewhere in the world, or pilots and cabin crew reporting sick, or an unexpected component failure on an aircraft, for the carefully choreographed system to start tumbling unless a way can be found to arrest it. +It’s like juggling, but instead of balls, clubs, rings etc, the props are aircrafts with their maintenance schedules, pilots with their rosters, duty time limitations and recurrent training requirements, cabin crew likewise, airports with curfews, notams and changing weather forecasts, down-route accommodation for crew, passenger management – especially in the case of delay or cancellation, onboard medical emergencies, cargo management, aircraft weight and balance, dispatch coordination, and diversions. +Big, intercontinental carriers have to manage thousands of departures a day around the globe, carrying hundreds of thousands of passengers. It doesn’t require a lot of imagination to understand that every decision, action or inaction of the operations control department has a serious impact on the overall performance of an airline. +In summary, the following tasks are within the scope of this Capability (Group). It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. It prepares and provides briefing documents to crew. It monitors flight plan, identify and evaluate irregularities, i.e. delays caused by ATC or weather. Furthermore it handles irregularities keeping schedule deviation impact and costs as little as possible and interferes with flight plan to minimize disruptions (aircraft change, crew recovery). It is responsible for optimizing the fuel usage and coordinating ATC-slots with Eurocontrol. Lastly, it plans emergency response and does the Flight Dispatch and Crew dispatch.","" +"id-271ca983df86409f8ef0e68a9e731da7","Capability","Operations Planning & Control","Operations Planning & Control is part of the Flight Operations Capability (Domain). An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn (""trip fuel"") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +Ensuring that the aircraft and the pilot are in the right place at the right time, both currently qualified and serviceable, is what an operations manager does. Multiply that by the number of flights per day, and that’s what the operations control department does – it keeps the airline working from moment to moment despite disruption by weather and a thousand other possible occurrences or mishaps. +Take so-called low cost carriers as (somewhat) simple examples. They can be big (300+ aircraft), but are designed for engineering and operations simplicity. They always aim to run single-type fleets with the cabin configuration completely standardized, so any aircraft in the fleet can perform any route, and all flight and cabin crew are type-rated on every aircraft. They are mainly short-haul, and if there are no mishaps every crew finishes each day going home rather than to a hotel. The ops departments can be rather small. +On the other hand, the ops staff at a big intercontinental carrier faces a far more complex task. For example, big carriers have to deal with a lot of aircraft with various different basic types, both short and long haul, and within those type groups there are multiple cabin configurations and – sometimes – different engine fits. Just because a route is normally served by a Boeing 777, if the scheduled one falls out, the ops department has to ensure that a schedule on which First Class tickets are sold is matched with a four-class configured 777 rather than a three-class version. +Operations control solves problems. It matches the airline’s assets – human and hardware, to the promised schedule, come what may. It takes just the smallest twitch of the weather somewhere in the world, or pilots and cabin crew reporting sick, or an unexpected component failure on an aircraft, for the carefully choreographed system to start tumbling unless a way can be found to arrest it. +It’s like juggling, but instead of balls, clubs, rings etc, the props are aircrafts with their maintenance schedules, pilots with their rosters, duty time limitations and recurrent training requirements, cabin crew likewise, airports with curfews, notams and changing weather forecasts, down-route accommodation for crew, passenger management – especially in the case of delay or cancellation, onboard medical emergencies, cargo management, aircraft weight and balance, dispatch coordination, and diversions. +Big, intercontinental carriers have to manage thousands of departures a day around the globe, carrying hundreds of thousands of passengers. It doesn’t require a lot of imagination to understand that every decision, action or inaction of the operations control department has a serious impact on the overall performance of an airline. +In summary, the following tasks are within the scope of this Capability (Group). It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. It prepares and provides briefing documents to crew. It monitors flight plan, identify and evaluate irregularities, i.e. delays caused by ATC or weather. Furthermore it handles irregularities keeping schedule deviation impact and costs as little as possible and interferes with flight plan to minimize disruptions (aircraft change, crew recovery). It is responsible for optimizing the fuel usage and coordinating ATC-slots with Eurocontrol. Lastly, it plans emergency response and does the Flight Dispatch and Crew dispatch.","" +"id-684c59fd-6961-4a3b-a34b-164e026c9777","Capability","Operations Planning & Control","Operations Planning & Control is part of the Flight Operations Capability (Domain). An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn (""trip fuel"") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +Ensuring that the aircraft and the pilot are in the right place at the right time, both currently qualified and serviceable, is what an operations manager does. Multiply that by the number of flights per day, and that’s what the operations control department does – it keeps the airline working from moment to moment despite disruption by weather and a thousand other possible occurrences or mishaps. +Take so-called low cost carriers as (somewhat) simple examples. They can be big (300+ aircraft), but are designed for engineering and operations simplicity. They always aim to run single-type fleets with the cabin configuration completely standardized, so any aircraft in the fleet can perform any route, and all flight and cabin crew are type-rated on every aircraft. They are mainly short-haul, and if there are no mishaps every crew finishes each day going home rather than to a hotel. The ops departments can be rather small. +On the other hand, the ops staff at a big intercontinental carrier faces a far more complex task. For example, big carriers have to deal with a lot of aircraft with various different basic types, both short and long haul, and within those type groups there are multiple cabin configurations and – sometimes – different engine fits. Just because a route is normally served by a Boeing 777, if the scheduled one falls out, the ops department has to ensure that a schedule on which First Class tickets are sold is matched with a four-class configured 777 rather than a three-class version. +Operations control solves problems. It matches the airline’s assets – human and hardware, to the promised schedule, come what may. It takes just the smallest twitch of the weather somewhere in the world, or pilots and cabin crew reporting sick, or an unexpected component failure on an aircraft, for the carefully choreographed system to start tumbling unless a way can be found to arrest it. +It’s like juggling, but instead of balls, clubs, rings etc, the props are aircrafts with their maintenance schedules, pilots with their rosters, duty time limitations and recurrent training requirements, cabin crew likewise, airports with curfews, notams and changing weather forecasts, down-route accommodation for crew, passenger management – especially in the case of delay or cancellation, onboard medical emergencies, cargo management, aircraft weight and balance, dispatch coordination, and diversions. +Big, intercontinental carriers have to manage thousands of departures a day around the globe, carrying hundreds of thousands of passengers. It doesn’t require a lot of imagination to understand that every decision, action or inaction of the operations control department has a serious impact on the overall performance of an airline. +In summary, the following tasks are within the scope of this Capability (Group). It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. It prepares and provides briefing documents to crew. It monitors flight plan, identify and evaluate irregularities, i.e. delays caused by ATC or weather. Furthermore it handles irregularities keeping schedule deviation impact and costs as little as possible and interferes with flight plan to minimize disruptions (aircraft change, crew recovery). It is responsible for optimizing the fuel usage and coordinating ATC-slots with Eurocontrol. Lastly, it plans emergency response and does the Flight Dispatch and Crew dispatch.","" +"id-4c715519e48f4d69a3424b66bf9d2820","Capability","Optimize Availability","Optimizes availabilities by utilizing forecasts and the current sold capacity to recalculate the inventory settings.","" +"id-0a121b4217f849b584b33684ba50e5c3","Capability","Passenger Boarding","Register of passenger for entering aircraft","" +"id-9ddb4a9e400c4506a4af8c84c6e6c12a","Capability","Passenger Check-In","Registering of passenger for a flight. Creating of a passenger information list and issuing of standard check-in messages","" +"id-4edab4153bc14b7f8dc59b1af51e8002","Capability","Passenger Disruption","Management of Passenger Disruption, including Issue Vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations, re-booking, communications, etc.","" +"id-614cf6c02b1f45e194c66d519a30ab00","Capability","Passenger Movement & Security","Capability to gather and complete necessary regulatory travel / transport information, e.g. identity / advance information / visa & security data. Includes Health Clearance.","" +"id-ecee6a85e2ca4720ab3e4b2795131b19","Capability","Passenger Regulatory & Clearance","Checking of passenger’s travel documents and place passenger in departure control system according to IATA (IATA Ground Operations Manual)","" +"id-6c963e137a344d9ca3d6c8a0b6fcde5a","Capability","Passenger Safety","This capability covers the delivery by cabin crew of passenger safety & security.","" +"id-1ebe99ab-ee6d-40e0-85c5-a653dbd71037","Capability","Passenger Services","Passenger Services is part of the Ground Operations Capability (Domain). The ground operations primary related to the passenger until they entered the aircraft are the subject of this Capability (Group). It includes following tasks. It is managing check-in and boarding process including check of reservation vs. ticket, documents issuing for boarding pass, voucher, ""etix®"" receipts, includes Self-service check-in incl. baggage (kiosk, web and mobile). It is also responsible for automatic check-in, interline through check-in processes. Furthermore it is accepting of baggage and collecting excess fees and fees for additional chargeable services (e.g. ASR). Moreover it is handling passengers on waiting list and irregularities like over bookings and checking documents required for checked-in segments (APIS, Passport and Visa) and transmit data. Lastly, it is issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations","" +"id-dca696d91b25469f89fcb5dc130b558a","Capability","Passenger Services","Passenger Services is part of the Ground Operations Capability (Domain). The ground operations primary related to the passenger until they entered the aircraft are the subject of this Capability (Group). It includes following tasks. It is managing check-in and boarding process including check of reservation vs. ticket, documents issuing for boarding pass, voucher, eTickets receipts, includes Self-service check-in incl. baggage (kiosk, web and mobile). It is also responsible for automatic check-in, interline through check-in processes. Furthermore it is accepting of baggage and collecting excess fees and fees for additional chargeable services (e.g. ASR). Moreover it is handling passengers on waiting list and irregularities like over bookings and checking documents required for checked-in segments (APIS, Passport and Visa) and transmit data. Lastly, it is issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations","" +"id-a238d970-971e-4150-8f4f-0f6c98883545","Capability","Passenger Services","Passenger Services is part of the Ground Operations Capability (Domain). The ground operations primary related to the passenger until they entered the aircraft are the subject of this Capability (Group). It includes following tasks. It is managing check-in and boarding process including check of reservation vs. ticket, documents issuing for boarding pass, voucher, eTickets receipts, includes Self-service check-in incl. baggage (kiosk, web and mobile). It is also responsible for automatic check-in, interline through check-in processes. Furthermore it is accepting of baggage and collecting excess fees and fees for additional chargeable services (e.g. ASR). Moreover it is handling passengers on waiting list and irregularities like over bookings and checking documents required for checked-in segments (APIS, Passport and Visa) and transmit data. Lastly, it is issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations","" +"id-f28027424f864094aa8287e30e4a03d5","Capability","Passenger Streams","Control and optimize the passenger stream on the ground. Transfer passenger with minimum waiting time. +Includes special needs passenger assistance, e.g. UMs (Unaccompanied Minors), RMPs (Reduced Mobility Passengers). +Also, setting passenger on wait lists based on booking status and airline policy.","" +"id-86e5b1ed86094002b2034f0297adc7a7","Capability","Performance & Talent Management","Identifying talent and, through career development and performance management, retaining the best.","" +"id-29b02ef8cb794ac0b9f1a6993ef74369","Capability","Plan Load Process","Planning of aircraft load based on passenger, freight, fueling and other information.","" +"id-7916e4098a564872936e7521be55445e","Capability","Planning, Budgeting, Forecasting, & Decision Support","Capability to manage the budgeting and forecasting lifecycle, including capital and operational spend planning, revenue and cash forecasting and management accounting. It includes provision of information to support group, enterprise and local decision making.","" +"id-5dbdcdc20e544620bd3c0c1cfce2afdc","Capability","Pool Management","Capability that manages the spare parts pool and/or the interaction with the pool responsible authority in order to borrow spare parts.","" +"id-17ee6e49ab6c4d6e8dde2e7a940d6d1f","Capability","Prepare Flight","Supporting functionality for pre-flight preparation (e.g. updating of electronic flight bag, purser mobile device, checklists etc.)","" +"id-8dc89450629b4a34969de9f5a2313cc3","Capability","Prepare Freight to Flight","Clearing the security of the freight, planning flights, collecting freight from airline’s warehouse. +This includes Customs Management, i.e. capabilities to calculate and handle the required declarations, inspections, payments of duties and taxes to national customs authorities or customs agents for imported cargo.","" +"id-a239bc2e-94ef-4071-9d8b-d07104013fc9","Capability","Pricing","Pricing Capability (Group) is part of the Revenue Management & Pricing Capability (Domain). Pricing, includes the provision and distribution of prices and conditions for each service and the booking class on each market. Maximizing the airline's revenue, monitoring competitor’s prices and defining the price concept and strategy also fall within this Capability (Group).","" +"id-28410c13b10e4c1fa2344c72296b631b","Capability","Pricing","Pricing Capability (Group) is part of the Revenue Management & Pricing Capability (Domain). Pricing, includes the provision and distribution of prices and conditions for each service and the booking class on each market. Maximizing the airline's revenue, monitoring competitor’s prices and defining the price concept and strategy also fall within this Capability (Group).","" +"id-daa73e7f-f9c9-497d-a8d9-819f9e13dc39","Capability","Pricing","Pricing Capability (Group) is part of the Revenue Management & Pricing Capability (Domain). Pricing, includes the provision and distribution of prices and conditions for each service and the booking class on each market. Maximizing the airline's revenue, monitoring competitor’s prices and defining the price concept and strategy also fall within this Capability (Group).","" +"id-3f80c2b7-59a4-4659-9660-3b97d93076b5","Capability","Product","","" +"id-7cd95abb765a40669d86551b24d6fa86","Capability","Product","","" +"id-36da1dfa-c93a-46b1-9a2f-bc03def579b2","Capability","Product","","" +"id-9366890684824f02a374c6ad991e048c","Capability","Product & Service Availability","A service to receive available seats by booking class","" +"id-a9de37189b3a447da70693b3bcfb52c6","Capability","Product & Service Lifecycle Management","Capability that includes product lifecycle management for the entire range of products & services including resale products. It includes activities related to the production and maintenance of the 'Product Catalog'.","" +"id-1ec9d44a-bcec-4d95-bfd5-991136079d9a","Capability","Product Management & Design","The Product Management & Design Capability (Group) is within the Product Capability (Domain). It consists of several tasks related to its Air Products, Ground Products, the product strategy, ancillary services, corporate design and the customer experience. It is responsible of defining and developing the product portfolio and product strategy of Product Ground and Product Air. It also defines and develops customer experience on board for different products parts (i.e. Cabin interior, Seat and bed, Services, in-flight entertainment and multi media). This domain also defines and develops customer experience for products on ground and reviews and develops the customer experience of all kinds of products like food and beverage. Lastly, it manages corporate design and branding of the company.","" +"id-6f42eefd5c8144db8f970e4e0d4b0c80","Capability","Product Management & Design","The Product Management & Design Capability (Group) is within the Product Capability (Domain). It consists of several tasks related to its Air Products, Ground Products, the product strategy, ancillary services, corporate design and the customer experience. It is responsible of defining and developing the product portfolio and product strategy of Product Ground and Product Air. It also defines and develops customer experience on board for different products parts (i.e. Cabin interior, Seat and bed, Services, in-flight entertainment and multi media). This domain also defines and develops customer experience for products on ground and reviews and develops the customer experience of all kinds of products like food and beverage. Lastly, it manages corporate design and branding of the company.","" +"id-154a882e-73bf-4aac-80fd-3be844d43451","Capability","Product Management & Design","The Product Management & Design Capability (Group) is within the Product Capability (Domain). It consists of several tasks related to its Air Products, Ground Products, the product strategy, ancillary services, corporate design and the customer experience. It is responsible of defining and developing the product portfolio and product strategy of Product Ground and Product Air. It also defines and develops customer experience on board for different products parts (i.e. Cabin interior, Seat and bed, Services, in-flight entertainment and multi media). This domain also defines and develops customer experience for products on ground and reviews and develops the customer experience of all kinds of products like food and beverage. Lastly, it manages corporate design and branding of the company.","" +"id-383f3081cf044fd8a2fadb2fccd12a39","Capability","Product Reselling","Capability that includes packaging and selection of products we sell onwards to customers such as ancillary product/s and services and the terms and conditions and liaising with ancillary suppliers to ensure product alignment/fit (e.g. these products, these routes etc.) and the selection of retail products, liaising with retail suppliers and catering provisioning with regards to on board storage etc. It also may evaluate new products and feed these into the strategy function.","" +"id-ef98ed18650a4f08a2bf4bf17a8d9cdc","Capability","Project/Program Accounting","Capability to manage project spend, including work-in-progress / accrual management, actual against budget numbers, release of funding, etc.","" +"id-7e47b21ae9fd4c73b37a2fa97f0db246","Capability","Property Development & Portfolio Management","Capability that manages the property portfolio, developing optimum facilities and providing the right product, in the right quantum, to the right quality in the right locations to meet organization requirements.","" +"id-cc3e9bfa4a2c44bea9a09989a4b226a9","Capability","Property Management","Property Management is part of the Support Capability (Domain). This Capability (Group) covers management and development of the property portfolio, including property planning / development, property registers and facilities management within properties.","" +"id-c8b264eb-2cec-41d7-a6fc-81c650562420","Capability","Property Management","Property Management is part of the Support Capability (Domain). This Capability (Group) covers management and development of the property portfolio, including property planning / development, property registers and facilities management within properties.","" +"id-f522c6ff58b94827b5e5412227ba4155","Capability","Property Services & Facilities Management","Capability that manages the set up and maintenance of facilities (mainly through service suppliers).","" +"id-d73afb6351d44d7dadf388109f9b9cc2","Capability","Provide Load Information","Creating load documentation for load staff and cabin crew.","" +"id-cc2e316541c24399b87d1f8fd61b8ea4","Capability","Provide Partnership Accrual","Analyzes frequent customer bookings and provides recommendations for partnerships.","" +"id-d8033f0f391f42b7b2deccde5f3fe0dc","Capability","Quality Management","Capability that manages all MRO related quality monitoring, reporting, recording and management including audit management, aircraft compliance, material processes, technical data and document management and crisis management.","" +"id-4ed9e1f309ea450780ba20d98faa5f0e","Capability","Ramp Activities","Managing of on loading and offloading of an aircraft and providing cabin crew with load documents.","" +"id-e342aa3ac5844e73bb812d31e911ed8c","Capability","Real Esate Management","Develop, negotiate & implement real estate solutions to support the Corporate Plan, professionally estate manage the airline's global portfolio of property leases, business rates liabilities, town planning implications and utility costs and protect the legal and operational integrity of occupation.","" +"id-2d55e5be46ca4297a7d808850d9657f2","Capability","Receipts & Returns Management","","" +"id-97cfda883b9340fda42e0e365ca66521","Capability","Receive Shipment","Unloading forwarder’s truck or receiving shipment from another airline, validating of status of the shipment, screening the shipment, storing the shipment in the airline’s warehouse, confirmation to forwarder. +It also includes capabilities to determine at the originating reception how cargo items should be prioritized for export and routed to their destinations.","" +"id-14523d85b6b24d7fa4a636f9e1172728","Capability","Relocations Management","Capability to handle the logistics of property moves, including move planning, removal / installation of office fittings, connection of IT services, assignment of staff locations, transfer of staff and staff effects.","" +"id-46df3a1e251e47bcb828aa3c13f58c8a","Capability","Report Sales Agent Statistics","Provides relevant statistics and analytical reports","" +"id-0f81e3de-23f7-419b-bf3b-7dbac46ed47e","Capability","Reservation Ticketing","Reservation Ticketing is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It provides interfaces to external global distribution systems (GDS), such as Amadeus and independent online sites. The interfaces comprise technical functionality required to communicate with external systems, but not the GDS business functionality itself. It is also responsible for enabling call center agents to sell the airline’s product(s) and services, to inform customers, sell tickets to customers and provide services, such as ticket/EMD issuing, rebooking, reissuing, refunding. Furthermore it manages reservations and ticketing, i.e. preparation of ""etix®"" tickets, issuing of paper tickets, EMD’s, rebooking, reissuing, refunding, collection of payments. Lastly, it provides direct connect interface to third parties.","" +"id-ba2ec2bba2074345bae550fe7abb46af","Capability","Reservation Ticketing","Reservation Ticketing is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It provides interfaces to external global distribution systems (GDS), such as Amadeus and independent online sites. The interfaces comprise technical functionality required to communicate with external systems, but not the GDS business functionality itself. It is also responsible for enabling call center agents to sell the airline’s product(s) and services, to inform customers, sell tickets to customers and provide services, such as ticket/EMD issuing, rebooking, reissuing, refunding. Furthermore it manages reservations and ticketing, i.e. preparation eTickets, issuing of paper tickets, EMD’s, rebooking, reissuing, refunding, collection of payments. Lastly, it provides direct connect interface to third parties.","" +"id-206ea8e9-1d22-4c79-b4df-fcafba1c87a7","Capability","Reservation Ticketing","Reservation Ticketing is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It provides interfaces to external global distribution systems (GDS), such as Amadeus and independent online sites. The interfaces comprise technical functionality required to communicate with external systems, but not the GDS business functionality itself. It is also responsible for enabling call center agents to sell the airline’s product(s) and services, to inform customers, sell tickets to customers and provide services, such as ticket/EMD issuing, rebooking, reissuing, refunding. Furthermore it manages reservations and ticketing, i.e. preparation eTickets, issuing of paper tickets, EMD’s, rebooking, reissuing, refunding, collection of payments. Lastly, it provides direct connect interface to third parties.","" +"id-a5ed0a5e62174da7970c509e0d4226e6","Capability","Resourcing & Onboarding","Giving the right people the best onboarding experience.","" +"id-88106224710045c3a4889af5da98203e","Capability","Revenue Accounting Management","Capability to account for revenue (earned and forward sales revenue) accounting activities including: +- customer invoicing (the process of developing and delivering customer invoices including creating methods and procedures for communicating and delivering invoices and statements for services and products, the maintenance of customer/product master files, the generation and transmittal of customer billing data to the customer, the posting of receivable entries, and the resolution of customer billing inquiries.) +- calculation of ticket taxes, fares and + commission +- accounting for refunds/exchanges +- charge backs +- mail revenue +- cargo revenue +- backend deal payments +- auditing and reporting of all the above.","" +"id-7535ffaa-3617-491d-8e84-aebd06c057dd","Capability","Revenue Management & Pricing","The business capabilities grouped by sub domains of the “Revenue Management & Pricing” domain are depicted in Figure 25. The business capabilities belonging to the “Revenue Management & Pricing” domain are described in Table 5. Several of these have to be transformed into the definitions from the NDC Implementation Guide published by the International Air Transport Association [IATA14].","" +"id-d80999e9f0d547a8bb0ed7bb58b1cf54","Capability","Revenue Management & Pricing","The business capabilities grouped by sub domains of the “Revenue Management & Pricing” domain are depicted in Figure 25. The business capabilities belonging to the “Revenue Management & Pricing” domain are described in Table 5. Several of these have to be transformed into the definitions from the NDC Implementation Guide published by the International Air Transport Association [IATA14].","" +"id-ce97365b-cca7-4059-9924-592a95e13eec","Capability","Revenue Management & Pricing","The business capabilities grouped by sub domains of the “Revenue Management & Pricing” domain are depicted in Figure 25. The business capabilities belonging to the “Revenue Management & Pricing” domain are described in Table 5. Several of these have to be transformed into the definitions from the NDC Implementation Guide published by the International Air Transport Association [IATA14].","" +"id-82c960efb8bb418ba5938d84dc0aac35","Capability","Risk & Control Management","Capability to manage and mitigate financial risk.","" +"id-d7d98bd766a3431a8c36b4f414f929d4","Capability","Risk Assessment & Control","","" +"id-d7e384d7ac2a43d8bdf6e9b7980089bd","Capability","Safety Board Reporting","","" +"id-2392d115-12bd-4b6b-90e2-7504b97c1aee","Capability","Sales","","" +"id-06138b448da34541b327dfb127a8d0c7","Capability","Sales","","" +"id-5f971940-da3d-485d-b5f1-4205d6ee9e9d","Capability","Sales","","" +"id-c2a4f3b3-ca68-4cf7-9b41-0f55e200a4ae","Capability","Sales Agent Channels","Sales Agent Channels is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides all sales channels and allows sales agents to sell products (indirect/direct sales, domestic/international, online/offline and group sales). Moreover it is responsible for allowing corporate sales account to sell products (to business, domestic/international, online/offline and group sales). Lastly, it provides sales data reports and statistics for agents.","" +"id-fb70feb436a94c26bfc58e254bdd208a","Capability","Sales Agent Channels","Sales Agent Channels is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides all sales channels and allows sales agents to sell products (indirect/direct sales, domestic/international, online/offline and group sales). Moreover it is responsible for allowing corporate sales account to sell products (to business, domestic/international, online/offline and group sales). Lastly, it provides sales data reports and statistics for agents.","" +"id-71350562-c66e-4f1f-a76d-50978d4f95a1","Capability","Sales Agent Channels","Sales Agent Channels is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides all sales channels and allows sales agents to sell products (indirect/direct sales, domestic/international, online/offline and group sales). Moreover it is responsible for allowing corporate sales account to sell products (to business, domestic/international, online/offline and group sales). Lastly, it provides sales data reports and statistics for agents.","" +"id-1907453e-d8fd-44b0-bbc1-5eea6fca7873","Capability","Sales Channel Management","Sales Channel Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It set up sales channel strategy like B2B, agent, direct sales or agencies. It also defines sales channels, agents, company business and group travel. Furthermore it is responsible for the Account Management, which analyzes and monitors B2B customer relationship, Maintains B2B data, provides B2B customer care function and processes.","" +"id-16b181319716443a84aa7c90ea93aae0","Capability","Sales Channel Management","Sales Channel Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It set up sales channel strategy like B2B, agent, direct sales or agencies. It also defines sales channels, agents, company business and group travel. Furthermore it is responsible for the Account Management, which analyzes and monitors B2B customer relationship, Maintains B2B data, provides B2B customer care function and processes.","" +"id-067aab9c-83cc-435b-a6bf-7112d60d45f8","Capability","Sales Channel Management","Sales Channel Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It set up sales channel strategy like B2B, agent, direct sales or agencies. It also defines sales channels, agents, company business and group travel. Furthermore it is responsible for the Account Management, which analyzes and monitors B2B customer relationship, Maintains B2B data, provides B2B customer care function and processes.","" +"id-b231629c7d7f47ebba8be2819c352584","Capability","Schedule Planning, Publication, & Maintenance","It defines schedule including flights, timings, aircraft type for periodical and fully dated flight schedules. The domain also manages slot assets & contracts with AOL. Negotiates slots in IATA slot conference and enriches code share information. +Moreover, it publishes flight schedules and timetables and distribute them to various systems (Global Distribution System and internally).","" +"id-b83c24be-13c4-44cd-abaf-dbd3d4e140f0","Capability","Scheduling Codeshare","","" +"id-89434ecd62934dbd85e87e64d63750ee","Capability","Search & Offer Product","Responsible for the search and availability of products. Flight selection, ancilliaries, etc.","" +"id-9f0db28f26aa4c178def1e065cb429be","Capability","Search Basic Flight","Collect and delegate search params to FlightOfferComponent","" +"id-179d0f7bfb5e4e23803f3318ee74e135","Capability","Search Flight","A flight search consists of search criteria and additional information, like personalized context, and returns availability, fares and flight related ancillaries","" +"id-7f9bb4574b664b67914bf63c34b4377b","Capability","Search Flight Up to 9 PAX","If the user searches for flights with more than 9 passengers, the seat availability has to be checked first","" +"id-3d409c7e5d6a42d78b68ce601f78d3cb","Capability","Search Flights Multi-PAX","A flight search consist of search criteria including more than 9 passenger criteria and returns availability, fares and flight related ancillaries","" +"id-4d3da0e238c44b7ca5a78693c04cbf2a","Capability","Search Multi-stop Flight","A multi stop flight is simply spoken a group of basic flights, excluding return and repeated flights","" +"id-b56fa641a50d4f388d111eab2d777c9b","Capability","Search Rebook Flight","Search for flights like basic search but added with information of rebooking to fare calculation","" +"id-f33aae48f8244da980ba09316a236036","Capability","Service List","An IATA NDC API comparable service to provide ancillaries for the flight(s)","" +"id-55bc0e05cd3c42ac93d6caf271bd55f7","Capability","Service Parts Logistics Execution","Move and store the required aviation parts. This includes the management of storage locations including warehouses and industrial vending machines.","" +"id-cfacd9ebb75c4839bc0ebc462be1edd2","Capability","Service Parts Planning","Understand the potential need for aviation parts taking into account what parts may be needed, where and when and balance the cost of holding spare parts with the potential cost of part shortages.","" +"id-91e62d4ea91f4103b28d614ad405fdd0","Capability","Service Parts Procurement","Source the required aviation parts including managing the relationship with the manufacturer and supplier of the parts. Covers borrowing parts as well as purchasing them and covers the sourcing of approved equivalent parts.","" +"id-a3dabbc7346f4051a696088bcda21e8f","Capability","Service Planning","Plan the maintenance activities that will need to be performed on the aviation assets across all timeframes up to on-the-day. This includes resource planning, cost planning and task card production.","" +"id-6e1fb9e48f6741b7a6f713e44331c2c6","Capability","Shipment Management","Capability to manage paper or electronic air waybills, including waybill information generation, updates and queries.","" +"id-1c29f867ecb34f46a4866b84902370cc","Capability","Spend Miles","A service for the customer to spent earned miles.","" +"id-7c097a21-11f8-4137-86da-baaee633248f","Capability","Station Management","Station Management is part of the Ground Operations Capability (Domain). According to (IATA, Air Industry Data Model) station is just a generic term for airport. This Capability (Group) handles the management services and processes at an airport. The following tasks are within the scope of this Capability (Group). The Management ramp (agent) activity supervises handling of baggage, techniques, freight, food, and cleaning, boarding, deboarding, (un-)loading. Furthermore the Management airport information handles and provides information like minimum ground times, connecting times, airport master data. Moreover, passenger streams Management is dedicated to minimizing of passenger transfer time and of aircraft ground time at an airport. The equipment Management handles the ground service equipment. Also, information to ground handling staff provides global work instructions and irregular information. The lounges management handles and analyze the using of passenger Lounges at an airport. Lastly, the Management of Irregularities recognizes records and resolves non-standard situations at an airport.","" +"id-a0afe7f1a8174a0286de3aef1b384d68","Capability","Station Management","Cargo Station Management is part of the Cargo Capability (Domain), which takes care of the activities related to the Cargo stations. According to (IATA, Air Cargo Idustry Master Operation Plan) these cargo operations are regarded to the airline. It prepares freight for the flight plans flights and collects freight for flights. It is also responsible for departure activities move freight from warehouse to park position, load it into an aircraft and resolve all discrepancies between plan and actual load. Moreover it takes care of arriving activities unload freight from aircraft and store it on destination. Lastly, the carrying sub domain handles warehouse activities i.e. the freight in airline’s warehouse at departure and at arrival.","" +"id-252b561735df4a9785b3dcb62ba37b53","Capability","Station Management","Station Management is part of the Ground Operations Capability (Domain). According to (IATA, Air Industry Data Model) station is just a generic term for airport. This Capability (Group) handles the management services and processes at an airport. The following tasks are within the scope of this Capability (Group). The Management ramp (agent) activity supervises handling of baggage, techniques, freight, food, and cleaning, boarding, deboarding, (un-)loading. Furthermore the Management airport information handles and provides information like minimum ground times, connecting times, airport master data. Moreover, passenger streams Management is dedicated to minimizing of passenger transfer time and of aircraft ground time at an airport. The equipment Management handles the ground service equipment. Also, information to ground handling staff provides global work instructions and irregular information. The lounges management handles and analyze the using of passenger Lounges at an airport. Lastly, the Management of Irregularities recognizes records and resolves non-standard situations at an airport.","" +"id-5267167f-5dfa-4d5c-a56c-0e1f957b4448","Capability","Station Management","Station Management is part of the Ground Operations Capability (Domain). According to (IATA, Air Industry Data Model) station is just a generic term for airport. This Capability (Group) handles the management services and processes at an airport. The following tasks are within the scope of this Capability (Group). The Management ramp (agent) activity supervises handling of baggage, techniques, freight, food, and cleaning, boarding, deboarding, (un-)loading. Furthermore the Management airport information handles and provides information like minimum ground times, connecting times, airport master data. Moreover, passenger streams Management is dedicated to minimizing of passenger transfer time and of aircraft ground time at an airport. The equipment Management handles the ground service equipment. Also, information to ground handling staff provides global work instructions and irregular information. The lounges management handles and analyze the using of passenger Lounges at an airport. Lastly, the Management of Irregularities recognizes records and resolves non-standard situations at an airport.","" +"id-b63e113c1c1946a3834d256f3361cfe5","Capability","Supplier Management","Capabilities to manage ongoing relationships with and performance of suppliers including fulfilment of contract terms and the quality and completeness of supplied goods and services.","" +"id-89b8357d05924aa282a1fd4fc0871edf","Capability","Supplier, Sourcing, Selection, & Contract Award","Activities that range from the selection of both potential and actual suppliers, through to the award of a contract to a specific supplier for a particular good or service. It includes the ongoing review and selection of 'approved' suppliers.","" +"id-4d2ffc490b33432985e89237e77f3494","Capability","Supply Chain Management","Capabilities to plan, track and monitor the delivery and distribution of ordered products and services. e.g. catering provisions, uniforms, consumables, etc.","" +"id-8230cd8a762f4380aebc4e0746661c9f","Capability","Support for Flight Operations","Engineering coordination with Operations on the availability and suitability of specific aircraft for the operation of the planned schedule. This includes real-time and near real-time monitoring of the performance of the aircraft and its components, diagnosis of performance deviations and consequential decision making on future asset use and maintenance, and maintenance of logs and records for control and regulatory purposes.","" +"id-911c94f553744ac194a8691171273d8b","Capability","Tax Management","Capability to manage the calculation, declaration, withholding and payment of taxes, VAT etc.","" +"id-8739577070ce482fafc86660d5764217","Capability","Technical Publications","This capability covers the intake, acknowledgement, processing and distribution of all aircraft technical publications and any amendments to those publications including reference lists used to verify current versions and encompasses data standards for documentation.","" +"id-5bbd71d8a8a04d2fa8b617022e38d54c","Capability","Tooling & Ground Support Equipment","Capability that manages the requisition and acquisition, storage and tracking, maintenance and calibration, certification and recording, scrapping and usage reporting of MRO tools and equipment.","" +"id-0d04deed7c714da1b8c9f54b5d0c8aff","Capability","Traffic Rights","","" +"id-5d52bac60840435bb7f851d40a138f44","Capability","Treasury Management","Capability to ensure that transactions with banking and financial interfaces are managed effectively and the optimum return in any exchange is achieved. +It includes activities to control cash / cash equivalents, including creditor / debtor controls, planning (including borrowing and financial investment) to ensure future cash commitments can be met and activities to manage overall foreign exchange and fuel risks / hedging, financial insurance, and major leasing / finance arrangements.","" +"id-5c2a6c3af9be4b769dedf59ae242fafa","Capability","Warehouse Activities","Storing freight, collecting freight, planning of warehouse capacity. +Also, planning and executing the loading of the freight to cargo units.","" +"id-aaa875f411ac47539e74716644ab3594","Capability","Workforce Lifecycle Management","Deploying structured administration and management to enable an optimized organization. This includes the creation and maintenance of the Resource Plans, rostering and resources allocation and management. +For Flight Ops and MRO specially, qualification and certification needs to be taken into account when rostering the staff.","" +"id-2765e0df-9404-42c6-980a-51b6fa556325","BusinessActor","Aircraft","","" +"id-c7775817-975b-4dfd-9c96-3c2a891a5a44","BusinessActor","Airline","","" +"id-5511bc3b-30f9-4c19-9612-80198cb92f66","BusinessActor","Baggage","","" +"id-9f2877b6-273b-4b67-a12f-17d3adc28b54","BusinessActor","Business Actor","","" +"id-4c49808d-7dc1-4c4e-bd89-40fc3c78852c","BusinessActor","Forwarder","","" +"id-a8652bbc-c2de-46d5-a5cd-a228540b9d3d","BusinessActor","Gate Agent","","" +"id-ca33b038-1e22-47b4-948f-025d3d6d26b6","BusinessActor","Passenger","","" +"id-d0d2c56f-7eb1-43b1-aea9-8765f8bfb810","BusinessActor","Shipper","","" +"id-5e525428-e3d3-45e0-838c-1a65bbe12f91","BusinessEvent","1 day Before day of Operation","","" +"id-45f85fab-b9c5-4c01-8ee1-a993d252e6c2","BusinessEvent","2 days Before day of Operation","","" +"id-b453326f-2358-4dd8-88f5-3f19d9906a97","BusinessEvent","3 days Before day of Operation","","" +"id-7d41f92d-1b3a-4e37-b366-e79c1130bb49","BusinessEvent","4 Weeks Before Day Of Operation","","" +"id-d6b2a1b7-6cb2-4d8f-a430-564d3371696f","BusinessEvent","8 Weeks Before Day of Operation","","" +"id-4361d0ee-c1e1-4f1d-beee-8764ba9d215f","BusinessEvent","9 Weeks Before day of Operation","","" +"id-f1436c72-2467-4142-bf10-6d5dd333c8fd","BusinessEvent","Boarding Completed","","" +"id-a624437e-67a1-4253-bf68-d1c5a3ec4096","BusinessEvent","Check-in Completed","","" +"id-03acd634-4c76-4a89-8cc1-5a6eb185a578","BusinessEvent","Check-in Open","","" +"id-73c18cf4-8c17-4559-83cf-437e776bef8e","BusinessEvent","Crew Member Irregularity","e.g. Sickness","" +"id-45401927-0099-4ef4-926f-4b24df87c93b","BusinessEvent","Day Of Operation","","" +"id-0a9bbc60-1caa-41a5-a547-7d169728aae4","BusinessEvent","End of Month","","" +"id-9bc29334-2788-412f-8c11-ef9be61f3261","BusinessEvent","Event","","" +"id-1fd127c0-ea95-4326-a5b0-63728956f30d","BusinessEvent","Major Disruption","e.g. Crew Strike, Extreme Weather","" +"id-6acf4f0a-fb69-4ab9-9cbd-e8b42046486e","BusinessEvent","On Load Complete","","" +"id-7250eaad-030b-42d6-a159-eb08328f3348","BusinessEvent","Schedule Irregularity","e.g. Delay, Equipment Change","" +"id-f4364c28-0612-415a-b995-27c87ec766c5","BusinessObject","<>","Information Object encompassing entities","" +"id-a869b38c-0e5a-48f9-b4bc-365995bbac2f","BusinessObject","<> Offering","","" +"id-a7f8c444-205a-4b46-b168-1d5a5b934796","BusinessObject","<> Point of Sale","The point of sale is the time and place where aviation products are sold.","" +"id-b7f37523-a302-4619-9267-f046f8607302","BusinessObject","<> Product Management","","" +"id-289dc269-6563-4eef-a08b-699937669c12","BusinessObject","Accounts","","" +"id-ebbd61b5-2cc5-4799-8c1d-5d2ae70f12e4","BusinessObject","Air/Ground Products","An aviation product is an airline's service a customer is willing to pay a price for.","" +"id-24ec5009-c8f3-4357-927a-9e383b9434e4","BusinessObject","Aircraft","An aircraft is a machine that flies between airports carrying passengers and freight. + +An aircraft usually is part of a fleet the airline operates and in case of passenger flights offers seats according to a given seat map.","" +"id-159b3e03-285f-4c80-9d2d-7c9df4fe1b7b","BusinessObject","Aircraft Rotation","A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end.","" +"id-ff1086c4-1355-4c8e-82b3-55f5a8e8d776","BusinessObject","Airport","An airport is an aerodrome including a suitably large area for take offs and landings of aircrafts as well as buildings to operate flights.","" +"id-e97fea3e-1684-4fa7-b560-2349174f7518","BusinessObject","Baggage","Baggage or luggage is what a passenger is allowed to carry on a flight.","" +"id-e7b39b09-fcc2-40e8-b6f4-276ed0cd3802","BusinessObject","Baggage Load Information","The baggage is declared until the guest's actual boarding, information is processed and the aircraft is loaded according to the intelligent planning.","" +"id-0c4fe8cd-cde9-4fcd-b3fb-3d67c9011267","BusinessObject","Booking","","" +"id-59735612-c782-4218-ba7f-08a42d7b7d37","BusinessObject","Booking Class","The Price also relates to the available booking and service classes.","" +"id-ab3988dd-6bde-4af3-a41d-172bfac66ecf","BusinessObject","Briefing Package","","" +"id-4bc25800-3821-4fe0-80e1-dc65b83af886","BusinessObject","Business Object","Entity describing a data object + +Entities (Data Objects) and Information Objects relate to each other. They can be nested hierarchically and have attributes.","" +"id-92175772-aca4-4f64-8177-ced842c81f4a","BusinessObject","Cargo/Mail","","" +"id-e00cf969-8403-4a80-8d38-0980ea07a9a7","BusinessObject","Codeshare","A code share is an aviation business arrangement where two or more airlines share the same flight. + +Code shares are used to organize co-operations between airlines.","" +"id-47f3b175-b2f8-46d2-b99d-f68fef35288a","BusinessObject","Crew Member","","" +"id-7340762d-3a1f-4d7e-b5c5-855f96878ba0","BusinessObject","Crew Rotation","A crew rotation is a team of aviation staff actually servicing a flight. + +Crews are assigned to a flight which is serviced by a specific aircraft","" +"id-4e7f8722-5752-4043-a444-cdc2c70b59bd","BusinessObject","Customer","A customer is a company or human being doing business with the airline.","" +"id-c46ef2fa-8806-4c8c-bf66-20bfc405891b","BusinessObject","Debrief Report","","" +"id-45e841d3-b9b0-40d0-9f54-a94ce7e61b7f","BusinessObject","Fleet","A fleet is the sum of an airline's operating, planned and retired aircrafts.","" +"id-cfc36ffc-1037-4124-9b51-17c896519529","BusinessObject","Flight","A flight is a logical combination of flight legs. A passenger can have ticket for a flight. + +A flight is an abstract entity that consists of flight legs, the actual air travel between departure and arrival airport.","" +"id-911c223e-80b6-4025-a3c6-105d94637d53","BusinessObject","Flight Leg","A flight leg or flight segment is a section of a flight that connects the departing and arriving airport.","" +"id-d1eeffae-4fca-4f40-8307-94236739954f","BusinessObject","Flight Plan","","" +"id-da02eacd-890a-4b61-a010-28b10ab98796","BusinessObject","Freight","Freight or cargo are goods stored in various containers being transported by an aircraft.","" +"id-e3ed447f-69bd-4b90-9087-ea77b5e1e340","BusinessObject","Freight Document","","" +"id-09b24a08-c9aa-4dc9-8374-06085d54428b","BusinessObject","Freight Load Information","Shipping processes are, as already mentioned, not part of this domain and thus explicitly out-of-scope.","" +"id-6ce5f9a8-6d62-4f33-ae93-84950b3b32c4","BusinessObject","Last Minute Changes","","" +"id-fd39b139-f4e7-4dd8-bc35-12f859453f4b","BusinessObject","Load Document","","" +"id-e340cda5-ea93-4af2-b02d-92a9823ce2f0","BusinessObject","Load Sheet","","" +"id-091ee0f8-8a5a-4c81-bf9b-2b8fe9ee4d5a","BusinessObject","Loyalty Data","","" +"id-660acd1b-bee9-4de8-b25a-7a84f5dafe02","BusinessObject","Maintenance/Testing Data","All schedules for compulsory testing, maintenance documentations and testing requirements are compromised within the maintenance information object.","" +"id-76a55069-f366-483d-9e7f-97883680c96b","BusinessObject","Market","","" +"id-88477b62-6c74-454e-9758-dd80cb727e57","BusinessObject","Marketing Campaigns","","" +"id-25d3e8fd-edec-4b95-900b-40b86eb1bbb3","BusinessObject","Network","The network is a list of all planned regularly operated flights of an airline. + +The Network is directly related to the Flight where the Network is extended by the Codeshare entity. + +Airlines manage a network of flights in certain regions or globally. + +The network is periodically re-organized, reduced or extended according to customer's demand.","" +"id-47642e1f-1552-44c2-a024-02eadbb5498e","BusinessObject","Passenger","A passenger is a customer holding a specific valid ticket. + +A passenger is a customer in person holding a valid ticket for a specific flight for which he is allowed to bring his baggage. + +the customer resolves to a passenger who related to a reservation, booking and the acquired ticket. + + In this model the customer resolves to a passenger who related to a reservation, booking and the acquired ticket.","" +"id-4a46af66-24af-45f7-8018-0ed46cff6e2f","BusinessObject","Passenger Load Information","","" +"id-1423cede-ed10-44af-a9b2-494e5122e3e4","BusinessObject","Price","The Fare or also prices of the tickets are directly related to the offering. The Price also relates to the available booking and service classes.","" +"id-3adac347-4983-4e9f-ba8a-f6845d272248","BusinessObject","Product Requirements","","" +"id-bea54125-ac61-4fb3-a507-aece086d78d1","BusinessObject","Quality Report","All reports are summed up in the Quality Reports entity which is related to the testing data.","" +"id-70ced5c3-8c6b-45f1-92ef-65d4fdf2f926","BusinessObject","Report Entry","","" +"id-f8bb884a-a087-4ae7-afe4-fdd5d6ea3829","BusinessObject","Reservation","","" +"id-0455ee75-c7ad-46ee-8d76-4fe15b30f148","BusinessObject","Sales Channel","A sales channel is the communication and transaction mechanism for point of sales to sell products to customers.","" +"id-503bc729-f22f-4c16-8ebb-4bba897734e8","BusinessObject","Seat","A seat is a location for a passenger to sit during a flight.","" +"id-699fe184-e730-41fd-87f7-878cc6b16e81","BusinessObject","Seat Map","A seat map represents the current arrangement of seats in an aircraft. + +flights offers seats according to a given seat map.","" +"id-e9cca1d8-d28f-49b4-84d8-5c0cd79b02e5","BusinessObject","Service","","" +"id-ce12d041-d607-4ec2-bf6a-2812b0ffd127","BusinessObject","Service Class","","" +"id-de238354-3afe-48ec-832e-253e5301ddca","BusinessObject","Station","","" +"id-186c0cb0-d612-4707-ab6f-6c8385499523","BusinessObject","Systems Data","","" +"id-5a1f1a70-b2f0-484a-a0f8-2e503e656a94","BusinessObject","Ticket","A ticket or airline ticket is a travel document to confirm that a passenger has purchased and reserved a seat on a flight on an aircraft.","" +"id-f8f67c02-6020-445f-9d43-308283648b4e","BusinessObject","Travel Documents","","" +"id-a7de89f3-6154-494d-96b7-9f68f7fd0823","BusinessObject","Unit Load Device","","" +"id-08ebeb9d-00d9-45eb-aebe-f5afeb09374a","BusinessProcess","Accept Baggage","The luggage is then picked up and all information is passed on in order to plan the load in an automated way.","" +"id-8a24b5f0-2de6-486e-8180-e1bc82fad876","BusinessProcess","Ad-hoc Irregularity Handling","","" +"id-5550b25b-7f50-423d-aa8e-940ede392b9b","BusinessProcess","Aircraft Departure Operations","After these tasks are completed and all necessary information is available and consistent in itself, the process is completed.","" +"id-02b1effc-beea-43fe-9c08-46bcf92d3213","BusinessProcess","Aircraft Rotation Refinement","","" +"id-cfd911ac-eb22-4748-bd4d-d72b8c66ca08","BusinessProcess","Aircraft Servicing Operations","","" +"id-d01fd73d-1dd4-4e28-842a-be7c8ff01b27","BusinessProcess","Analyze Market & Define Tactics","","" +"id-d17ea4d8-3224-4cae-a7a5-92cf22f9873a","BusinessProcess","Arrival Activities","","" +"id-3492bf31-c04d-4fd9-b179-4778545989b1","BusinessProcess","Boarding","When boarding, the passenger data are recorded, stored and forwarded.","" +"id-b75b79d7-089b-412a-a12c-5c1adea083af","BusinessProcess","Business Process","Activities of a business process (can be chained) + +For each Business Domain a Business Capability Map exists. This map assigns to each sub domain all belonging business capabilities. + +Business process models provide a means of developing a behavioral view of the system under investigation.","" +"id-ba8a2bb8-fb21-4d29-b074-f4d56de6eb54","BusinessProcess","Cargo Process","","" +"id-1e248c8c-d430-4629-8ebc-d7d4248f00d8","BusinessProcess","Check-in Passenger","After the pre-check-in, the process starts with the open check-in and the check-in of a passenger with his ticket.","" +"id-636bf513-da05-443b-8f45-210191a7aaae","BusinessProcess","Climb","Climb The dynamics of the flight environment, including accommodation of ATC directives, require the crew to continuously monitor aircraft performance in order to realize the best possible flight profile. At some point during the climb, the cockpit crew checks the FMS and/or performance charts to compare the optimal and maximum cruise altitudes with the planned data and desired cruise Mach. This information is used to coordinate an optimal cruise altitude with ATC. Other factors include wind data and ride (turbulence) conditions, en-route convective weather, MEL contingencies, traffic-induced speed restrictions and fuel consumption issues. Winds aloft notwithstanding, in most cases higher altitudes provide for more efficient engine operation. If the flight is restricted to a lower altitude due to weather or traffic, the crew must consider the effects on total fuel burn and reserves. In addition, some aircraft types are more fuel sensitive to off-optimal cruise Mach than others, which may also limit the cruise altitude options. +Passenger-related activities during the climb include beginning the meal and/or beverage service, delivering any marketing PA announcements and activating any entertainment systems. In addition, the Captain usually makes a PA describing en-route flight time and weather conditions, points of interest, arrival estimate, destination weather and, if applicable, any information concerning the presence of an augmented crew. Seat belt sign usage is at the Captain’s discretion and is typically activated in the presence of adverse ride conditions, or at the flight attendants’ request such as during the meal service. The segment of the Captain’s PA which informs the passengers that “while in their seats they are to keep their seatbelts fastened” is included by many airlines as a standard procedure and a mandatory disclaimer.","" +"id-d961db90-7309-4615-9f12-ec9f1daa2692","BusinessProcess","Compulsory Maintenance","","" +"id-fd0c7262-7e3a-4de7-b133-bd96bde27941","BusinessProcess","Control On Load","","" +"id-a571ca6a-798e-42ec-99df-1ef78747fb7f","BusinessProcess","Create Proposal","","" +"id-b00b2e2d-4a8d-4422-878e-651bb2da097b","BusinessProcess","Crew Convenience Improvement","","" +"id-a56c140b-8406-4690-bcaf-539c13e8f70b","BusinessProcess","Crew Pairing","","" +"id-eb9d2fa2-fe8f-4bb2-8279-d809c5f4a087","BusinessProcess","Crew Pairing Maintenance","","" +"id-ca304781-1234-42b9-b648-296fde300282","BusinessProcess","Crew Recovery","","" +"id-75e95e7b-3c90-4caf-abd3-1893ddfdbc0e","BusinessProcess","Crew Roster Administration","","" +"id-83f661af-8adb-436b-a894-9930cfc9347e","BusinessProcess","Crew Roster Publication","Publish at the end of every month for the whole next month, e.g. publication at the end of SEP will contain rosters of OCT. Any change after publication is published to affected crew members.","" +"id-99028f9e-2198-439f-acc1-0a93be66bda8","BusinessProcess","Crew Rostering","","" +"id-35f81ebb-089a-4234-bc4a-21ccddc31f28","BusinessProcess","Crew Tracking","","" +"id-6bebc637-eb03-4043-ba83-3781315d1fbe","BusinessProcess","Cruise","As cruise altitude is reached, the power settings/Mach target are established, and the crews will report level to ATC. The crew also performs various administrative duties, including downlinking any departure delay ACARS codes and recording the engine monitor log (if not automated). +During cruise, the crew must maintain a time/fuel log in order to compare planned time and fuel burn performance with the actual time of arrival (ATA) and fuel on board (FOB) over each flight plan waypoint. The baseline departure time and take-off FOB is used to generate the ETA/EFOB (Estimated Time of Arrival/Estimated Fuel On Board) log which is usually very accurate. Consideration must be given by the cockpit crew to the possible causes of any deviations from the waypoint ETAs/EFOBs (including fuel imbalance) and the effect on the destination arrival time and fuel. Potential sources of time/burn variation include winds aloft greater or less than forecast, cruise speed or altitude different than planned or mechanical problems such as a fuel leak. The cockpit crew also continuously evaluates altitude options. As the aircraft weight decreases due to fuel burn, the optimum cruise altitude typically increases due to better engine efficiency at higher altitudes. Available altitude options may be limited by ATC. +On international flights, transitioning through airspace boundaries under the jurisdiction of other national sovereignties may require supplementary procedures to address local restrictions. These FIR (Flight Information Region) boundaries normally require advance notification via the flight planning process (filed flight plan), and preliminary contact by the aircraft as the flight approaches the boundary. Generally, separate ATC clearances must be issued at each boundary crossing, including entering the oceanic airspace. Before entering such airspace, it is the responsibility of the crew to familiarize themselves with any specific procedural requirements including position reporting, use of datalink, radio communications, and any other airspeed or operational limitations (holding speeds, speed limit below a given altitude, etc.). +The need to deviate from the desired track due to adverse weather is always a possibility. The nature of hazardous weather en-route varies with the geographical region (e.g. transcontinental, Caribbean, North Atlantic, etc.) as well as the type of aircraft and the equipment on board. The procedures and available options for coping with adverse weather is also airspace-dependent. +As in other phases of flight, the crew must be constantly prepared for the possibility of contingencies requiring diversion of the aircraft to an en-route alternate airport. In addition to the possible closure of the destination airport (due to weather, power outages, or other field situations), reasons for diverting include medical emergencies (sick passengers/crew), aircraft equipment problems, terrorist activities inflight, unacceptable holding times, fuel diversion due to wind or traffic delays. The decision to divert usually includes input from dispatch and must include a clearance from the controller – unless the Captain declares an emergency. If the situation warrants the declaration of an emergency, the flight is given priority handling en-route, and the necessary ground and rescue services are assembled to meet the aircraft upon arrival.","" +"id-dcc68640-1ffb-45a2-8c4e-ca9879f6a2af","BusinessProcess","Customer Communications","","" +"id-b8485450-4019-4f85-903f-9474502a87ca","BusinessProcess","Customer Profile Management","","" +"id-ca5a5f4c-894d-4e36-bd52-7ff9a7e82669","BusinessProcess","Define Sales Channel Strategy","The business process starts off with defining the sales channel strategy. The required documentation, Fare information and account responsibilities are created there.","" +"id-684a74cb-2b1a-4b3a-a6ce-6f7c02cd8115","BusinessProcess","Define Strategy, Objectives & Methods","starts off with defining the product strategy + +For that product data, requirements and market information is composed.","" +"id-84f3e5b8-c1d3-4dfc-baa7-411fd89d7f0a","BusinessProcess","Define Strategy, Objectives & Methods","","" +"id-5e093af4-f858-4a12-9daf-bfba488b5761","BusinessProcess","Departure Activities","","" +"id-57d46bbd-8a65-40ed-a2dd-ff3004eeff8f","BusinessProcess","Descent","The descent profile is determined by both ATC limitations and optimal aircraft performance. An aircraft operating at typical cruise altitudes (31,000 to 41,000 feet) will nominally initiate the descent at 100 to 130 nautical miles from the destination airport. The distance varies primarily due to ATC restrictions/procedures but also may be influenced by equipment type and environmental conditions such as winds aloft and turbulence. The initial descent takes place with about 30 to 40 minutes remaining in the flight, at which time the crew begins their approach and landing preparations. An “In Range” message is often transmitted to the destination station either through ACARS or by VHF radio. This message includes the latest touchdown estimate, special passenger requests (wheelchairs/connections), and if not already transmitted, any maintenance discrepancies. The station transmits or uplinks the arrival gate assignment, ground power unit status and any other relevant status message such as a “tow-in only” requirement for the assigned gate. +During the descent, ATC may issue crossing restrictions which can be part of a published standard arrival procedure or as a response to a traffic sequencing requirement. If the clearance is not issued as an immediate descent, it is the responsibility of the cockpit crew to determine a top-of-descent (TOD) point which satisfies the crossing restriction. +Ride conditions notwithstanding, it is desirable from an efficiency standpoint to delay the descent as long as possible, then descend at or near engine idle at an optimum speed and meet the restriction within a few miles before the fix to give a margin to ensure the restriction is met. Factors which must be taken into consideration during descent planning include wind direction and intensity for the relevant altitudes, possibility of speed restrictions if not already assigned, high barometric local pressure at the transition level and turbulence. +The FMS is the primary resource available to the crew for descent planning as restrictions can be programmed directly and a profile calculated. There are other ad hoc methods for determining the distance required to lose a given amount of altitude. The “3 to 1” rule is still used by most pilots to back up the FMS solution in which 3 miles are required for every 1000 ft of altitude loss, e.g. 30,000 feet would require 90 miles. Adjustments are then made to accommodate headwinds/tailwinds and anticipated speed restrictions. +Destination weather and the expected approach/runway procedures are major considerations in planning the arrival. The primary source of this information is the ATIS previously described, although holding delays, weather conditions and runway operations may be passed along via ATC and/or dispatch. ATIS provides the current weather, instrument approach procedures in use, and active runways, as well as details concerning runway and taxiway closures, windshear reports, precise visibility values for individual runways, braking capability, bird activity, temporary obstructions (e.g. construction), land and hold short operations utilization and any other relevant safety-related information. +Once the crew has received the destination weather and approach information, they begin setting up the navigation equipment for the expected arrival procedure. Of primary concern are the current weather conditions vs. the available approach procedures. Low ceilings and visibility mandate specialized procedures which in turn require specific navigation equipment necessary for executing the approaches. If the current weather is below the minimums available for the procedure in use, or the necessary equipment is unavailable or inoperative, the crew must consider other options which include holding (if weather improvement is anticipated) or diverting to an alternate airport. Either course of action requires coordination with ATC and the airline’s dispatch office. +After the crew has programmed the navigation systems and FMS for the anticipated procedure, the PF briefs the approach, using the published approach procedure as a reference. Some low visibility weather situations may mandate that the Captain always perform the PF duties to meet standardization requirements during critical low visibility operations. In addition to designating the PF, the approach briefing includes information about the required navaids, key segment and crossing altitudes, approach minimums vs. current weather, obstacles and terrain awareness, and the missed approach procedure. +The cabin crew activities during the descent include preparing the cabin and galleys for landing, forwarding connecting gate information to the passengers, completing customs-related documents, forwarding any cabin-related discrepancies to the cockpit and verifying that seatbelt compliance requirements are satisfied. The Captain’s descent PA announcement usually includes updates of arrival estimates and weather conditions. Any anticipated adverse weather or delays are usually briefed to both cabin crew and passengers. +As the aircraft descends below the transition level, the PNF works on completing the descent checklist which includes monitoring the pressurization, correcting any accumulated fuel imbalance, and calculating and/or reviewing landing data (approach speeds, runway limits). While passing through 10,000 feet, the Captain alerts the cabin crew (by chime or PA) that the sterile cockpit period is in effect and that the final cabin preparations for landing should be completed.","" +"id-55a4f7c2-deda-437f-89a3-94c412354408","BusinessProcess","Direct Marketing","","" +"id-e9648e13-4bfe-46a3-a913-0a8ea1c8adb3","BusinessProcess","Disruption Management","","" +"id-f50ce34c-9682-477c-944c-a2c1bd3b00c2","BusinessProcess","Feedback & Compliant Management","","" +"id-30f8f97b-ac31-41b2-88d0-ececd20835a1","BusinessProcess","Final Approach","The aircraft operated by most air carriers are usually equipped to satisfy the navigation requirements of a variety of approach procedures. Precision approaches include Global Positioning System (GPS) autoland, GPS LNAV/VNAV and Category (CAT) I, II and III ILS approaches. Many runways at larger airports utilize the Instrument Landing System (ILS) to provide guidance to pilots during instrument conditions along a well-defined path made up of lateral and vertical elements called the localizer and glide slope respectively. +A non-precision approach is a procedure where lateral track information is provided by a local navigation aid (navaid) or satellite, but vertical guidance is received through barometric referencing or other means not directly associated with the specific runway. As expected, precision approaches provide for operations in much lower ceiling and visibility conditions. +When very low visibility conditions exist, CAT III approaches are mandated which require autoland or HUD (heads up display) guidance. Arrival delays should be anticipated during these operations due to limited spacing and runway options. When VFR (Visual Flight Rules) conditions exist, pilots are encouraged to use all available navaids as a back-up even during visual approaches. In addition, many airfields employ instrument procedures during VFR conditions in order to manage aircraft sequencing or noise restrictions. +At some point during the vectoring or feeder segment, the flight will be “cleared for the approach”. An approach clearance by ATC authorizes the crew to execute the procedures for landing. As mentioned earlier, it is the cockpit crew’s responsibility to determine approach legality. The current weather conditions must be compared to the procedures and equipment available, both ground-based and airborne. Downgrades in onboard automation or displays may dictate higher landing minimums and/or unavailability of certain procedures. Likewise, the inoperative status of any ground components may result in additional landing restrictions. An adverse condition of any required approach facilities is usually reported by ATC or the ATIS, but also may be detected by onboard alerting systems. +Most authorities designate a specific location in the procedure where the current weather must be at or above weather minimums in order for the aircraft to continue on the approach. If the flight passes the designated position with reported weather at or above minimums, it may continue to the missed approach point or decision height, as applicable. If weather conditions are below minimums at the designated position, the procedure must be aborted and other alternatives considered i.e. diversion, holding, etc. +Runway wind conditions must be addressed by the crew during the final approach and landing. Depending on the wind direction, intensity, and presence of gusts, adjustments may have to be made resulting in a higher planned approach speed. Maximum crosswind limitations vary among equipment type and weather conditions. +In the event the requirements for completing the approach and landing are not satisfied, a “go-around” is executed and a standardized “missed approach procedure” and/or ATC instructions must be followed. Options available following a missed approach include entering holding to wait out whatever unacceptable condition resulted in the aborted landing, diverting to an alternate airport, or most commonly, accepting ATC vectors to initiate another approach. Many aborted landings are initiated by ATC or the cockpit crew due to traffic on the runway. In most cases a prior arrival failed to clear the runway in a timely manner, but a delayed take-off by an aircraft sitting in position at the threshold can also result in an aborted landing. +If the runway is in-sight and clear when at the decision point, the cockpit crew continues the descent until initiating the landing “flare” maneuver where the descent rate is reduced just before touchdown.","" +"id-a49f5af7-f21e-41c2-9695-c81c70d63d6e","BusinessProcess","Fleet Assignment","","" +"id-fd4b488e-09f1-4793-a767-0d245dba7d26","BusinessProcess","Flight Crew Check-in","Once assigned to a flight sequence, crewmembers are required to sign in at the station flight operations office (nominally) one hour prior to the departure of the first leg. Crews normally arrive earlier than one hour in order to accommodate international flight planning, publication/flight manual updating, or other administrative responsibilities. Once introductions between crewmembers are complete, the flight crew begins the planning tasks. In situations where the time available before departure is minimal, the First Officer may proceed to the aircraft to begin the preflight duties there.","" +"id-552399ff-3169-4c0c-b3ec-0d78cf6da1eb","BusinessProcess","Flight Crew Process","During this stage, the flight deck crew receives the so-called briefing package (containing the flight plan, current weather and fuel information, etc.) and cabin crew the passenger lists. This information is either printed out or, if available, electronic devices of the crew are updated with the information. +The crew must determine the airworthiness of the aircraft and address any open issues before departure. The term “preflight” is typically used to describe the interior and exterior inspections of the aircraft, but in a general sense can be used to describe any activity involved with preparing the aircraft for departure. The aircraft inspection is usually divided among the cockpit crew and includes an exterior walkaround examination, interior cockpit set-up, and systems checks. These preflight inspections are outlined in a checklist. +The preflight also includes verification that all required manuals and paperwork are onboard and complete. The aircraft mechanical logbook serves as a means for flight and cabin crews to convey mechanical discrepancies to station maintenance personnel and subsequent flight crews. Any discrepancy entered into the logbook must be balanced with an entry by a certified aircraft mechanic who either resolve the problem or defer it according to specified guidelines. Some items can be deferred based on time (hours of flight, or days/weeks), type of maintenance available, or whether they are listed in the Minimum Equipment List (MEL). The MEL identifies the components which may be inoperative on a given aircraft while still maintaining legality for dispatch as well as the deferral rules. Crew responses associated with MEL items range from simple awareness to complex critical procedural changes. +The Configuration Deviation List (CDL) is similar to the MEL, but references airframe components that are more structural in nature (e.g. missing flap track fairing). +Modern aircraft have extensive autoflight capabilities that allow many of the navigation and performance optimization tasks to be handled automatically if desired. Autoflight initialization and Flight Management System (FMS) programming are conducted during the pre-flight phase. +Some airlines have information systems which allow information required to initialize the autoflight systems to be uploaded automatically via an ACARS (Aircraft Communication and Reporting System) datalink unit. In general, the use of ACARS by air carriers satisfies the requirement that their aircraft are continuously able to be contacted by dispatch during the entire flight. Initialization of this system is also part of the cockpit setup procedures. +Communication between the cockpit and cabin crewmembers is critical to the safety and efficiency of the flight. At some point during or before preflight activities and passenger boarding, the Captain conducts a briefing with the Purser or senior “#1” flight attendant. This includes standard information covering en-route flight time and destination weather, as well as taxi-out time (in the case of a short taxi, the flight attendants must start the safety video/demonstration as early as practicable), security issues and alerts, ride conditions and turbulence, inoperative cabin components, requirement of overwater flight passenger life vest demonstrations, augmented crew, crew meal service and any other relevant safety or operational issues. The Captain may also discuss adherence to the sterile cockpit period in which access to the flight deck is limited to reduce distractions during critical flight phases, nominally anytime the aircraft is below 10,000 feet above Mean Sea Level (MSL).","" +"id-b113bfa5-0668-4df8-9e1e-570861292104","BusinessProcess","Fuel Optimization","","" +"id-a9d000db-e732-4a91-925c-2759a041273e","BusinessProcess","Gate Departure","Once the agent moves the jetbridge out of the way, the pushback crew advises the cockpit that the wheel chocks are removed and that it is safe to release the parking brake. The Captain acknowledges release of the parking brake and signals the First Officer to call ramp control (or ATC, depending on local requirements) for pushback clearance. Usually, the cockpit crew is advised by the pushback crew that the area is clear for engine start. +Under certain weather conditions, ice or frost may be present on the airframe or airfoil surfaces which require removal before take-off. In situations where deicing or anti-icing is required, the Captain delays the engine start while the push crew positions the aircraft in a designated de-ice location. At many airports, secondary de-icing locations are established nearer to the departure runway in order to keep the time to take-off below the holdover time. The holdover time is the length of time (in minutes) that the anti-icing fluid is effective and is determined by the flight crew from tables in their flight manuals. The time may vary according to temperature, type and intensity of precipitation, and type and concentration of fluid used. Once the anti-ice application is complete, the icing coordinator advises the cockpit crew when the holdover time begins. It is then the responsibility of the Captain to monitor the holdover time vs. take-off time. If the delay before take-off is too long, the aircraft may have to return to a de-icing location to be re-treated. +After the engines are started and the towbar is disconnected, the Captain gives the guideman permission to disconnect the interphone headset. The guideman then steps into a position where he is visible from the flight deck, shows the nulling pin (used to disable the aircraft’s nosewheel steering system during pushback) and gives a salute which confirms the ramp area is clear to taxi. The Captain acknowledges the salute and the First Officer calls for taxi clearance. Once clearance is received, the Captain begins the taxi-out only after both pilots have visually checked outside and verbally announced “clear left” and “clear right”.","" +"id-98bd8c63-e479-4ae2-99b9-6609c02b0195","BusinessProcess","Gather Data and Calculate Downtime","","" +"id-71fada86-7c25-495e-84d5-d88c10388cfd","BusinessProcess","Govern Capacity","","" +"id-7f0536c2-d698-4b3b-add4-985dc99634d4","BusinessProcess","Govern Proposal","","" +"id-90a1e63e-a131-4ec6-9c47-45763625f95b","BusinessProcess","Ground Ops Process","","" +"id-38e513c3-42ef-45bb-98cb-64804e75b7fc","BusinessProcess","Handover Shipment to Forwarder","","" +"id-d7526345-72d5-49cd-8867-df603d692adb","BusinessProcess","In Motion","","" +"id-80f22de3-1417-4ac9-b973-6ab8be8dbb54","BusinessProcess","Inventory Management","Within the Inventory Management, seat inventory, waiting lists and recurring ticket/booking statuses are produced. Subsequently Sales channel KPIs and coordination and sales guidelines are defined.","" +"id-2a06e010-c15b-4483-b3a2-1867151ebadc","BusinessProcess","Landing and Rollout","After touching down on the runway, the PF uses reverse thrust, ground spoilers, and wheel braking to decelerate to taxi-speed and vacate the runway. As the aircraft slows to turnoff speed, the Captain and First Officer assume the taxi and communications tasks as per normal ground operations. Once clear of the runway, the crew reports any adverse wind or braking conditions to the tower (in low visibility conditions the crew may also be required to report clear of the runway). After exiting the runway, the First Officer contacts ground control for taxi-in instructions, completes the after landing-taxi checklist and calls the local ramp control to confirm the arrival gate assignment and occupancy status.","" +"id-c2ac02a7-af02-45dd-bd54-b461326225e9","BusinessProcess","Long-term Maintenance Planning","","" +"id-2f90ffa3-a7d4-46fb-9331-e5e81a67d861","BusinessProcess","Loyalty Programs","","" +"id-a81ce9aa-b3c7-4d46-8543-b37c5879b21b","BusinessProcess","Maintenance Planning","","" +"id-0a81686d-cd5b-4f80-9e5d-e5f17a1525d8","BusinessProcess","Maintenance Process","","" +"id-ccc9bdcc-8a54-425b-900f-412dff098ae6","BusinessProcess","Manage Customer Experience","","" +"id-0f51edab-c906-4373-901a-676c18f63e71","BusinessProcess","Marketing & Customer Care","","" +"id-15023920-663d-4734-8c83-758bfb04fd5f","BusinessProcess","Network & Fleet Operations","Network & Fleet Operations and Network Data Analysis creates market data reports, gathers flight costs, and several other reports.","" +"id-ce4e84e4-08ca-4243-ac6c-3521859cb0b5","BusinessProcess","Network & Fleet Planning","The business process starts off with defining the Network & Fleet Planning strategy. It defines the network requirements and calculates the optimal fleet sizes.","" +"id-178a8b07-c6e1-4c91-8bab-31d96f0eeda2","BusinessProcess","Network & Fleet Planning Process","","" +"id-4a2bfaca-fdea-45f6-bde2-315b44af6fb7","BusinessProcess","Network Data Analysis","Network & Fleet Operations and Network Data Analysis creates market data reports, gathers flight costs, and several other reports.","" +"id-36c5c38a-2a78-4bb4-8825-ed853615ab02","BusinessProcess","Network Management","Within Network Management it compares historical sales statistics and defines commercial partners.","" +"id-4f73c697-abd9-4c18-9fdd-ecc8ce19023e","BusinessProcess","Operational Maintenance","","" +"id-d2589d61-5766-4fad-9450-2238b245db99","BusinessProcess","Operations At Destination","","" +"id-903a9505-2245-4041-a23f-5c4361f597c6","BusinessProcess","Operations at Origin","","" +"id-a3d3e070-ae29-48f4-999a-91d61bcc83f0","BusinessProcess","Ops Control Period Preparation","","" +"id-06d87c4b-9c32-43dd-a102-7229a84cd473","BusinessProcess","Overview Product Quality","responsible for the Product Quality and creates several reports and monitors the systems data.","" +"id-f8d624a2-1c1a-4c09-8718-14c54a87dda2","BusinessProcess","Parking","In most cases, setting the parking brake and opening a cabin door trigger the “IN” event. The “IN” time is used to determine a number of metrics including the length of the flight (which is used to calculate flight crew compensation and legality for subsequent trips), on-time arrival report card, customs and immigration data, and company-specific performance monitoring and scheduling adjustments. +Once a source of ground power is connected (APU or external power cable), the engines are shutdown and the crew completes the engine shutdown checklist. The agent verifies the disarming of the doors with the flight attendants and opens the designated exit door(s) to commence passenger disembarkation. Usually any wheelchair passengers or unaccompanied minors are accommodated last. After engine shutdown, the ground crew begins unloading and processing the baggage and freight. The flight crew secures the cockpit and cabin before departing the aircraft. At specified outstations, an exterior post-flight walkaround inspection may be required which is completed by the cockpit crew before leaving the gate area. Post-flight inspections are not as thorough as the preflight and are usually mandated after the last flight of the day at stations with limited or contract maintenance. Finally, for international operations, any customs/immigration requirements may need to be addressed.","" +"id-3b75ee6f-d434-4256-a8ca-30deaeb15c06","BusinessProcess","Plan On Load","","" +"id-0361e073-9737-4c53-84a3-766094f42b7f","BusinessProcess","Post Check-in","","" +"id-47262aa6-e7f2-423c-800b-6461de76f824","BusinessProcess","Post-Flight","Upon completion of postflight duties at the aircraft, the cockpit crew accomplishes any required debrief reports while the flight attendants make liquor and duty-free deposits, usually at the station operations. Debriefs/reports are required by the cockpit crew in instances of a declared emergency or ATC violation, significant mechanical failures (including engine shutdown), fuel dumping, illness, injury or death of a passenger or crew member, passenger misconduct/smoking, overweight landing, HAZMAT issues, diversions, high speed aborts, lightning strikes, near midair collisions and a number of other situations involving non-standard operations or issues. Once all cockpit and cabin obligations are fulfilled, the crew begins preparations for the next flight leg. In situations where the same aircraft is to be used, a new flight plan is pulled up and the pre-flight sequence starts all over. In most cases, however, the crew must change aircraft and relocate to the new departure gate where the planning/preflight duties are repeated. If this is the last flight of the day, the crew is released from duty and typically proceeds to the crew hotel limo in cases of out of base layovers, or the bus to the employee parking lot if the inbound flight was the last leg of a sequence. +If the aircraft is to be “turned around” for use in a subsequent leg, maintenance personnel will attempt to meet the flight upon gate arrival. Any discrepancies are discussed with the inbound flight crew and the necessary repairs are begun as soon as possible. If the discrepancy has been reported in in-flight, the mechanics often meet the aircraft with replacement parts such as Line Replaceable Units (LRUs) which can often allow repair in the normally-scheduled turn-around window. If the aircraft is not to be used right away, required maintenance may be performed during periods of less demand. In situations where the aircraft is finished for the day, it may be towed or taxied to a remote location, or the hangar, where the requisite maintenance and/or inspections are completed. In addition to maintenance requirements, other post-flight activity conducted by ground personnel include aircraft cleaning and de-catering, security checks and any required customs inspections. When customs or security inspections are required, delays are often incurred since the outbound crew cannot access the aircraft until the inspection is complete. In any event, it is desirable from an efficiency standpoint that ground service activities associated with the inbound flight such as catering, cleaning, and baggage handling should dovetail with the departure cycles of subsequent flight legs.","" +"id-e68ec191-4f4c-4f6e-8321-defc6206eed6","BusinessProcess","Pre-Checkin","","" +"id-52984919-cc29-4e91-b537-94e7f14314dc","BusinessProcess","Pre-Departure","As the scheduled departure time approaches, the Captain, lead gate agent and ground crew chief coordinate their efforts to see that all pre-departure requirements are met. The pilots finalize the FMS and autoflight parameters by obtaining an update on weather conditions and runway utilization through the Airport Terminal Information Service. In addition, the crew must receive confirmation of the flight’s routing from ATC. Prior to the scheduled departure (usually at least a few hours before), the airline’s dispatch office files a requested routing based on their flight plan optimization with ATC. Approximately 20 minutes prior to departure, the ATC route clearance is requested, preferably through an ACARS function. The ATC route clearance received by the crew may differ from the filed routing and the changes must be addressed (fuel/performance/dispatch considerations) and reprogrammed. In addition to possible routing changes, ATC may also adjust the planned departure time as a result of current airspace dynamics or weather conditions. +Latest at this stage, the cockpit will receive a signed load sheet from the loading agent. This typically includes finalized aircraft and fuel weights, stabilizer trim settings, center of gravity data, passenger count, cargo loading and live animal and security information. The First Officer uses the updated information to calculate finalized take-off performance data. The FO will also reset the stabilizer trim and set take-off reference speeds. In cases where the load sheet weights are greater than planned, adjustments may have to be made to the flap and/or power settings, or an alternate runway may be required. The load sheet is a critical document, because errors on it can have catastrophic consequences (e.g. plane crash due to wrong trimmings). Therefore, in many countries, the crew is obliged to cross-check the calculations for gross errors and, depending on regulations, the captain has to indicate concurrence with the figures by signing the load sheet. Often, copies of the signed load sheet are taken by various parties (e.g. load agent, airline, etc.) and kept for a defined period of time. +Once the clearance is received, the crew can perform the “Before Starting Engines” checklist. At approximately 10 minutes prior to departure, the Captain turns on the Fasten Seat Belt sign which signals the Flight Attendants to ready the cabin for departure and deliver the requisite PA announcements. +In order to prepare the aircraft for movement, the ground crew completes the baggage and cargo loading, including late bags, and closes the cargo doors. If necessary, any required external power or air is removed from the aircraft, unless required for engine start. The tug is connected to the aircraft via a towbar unless a “powerback” is planned. The flight deck crew performs the “just prior to pushback” portion of the checklist which includes, among other things, confirmation that all the doors are closed and that the anti-collision (red flashing) beacon is operating. At this time the flight attendants arm the escape slide mechanism of the entry doors in case a ground evacuation becomes necessary. When the checks are complete and the aircraft is ready for gate departure, the ground crew becomes the pushback crew.","" +"id-44c88bc5-f1d3-4895-84f0-804cabb6174a","BusinessProcess","Pre-Flight","During this stage, the flight deck crew receives the so-called briefing package (containing the flight plan, current weather and fuel information, etc.) and cabin crew the passenger lists. This information is either printed out or, if available, electronic devices of the crew are updated with the information. +The crew must determine the airworthiness of the aircraft and address any open issues before departure. The term “preflight” is typically used to describe the interior and exterior inspections of the aircraft, but in a general sense can be used to describe any activity involved with preparing the aircraft for departure. The aircraft inspection is usually divided among the cockpit crew and includes an exterior walkaround examination, interior cockpit set-up, and systems checks. These preflight inspections are outlined in a checklist. +The preflight also includes verification that all required manuals and paperwork are onboard and complete. The aircraft mechanical logbook serves as a means for flight and cabin crews to convey mechanical discrepancies to station maintenance personnel and subsequent flight crews. Any discrepancy entered into the logbook must be balanced with an entry by a certified aircraft mechanic who either resolve the problem or defer it according to specified guidelines. Some items can be deferred based on time (hours of flight, or days/weeks), type of maintenance available, or whether they are listed in the Minimum Equipment List (MEL). The MEL identifies the components which may be inoperative on a given aircraft while still maintaining legality for dispatch as well as the deferral rules. Crew responses associated with MEL items range from simple awareness to complex critical procedural changes. +The Configuration Deviation List (CDL) is similar to the MEL, but references airframe components that are more structural in nature (e.g. missing flap track fairing). +Modern aircraft have extensive autoflight capabilities that allow many of the navigation and performance optimization tasks to be handled automatically if desired. Autoflight initialization and Flight Management System (FMS) programming are conducted during the pre-flight phase. +Some airlines have information systems which allow information required to initialize the autoflight systems to be uploaded automatically via an ACARS (Aircraft Communication and Reporting System) datalink unit. In general, the use of ACARS by air carriers satisfies the requirement that their aircraft are continuously able to be contacted by dispatch during the entire flight. Initialization of this system is also part of the cockpit setup procedures. +Communication between the cockpit and cabin crewmembers is critical to the safety and efficiency of the flight. At some point during or before preflight activities and passenger boarding, the Captain conducts a briefing with the Purser or senior “#1” flight attendant. This includes standard information covering en-route flight time and destination weather, as well as taxi-out time (in the case of a short taxi, the flight attendants must start the safety video/demonstration as early as practicable), security issues and alerts, ride conditions and turbulence, inoperative cabin components, requirement of overwater flight passenger life vest demonstrations, augmented crew, crew meal service and any other relevant safety or operational issues. The Captain may also discuss adherence to the sterile cockpit period in which access to the flight deck is limited to reduce distractions during critical flight phases, nominally anytime the aircraft is below 10,000 feet above Mean Sea Level (MSL).","" +"id-a1dc2508-46ae-4c28-b563-220e7eebb2ea","BusinessProcess","Prepare Freight for Flight","","" +"id-25cec4ee-c629-4d43-99b5-ab1ccb4700c8","BusinessProcess","Preparing the day of Operation","","" +"id-de85af04-e10f-44a9-a617-965ef14cd5d7","BusinessProcess","Preventive Maintenance","","" +"id-a51d7503-f2f8-4426-a426-d3c30dbd8f6c","BusinessProcess","Proactive Irregularity Handling","","" +"id-d683eb30-3ee1-450c-a9b3-05d02cf41b22","BusinessProcess","Product & Service Design","all the necessary product components are designed and subsequently developed for production. In this phase the Customer Experience, Product & Service and Corporate Design is defined.","" +"id-69224624-8b98-4d4e-b2e8-9613a4b7bd75","BusinessProcess","Product Development","","" +"id-fa53a8e9-b048-4992-9edb-b38e8887f37c","BusinessProcess","Product Process","","" +"id-cd0be00a-2779-422b-8eac-2c65c48f8f4f","BusinessProcess","Product Testing","","" +"id-e5f63f2c-e22c-4155-b6dc-5b765a171629","BusinessProcess","Provide Load Information","","" +"id-125014cd-60c0-4858-a092-b78821bbd059","BusinessProcess","Receive Shipment","","" +"id-9a16a5b6-ee48-447a-ad6e-6720d428429d","BusinessProcess","Receive Shipment from Shipper","","" +"id-8fc47a1f-7202-4772-b89a-67be81c7ca34","BusinessProcess","Reconcile Baggage","","" +"id-eddb18e3-5eb6-4e7c-bb2e-5621c777a4ec","BusinessProcess","Redirect Baggage","","" +"id-f845c382-c8cc-441e-ab66-518e011d1224","BusinessProcess","Reservation of Tickets","Therefore, it needs to overview the booking and ticket status.","" +"id-d77710c5-450a-4a6d-9322-964da8e23430","BusinessProcess","Revenue Management & Pricing Process","","" +"id-6be986c1-d5ba-458a-b600-7912411df2f1","BusinessProcess","Sales","The sales domain is also responsible for the reservation of tickets","" +"id-f7a58cbb-d3c2-41df-ae0c-43705169238c","BusinessProcess","Sales Channel Management","Within the sales process, reports are created.","" +"id-c136b7b4-da61-4593-99e5-d0117699fbe6","BusinessProcess","Sales Process","","" +"id-0134043b-9f51-469b-8dce-b2979e1a18dd","BusinessProcess","Schedule & Fleet Recovery","","" +"id-4e0bdacc-67f2-450f-9911-accf65c6aa41","BusinessProcess","Scheduling Codeshare","Within the code sharing process it creates the flight plan, optimized the schedule and a code sharing object.","" +"id-0fd8568b-65b8-4f22-84cd-65884147dde5","BusinessProcess","Secure Revenue Integrity","","" +"id-2b5db1b7-c4c2-4c94-ad00-fbda4313f5a3","BusinessProcess","Short-term Maintenance Planning and Tracking","","" +"id-20548787-6142-49a6-9f71-d10a3f9ae23f","BusinessProcess","Station Break Elimination","","" +"id-238cdde0-4990-455c-8adb-1dc397440909","BusinessProcess","Tail Assignment","","" +"id-86d79d5a-9e45-406d-9b63-c818e6847c95","BusinessProcess","Take-Off","In order to make most efficient use of runway resources, the local tower controller often issues a “position and hold” clearance to an aircraft in preparation for final take-off clearance. This allows the aircraft to taxi into position and hold on the departure runway while waiting for other traffic, runway restrictions or an ATC issued departure time. If this hold time is not required or a departure needs to be expedited, the tower may clear the flight for take-off without holding in position. At this time the crew makes final checks of the wind/weather and the presence of runway contamination. If the flight is following the departure of a large aircraft, adequate wake separation requirements must be assured by confirming that an acceptable interval of time has elapsed before commencing the take-off roll. +Once the take-off clearance is received, the pilots’ roles of Captain/First Officer change to pilot-flying/pilot not-flying (PF/PNF) in order to accomplish the procedures commensurate with which pilot is flying the leg. At all times, however, the Captain is still pilot-in-command (PIC) and, since he/she remains responsible for the flight and may choose to assume the PF role at his/her discretion. Certain weather conditions (low visibility) or crew experience levels may dictate that the Captain remain PF during some or all of the flight. +During the take-off roll, the crew monitors the aircraft centerline tracking, engine parameters, and conditions both inside and outside of the aircraft. The PNF calls out each V-speed as part of the normal procedure. Should a critical problem occur before the abort decision speed, V1, the take-off is rejected and the aircraft is stopped on the runway. +An uneventful take-off is followed by a normal initial climb-out which includes “cleaning up” the aircraft (gear raised, flaps/slats retracted) while conforming to any noise and/or obstacle requirements.","" +"id-15dcaf18-340c-46d6-a4da-03b83ae8833c","BusinessProcess","Taxi-in","The pilots use taxiway charts of the destination airport to assist in the execution of taxi clearances given to them by ATC. Pilots must be diligent during ground operations at airports with which they are unfamiliar or that are undergoing construction. Operations during nighttime or heavy precipitation also require special consideration and may substantially impede the overall traffic movement on the airfield. At some point during taxi-in the Captain determines the necessity of starting the APU. In the interest of fuel conservation, an engine may be shutdown which may require utilizing the APU, depending on the aircraft type. Normally the APU is started while the aircraft is a few minutes from the gate area, unless it has been determined that ground power will be used. In that case, the APU is not started and an engine is left running after gate arrival until the ground electric is connected by the guide crew. +If the arrival gate is occupied, the aircraft may be required to wait out the delay at a remote location. Occupied gates are often the result of a delayed departure or other operational issues with the aircraft currently positioned at the gate and the anticipated delay should be passed on to ATC and the passengers. Once clearance to the gate is received, the Captain taxis to the ramp area and visually acquires the marshallers. After the crew confirms the gate area is unobstructed, the marshallers utilize lighted wands to signal clearance to taxi to the stop point adjacent to the jetbridge. Often delays are encountered at this point due to the unavailability of the ground crew, carts or vehicular traffic in the gate area, or a tow-in requirement for the assigned gate (in which the aircraft engines are shut down and a tug is used to tow the aircraft onto the gate position). Some stations utilize automatic parking systems which employ an arrangement of lights and/or signs that the Captain uses for lead-in line and stopping position guidance. In the absence of self-guidance, the marshaller uses wand signals to direct and stop the aircraft at the desired location. Once the brakes are parked, the agent moves the jetbridge into position at the entry door, or in the case of airstair disembarkation, positions the truck(s) under the appropriate exit door(s).","" +"id-4069f62f-1b3e-4302-8869-387c7f3817bb","BusinessProcess","Taxi-Out","As in the case of pushback, anytime ground movement is initiated, permission must be received from the controlling authority. At some point before leaving the ramp area, the First Officer contacts ground control to get taxi clearance to the active runway. +At this stage, any last minute changes (LMC) to the load sheet are received via ACARS or by radio. These may result in the reprogramming of affected parameters and too high take-off weight may dictate the request for a special runway which can result in a taxi and/or take-off delay while ATC works out a modified sequence. Once the load sheet information is processed, the crew completes the “taxi” and “before take-off” checklists. +At some point, the Captain conducts a take-off briefing which includes which pilot will be making the take-off, initial heading, altitude and departure procedure requirements, obstacle clearance and noise abatement issues, airport elevation and the normal cleanup altitude. In addition, the briefing must address runway abort considerations, engine out procedures and associated cleanup altitudes, and emergency contingencies requiring returning to the departure point or other proximate landing options. In situations where there will be a long taxi due to numerous departures ahead in sequence for take-off, it is desirable for the Captain to make a PA announcement informing the passengers and cabin crew of his/her best estimate of the length of the delay. This is typically done by counting the number of aircraft ahead in the take-off queue. If the delay is significant, the airline may have to be updated via ACARS or radio with a new ETD (estimated time of departure). As the aircraft approaches the departure end of the runway, the Captain makes a departure PA announcement to inform the flight attendants that the take-off is imminent and they should secure themselves at their stations. The Captain must assure that the passenger briefing has been completed, which may be a factor in short taxi-out situations.","" +"id-2bced6dd-9523-4a66-b7e4-4ff6a8b6b344","BusinessProcess","Terminal Area Arrival","Terminal area maneuvering generally begins when the aircraft descends below 10,000 feet about 30 to 40 miles from the destination airport. At this point the flight path is defined by the vectors from ATC. Radar vectors consist of heading directives issued to the pilots and are used by ATC for the sequencing and/or spacing of air traffic. In non-radar environments, the flight is operated along established airways or feeder routes to an initial approach point defined by the approach procedure in use. In either case, the crew must keep a vigilant traffic watch and maintain terrain awareness (using electronic aids, charts, visual, etc) especially in mountainous areas and/or areas of high traffic congestion +As the flight nears the position where it will commence the approach, the crew may be issued additional real time landing information or instructions. Braking action reports are given by previous arrivals and include a qualitative ranking of the braking effectiveness during rollout after touchdown. Certain braking action conditions may require the utilization of specified on-board systems such as autobrakes and/or autospoilers, or may dictate that the flight enter holding until the runway condition can be improved through plowing or chemical treatment. In low visibility conditions, real time RVR (Runway Visual Range) reports are issued to the arriving flights for the purpose of determining approach legality, or applying other operating restrictions to the flight (e.g. crosswind limitations, autoland requirements, etc.). ATC. Microburst alerts and airspeed loss/gain reports from prior arrivals are also passed on to the crew. Adjustments may have to be made to reference landing speeds to operate under such conditions. In many cases, the flight will have to enter holding to wait out low visibility, poor braking, or windshear/microburst conditions","" +"id-21fca597-2e4f-43c7-b43e-7f29e00bbc31","BusinessProcess","Terminal Area Departure","The climb flight profile is determined by both ATC/airspace requirements, and performance characteristics which may be aircraft-specific. When clear of the immediate airport traffic area, the aircraft is accelerated to maximum low altitude climb speed unless a restriction has been issued by ATC. Terminal-area airspace may be very complex and certain standard procedures have been developed for both departing and arriving flights at high-density locations. During climb-out the flight typically conforms to a standard Departure Procedure (DP). +As the aircraft climbs through approximately 1500 feet above ground level (AGL), the flight attendants are notified (by a chime) that they may commence their service duties. When 10,000 feet MSL is reached, the aircraft is accelerated to the optimal climb speed. In addition, the flight attendants are again chimed to indicate the end of the sterile cockpit period.","" +"id-fbe23a4e-3bcf-4f1e-8193-1fb8443f92e8","BusinessProcess","Warehouse Activities","","" +"id-791d3ad9-84a6-479f-a247-411b60667be0","BusinessRole","Crew Manager","","" +"id-32993d2e-0f19-4a53-8424-f46282212ca9","BusinessRole","Fleet Manager","","" +"id-0b10c9d0-04ae-4bc7-8ec6-adc3613289fc","BusinessService","Analyze Customer Relationship","Analyzes customer behavior towards the aviation organization and preferred bookings.","" +"id-7023a883-1922-468e-b601-e95c1228e1c9","BusinessService","Analyze Market Data","Analyses markets based on internal and external facts and sources","" +"id-6fe99aea-2f8f-447e-9af9-5c9431f9f4ae","BusinessService","Assign Fleet","Assigns the appropriate fleet to the published flight plan","" +"id-47c61741-2667-45f7-90f5-986a582c260c","BusinessService","Baggage Check-In & Acceptance","Tagging, check-in and registering checked baggage for a flight. +This includes any customs and border protection, and specifically US CBP integration.","" +"id-e61026b1-2ad5-4cc7-97a3-8ce04b83bf4b","BusinessService","Baggage Preparation for Departure","Baggage Acceptance and Security Checks and Preparation for Departure. +It includes ensuring that the baggage in aircraft belongs to boarded passenger.","" +"id-2d1d1c93-cec9-4e42-ad0a-1bb0ea20019b","BusinessService","Baggage Tracking","Record the baggage movements at airport","" +"id-46de323d-c579-4a7a-8418-c4214cdd61c3","BusinessService","Book Awards","Awarding customer for frequent bookings for the airline.","" +"id-315005a6-9b3c-40b2-a4d4-1ac39898d4f1","BusinessService","Business Service","Business Capability (assigned to a Sub domain)","" +"id-41329719-e848-45ed-a4c2-397c559132ee","BusinessService","Calculate Flight Plan","Calculate and optimize a flight plan for the airlines fleets","" +"id-452fcc5c-b87d-4a06-8ddf-a38012aa6e37","BusinessService","Calculate Forecast","Calculate the expected demand of seats based on historical bookings and current booking trend, including costs, prices and margins.","" +"id-36e0082f-2578-4f7b-9db8-7190ac7f0b96","BusinessService","Calculate Prices","Calculate and distribute the prices to be provided for the various fares","" +"id-a475d02c-62dc-4ab1-81bb-f11efc3a6908","BusinessService","Cargo Arrival Activities","Storing freight at destination and informing the forwarder","" +"id-06660f86-601c-429f-b13b-fa7e7f6dc8eb","BusinessService","Cargo Departure Activities","Moving shipment to the parking position, loading the aircraft, documenting and clearing discrepancies between plan and actual freight","" +"id-1425912b-0aa6-4431-93b4-1c976c61570e","BusinessService","Cargo Network and Scheduling","Manages the cargo network and partnerships and enabling a high quality of service by customizing the cargo network. One task is scheduling operations between with involving parties.","" +"id-802d4d6c-b110-4f84-a552-2be2434713e7","BusinessService","Cargo Strategy and Product Development","Defines the cargo strategy and processes for cargo operations and product development","" +"id-fea1e7b8-7e6c-485d-9631-8af2a07de523","BusinessService","Check Seat Availability MultiPAX","Check the availability of more than 9 seats for a specific flight and booking class","" +"id-9e7e73b2-348c-4ff9-a34a-253016a1e12c","BusinessService","Communication With Crew","Provide crewmembers with all necessary information in time (e.g. roster, training information, layover details, changes etc.)","" +"id-ed8ea64e-efe2-4f40-a734-e9e6fea5299d","BusinessService","Connect Social Media","Manages different social media accounts of the aviation organization and the communication with the community.","" +"id-5abd0413-ea69-4c4c-970e-6b0e60450973","BusinessService","Control Load Process","According to (IATA, IATA Ground Operations Manual) documenting of all load activities for each flight and issuing of load messages","" +"id-6c0d3cd2-a5a7-4ba6-bed9-3061ec27c7b8","BusinessService","Create Reservation","The user can book a refundable flight","" +"id-eb3b3ff0-e148-4c17-a788-942ac76dfdc9","BusinessService","Define and Develop Product & Service","Define product and service development requirements following assessment, review and business agreement. +Develop and integrate new products and services, including: + - developing associated delivery processes for new products + - managing the process for a re-design of service styles and standards +Product Innovation: respond to external or internal opportunities and identify, introduce, evaluate and select new ideas, processes and products and integrate new technologies into products and services.","" +"id-23eb0c33-c8d8-4486-a3fc-237b8427c782","BusinessService","Define Product & Service Portfolio","Defines and develop product & service portfolio and strategy.","" +"id-1317d843-06a7-4ddc-965c-3850cb11b321","BusinessService","Define Sales Channel Strategy","Defines Sales Channels and the strategies for each channel","" +"id-abead833-6081-40f4-8f46-4f672233e601","BusinessService","Design Flight Network","The process of designing a future flight network based on the current setup and influenced by market demands and partner's capabilities","" +"id-d5819f36-4671-4f3b-80e0-5485abedb4ce","BusinessService","Distribute Operational Flight Plan","Distribute the operational flight plan to all required parties (e.g. ATC, crewmembers, etc.)","" +"id-60124e06-2bb3-41c4-8c83-5d3d78404afb","BusinessService","Distribute Schedule","Responsible for distributing different schedules within","" +"id-53a1cf38-1d99-4934-ad92-8ac9c4220b77","BusinessService","Earn Miles","A service for crediting miles to a customer for each booking.","" +"id-6d0018e7-9dc8-493b-92a6-4ee242bf12ac","BusinessService","Execute Book On Hold","The user can select a flight for reservation. This process execute the debit and the creation of the reservation","" +"id-a93d106d-1c17-4eed-87f6-0112fdff4146","BusinessService","Fare Quote","A service to provide the fares fitting the search criteria (the available flights)","" +"id-f8039651-df2a-48d7-b021-2e06d75926ad","BusinessService","Flight Dispatch Management","Capabilities to ensure the correct weight and balance situation of an aircraft for a specific flight- balance and adjustment if necessary between passenger, baggage, cargo and fuel weights and aircraft locations taking account of all relevant flight technical data.Capabilities to check (and expedite if necessary) that all items have been correctly loaded on an aircraft and the required pre-dispatch procedures have been completed.","" +"id-c57badfa-386f-48f5-b4e8-b3a634b4cbff","BusinessService","Gather Flight Costs","Collects the actual costs generated by individual flights.","" +"id-4566de93-f7a2-462f-8c07-03a972696576","BusinessService","Gather Historic Sales Statistics","Collects internal and external historic facts and figures on actual sales","" +"id-748e4a89-2421-45fd-b895-ae81c2e84398","BusinessService","Handle Flight Irregularities","React to and recover from disruptions","" +"id-3979bb42-71c1-4c47-852b-5908dac13bb1","BusinessService","Handle Waitlist","Setting passenger on wait lists based on booking status and airline policy","" +"id-71220c01-8826-4869-9b31-6c73ee9c7353","BusinessService","Handover Shipment","Validating of release status of the shipment, handover documents and shipments to the forwarder or redirect it to another airline. +It includes capabilities to arrange import customer delivery or re-routing or transhipment of cargo as appropriate at the destination warehouse / depot.","" +"id-25d47e65-95ac-4541-8cca-76ba05d0da68","BusinessService","Issue Vouchers","Issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations","" +"id-c75fe2c3-f233-4b67-bd04-6aee397db2da","BusinessService","Maintain Customer Master Data","Maintains the customer data like name or birthdates.","" +"id-e011fb55-6b26-4d99-8009-1f73eb485fc7","BusinessService","Maintain Customer Preferences","Handles the customers preferences from either entered information by the customer itself or analyzed customer behavior.","" +"id-f3abdb6f-dee6-47a7-961c-b906849c78e5","BusinessService","Maintenance Scheduling","","" +"id-a89733c9-3750-4859-9740-81104162fa23","BusinessService","Manage & Distribute Fares","Provision and communication of the fare model including conditions to partners and fare filing","" +"id-28899f07-8916-4a98-bb99-414b97d804f1","BusinessService","Manage After Sales","Manages after sales automated customer communication.","" +"id-d9efbc62-5b72-4efa-b728-243a04fac1ec","BusinessService","Manage Airport Information","Hold airport information (e.g. minimum ground times, connecting times, airport master data) up-to-date.","" +"id-acbdf4b5-9efa-40f0-98ca-25de1dc888ff","BusinessService","Manage Availability","(Re-)Calculates availabilities (to be presented to customers or published through the eCommerce channel) based on relevant settings and stored sold bookings","" +"id-89693b6c-30a8-470b-8db5-d6c3ac752ebf","BusinessService","Manage Baggage Loading","Distributing of pieces of baggage to unit load devices before load into aircraft","" +"id-703e6a26-4843-4b36-9d30-38b3e7664dcb","BusinessService","Manage Baggage Unloading","Collecting pieces of baggage from unit load devices after unload from aircraft","" +"id-333ae86f-d2a3-4d11-af1e-2bc9442337a5","BusinessService","Manage Booking","Booking order capture and Management","" +"id-1f7de930-866e-4c63-a5e1-437852f79cf7","BusinessService","Manage Campaigns","Capability that defines, produces and delivers and evaluates marketing campaigns for products and services including the management of the marketing supply chain (the chain of suppliers, agencies and sub-contractors that we rely on to produce marketing materials). +Also including the project management service for planned, ongoing or bygone marketing campaigns.","" +"id-6d138df3-db01-401f-8dd5-786b6f209ffa","BusinessService","Manage Co-operation Accounting","Insures the correct accounting of business with cooperation partners.","" +"id-c21298c1-ebf9-43f7-ad50-4698ed58d708","BusinessService","Manage Codeshares","Manages slot assets & contracts with AOL","" +"id-b2d2b69f-032c-4af5-90c3-c20b711c2f2c","BusinessService","Manage Commercial Partners","Support the process of managing existing partnerships, on-boarding new ones and hibernating less productive ones.","" +"id-e454684e-d215-4f90-b4f2-d3b7dc9baa11","BusinessService","Manage Corporate Design","Definition of corporate design and branding.","" +"id-c64c9131-7d61-45f3-8a1e-84a7e545341c","BusinessService","Manage Crew Resources","Manage crewmembers and their rosters","" +"id-7c7b14f9-9ca9-4e69-a92e-9b5f4a04b762","BusinessService","Manage Customer Claims","Collects all the customer claims and provides a place for communication to the customer and internal escalations and reaction plans.","" +"id-6b3b16d3-81b8-4d0a-aef9-aceceb317e72","BusinessService","Manage Customer Experience","Defines and develop customer experience on board for cabin interior, seat and bed, service and customer experience of food and beverage.","" +"id-a5ab451a-d382-4563-ae17-92ffb898ca87","BusinessService","Manage Customer Feedback","Collects all the customer feedbacks and provides a place for communication to the customer and internal actions","" +"id-b1a18bc3-883e-4849-81ce-ecd1719f5c29","BusinessService","Manage Customer Profile","Manages the customer profile and consolidates all information to one place.","" +"id-0694da70-7c83-47b3-958e-40c84150a205","BusinessService","Manage Customer Surveys","Manages regular customer surveys to retrieve customer feedback.","" +"id-f4487399-504e-4bbf-8236-d26661966b6e","BusinessService","Manage Direct Sales Agents","Manages the lifecycle of the direct Sales Agents.","" +"id-1b463604-76f8-495e-8999-3cb4b77c7c09","BusinessService","Manage Entry Into Service","Manages the transition of aircrafts from the state of purchased to fully serviceable.","" +"id-e72e22f0-6aa3-455e-a7a7-c6f735929f8a","BusinessService","Manage Fleet Size","Determines the adequate size of the future fleet based on customer and market demands. Takes into account the contribution of partners and joint ventures.","" +"id-9aa3c763-569a-4126-9e10-dc5a297c3fa5","BusinessService","Manage Flight Plan","Manage the flight plan as it is being flown and adapt to changes (e.g. as required by ATC)","" +"id-c48543d9-4cc9-4a33-882f-46bb7dd9e07b","BusinessService","Manage Flight Related Availability Restrictions","Manages all incoming flight related availability restrictions","" +"id-89d32031-4868-4d63-96b0-2af7ee8a4435","BusinessService","Manage Ground Handling","Ensure, all required ground operation are done","" +"id-90e6db3a-1517-48de-b13c-4c7f13979078","BusinessService","Manage IFE","Handles and manages all Ancillary systems and services.","" +"id-5ce22663-c451-4ba8-8d74-ade2c90f9d48","BusinessService","Manage Influences","Allows to adjust the influence settings, which are used as input to the calculation of availabilities and results therefore in a modified output","" +"id-84f86af0-0bea-4401-83b9-2188c83d0319","BusinessService","Manage Lounges","","" +"id-602852c6-367f-4207-b243-f17836da0869","BusinessService","Manage Loyalty Accounts","Tracking customer loyalty and awarding it via (status) upgrades.","" +"id-95a7168b-908c-4bf4-8d68-6b81592de233","BusinessService","Manage Order","Order capture, management and fulfilment. This includes managing later changes to the order.","" +"id-f396b6e8-9701-4157-9209-7523bc3bb825","BusinessService","Manage Rostering","Creating and Managing of rosters for ground staff and ground equipment","" +"id-e91b4c45-69d0-48ef-b4c5-19795ac43ae0","BusinessService","Manage Sales Accounts","Manages the Sales Account","" +"id-95651a68-3e88-4abb-9d8e-36be9a3cb56e","BusinessService","Manage Sales Channel","Responsible for operations and overview of a sales channel","" +"id-395fe162-be19-428e-ab74-23e61f7424cb","BusinessService","Manage Sales Promotions","Project management service for planned, ongoing or bygone sales promotions","" +"id-825bb731-4b5b-4b68-9105-7f2f25b0a18e","BusinessService","Manage Seat Inventory","Managing the seat inventory","" +"id-577859ec-5c23-49f8-ad6a-8f40a583914d","BusinessService","Manage Slots","Negotiate slots in IATA slot conference","" +"id-6fdc6672-d724-4863-9076-5ec0b30c4b88","BusinessService","Manage Wait Lists","Manages the internal waiting lists","" +"id-0605087f-774d-4482-bdc7-124c82f98df4","BusinessService","Material Logistics","Defines the process for parts procurement, logistics of spare parts and overall material logistics within the Maintenance process.","" +"id-c6db899a-5281-432a-a13c-652dcc95d94f","BusinessService","Model O&D Insights","Analytical model of the flight plan","" +"id-e93659cb-16a3-4bc1-870b-070af136ee70","BusinessService","Monitor Competitor Prices","Track and observe pricing models and current fares offered by competitors","" +"id-7354851e-e01f-4777-920c-7d3a15142d3c","BusinessService","Notify Service Disruption","Notifies the customer via various channels like e-mail or SMS about irregularities concerning the booked flight like e.g. delays.","" +"id-e0c2189a-b206-40c5-af02-7023db399fc5","BusinessService","Notify Service Fulfillment","Notifies the customer about regular events like the completed booking of a flight or check-in times.","" +"id-87258b08-ea0e-4d82-82bb-943615a14396","BusinessService","Operational Airport Command and Control","Capability that manages the overall management command and control of an operation including: +- departure control activities +- providing coordination to all local control functions +- decision making capability in disruption +- communicating decisions made to the appropriate parties for local action +Monitoring and coordination of airport operations is performed in all airports worldwide. In some airports the airline plays a major part in the actual monitoring and coordination functions. In most worldwide airports the airline buys services from airport owners/authorities who perform these functions and therefore in these instances the airline communicates and reacts to the overall command and control authority. +It also includes recognizing, recording and resolving of non-standard situations during ground operations.","" +"id-a7fd5843-086b-49ee-8f2c-dfa1f4a978b0","BusinessService","Operational Maintenance","Executes the process for overall inspection, repair, overhaul and maintenance of aircrafts, machines and components. Furthermore, it is responsible for planning operational resources like skill management.","" +"id-51a2198b-ef84-471c-a547-a6f1519ed98c","BusinessService","Optimize Availability","Optimizes availabilities by utilizing forecasts and the current sold capacity to recalculate the inventory settings.","" +"id-5ce514b7-5aa8-4735-aaed-109bfbdb448c","BusinessService","Optimize Flight Network","Optimize plans for future flight networks by simulating variations and finding potential optimums.","" +"id-6dfb9596-070c-417e-b5e9-b0c4d7ba7f00","BusinessService","Optimize Fuel","Optimize fuel load of an aircraft","" +"id-41f86512-821c-4ea5-b3d0-6b2b28fc77b2","BusinessService","Optimize Schedule","Optimizes the schedule with respect to customer satisfaction and profitability at the same time","" +"id-45d6afff-ecf5-4f44-8282-8fcba9f6092c","BusinessService","Passenger Boarding","Register of passenger for entering aircraft","" +"id-3eee3f1c-10fb-47aa-94c2-a3fcfa7c083c","BusinessService","Passenger Check-In","Registering of passenger for a flight. Creating of a passenger information list and issuing of standard check-in messages","" +"id-345e200a-e447-44b4-a07e-f68129ada5e0","BusinessService","Passenger Regulatory & Clearance","Checking of passenger’s travel documents and place passenger in departure control system according to IATA (IATA Ground Operations Manual)","" +"id-a7bfa9a4-1aa4-4f8a-ab30-fec45412f609","BusinessService","Passenger Streams","Control and optimize the passenger stream on the ground. Transfer passenger with minimum waiting time. +Includes special needs passenger assistance, e.g. UMs (Unaccompanied Minors), RMPs (Reduced Mobility Passengers). +Also, setting passenger on wait lists based on booking status and airline policy","" +"id-27251e2e-9d12-492d-bb5a-5e493afc2d51","BusinessService","Plan Load Process","Planning of aircraft load based on passenger, freight, fueling and other information","" +"id-822019d5-8c64-4e9b-9531-dc515c77c921","BusinessService","Plan Shift","Plans shifts of ground staff and equipment.","" +"id-749b8c31-b572-406d-929f-9cfeb790a196","BusinessService","Plan Staff Disposition","Placing the ground staff at right time to right operating area and document it","" +"id-d438c88c-7970-474b-b310-85e7f0e0ac23","BusinessService","Prepare Flight","Supporting functionality for pre-flight preparation (e.g. updating of electronic flight bag, purser mobile device, checklists etc.)","" +"id-d6282b73-9f5f-4e98-835d-3d8cbee8db02","BusinessService","Prepare Freight to Flight","Clearing the security of the freight, planning flights, collecting freight from airline’s warehouse. +This includes Customs Management, i.e. capabilities to calculate and handle the required declarations, inspections, payments of duties and taxes to national customs authorities or customs agents for imported cargo.","" +"id-03cbb185-b230-4a68-8eb3-6fc7a70306d6","BusinessService","Product & Service Availability","A service to receive available seats by booking class","" +"id-7fa08917-55d7-4478-8428-ef8e0b574a6a","BusinessService","Product/Service Maintenance","Handles and manages all Ancillary systems and services.","" +"id-c49f750e-2a0d-4212-af99-5ef96b124405","BusinessService","Product/Service Monitoring","Handles and manages all Ancillary systems and services.","" +"id-fb70774d-18b0-413d-9389-a3834c447a6c","BusinessService","Product/Service Testing","Handles and manages all Ancillary systems and services.","" +"id-4f2e9c35-1326-4291-bd97-7c0b3f0d5171","BusinessService","Provide Airport Infrastructure","Managing of airport’s infrastructure i.e. common used terminal, self-service kiosks, passenger processing system","" +"id-e4e7f318-0aa8-4932-bfda-56f0487f898a","BusinessService","Provide Crew Briefing","Provide all necessary information required for the crew for a particular flight in a so-called briefing package (e.g. flight plan, maps, manuals etc.).","" +"id-485616fa-0efb-46cc-93b1-01c5c8f2e4e7","BusinessService","Provide Load Information","Creating load documentation for load staff and cabin crew","" +"id-7dabae78-6ee9-4d9f-84b5-720cdd12aa28","BusinessService","Provide Navigation And Flight Information","Provide navigational and flight related information (e.g. current weather information, weather forecast, etc.)","" +"id-5b30f3f4-7938-4dc5-9944-588b84cd994e","BusinessService","Provide O&D Insights","Analyze Flight Plan Data according to model to gather requirements for next flight plan schedule.","" +"id-426e62ec-47ea-410d-b6c2-96689bc98ac7","BusinessService","Provide Onboard Communication","Enable communication between crewmembers; especially between flight crew and cabin crew (especially important during sterile cockpit periods)","" +"id-82bd1867-e202-49a6-9ff3-ba67f28f1ee3","BusinessService","Provide Partnership Accrual","Analyzes frequent customer bookings and provides recommendations for partnerships.","" +"id-93cccffe-8f70-4247-a9ae-b40936e589c7","BusinessService","Provide Payload And Fuel","Provide aircraft payload and fuel load calculations","" +"id-285ad87b-0517-44c7-8e73-80b3619130ab","BusinessService","Provide Personalized Offers","Service to examine customer preferences and providing personalized offers based on preferred products.","" +"id-ffd6dad1-862d-44c0-ba5f-f254119e5aa9","BusinessService","Publish Flight Plan","Makes the current flight plan available to internal and external consumers","" +"id-0ab95e27-3174-4246-90af-dd49777ec896","BusinessService","Ramp Activities","Managing of on loading and offloading of an aircraft and providing cabin crew with load documents.","" +"id-a31694c6-a428-4322-85ff-e3592da5a17f","BusinessService","Receive Shipment","Unloading forwarder’s truck or receiving shipment from another airline, validating of status of the shipment, screening the shipment, storing the shipment in the airline’s warehouse, confirmation to forwarder. +It also includes capabilities to determine at the originating reception how cargo items should be prioritized for export and routed to their destinations.","" +"id-25c3c86e-f89f-4e09-85d2-95b80a314fcf","BusinessService","Redirect Baggage","Forwarding baggage, that missed flight","" +"id-e985f0b3-7fe6-4baf-b224-0381363464f3","BusinessService","Report Alliances & Statistics","Generates and publishes reports about operational and financial aspects of business with alliance members.","" +"id-ee0ff1bc-4635-4647-85ad-a61003bcbec3","BusinessService","Report Flight And Incidents","Any and all incidents related to a flight have to be reported. Each incident is rated according its severity and impact.","" +"id-89e503a4-6b7e-4569-b1df-58ff204287b2","BusinessService","Report Joint Venture Statistics","Generates and publishes reports about operational and financial aspects of business in joint ventures.","" +"id-20f93fee-9c6e-42d0-8677-f86da90f98de","BusinessService","Report Sales Agent Statistics","Provides relevant statistics and analytical reports","" +"id-9faf5f17-80f5-439f-96e8-8562911cf423","BusinessService","Search And Offer Product","Responsible for the search and availability of products. Flight selection, ancilliaries, etc.","" +"id-d82039df-9151-44eb-a34e-9c48b6e5796c","BusinessService","Search Basic Flight","Collect and delegate search params to FlightOfferComponent","" +"id-0aea83a3-0d49-4483-aa1b-b524e7bd717c","BusinessService","Search Flight","A flight search consist of search criteria and additional information, like personalized context, and returns availability, fares and flight related ancillaries","" +"id-9282530e-d9f0-4baf-b9c5-95dd6ffa156c","BusinessService","Search Flight Up 9 PAX","If the user searches for flights with more than 9 passengers, the seat availability has to be checked first","" +"id-022a6646-1b1f-45a5-bb9f-44bc6f371713","BusinessService","Search Flights MultiPAX","A flight search consist of search criteria including more than 9 passenger criteria and returns availability, fares and flight related ancillaries","" +"id-7c140362-f5c0-42ec-9735-f6f1fa5d1c95","BusinessService","Search Multistop Flight","A multi stop flight is simply spoken a group of basic flights, excluding return and repeated flights","" +"id-c7dee857-c2de-431c-87fb-12ebb20c438a","BusinessService","Search Rebook Flight","Search for flights like basic search but added with information of rebooking to fare calculation","" +"id-c9bb0632-cb9b-4106-810c-3035ca90d3da","BusinessService","Sign Load Sheet","Before departure, the cockpit receives the final load sheet showing critical information like total weight, weight distribution, total fuel, information on dangerous goods etc. Wrong calculations on this sheet will prevent the aircraft from achieving published certified performance that can lead to catastrophe. Depending on regulations, the cockpit crew is required to cross-check the load sheet. The captain has to document concurrence by signing the sheet and a copy of the signed sheet will remain on ground and has to be retained for a defined time.","" +"id-232a1411-5a89-4f8f-b520-5b889d932405","BusinessService","Slots Management","Monitor and manage available as well as owned slots; prevent slot loss.","" +"id-e2f96503-1b98-43ba-a0ce-5b69460ef4a8","BusinessService","Spend Miles","A service for the customer to spent earned miles.","" +"id-a5729933-bd8c-4c78-8030-909498804608","BusinessService","Support Aircraft Sourcing","Supports the business process of aircraft sourcing by delivering the most current demand model for fleet size and time lines.","" +"id-b8a1c64b-9069-4bdc-bd0a-c8d20346e632","BusinessService","Support Passenger Onboard","Support passengers onboard (e.g. ordering of meals and beverages, filing complaints etc.)","" +"id-95087aaf-593e-42bd-bb56-141b190e6a98","BusinessService","Warehouse Activities","Storing freight, collecting freight, planning of warehouse capacity. +Also, planning and executing the loading of the freight to cargo units.","" +"id-6b5f3b66-ff17-4417-a447-80b5b8ed3923","ApplicationComponent","Accounting","","" +"id-2a9d5116-165b-4eb3-97e6-38e5fe9ed069","ApplicationComponent","Application Component","Application covers/possesses one or more Business Capabilities + +The business capabilities are mapped to the applications, which cover/possess these capabilities.","" +"id-381baa9e-88d5-408c-b533-574ef1db3798","ApplicationComponent","Availability Management","","" +"id-b56e50e6-653d-4ae8-b240-1d2551955846","ApplicationComponent","Availability Optimization","","" +"id-0600e777-5513-49c9-8240-464e977a422a","ApplicationComponent","Bookings/Direct Sales","","" +"id-dbbd0e09-2e92-4456-8b13-24a5cc90463a","ApplicationComponent","Business Intelligence","","" +"id-5fddef30-c06f-497f-8861-5e0eb17cd977","ApplicationComponent","Common Enterprise Software Platform or Cloud Enterprise Platform","The first component, Common Enterprise Software Platform or Cloud Enterprise Platform, includes several tools for operationally managing resources and cargo, as well as providing a system for airport and airline management.","" +"id-0d837f1f-af98-483c-80d9-0b01863a15f0","ApplicationComponent","Communication and Messaging Platform","The second component Communication and Messaging Platform is responsible for communication in the domain and includes applications such as Aircraft Communication and Reporting System or E-Mail.","" +"id-cfa0bdd6-0576-4bff-9a5f-d5f6786affea","ApplicationComponent","Communications Platform","","" +"id-9853141a-e1c6-4930-9bbe-3040959388aa","ApplicationComponent","Crew Management","","" +"id-bc9f87f8-6d19-4f23-b093-9d3fdf25c164","ApplicationComponent","CUPPS Platform","Common Use Passenger Processing System + +The third component, Common Use Passenger Processing System (CUPPS) platform, includes applications for passenger and luggage systems and control systems.","" +"id-dc481597-39fd-4ba4-8f2b-87fe01a5e508","ApplicationComponent","Customer Communication Manager","The Customer Communication Manager includes a Campaign Management Tool for managing marketing promotions and campaigns.","" +"id-62b9a870-3cdc-4bb1-a691-7a020a7993b3","ApplicationComponent","Customer Relationship Manager","The Customer Relationship Manager keeps all the relevant customer data together, analyzes the stored data of the customer and provides reports about customer behavior.","" +"id-b399cef4-5597-409d-a67f-05d12ca74b5f","ApplicationComponent","Flight Support","","" +"id-119436f5-4488-4bbd-a062-a0ecb6c3de31","ApplicationComponent","Forecast","Within the second area, namely the Forecast area, a data loader, integrator, store and analyzer are located, which corresponds to a typical Business Intelligence (Bl) architecture","" +"id-f28f61d2-e274-4cbe-a74e-523067c40437","ApplicationComponent","Media Monitoring System","","" +"id-317eead0-2e4e-434e-88bd-fd7d52d9e079","ApplicationComponent","Operation Control","","" +"id-01b89901-a91b-4b0d-9f88-5e9542e30e45","ApplicationComponent","Operational Flight Planning","","" +"id-af40d855-1196-4832-ae58-c320e32ee8af","ApplicationComponent","Planning & Scheduling","","" +"id-04024026-d2d1-43e5-bafb-175c5e5bc9f6","ApplicationComponent","Product Maintenance","","" +"id-87714187-b97f-4ca7-b43e-d01009dd8e8d","ApplicationComponent","Product Management and Analytics Platform","The reporting and communication is done using internal analytics and communication tools. Furthermore the Media System is the tool for managing IFE and multimedia systems.","" +"id-9e0fc6e1-2992-4391-ba2b-3341036c813f","ApplicationComponent","Sales","","" +"id-88d463ee-a42e-48d0-b4fc-a2a31cb03141","ApplicationComponent","Support Ticket System","The Support Ticket System is a gateway for concentrated inbox for various types of communication (including e-mail, social media and non-digital), as well as every topic (e.g. complaints). The incoming messages will be centrally assigned to the responsible agent","" +"id-56ea0705-f981-44cc-832d-2614de6f439c","ApplicationComponent","Tracking Platform","The last component of the technology architecture is the Tracking Platform. This includes applications for the tracking and administration of luggage and shipments.","" +"id-e4315c2f-7d30-4005-9601-f2d8b37df9db","ApplicationFunction","(other) ...","There may be other examples methods of communication...","" +"id-311854f8-0d85-44c6-9291-f1824d41dc8a","ApplicationFunction","ACARS","Aircraft Communications Addressing and Reporting System","" +"id-be1dba90-37ca-4003-b83d-bb47a2147acc","ApplicationFunction","ACARS","Aircraft Communication and Reporting System","" +"id-d2a326bb-6e34-479c-9daa-c9ae78902759","ApplicationFunction","After Sales Handler","","" +"id-aa9cd5a1-7dc7-47e2-9539-3fa16101182b","ApplicationFunction","Airline Management System","","" +"id-f0429421-9b33-4a32-9d85-74e890cdecfd","ApplicationFunction","Airport Management System","","" +"id-99525f23-7ab8-496c-bbcc-00b0d01a1169","ApplicationFunction","Analytics","","" +"id-b79ec635-c6b2-47f8-99a2-2f533d7eadc6","ApplicationFunction","Analyzer","","" +"id-5799150f-95ac-451f-b25e-cf8965b2ae98","ApplicationFunction","Application Function","","" +"id-a5e0f98b-ece9-4b6e-8f1a-f318296773b2","ApplicationFunction","Availability Request Processor (High Throughput directed)","An Availability Request Processor, which is high throughput-oriented, forms the core part of the last area: Availability Management. Here, the critical aspect is the ability to process as many requests in the shortest possible timeframe.","" +"id-bb821e23-d9bf-4ebd-bd0d-e3c056d4e80c","ApplicationFunction","Baggage Tracking Application","","" +"id-1e231d38-6f97-4059-8081-0968d054fb4f","ApplicationFunction","Campaign Management Tool","","" +"id-ed477d0c-0ca0-47c3-90a0-f76f0b32c366","ApplicationFunction","Cargo Forwarding System","","" +"id-f59547f9-0975-4f61-8c18-d5e89814a34d","ApplicationFunction","Cargo Tracking Application","","" +"id-86e413f4-8919-4243-9240-e99316e61274","ApplicationFunction","Crew Assignment & Roster Optimization System","C","" +"id-1a9d10f0-a7a0-4fa8-879b-2fa06558c1e0","ApplicationFunction","Crew Assignment System (CAS)","","" +"id-b15e8ff8-f31a-40f8-bd19-3a81d0eda7da","ApplicationFunction","Customer Data Manager","","" +"id-d2177502-5779-4942-be73-dd2a44361267","ApplicationFunction","Customer Feedback Managing Tool","","" +"id-dc3ec4b1-c60d-4292-9d31-d59d3297fa30","ApplicationFunction","Customer Loyalty Manager","It includes a loyalty system which keeps track of customers miles as he earns and spends miles and calculates loyalty status of customer. With this data it rewards customer due to his loyalty status with various kinds of benefits.","" +"id-5989637c-b0c5-466c-acf0-5c00d67d4dc5","ApplicationFunction","Customer Profile Analyzer","","" +"id-6089dd70-7916-4987-ae91-cc2146dc1aeb","ApplicationFunction","Customer Relationship Management System","","" +"id-9cd5a0e0-522c-4faa-b2cd-db59902fa4ed","ApplicationFunction","Customer Survey Tool","","" +"id-073ab7c4-e46b-40da-8c5e-fde74ec9a562","ApplicationFunction","Data Exchange System (DAS)","","" +"id-5210aad6-c831-49f6-80f3-70f86f80594d","ApplicationFunction","Data Exchange System (DAS)","","" +"id-821de1cf-9069-487d-93b7-4a2edd12aca0","ApplicationFunction","Data Loader","","" +"id-74cd45c2-a673-41ee-8d49-46f2658e4bb3","ApplicationFunction","Data Warehousing","","" +"id-3dfbc4f4-6e53-4b4c-9701-91f5284bdedd","ApplicationFunction","Departure Control System","","" +"id-54fdb860-6172-4421-80ad-77911d9d66d6","ApplicationFunction","E-Commerce Web Portal","","" +"id-d1e209de-6066-41a2-b35e-d3e4fe506cc9","ApplicationFunction","E-MAIL","","" +"id-5131112c-d7d9-44bb-8b11-d03d57a9c32c","ApplicationFunction","Electronic Flight Bag","","" +"id-d68e68d9-22e5-4a70-b138-35305cf8c62d","ApplicationFunction","Fleet Assignment & Optimization System","","" +"id-27e99144-9bca-4c71-bc93-5a21d3fca4ec","ApplicationFunction","Flight Plan Calculation System","","" +"id-9937e97a-21c0-41f7-b164-bf15ddfb07ce","ApplicationFunction","Flight Scheduling System","","" +"id-d7d6545a-7c48-4e82-ae0c-a455caadf442","ApplicationFunction","Freight Planning System","","" +"id-ac764597-08b8-44be-b420-40455f8dedf3","ApplicationFunction","Integrator","","" +"id-3692fe06-dac9-4dff-995e-361f8f27174a","ApplicationFunction","Linear Optimization Problem Solver","Availability Optimization, the third area, is technologically represented by a Linear Optimization Problem Solver such as IBM CPEX.","" +"id-5c1582a2-e3e1-4b03-ae1e-8a1dc498fbeb","ApplicationFunction","Load Planning Tool","","" +"id-d46e4745-be5e-47ef-8a2f-e93955557d6f","ApplicationFunction","Maintenance","","" +"id-900ccd06-c559-48dc-8314-00624fb894d6","ApplicationFunction","Manage Business Transactions","","" +"id-5e6306c9-656e-423d-ad72-44082bbb8229","ApplicationFunction","Manage Enterprise Resources","","" +"id-f1e09a57-db73-4d37-8be3-30a9822be9b2","ApplicationFunction","Marketing Project Manager","","" +"id-ff886be4-1ceb-4e05-857c-6e002e8017a7","ApplicationFunction","Miles Calculation Service","","" +"id-177749d7-aecc-404d-b2ad-64cebec6f815","ApplicationFunction","Monitoring","","" +"id-47349e40-b11f-430f-a86f-94dc5ffe7ef3","ApplicationFunction","Onboard Interphone","","" +"id-31e8d475-5d6c-487b-a2e6-e7e1e24a33d0","ApplicationFunction","Operations Control System","","" +"id-a96e9350-5659-413e-82a4-5954acdf3a3a","ApplicationFunction","Pairing Construction & Optimization System","","" +"id-f06adc89-9357-4ad7-bddc-7a644257605d","ApplicationFunction","Pairing Maintenance System","","" +"id-337dd1df-c0b0-4f71-b630-4d4026b5cfe0","ApplicationFunction","Passenger and Baggage Processing Application/Departure Control System","","" +"id-ecad0f9f-280b-4522-bf82-5ee846421f9b","ApplicationFunction","Personalized Offer Calculator","","" +"id-23adaf88-6e54-4370-9124-8ebcef1f023c","ApplicationFunction","Predictive Analyzing","","" +"id-ba254e94-bbb4-4cde-95a4-0b7d18ae1866","ApplicationFunction","Provide Data Science","","" +"id-33e14a64-9c75-4e49-8f91-19561e8b0f46","ApplicationFunction","Purser Mobile Device","","" +"id-0f48dddf-8115-40d5-8b71-8b577eacebca","ApplicationFunction","Resource Planning Tool","","" +"id-dca536e3-55b0-40a2-a206-cc95c82b3b17","ApplicationFunction","Shop System","","" +"id-6a2abd04-36b6-4c8c-bd2c-8ac0b132b193","ApplicationFunction","Slot Monitor","","" +"id-4d06c3e1-8fc2-49d2-a692-1d6d3f39f380","ApplicationFunction","Social Media Manager","It also includes a Social Media Management Tool for managing all types of social media. This tool is concentrated on posts and managing reaction of posts while excluding user message handling.","" +"id-c3cfea02-f9b5-42b3-b05c-b6ce399d2a41","ApplicationFunction","Store","","" +"id-a45ee9e6-0c76-4e8c-a21a-7fca9bda37d9","ApplicationFunction","Testing","","" +"id-e44da9bc-bffd-4cdd-a989-84c0520cbfff","ApplicationFunction","TTY","","" +"id-53a8d4ed-0eb6-4c19-966b-ca0cbf2cde30","ApplicationFunction","Warehouse Management System","","" +"id-4132b324-2241-473e-bfb4-0609e3b4d777","ApplicationService","Accounting","","" +"id-a6c01b99-65c2-4160-840f-edfab5b1eb10","ApplicationService","After Sales Handler","helps to manage communication after a customer purchased services","" +"id-0ce08bf9-a765-497a-a2db-03049807e263","ApplicationService","Airport Management System","The Airport Management System bundles and provides all airport infrastructure tasks.","" +"id-68d092c4-9d7b-47e7-b471-411f7c3ab322","ApplicationService","Application Service","","" +"id-a371f9d1-25d6-4abf-8beb-e38f69f8bee5","ApplicationService","Availability Calculator (Realtime)","","" +"id-c30f4c7c-ae54-4e4e-ab28-0dd527ea454f","ApplicationService","Baggage Tracking System","With the Baggage Tracking System, an application is integrated, which allows you to track the location and the progress of the luggage at any time.","" +"id-0c7659fe-409f-426a-a7fc-6421e71d486e","ApplicationService","Booking System","","" +"id-45f03af4-eaff-420d-95cf-336787548a11","ApplicationService","Business Intelligence","","" +"id-fe2370cb-df51-4ea1-9492-e511ae69131e","ApplicationService","Cabin Crew Support System","","" +"id-e3e3780f-8d97-4f35-ac3d-80e89a0da4f8","ApplicationService","Cargo Control System","One is the Cargo Control System, which plans the freight and loads/unloads the freight for each flight.","" +"id-f5cb4ea7-fb40-4084-bee6-5f5e671a1e2d","ApplicationService","Cargo Forwarding System","","" +"id-6c762b39-0282-48c3-ae6e-8fd37daa78b1","ApplicationService","Cargo Management System","The Cargo Management system is responsible for developing the domains strategy and products. The other task within this application is Cargo Network & Scheduling which Manages the cargo network and partnerships and enabling a high quality of service by customizing the cargo network. One task is scheduling operations between with involving parties","" +"id-372b0df2-f00a-4ffe-9dbb-c1373572e008","ApplicationService","Codeshare","","" +"id-685e9ff1-2cf3-401f-ad16-505a0b82494f","ApplicationService","Crew Management System","manages the crew resources and communications with the whole team","" +"id-45cfc1db-a882-41d0-bf95-0e4566395d06","ApplicationService","Customer Data Manager","stores and manages all the data","" +"id-224f7b71-d25b-4b23-84f8-93635076a521","ApplicationService","Customer Feedback Managing Tool","keeps track of every customer feedback sent to the company and helps to react","" +"id-277d516e-a5d2-45b0-b168-deb1a0239e95","ApplicationService","Customer Loyalty Manager","keeps track of loyal customer and manages different kinds of rewards for them","" +"id-bf8f62bd-5f50-4236-9e43-e9b0c51ceccb","ApplicationService","Customer Profile Analyzer","analyzes profiles in order to gain more insight.","" +"id-d366720a-49c5-437a-a029-370c461292c0","ApplicationService","Customer Survey Tool","helps to act in forms of asking the customer about specific topics directly","" +"id-168942fc-be92-4fd6-a1e9-5b6469565995","ApplicationService","Direct Sales Platform","","" +"id-7642f8ee-4389-4b66-ae0e-868e844dbcc8","ApplicationService","Fare Engine","The Pricing sub domain is covered by the Fare Engine, which calculates prices and distributes fares.","" +"id-9196e160-0428-4b35-814e-c491ccf0c06a","ApplicationService","Fleet Management","","" +"id-c1f93446-d0a8-4329-9d8c-770a954bec3e","ApplicationService","Flight Deck Support System","","" +"id-2b5de0f4-4461-473e-a60e-132e6d328e41","ApplicationService","Flight Planning Tool","responsible for processes like Crew Briefing or calculating the flight plan","" +"id-7591d403-ec95-4041-ac2b-0ba860e30131","ApplicationService","Forecaster","","" +"id-80120c35-9be4-4650-bb0f-cc4246ff33ff","ApplicationService","Group Offer Manager","","" +"id-d463fdbd-e493-4eb9-aacf-3933a6da3079","ApplicationService","Group Reservation","","" +"id-39bd2d23-2fda-4561-bb42-1db0518d1181","ApplicationService","Group Sales Tool","","" +"id-a2ec6978-f9ea-4305-8cd8-4e5498e95cb5","ApplicationService","Inventory Management System","","" +"id-9e5b71a0-e9d3-44a9-ab0b-08d89cd29af2","ApplicationService","Load Planning Tool","The Load Planning Tool handles the loading processes of the aircraft","" +"id-2331b43d-d825-4ff3-975f-f1caef3a45a3","ApplicationService","Market Observation Engine","monitors published offers by competitors.","" +"id-611c7178-3c16-455d-a977-bf0deac09f08","ApplicationService","Marketing Project Manager","keeps track of every past, current and future marketing campaigns and helps managing them","" +"id-3a48243b-5739-4ffe-b217-c76313d4a0ee","ApplicationService","Media System","","" +"id-62feddaf-aa28-4e7e-b067-ec856574ed6f","ApplicationService","Miles Calculation Service","keep track of the miles of a customer – how much he earns, how much he spends","" +"id-c112cd8e-7da9-4a7a-b435-bd8f90555609","ApplicationService","Network Management","","" +"id-ff3b345a-388f-43fa-b287-1373b3b6ba26","ApplicationService","Notifying Service","Notifying Service, which informs the customer about important activities belonging his bookings","" +"id-d89da97e-e820-48bf-a7f0-40b0ea512153","ApplicationService","Onboard Communication System","","" +"id-d4735383-7fe4-4388-9b74-5984aaa9d826","ApplicationService","Operations Control System","","" +"id-3ee2e5c7-9ef2-4121-80c8-61c4e6def467","ApplicationService","Partner Management","","" +"id-f75a1d72-34ad-4c01-954b-d28c4e3872ee","ApplicationService","Passenger and Departure Control System","Finally, the passenger flows are guided, information is collected, bundled and evaluated in the Passenger and Departure Control System.","" +"id-231002f3-c636-4e50-87d0-37554dc48abd","ApplicationService","Personalized Offer Calculator","automatically generates offers tailored to a specific customer","" +"id-f90b942f-c212-4d22-84cf-2e7894f91a3e","ApplicationService","Pricing Module for Group Reservation","","" +"id-1742d428-e677-453d-a0be-7df6a75c8096","ApplicationService","Product Maintenance Application","","" +"id-6e45c864-7dbc-4406-8aa9-0bea214cc071","ApplicationService","Product Maintenance Application","","" +"id-64be6d85-2de0-4145-aafe-d8626969513a","ApplicationService","Product Management Application","","" +"id-5b796f10-d34d-4714-be34-fdac73dc4038","ApplicationService","Publishing","","" +"id-3e41fabe-a364-47a0-a9bf-afe236a3d136","ApplicationService","Resource Planning Tool","A resource planning tool ensures that layers of employees are sorted in groups and tasks are distributed between them.","" +"id-912ee89d-8ce0-4605-92eb-7a5f7befcc31","ApplicationService","Sales Management System","","" +"id-d4d7f3aa-ab3e-486e-a25f-ba302fbb9adf","ApplicationService","Slot Manager","","" +"id-e7cace83-b79c-4e10-8808-07333d75f1d5","ApplicationService","Social Media Manager","Social Media Manager, which gives employees the ability to manage Social Media Accounts in one application.","" +"id-8823aecd-876c-4a48-b2de-f58c57ed32e9","ApplicationService","Warehouse Management System","The other application is the Warehouse Management System which stores and collects the freight, plans the capacity and is responsible for the warehouse reporting.","" +"id-bdeddfba-40fd-4024-91b0-9609c02de2d4","DataObject","AWD","","" +"id-c96b2ddf-0ba0-40aa-9eab-f6fb9e343861","DataObject","CPM","Container Pallet Distribution Message","" +"id-e6c7c320-3d01-44c9-9090-547563e13740","DataObject","Data Object","","" +"id-d672e741-9deb-4db3-ac2e-a1e1ec4389a7","DataObject","ETL","Electronic Ticket List","" +"id-145ce8d4-16b8-48b4-ba64-0f81289c7efb","DataObject","Flight Manifest","","" +"id-f3fd906c-6732-4847-99e8-169c974fc333","DataObject","Freight-Blocking-List","","" +"id-6445804f-3680-432f-8b8a-8ad766aaf9f1","DataObject","Freight-On-Hand","","" +"id-dc9d35b2-5412-4480-b627-d030611a2040","DataObject","LDM","Load Distribution Message","" +"id-810b3068-f78e-4931-ab6e-a8a0f232fbf3","DataObject","NFD","","" +"id-a53bccfe-5597-480f-bad0-6f955a8a9e57","DataObject","PSM","Passenger Service Message","" +"id-82cef658-4e61-498e-a272-9410ce577429","DataObject","PTM","Passenger Transfer Message","" +"id-ef237d23-b399-427f-a6ec-9b023460d4d5","DataObject","Ready-For-Carriage","","" +"id-9d42e335-c70c-4c43-87cc-f0e2ae585f19","DataObject","UCM","Unit Load Device Control Message","" +"id-4b5d3f82-3864-42c8-814c-370e71ecb234","DataObject","ULD Manifest Message","Unit Load Device","" +"id-7ec322b6-5ebc-46e9-9c1e-a264f23c9604","Artifact","Accounts Responsibilities","","" +"id-04f4945c-2fe5-4e5a-92f4-362111578b6a","Artifact","ADL","Additions and Deletions List","" +"id-8d5095e9-db14-4451-af6c-eb9625abaf75","Artifact","After Sales Guidelines","","" +"id-1090a41b-7ae6-4dea-b844-09a13ca6564b","Artifact","Aircraft Rotations","Provided at the end of every week for the 4th week following it, e.g. handover at end of week 33 will contain rotations for week 37. + +changes to Aircraft Rotations continually provided to Crew pairing/ - Maintenance processes, possibly resulting in changes to Crew Rotation and to Crew Rosters if applicable.","" +"id-69aa5b2a-4de6-4ae0-b088-9568aacfdeae","Artifact","Alliance & Statistics Report","","" +"id-b14cfabd-9a61-49fe-a911-4b428a914cce","Artifact","Ancillary Services Report","","" +"id-516fe37d-ccd4-4745-9e01-47dc24dc3df2","Artifact","Artifact","An artifact (document, table, item, …) that is input or output of an activity and that relates to an Information Object","" +"id-67ca7d01-f7fe-4ea3-8c12-c70fcd5a59e9","Artifact","Assessment of Competition","","" +"id-36bec558-78d5-45a4-802d-28692d684e80","Artifact","Assessment of Market Potential","","" +"id-6cee147c-5b94-42be-8848-4d61b83d1520","Artifact","ATC Route Clearance","","" +"id-245a97eb-4396-4f35-ab3e-2879294f6d42","Artifact","Baggage Tag","","" +"id-4d949ff6-9bd3-41f8-b8fe-f2c0bd546528","Artifact","Bid History","","" +"id-41ea35f3-50ec-4c38-b911-3628d95688d4","Artifact","Bid Prices","","" +"id-2553df57-ec0b-4aa2-997e-5062e012d0fe","Artifact","Boarding Card","","" +"id-0e282eb6-ea5f-4079-af95-d39b51a14acd","Artifact","Booking Status","","" +"id-9757b384-7435-4688-952a-9926b55b7044","Artifact","Briefing Package","","" +"id-66193903-74bf-48b9-a864-095bc43085c4","Artifact","Calculated Fleet Sizes","","" +"id-ce00db25-a3e0-4dd5-bc56-be05c8c57874","Artifact","Capability (Incl. Other Airlines)","","" +"id-42b8a15e-b94f-4903-b98d-a2c461be3528","Artifact","Checklists","the main input to many of the processes are checklists that the crewmembers need to work through to ensure safe and efficient operation of the aircraft. Most, if not all of these checklists don’t need to be kept afterwards.","" +"id-f4ae339d-f0b9-4394-b32a-8e7a469da347","Artifact","Codeshare Agreements/Special Prorate Agreements","","" +"id-6d34d440-e5db-4654-af0b-68da9313934c","Artifact","Codeshares","","" +"id-82f6203f-ef6f-4f70-9346-048c73c1f040","Artifact","Commercial Partners Doc","","" +"id-a60a4284-0822-4291-85dc-a286535987b8","Artifact","Compulsory Maintenance Schedules","","" +"id-bd8fdf62-ca03-4f64-bb29-53f7b814ce29","Artifact","Configuration Derivation List","","" +"id-474cbae0-c563-4aec-af4e-f9fd262c5b5d","Artifact","Contingents","","" +"id-76e1ba10-16dc-447c-a734-8effbbec335f","Artifact","Coordination Document","","" +"id-9c22fc5e-9c37-4b1b-a354-eddbff5a0896","Artifact","Corporate Design","","" +"id-6d5723ea-c769-4f34-a9f5-95a347662dd6","Artifact","Crew Rosters","published at the end of every month for the whole next month, e.g. publication at the end of SEP will contain rosters of OCT. Any change after publication is published to affected crewmembers.","" +"id-68498fb1-e7c0-48db-8789-c88b3ed2a167","Artifact","Crew Rotations","provided at the beginning of every month for the whole next month, e.g. handover at the begin of SEP will contain pairings for OCT.","" +"id-35263b80-b9f6-4847-a487-0aa0743ee418","Artifact","Customer Experience Design","","" +"id-2c43862f-5e6e-48cb-a15c-ecaa93edbc24","Artifact","Customer Experience Guidelines","","" +"id-154e0fb6-15fd-4048-b0d3-0b134c07c9a2","Artifact","Customer Experience Report","","" +"id-c7c7d0d0-4e97-4c33-8c75-4ff540e4dfb7","Artifact","Customer Feedback","","" +"id-4bdcf7cd-ef23-48de-ac06-eb68fd93d46c","Artifact","Customer Relationships Data","","" +"id-900be860-b0b3-40c1-b6b2-b7475db0ea47","Artifact","Customer Surveys Results","","" +"id-8eb9e26f-e2d6-4fdc-8b49-a61664f5bc5a","Artifact","Deployed Fares","","" +"id-7fbbb8ec-1b6b-4ce4-8657-f3edb785af2b","Artifact","Design Flight Network","","" +"id-4aebdc53-5729-43a8-a273-08c2a09baf96","Artifact","Direct Communication Statistics","","" +"id-9fc84f7f-e326-4f60-86eb-0c694647201e","Artifact","Direct Marketing Guidelines","","" +"id-dd72cc2b-f578-48e7-b203-677058ac386f","Artifact","Documentation","","" +"id-3cf5c2b6-ecf4-490e-a9de-b41b6175b1d3","Artifact","Documentation of Attempted Fraud","","" +"id-53ff5b4d-5994-4664-88cc-c83383e771d7","Artifact","Downtime Reports","","" +"id-046eaef2-af44-4a72-8210-9dcfc0d3e28b","Artifact","Fare Information","","" +"id-3d7aa9cb-e4c7-48f2-817c-9f5e50299a49","Artifact","Fleet Plan","","" +"id-5e0fad4f-0963-4144-8e1e-e5071f6a1918","Artifact","Flight Plan","","" +"id-94e95111-f9df-4e7e-9589-3a0c733555f1","Artifact","Flight Schedule and Connections","","" +"id-ef32c82e-f46c-4c90-839c-d1e73f0c71a6","Artifact","Forecast for Price Elasticity","","" +"id-ffea41ff-46f6-427c-a48c-cfd16c7c8df6","Artifact","Gathered Flight Costs","","" +"id-a1362798-484f-459a-ba34-30a56ff750fa","Artifact","HAWB","House Air Waybill","" +"id-0a9f2555-b1d2-4a92-90c4-376e32ebcd38","Artifact","Historical Sales Statistics","","" +"id-203376be-bdbc-4a61-9826-ba109bf5cff4","Artifact","Joint Venture & Statistics Report","","" +"id-53358592-5b52-41af-a32d-96e240244749","Artifact","Last Minute Changes","","" +"id-ade9e672-4612-47c2-a9a8-09f9b91fe4d0","Artifact","Load Instruction Report","","" +"id-ff5b11db-21ac-41a9-8f6f-09931b6555dd","Artifact","Load Sheet","","" +"id-e242033e-3385-48d1-b955-8d6010c22d4c","Artifact","Load Sheet UMC","","" +"id-fa3b42ed-77ca-44b0-94c6-c713b3c56369","Artifact","Logistics Requirements","","" +"id-f5e014b2-0a90-4136-84f6-b2c6840914c7","Artifact","Loyalty Accounts","","" +"id-9ac3023c-e9b2-42a7-8e21-bdbfccc73f1c","Artifact","Maintenance Strategy & Planning Documentation","","" +"id-0b3aaede-7b11-4dc7-ac13-765f729ffb0a","Artifact","Market Data Report","","" +"id-fcb4b663-5ddb-4d00-9eb9-c47179cbf3e4","Artifact","Market Event List","","" +"id-0ecfa409-0e0d-49a6-b754-44fdb5697af1","Artifact","Market Goals and Tactics","","" +"id-e01f2ff1-5c80-4ff3-8bcf-75e3a6483608","Artifact","Market Information","","" +"id-4f1aafce-9897-444d-ab7c-9ded6896dfb8","Artifact","Marketing Campaigns Data","","" +"id-385e925c-d1ea-4b10-ac10-6ab56120e2d5","Artifact","MAWB","Master Air Waybill","" +"id-2f29e5d8-47c6-458a-b14b-fad87a81319d","Artifact","Minimum Equipment List","","" +"id-7f83d1d3-4206-4ae8-ade0-53248ff3448f","Artifact","Monthly Product Assurance Report","","" +"id-40698d68-f351-4f72-b41e-9395b17783b4","Artifact","Network & Fleet Strategy","","" +"id-b5930238-2bde-486f-8fd3-dbedca97e40f","Artifact","Network Requirements","","" +"id-d30dba44-1ea0-45f5-9eb3-bf641af7c297","Artifact","Notification to Captain","","" +"id-753efb80-2c34-4780-a97d-2e92ef2c53a2","Artifact","O&D Control Rules","Origin and Destination","" +"id-c1d516f7-962d-4459-9c91-7f4721b36d91","Artifact","O&D Insights Model","Origin and Destination","" +"id-33c6de8d-d926-485e-b0e9-f8167a5d4afc","Artifact","Offering","The Offering represents offered Air Products, Ground Products and Services which are managed accordingly to the Product Management catalog.","" +"id-44d3b265-fa42-4e31-86bb-8137e1d5ed89","Artifact","Operational Maintenance Reports","","" +"id-6adab8fb-f2f1-4e2a-aed4-228377ae2fb8","Artifact","Optimized Schedule","","" +"id-2e738879-e137-4554-af0c-517a399343c3","Artifact","Partner Availability","","" +"id-202f29e6-4996-4abd-b904-594c3b933f2e","Artifact","Parts Procurement Lists","","" +"id-5c699b56-bb17-4c2b-9cbb-43918ff986d3","Artifact","Passage Budget Target","","" +"id-63575a9f-6275-42d5-9462-185b29686c9c","Artifact","Passage Strategy","","" +"id-a2435c29-7eab-494d-ad19-c796f8655a24","Artifact","Passenger Variable Costs","","" +"id-1c750b1a-8ba4-4a77-8b57-fc75787784cf","Artifact","Past Reservations","","" +"id-0ae57058-f6a0-4a3b-aeab-33d0cebfbdfc","Artifact","Payment Using Stolen Credit Card","","" +"id-9661a24e-3fb1-40a0-9fec-7f664f19e524","Artifact","PIL","Passenger Information List","" +"id-fe818814-ae19-41f5-995a-890039719ec5","Artifact","PNL","Passenger Name List","" +"id-c37c3331-c95b-48f4-bd65-39a8cb8d1495","Artifact","Preventive Maintenance Reports","","" +"id-e40d92d4-4336-4a1f-a5f6-b0e6766ffa62","Artifact","Preventive Maintenance Schedule","","" +"id-cba3f870-5b8c-4f3e-a202-7841855d9d2f","Artifact","Price Rules for Bundles","","" +"id-bfbf591b-e83f-4ffb-b05c-ce8b1775d09c","Artifact","Product & Service Description",". Product & Services descriptions and guidelines help staff to maintain a high product quality to ensure superb customer experience.","" +"id-69b7ef4f-5038-40ff-9448-b8be73ca00c9","Artifact","Product Data and Requirements","","" +"id-ecce093f-db70-44be-8cb3-27b49049505e","Artifact","Product Experience Design","","" +"id-4f9c19fe-5988-414f-aedb-560a67f681e2","Artifact","Product Management","","" +"id-30f16b08-7eb7-4926-bf56-0e1240ad9784","Artifact","Product Portfolio and Price Points","","" +"id-6b9901ef-867a-40e9-942f-34f9af96088c","Artifact","Product Strategy Documentation","","" +"id-85b654ee-aab0-4d86-89be-da9ce9c43e8c","Artifact","Product Testing Schedule & Report","","" +"id-c50e90f6-b477-4292-85f1-72fdc55340b0","Artifact","Regulator Requirements","","" +"id-4598027e-7223-4615-b36d-4d32e01dd703","Artifact","RM Goals/Budget","","" +"id-9dc07cdd-f9b5-4c2f-ba66-5391c1913bec","Artifact","Saleable Capacity","","" +"id-067ece39-d9ba-4f1e-922b-6f9ec1e4f257","Artifact","Sales Channel Strategy Documentation","","" +"id-8688209e-634e-4f37-bb32-519a622a784b","Artifact","Sales KPIs","","" +"id-6ed1f66b-fd15-4d07-ab4a-3006e397ca88","Artifact","Sales Report","","" +"id-2cd379ed-7326-45ff-a83b-f5d2909cf8ae","Artifact","Seat Inventory","","" +"id-81887316-e45d-4713-96d4-029cbbee2643","Artifact","Social Media Data","","" +"id-e13ec21a-509a-4ec6-a85d-cd8719a62554","Artifact","Summarized Customer Data","","" +"id-91795afc-7267-4b0f-a465-55556c1ac90d","Artifact","Systems Data","","" +"id-9c43ac0c-01dd-49ad-9d10-c815e4f9f018","Artifact","Taxes and Charges","","" +"id-0243a894-7d26-4d89-8d36-9f72274a9010","Artifact","Ticket","","" +"id-923d4401-e65d-4cd0-a946-83f5361a70e3","Artifact","Ticket Not Under Fare Conditions","","" +"id-186df9e8-fdcb-438e-996a-f08156fa2bd5","Artifact","Ticket/Booking Status","","" +"id-979fe316-6fbf-45d7-abd0-814dca5177bf","Artifact","TPL","Teletype Passenger Manifest","" +"id-4f226bab-6c63-43fd-bda6-2a2aa79d28f5","Artifact","Waiting List","","" +"id-4c8cc311-87d0-4e47-b149-1cf767a407c4","Grouping","Application Architecture","","" +"id-47d4974a-b22a-4519-9f7b-0c5b9d1fb8aa","Grouping","BPMN","","" +"id-ddaf52d7-2c46-459c-bed0-f28424ac4c12","Grouping","Business Architecture","","" +"id-8e3b276e-f811-4fc0-a9f1-0ac787447328","Grouping","Data Architecture","","" +"id-03020109-1679-4da9-a484-cf1294adbef7","Grouping","Ground Ops","","" +"id-b6f5785c-3da5-4d51-b1f8-84206f83056e","Grouping","Operations Control Phase","2 Days Before Day of Operation up to and including day of Operation","" +"id-b2da376f-0483-41cb-9109-3238b78d058d","Grouping","Planning Phase","starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account.","" +"id-cb2305a3-c41a-4661-a295-7b6090b5665f","Grouping","Technology Architecture","","" +"id-d2cc1ce7-8a80-46e3-bbd5-a388f40d2b95","Junction","Baggage to check in?","","" +"id-89a9fa70-d660-4b92-b364-2a0eeb21995b","Junction","Junction","","" +"id-2b881519-b571-41c2-915a-79d4e1da7777","Junction","Junction","","" +"id-255d7eab-dda3-4740-a9ce-55c4fb4f06cf","Junction","Junction","","" +"id-8218a96e-eae5-4998-9f5d-9ceab5caac2d","Junction","Junction","","" +"id-f964d729-21be-40f6-9215-4a60e456382c","Junction","Junction","","" +"id-e6bacc78-8070-4124-8372-1e9a51ba303b","Junction","Junction","","" +"id-88ea4d0b-d259-474e-ad52-2c367fb938cd","Junction","Junction","","" +"id-cd204d34-6418-4152-968a-622f605888c4","Junction","Junction","","" +"id-59a9f0eb-f832-4f27-8439-2f1086c6e583","Junction","Junction","","" \ No newline at end of file diff --git a/dataset/processed-models/id-d33b0dca-0dff-4e51-a077-109a4cc204dd/csv/properties.csv b/dataset/processed-models/id-d33b0dca-0dff-4e51-a077-109a4cc204dd/csv/properties.csv new file mode 100644 index 00000000..a30476c2 --- /dev/null +++ b/dataset/processed-models/id-d33b0dca-0dff-4e51-a077-109a4cc204dd/csv/properties.csv @@ -0,0 +1,223 @@ +"ID","Key","Value" +"id-d33b0dca-0dff-4e51-a077-109a4cc204dd","version","The Open Group Standard, 2022" +"id-89a9fa70-d660-4b92-b364-2a0eeb21995b","Junction_Type","And" +"id-2b881519-b571-41c2-915a-79d4e1da7777","Junction_Type","And" +"id-d2cc1ce7-8a80-46e3-bbd5-a388f40d2b95","Junction_Type","Or" +"id-255d7eab-dda3-4740-a9ce-55c4fb4f06cf","Junction_Type","And" +"id-8218a96e-eae5-4998-9f5d-9ceab5caac2d","Junction_Type","And" +"id-f964d729-21be-40f6-9215-4a60e456382c","Junction_Type","And" +"id-e6bacc78-8070-4124-8372-1e9a51ba303b","Junction_Type","And" +"id-88ea4d0b-d259-474e-ad52-2c367fb938cd","Junction_Type","Or" 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One important effort of ground operation is, after the safety and the quality of service, minimizing the ground time of aircrafts. Aircraft Maintenance is excluded. + + + Station Management is part of the Ground Operations Capability (Domain). According to (IATA, Air Industry Data Model) station is just a generic term for airport. This Capability (Group) handles the management services and processes at an airport. The following tasks are within the scope of this Capability (Group). The Management ramp (agent) activity supervises handling of baggage, techniques, freight, food, and cleaning, boarding, deboarding, (un-)loading. Furthermore the Management airport information handles and provides information like minimum ground times, connecting times, airport master data. Moreover, passenger streams Management is dedicated to minimizing of passenger transfer time and of aircraft ground time at an airport. The equipment Management handles the ground service equipment. Also, information to ground handling staff provides global work instructions and irregular information. The lounges management handles and analyze the using of passenger Lounges at an airport. Lastly, the Management of Irregularities recognizes records and resolves non-standard situations at an airport. + + + Load Planning is a sub domain of the Network & Fleet Planning domain. (IATA, IATA Ground Operations Manual) defines ground operations related to loading of an aircraft: load planning, load control flow and load reporting. These operations are the subject of the sub domain load planning, which has following tasks. It is responsible for preparing & calculating the electronic load plan and optimizing load planning for aircrafts considering account load limitations, individual baggage priorities and dangerous goods restrictions. Moreover it is aligning load process with all neighboring processes, e.g., boarding of aircraft. This domain is also providing load info to ramp agents and to the flight crew. + + + Ground Staff Management is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. It is responsible for planning ground manpower and does the shift planning. Moreover it manages activities like rostering and disposition. + + + Airport Infrastructure is a sub domain of the Network & Fleet Planning domain. The following task is within the scope of this sub domain. Airport Infrastructure is responsible for providing specific airport infrastructure and processes, i.e. CUTE, CUSS, CUPPS + QBG + + + Passenger Services is part of the Ground Operations Capability (Domain). The ground operations primary related to the passenger until they entered the aircraft are the subject of this Capability (Group). It includes following tasks. It is managing check-in and boarding process including check of reservation vs. ticket, documents issuing for boarding pass, voucher, "etix®" receipts, includes Self-service check-in incl. baggage (kiosk, web and mobile). It is also responsible for automatic check-in, interline through check-in processes. Furthermore it is accepting of baggage and collecting excess fees and fees for additional chargeable services (e.g. ASR). Moreover it is handling passengers on waiting list and irregularities like over bookings and checking documents required for checked-in segments (APIS, Passport and Visa) and transmit data. Lastly, it is issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations + + + Baggage Services is part of the Ground Operations Capability (Domain). The following task is within the scope of this Capability (Group). It reconciles baggage and flights, track baggage and trace baggage and reunites baggage with owner in case of losses. Furthermore it is responsible for managing loading and unloading activities of the baggage to and from aircraft. It also manages unloading of baggage of passengers who fail to board the flight. Moreover it redirects baggage that missed a flight and interacts with airport baggage management. Lastly this domain is monitoring and quality assurance of baggage processes. + + + + The Product Management & Design Capability (Group) is within the Product Capability (Domain). It consists of several tasks related to its Air Products, Ground Products, the product strategy, ancillary services, corporate design and the customer experience. It is responsible of defining and developing the product portfolio and product strategy of Product Ground and Product Air. It also defines and develops customer experience on board for different products parts (i.e. Cabin interior, Seat and bed, Services, in-flight entertainment and multi media). This domain also defines and develops customer experience for products on ground and reviews and develops the customer experience of all kinds of products like food and beverage. Lastly, it manages corporate design and branding of the company. + + + Inventory Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It is managing all flight related inventory restrictions / allotments, e.g. available seats, cap left for Special Service Requests (SSR)’s such as special food requirements, wheelchair, seat at window, etc. It is responsible for managing all flights with their available seats and divides seats into service classes and booking classes, for which different prices and booking conditions apply. The inventory management also distributes the schedules. + + + + Sales Agent Channels is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides all sales channels and allows sales agents to sell products (indirect/direct sales, domestic/international, online/offline and group sales). Moreover it is responsible for allowing corporate sales account to sell products (to business, domestic/international, online/offline and group sales). Lastly, it provides sales data reports and statistics for agents. + + + Sales Channel Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It set up sales channel strategy like B2B, agent, direct sales or agencies. It also defines sales channels, agents, company business and group travel. Furthermore it is responsible for the Account Management, which analyzes and monitors B2B customer relationship, Maintains B2B data, provides B2B customer care function and processes. + + + Reservation Ticketing is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It provides interfaces to external global distribution systems (GDS), such as Amadeus and independent online sites. The interfaces comprise technical functionality required to communicate with external systems, but not the GDS business functionality itself. It is also responsible for enabling call center agents to sell the airline’s product(s) and services, to inform customers, sell tickets to customers and provide services, such as ticket/EMD issuing, rebooking, reissuing, refunding. Furthermore it manages reservations and ticketing, i.e. preparation of "etix®" tickets, issuing of paper tickets, EMD’s, rebooking, reissuing, refunding, collection of payments. Lastly, it provides direct connect interface to third parties. + + + Direct Sales Channel & Shopping is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides direct sales channels and is responsible for the search of products (i.e. flight products and bundles). It also creates offers (including ancilliaries) and reservations and handles the (re-)book and order. Furthermore the sub domain is responsible for ancillary services, cross-selling, up-selling, product bundling and provides a shopping cart. + + + This Capability (Domain) covers the development and management of the commercial planning, strategic alliances and partnerships capabilities and also includes the commercial strategy. It includes the initial selection and on-going negotiations with alliances and partners, and the contracting, on-boarding and exiting activities. + + + Fleet Planning is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. It plans the future fleet size and the needed capacity and composition. As well as the configuration need and the delivery schedule. It is also responsible for supporting processes around A/C sourcing and Entry Into Service (EIS). + + + Network Management is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. The following tasks are within the scope of this sub domain. Network Management designs and optimizes airline's flight network regarding bases, destinations, routes and frequency of flights between the destinations to optimize yield and profitability. It also evaluates partner potential and opportunities concerning network and slots, sales and markets, product, alliances. + + + Network Data Analysis is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. It analyzes market and customer data and prepares database to facilitate network planning and scheduling process. Furthermore it gathers data to allow analyses to understand and predict historic and future schedule preferences of customers. This domain is also responsible for gathering actual flight related cost data and provides predictions of cost figures for subsequent analysis processes. It creates origin and destination (O&D) view on customer's movements. Lastly, it feeds data into revenue/yield management and network planning processes to improve various optimizers. + + + Co-operations & Alliances is part of the Network & Alliances Capability (Domain). The following tasks are within the scope of this Capability (Group). The following task is within the scope of this sub domain. It provides reporting and accounting for alliances and joint ventures. + + + + Cargo operations handle items, which are carried by an airline usually by order of a forwarder. The operations on passenger’s baggage, however, are not seen as cargo handling, but rather as Ground Ops. + + + Cargo Management is part of the Cargo Capability (Domain). The following tasks are within the scope of this Capability (Group). It is responsible for the strategy components within this domain. It develops the cargo domain strategy and develops the products and services which are needed to perform the tasks. The other task is managing Cargo network & scheduling relations. + + + Forwarding is part of the Cargo Capability (Domain). According to (IATA, Air Cargo Industry Master Operation Plan) some cargo operations are regarded to the forwarder. +The following tasks are within the scope of this sub domain. It receive shipment validates security and customs status of a shipment, unloads the trucks, screening shipment, places freight into a warehouse. Moreover it is responsible for the handover shipment to forwarder includes also verifying customs release status, handover documents and preparing shipment for handover. + + + Cargo Station Management is part of the Cargo Capability (Domain), which takes care of the activities related to the Cargo stations. According to (IATA, Air Cargo Idustry Master Operation Plan) these cargo operations are regarded to the airline. It prepares freight for the flight plans flights and collects freight for flights. It is also responsible for departure activities move freight from warehouse to park position, load it into an aircraft and resolve all discrepancies between plan and actual load. Moreover it takes care of arriving activities unload freight from aircraft and store it on destination. Lastly, the carrying sub domain handles warehouse activities i.e. the freight in airline’s warehouse at departure and at arrival. + + + Manage end-to-end airline MRO (Maintenance, Repair, and Overhaul also referred to as Engineering) and CAMO (Continuing Airworthiness Management Organization) operations and all related aircraft asset handling. Maintenance may be defined as, "All actions which have the objective of retaining or restoring an item in or to a state in which it can perform its required function. The actions include the combination of all technical and corresponding administrative, managerial, and supervision actions.“ + + + Maintenance & Testing is the only domain of the Maintenance domain. The following tasks are within the scope of this sub domain. It defines the process for overall inspection, repair, overhaul and maintenance of aircrafts, machines and components. Maintenance is responsible for managing scheduling for compulsive viewing and maintenance and operations of compulsory quality assurances. Furthermore it does the maintenance of products on board (IFE) ground and the internet on board. Lastly, it needs to manage scheduling and is dependable for all kinds of product tests + + + The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is 5th of September then the time horizon of operations control is 3rd of September, 00:00 UTC to 5th of September, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. +Before the operations control phase occurs the planning phase that starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. +The main objects these processes work with are so-called “Rotations” (either aircraft related or crew related). A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end. + + + Operational Flight Planning is a sub domain of the Flight Ops domain. An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn ("trip fuel") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +In summary, the following tasks are within the scope of this sub domain. It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. Lastly, it prepares and provides briefing documents to crew. + + + Operations Planning & Control is part of the Flight Operations Capability (Domain). An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn ("trip fuel") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +Ensuring that the aircraft and the pilot are in the right place at the right time, both currently qualified and serviceable, is what an operations manager does. Multiply that by the number of flights per day, and that’s what the operations control department does – it keeps the airline working from moment to moment despite disruption by weather and a thousand other possible occurrences or mishaps. +Take so-called low cost carriers as (somewhat) simple examples. They can be big (300+ aircraft), but are designed for engineering and operations simplicity. They always aim to run single-type fleets with the cabin configuration completely standardized, so any aircraft in the fleet can perform any route, and all flight and cabin crew are type-rated on every aircraft. They are mainly short-haul, and if there are no mishaps every crew finishes each day going home rather than to a hotel. The ops departments can be rather small. +On the other hand, the ops staff at a big intercontinental carrier faces a far more complex task. For example, big carriers have to deal with a lot of aircraft with various different basic types, both short and long haul, and within those type groups there are multiple cabin configurations and – sometimes – different engine fits. Just because a route is normally served by a Boeing 777, if the scheduled one falls out, the ops department has to ensure that a schedule on which First Class tickets are sold is matched with a four-class configured 777 rather than a three-class version. +Operations control solves problems. It matches the airline’s assets – human and hardware, to the promised schedule, come what may. It takes just the smallest twitch of the weather somewhere in the world, or pilots and cabin crew reporting sick, or an unexpected component failure on an aircraft, for the carefully choreographed system to start tumbling unless a way can be found to arrest it. +It’s like juggling, but instead of balls, clubs, rings etc, the props are aircrafts with their maintenance schedules, pilots with their rosters, duty time limitations and recurrent training requirements, cabin crew likewise, airports with curfews, notams and changing weather forecasts, down-route accommodation for crew, passenger management – especially in the case of delay or cancellation, onboard medical emergencies, cargo management, aircraft weight and balance, dispatch coordination, and diversions. +Big, intercontinental carriers have to manage thousands of departures a day around the globe, carrying hundreds of thousands of passengers. It doesn’t require a lot of imagination to understand that every decision, action or inaction of the operations control department has a serious impact on the overall performance of an airline. +In summary, the following tasks are within the scope of this Capability (Group). It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. It prepares and provides briefing documents to crew. It monitors flight plan, identify and evaluate irregularities, i.e. delays caused by ATC or weather. Furthermore it handles irregularities keeping schedule deviation impact and costs as little as possible and interferes with flight plan to minimize disruptions (aircraft change, crew recovery). It is responsible for optimizing the fuel usage and coordinating ATC-slots with Eurocontrol. Lastly, it plans emergency response and does the Flight Dispatch and Crew dispatch. + + + Crew Management is a sub domain of the Flight Ops domain. Crew related costs are second only to fuel costs, typically accounting for about 10% - 20% of an airline's cost base. With such a large amount of money being spent on crew, even small improvements can result in significant savings. Of the several buckets that make up crew costs, crew supply chain performance (movement of crew from upstream manpower planning process to training, scheduling and tracking along with its critical interdependencies) is perhaps the only area which can be significantly optimized without pain. Schedule changes, both voluntary and involuntary, make the best laid out plan go awry resulting in inefficiencies in crew supply chain (swing from too many crew to too few). This leads to avoidable hidden costs and revenue leakages. +The following tasks are within the scope of this sub domain. It defines company recruiting standards (soft and hard facts) for cockpit instruction & ready entries and cabin). Defines marketing for recruiting. Executes recruiting process. It also derives crew demand from network capacity planning. This sub domain optimizes costs for crew under consideration of overall network in crew-pairing step. Furthermore it maps actual crews against each pairing in crew-rostering step. Considers legal restrictions, crew training and preferences from crew staff. It also ensures crew licensing and provides crew information. Crew Management is responsible for crew training management (simulator planning, cabin training, qualification request management) and crew monitoring and tracking, irregularities handling (e.g. check of crew duty limitations in terms of legal operation). Lastly, it is responsible for the communication with Crews, e.g. via crew portals and the preparation of all crew related dispatch activities. + + + Flight Support is a sub domain of the Flight Ops domain. The major components needing to be coordinated for any given flight include the aircraft and support equipment, cockpit and cabin crews (together known as the “flight crew”), maintenance, and ground service personnel. Although the maintenance and ground crew activities are critical to support flight operations, the emphasis in this sub domain is on the regulation and scheduling of the flight crews to conduct a given flight. +In many cases, crewmembers may have never worked together prior to a particular flight. In order to maintain a safe, smoothly functioning and efficient operation, airlines and regulators have developed very detailed procedures to be executed by crewmembers that leave very little room for improvisation. These procedures, including normal, abnormal, and emergency conditions, are detailed in the crewmember’s operating manuals and backed up through a system of checklists which are cross-checked between flight crewmembers. It is the responsibility of the training or flight standards department to establish crewmember proficiency and currency. The Captain, however, is always ultimately responsible for the safe and efficient conduct of the flight and in extraordinary circumstances may deviate from a procedure or regulation under his or her command authority (Captain’s Emergency Authority). +The cabin crew is primarily responsible for passenger safety during the flight. Other duties include providing customer service products (meals, entertainment, etc.) and assistance with boarding. Flight attendants receive specialized training in aircraft emergencies, evacuation procedures, medical issues and health hazards, care of special needs passengers, flight regulations and meal service. +Activities before take-off include flight planning, passenger processing, aircraft preflight, fueling, and other required ground processes. The preflight activities are orchestrated so as to achieve an “on-schedule” pushback from the departure gate, although any maintenance and gate hold issues must also be considered. +While taxiing to the departure runway, the cockpit crew prepares the aircraft for take-off and updates the take-off performance parameters with actual load data. In addition, any departure delays, aircraft icing, and environmental conditions such as runway contamination may need to be addressed. +The take-off is a highly critical maneuver where a number of factors must be taken into consideration including airport/runway, environmental, and emergency/abnormal contingencies. Departure from the terminal area, which may include route and speed restrictions, is followed by the climb to cruise altitude. The optimum cruise altitude is determined by a number of factors including efficiency, ride comfort, other traffic and/or airspace limitations. During cruise flight, the cockpit crew must continually evaluate contingency options in the event of a passenger or mechanical disruption. In addition, some flight situations require adherence to specialized procedures including international routing, mountainous terrain, and extended overwater operations. +During descent, the crew begins preparing the cockpit and cabin for landing. In addition to conforming to ATC (Air Traffic Control) restrictions, the cockpit crew plans the approach to landing which includes consideration of the destination weather, the approach procedures available, and the equipment available on the aircraft to safely and legally complete the arrival. Factors include environmental conditions (visibility, presence of convective weather, runway conditions, etc.), availability of approach aids, aircraft mechanical condition and, if necessary, available fuel for holding. In the event of an unsuccessful approach, diversion to a more suitable landing point may have to be considered. +After landing, the aircraft is taxied to the arrival gate while the crew readies the cockpit and cabin for parking. Once the aircraft is parked, passenger disembarkation is completed as well as baggage/cargo unloading. The flight crews proceed to the next departure gate, or to the ground transportation area if their duty day is complete. +The following tasks are within the scope of this sub domain. It is responsible for Cockpit and Cabin onboard flight preparation, flight operation and Cockpit and Cabin Onboard Communication. It also does the Signature of the Load Sheet by the Captain. Lastly, it manages Onboard Flight Reporting and Onboard Passenger support + + + The business capabilities grouped by sub domains of the “Revenue Management & Pricing” domain are depicted in Figure 25. The business capabilities belonging to the “Revenue Management & Pricing” domain are described in Table 5. Several of these have to be transformed into the definitions from the NDC Implementation Guide published by the International Air Transport Association [IATA14]. + + + Group Bookings is part of the Revenue Management & Pricing Capability (Domain). It deals with checking the availability for groups and the determination of group pricing. This is necessitated by the fact that the process for booking of groups slightly differs from the standard booking process. + + + Availability Management is part of the Revenue Management & Pricing Capability (Domain). Managing booking class availability derived from outputs of Forecast & Optimization (demand and no-show forecasts, bid prices), direct availability control (in case of irregularity management), decision support for revenue controlling and availability for ancillary and special services (advanced seat reservation, wheelchair, special meal, etc.) are within the scope of the Availability Management sub domain. + + + Forecast & Optimization is part of the Revenue Management & Pricing Capability (Domain). Forecast & Optimization covers forecasts of demand, bookings, cancellations, and buy-downs. In addition, no-show figures based on historical, special and expert data are also included in this domain. The Capability (Group) also caters for the controlling of the forecast and optimization process, which are monitored here. The aim here is to optimize revenue (fare-mix, over bookings) to steer capacity based on average earnings, the management of availability, inventory and reservation data. + + + Pricing Capability (Group) is part of the Revenue Management & Pricing Capability (Domain). Pricing, includes the provision and distribution of prices and conditions for each service and the booking class on each market. Maximizing the airline's revenue, monitoring competitor’s prices and defining the price concept and strategy also fall within this Capability (Group). + + + + Customer Communication is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group): responsible for essential standard communications to the customer to be handled automatically, such as notifications about service fulfillment; e.g., flight status; manage social media communication via proactive postings, and reactions to comments and customer private messages. + + + Customer Profile Management is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). To gain basic insights into customers, the relationship data between the organization and the customer (B2C) will be proper analyzed and monitored. The customer profiles will be identified and created and the corresponding values of the customer deposited. The customer preferences will be tracked and saved to the profile. Both, static customer data (address, etc.) and dynamic data (last ordered product, etc.) as well as other customer profiling functions will be saved and deposited in the profile. + + + Marketing Management Capability (Group) is part of the Brand & Marketing Capability (Domain). The following tasks are within the scope of this Capability (Group). Every advertising, sales promotion, campaign management and similar will be managed, tracked and saved in order to have every direct Marketing activities together. Out of the customer profiles, new personalized offers will be generated based on the existing data. Depending on the context of the customer, offers will be tailored based on the data and values of the customer. In addition to that, not only the company can provide personalized offers to the customer, also the customer will be given the opportunity to personalize the offers by himself. It also comprises the enabling of services backing analyses and reports that direct or measure marketing initiatives, and that measure success of/reaction on sales actions. This comprises a Sales Cockpit, Web Tracking services (measuring/ensuring Usability) and information gathered from Social Media content. +The following tasks are within the scope of this sub domain. It is responsible for essential standard communications to the customer like notifications about service fulfillment, e.g. flight status, IRREG communication will be automatically handled. It also manages Social Media communication via pro-active postings, reactions to comments and to customer private messages will be managed. + + + Feedback & Complaint is part of the Customer & Loyalty Capability (Domain). It ensures that service quality is measured and feedback is collected from the customer perspective. It forms a basis for improving the service quality based on the feedback. The following tasks are within the scope of this Capability (Group). It is managing feedback and complaints include an analysis of the customer’s feedback which is the basis for subsequently optimizing the satisfaction and loyalty of this customer. If customers have claims for compensation, restitution, repayment or any other remedy for loss or damage those have to be managed, tracked and taken care of. + + + Loyalty is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). For rewarding loyal customer, the existing loyalty program has to be ongoing developed and managed. Loyalty partners should be managed, which is the basis for a successful loyalty program. It is also responsible for collecting and spending miles of customers should be tracked in order to keep track of current mile status of the customer. Based on a customer loyalty, the corresponding tier levels have to be managed and customers will be matched to the proper level. + + + Business Domain (Top Level Element) + +Sub domain (assigned to a Business Domain) + +For each Business Domain a Business Capability Map exists. This map assigns to each sub domain all belonging business capabilities. + +In general, business capabilities claim to be free of overlap, express abilities organizations require or offer and provided a logical grouping of these services. A business capability answers the question of “what” a service carries out, clearly distinguishing from the analogous question of “how” something is being carried out. All business capabilities, especially when introduced into a reference architecture, must conform to these principles. + + + Cargo operations handle items, which are carried by an airline usually by order of a forwarder. The operations on passenger’s baggage, however, are not seen as cargo handling, but rather as Ground Ops. + + + Forwarding is part of the Cargo Capability (Domain). According to (IATA, Air Cargo Idustry Master Operation Plan) some cargo operations are regarded to the forwarder. +The following tasks are within the scope of this sub domain. It receive shipment validates security and customs status of a shipment, unloads the trucks, screening shipment, places freight into a warehouse. Moreover it is responsible for the handover shipment to forwarder includes also verifying customs release status, handover documents and preparing shipment for handover. + + + Validating of release status of the shipment, handover documents and shipments to the forwarder or redirect it to another airline. +It includes capabilities to arrange import customer delivery or re-routing or transhipment of cargo as appropriate at the destination warehouse / depot. + + + Unloading forwarder’s truck or receiving shipment from another airline, validating of status of the shipment, screening the shipment, storing the shipment in the airline’s warehouse, confirmation to forwarder. +It also includes capabilities to determine at the originating reception how cargo items should be prioritized for export and routed to their destinations. + + + Cargo Station Management is part of the Cargo Capability (Domain), which takes care of the activities related to the Cargo stations. According to (IATA, Air Cargo Idustry Master Operation Plan) these cargo operations are regarded to the airline. It prepares freight for the flight plans flights and collects freight for flights. It is also responsible for departure activities move freight from warehouse to park position, load it into an aircraft and resolve all discrepancies between plan and actual load. Moreover it takes care of arriving activities unload freight from aircraft and store it on destination. Lastly, the carrying sub domain handles warehouse activities i.e. the freight in airline’s warehouse at departure and at arrival. + + + Clearing the security of the freight, planning flights, collecting freight from airline’s warehouse. +This includes Customs Management, i.e. capabilities to calculate and handle the required declarations, inspections, payments of duties and taxes to national customs authorities or customs agents for imported cargo. + + + Moving shipment to the parking position, loading the aircraft, documenting and clearing discrepancies between plan and actual freight + + + Storing freight at destination and informing the forwarder + + + Storing freight, collecting freight, planning of warehouse capacity. +Also, planning and executing the loading of the freight to cargo units. + + + Cargo Management is part of the Cargo Capability (Domain). The following tasks are within the scope of this Capability (Group). It is responsible for the strategy components within this domain. It develops the cargo domain strategy and develops the products and services which are needed to perform the tasks. The other task is managing Cargo network & scheduling relations. + + + Defines the cargo strategy and processes for cargo operations and product development + + + Manages the cargo network and partnerships and enabling a high quality of service by customizing the cargo network. One task is scheduling operations between with involving parties. + + + Capability that includes the creation, maintenance and control of airport operational cargo plans. This will differ for different airports and include planning capabilities to manage customer deliveries and collections and unit build and break. + + + Capability to manage paper or electronic air waybills, including waybill information generation, updates and queries. + + + The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is 5th of September then the time horizon of operations control is 3rd of September, 00:00 UTC to 5th of September, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. +Before the operations control phase occurs the planning phase that starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. +The main objects these processes work with are so-called “Rotations” (either aircraft related or crew related). A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end. + + + Operations Planning & Control is part of the Flight Operations Capability (Domain). An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn ("trip fuel") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +Ensuring that the aircraft and the pilot are in the right place at the right time, both currently qualified and serviceable, is what an operations manager does. Multiply that by the number of flights per day, and that’s what the operations control department does – it keeps the airline working from moment to moment despite disruption by weather and a thousand other possible occurrences or mishaps. +Take so-called low cost carriers as (somewhat) simple examples. They can be big (300+ aircraft), but are designed for engineering and operations simplicity. They always aim to run single-type fleets with the cabin configuration completely standardized, so any aircraft in the fleet can perform any route, and all flight and cabin crew are type-rated on every aircraft. They are mainly short-haul, and if there are no mishaps every crew finishes each day going home rather than to a hotel. The ops departments can be rather small. +On the other hand, the ops staff at a big intercontinental carrier faces a far more complex task. For example, big carriers have to deal with a lot of aircraft with various different basic types, both short and long haul, and within those type groups there are multiple cabin configurations and – sometimes – different engine fits. Just because a route is normally served by a Boeing 777, if the scheduled one falls out, the ops department has to ensure that a schedule on which First Class tickets are sold is matched with a four-class configured 777 rather than a three-class version. +Operations control solves problems. It matches the airline’s assets – human and hardware, to the promised schedule, come what may. It takes just the smallest twitch of the weather somewhere in the world, or pilots and cabin crew reporting sick, or an unexpected component failure on an aircraft, for the carefully choreographed system to start tumbling unless a way can be found to arrest it. +It’s like juggling, but instead of balls, clubs, rings etc, the props are aircrafts with their maintenance schedules, pilots with their rosters, duty time limitations and recurrent training requirements, cabin crew likewise, airports with curfews, notams and changing weather forecasts, down-route accommodation for crew, passenger management – especially in the case of delay or cancellation, onboard medical emergencies, cargo management, aircraft weight and balance, dispatch coordination, and diversions. +Big, intercontinental carriers have to manage thousands of departures a day around the globe, carrying hundreds of thousands of passengers. It doesn’t require a lot of imagination to understand that every decision, action or inaction of the operations control department has a serious impact on the overall performance of an airline. +In summary, the following tasks are within the scope of this Capability (Group). It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. It prepares and provides briefing documents to crew. It monitors flight plan, identify and evaluate irregularities, i.e. delays caused by ATC or weather. Furthermore it handles irregularities keeping schedule deviation impact and costs as little as possible and interferes with flight plan to minimize disruptions (aircraft change, crew recovery). It is responsible for optimizing the fuel usage and coordinating ATC-slots with Eurocontrol. Lastly, it plans emergency response and does the Flight Dispatch and Crew dispatch. + + + Capability that manages the real time control of the flying operation including control of aircraft movements and monitoring the worldwide operation, fine tuning the operational plan, coordination across all local control functions and providing decision making capability in disruption. + + + Capability that enables flight and cabin crew check-in management which is focused on registering that crew have arrived and are fit for work (this data is used by other systems e.g. to book baggage against etc.). +It also enables Flight Crew Technical briefing and include: fuel and route updates, aircraft loads (passenger numbers and cargo), NOTAMs (airport closures, ASH updates, weather conditions, etc.). +On the day comms are included as well. + + + This capability takes account of routing, performance management, flight operations and all other relevant information (e.g. seasonal and weather data, charts, NOTAMs), to manage and navigate a flight. +It also includes managing the ZFL (Zonal, Final and Landing), landing approach, etc. + + + Capability that manages the creation and development of an operationally feasible flight plan that incorporates: +- the optimal allocation of aircraft to flights +- the provision of any necessary flight control permissions +- the acquisition of runway slots. + + + Capability involved in the maintenance of the schedule through to handover to Operations tactical planning. + + + Capability that covers any activities required to ensure that the aircraft is ready for takeoff. +It covers activities and checks to ensure that an aircraft released to service is airworthy from an MRO perspective and compliant with regulatory requirements. +It includes the management of aircraft security checks, consolidation of maintenance paperwork, a declaration of compliance and handoff/release of the aircraft to the flight crew. +It also monitors and manages available as well as owned slots; preventing slot loss. + + + Flight Support is part of the Flight Operations Capability (Domain). The major components needing to be coordinated for any given flight include the aircraft and support equipment, cockpit and cabin crews (together known as the “flight crew”), maintenance, and ground service personnel. Although the maintenance and ground crew activities are critical to support flight operations, the emphasis in this Capability (Group) is on the regulation and scheduling of the flight crews to conduct a given flight. +In many cases, crewmembers may have never worked together prior to a particular flight. In order to maintain a safe, smoothly functioning and efficient operation, airlines and regulators have developed very detailed procedures to be executed by crewmembers that leave very little room for improvisation. These procedures, including normal, abnormal, and emergency conditions, are detailed in the crewmember’s operating manuals and backed up through a system of checklists which are cross-checked between flight crewmembers. It is the responsibility of the training or flight standards department to establish crewmember proficiency and currency. The Captain, however, is always ultimately responsible for the safe and efficient conduct of the flight and in extraordinary circumstances may deviate from a procedure or regulation under his or her command authority (Captain’s Emergency Authority). +The cabin crew is primarily responsible for passenger safety during the flight. Other duties include providing customer service products (meals, entertainment, etc.) and assistance with boarding. Flight attendants receive specialized training in aircraft emergencies, evacuation procedures, medical issues and health hazards, care of special needs passengers, flight regulations and meal service. +Activities before take-off include flight planning, passenger processing, aircraft preflight, fueling, and other required ground processes. The preflight activities are orchestrated so as to achieve an “on-schedule” pushback from the departure gate, although any maintenance and gate hold issues must also be considered. +While taxiing to the departure runway, the cockpit crew prepares the aircraft for take-off and updates the take-off performance parameters with actual load data. In addition, any departure delays, aircraft icing, and environmental conditions such as runway contamination may need to be addressed. +The take-off is a highly critical maneuver where a number of factors must be taken into consideration including airport/runway, environmental, and emergency/abnormal contingencies. Departure from the terminal area, which may include route and speed restrictions, is followed by the climb to cruise altitude. The optimum cruise altitude is determined by a number of factors including efficiency, ride comfort, other traffic and/or airspace limitations. During cruise flight, the cockpit crew must continually evaluate contingency options in the event of a passenger or mechanical disruption. In addition, some flight situations require adherence to specialized procedures including international routing, mountainous terrain, and extended overwater operations. +During descent, the crew begins preparing the cockpit and cabin for landing. In addition to conforming to ATC (Air Traffic Control) restrictions, the cockpit crew plans the approach to landing which includes consideration of the destination weather, the approach procedures available, and the equipment available on the aircraft to safely and legally complete the arrival. Factors include environmental conditions (visibility, presence of convective weather, runway conditions, etc.), availability of approach aids, aircraft mechanical condition and, if necessary, available fuel for holding. In the event of an unsuccessful approach, diversion to a more suitable landing point may have to be considered. +After landing, the aircraft is taxied to the arrival gate while the crew readies the cockpit and cabin for parking. Once the aircraft is parked, passenger disembarkation is completed as well as baggage/cargo unloading. The flight crews proceed to the next departure gate, or to the ground transportation area if their duty day is complete. +The following tasks are within the scope of this sub domain. It is responsible for Cockpit and Cabin onboard flight preparation, flight operation and Cockpit and Cabin Onboard Communication. It also does the Signature of the Load Sheet by the Captain. Lastly, it manages Onboard Flight Reporting and Onboard Passenger support + + + Supporting functionality for pre-flight preparation (e.g. updating of electronic flight bag, purser mobile device, checklists etc.) + + + Any and all incidents related to a flight have to be reported. Each incident is rated according its severity and impact. + + + Capability to manage the centralized load control function and includes activities to control weight and balance requirements including calculating the estimated space taken by baggage and therefore the space available for cargo, planning the total distributed weight which enables the derivation of the 'Estimated Zero Fuel Weight', and deciding and requesting an amount of fuel for a specific aircraft taking account of the known loads, routings, weather and any other particular conditions that could impact the aircraft fuel requirements. + + + Capability that enables flight operations and flight crew to pick up relevant information (e.g. seasonal and weather data, alternate route info, charts, NOTAMs), request further information, evaluate and plan flight routings or change a slot and calculate fuel required. +Fuel optimization for the route of the aircraft to be take into account too. + + + This Capability covers activities that acquire, package, publish, update, maintain, distribute and install technical information mandated for flight crew and to a lesser degree by cabin crew for operational purposes. Increasingly this information is held in digital form on the aircraft and in tablets rather than paper form (manuals) and therefore this capability includes the software management of technical information. + + + This capability covers activities that manage inflight system, equipment and performance monitoring primarily with the objective of identifying and managing any aviation safety threats. + + + Crew Management is part of the Flight Operations Capability (Domain). Crew related costs are second only to fuel costs, typically accounting for about 10% - 20% of an airline's cost base. With such a large amount of money being spent on crew, even small improvements can result in significant savings. Of the several buckets that make up crew costs, crew supply chain performance (movement of crew from upstream manpower planning process to training, scheduling and tracking along with its critical interdependencies) is perhaps the only area which can be significantly optimized without pain. Schedule changes, both voluntary and involuntary, make the best laid out plan go awry resulting in inefficiencies in crew supply chain (swing from too many crew to too few). This leads to avoidable hidden costs and revenue leakages. +The following tasks are within the scope of this sub domain. It defines company recruiting standards (soft and hard facts) for cockpit instruction & ready entries and cabin). Defines marketing for recruiting. Executes recruiting process. It also derives crew demand from network capacity planning. This sub domain optimizes costs for crew under consideration of overall network in crew-pairing step. Furthermore it maps actual crews against each pairing in crew-rostering step. Considers legal restrictions, crew training and preferences from crew staff. It also ensures crew licensing and provides crew information. Crew Management is responsible for crew training management (simulator planning, cabin training, qualification request management) and crew monitoring and tracking, irregularities handling (e.g. check of crew duty limitations in terms of legal operation). Lastly, it is responsible for the communication with Crews, e.g. via crew portals and the preparation of all crew related dispatch activities. + + + Provide crewmembers with all necessary information in time (e.g. roster, training information, layover details, changes etc.) + + + Crew Transport and Hotels Planning. + + + Capability that ensures the passage of crew into and out of destinations by managing regulatory visa and clearance arrangements. + + + Capability that covers Crew Check-In, Briefing, Boarding and Departure Management, Cabin and Galley Checks and Preparation, Crew Arrival and Debriefing, etc. + + + In-flight Services is part of the Flight Operations Capability (Domain). Manage & Deliver In-flight Products and Services, Entertainment and Connectivity. + + + This capability covers the delivery by cabin crew of onboard meals, drinks and in-flight sales. + + + This capability includes all activities related to providing in-flight entertainment and connectivity for passengers on board flights. + + + This capability covers the delivery by cabin crew of passenger safety & security. + + + Ground operations handle aircrafts, passengers and freight on the ground, typically at an airport. One important effort of ground operation is, after the safety and the quality of service, minimizing the ground time of aircrafts. Aircraft Maintenance is excluded. + + + Station Management is part of the Ground Operations Capability (Domain). According to (IATA, Air Industry Data Model) station is just a generic term for airport. This Capability (Group) handles the management services and processes at an airport. The following tasks are within the scope of this Capability (Group). The Management ramp (agent) activity supervises handling of baggage, techniques, freight, food, and cleaning, boarding, deboarding, (un-)loading. Furthermore the Management airport information handles and provides information like minimum ground times, connecting times, airport master data. Moreover, passenger streams Management is dedicated to minimizing of passenger transfer time and of aircraft ground time at an airport. The equipment Management handles the ground service equipment. Also, information to ground handling staff provides global work instructions and irregular information. The lounges management handles and analyze the using of passenger Lounges at an airport. Lastly, the Management of Irregularities recognizes records and resolves non-standard situations at an airport. + + + Capability that manages the overall management command and control of an operation including: +- departure control activities +- providing coordination to all local control functions +- decision making capability in disruption +- communicating decisions made to the appropriate parties for local action +Monitoring and coordination of airport operations is performed in all airports worldwide. In some airports the airline plays a major part in the actual monitoring and coordination functions. In most worldwide airports the airline buys services from airport owners/authorities who perform these functions and therefore in these instances the airline communicates and reacts to the overall command and control authority. +It also includes recognizing, recording and resolving of non-standard situations during ground operations. + + + Capability that provides coaching and high lift services to transport passengers and staff to/from the aircraft as required and inter terminal transfer coaching, deliver staff to where they need to be positioned (cleaning services etc.), TSU and water to the aircraft, as well as Vehicle and Equipment Maintenance. + + + Capability providing Lost Property Management. + + + Capabilities that manage the on-going input and updating of the actual available equipment for task assignment. + + + Capability that covers the management and control of airport and airport terminal facilities such as lounges which covers for CIPs (commercially important people), UMs (Unaccompanied Minors) and arrival lounges, baggage belts etc. +Also, activities that provide flight data information updates for displays and announcements in terminals. + + + Managing of on loading and offloading of an aircraft and providing cabin crew with load documents. + + + Passenger Services is part of the Ground Operations Capability (Domain). The ground operations primary related to the passenger until they entered the aircraft are the subject of this Capability (Group). It includes following tasks. It is managing check-in and boarding process including check of reservation vs. ticket, documents issuing for boarding pass, voucher, eTickets receipts, includes Self-service check-in incl. baggage (kiosk, web and mobile). It is also responsible for automatic check-in, interline through check-in processes. Furthermore it is accepting of baggage and collecting excess fees and fees for additional chargeable services (e.g. ASR). Moreover it is handling passengers on waiting list and irregularities like over bookings and checking documents required for checked-in segments (APIS, Passport and Visa) and transmit data. Lastly, it is issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations + + + Registering of passenger for a flight. Creating of a passenger information list and issuing of standard check-in messages + + + Register of passenger for entering aircraft + + + Checking of passenger’s travel documents and place passenger in departure control system according to IATA (IATA Ground Operations Manual) + + + Management of Passenger Disruption, including Issue Vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations, re-booking, communications, etc. + + + Capability to gather and complete necessary regulatory travel / transport information, e.g. identity / advance information / visa & security data. Includes Health Clearance. + + + Control and optimize the passenger stream on the ground. Transfer passenger with minimum waiting time. +Includes special needs passenger assistance, e.g. UMs (Unaccompanied Minors), RMPs (Reduced Mobility Passengers). +Also, setting passenger on wait lists based on booking status and airline policy. + + + Baggage Services is part of the Ground Operations Capability (Domain). The following task is within the scope of this Capability (Group). It reconciles baggage and flights, track baggage and trace baggage and reunites baggage with owner in case of losses. Furthermore it is responsible for managing loading and unloading activities of the baggage to and from aircraft. It also manages unloading of baggage of passengers who fail to board the flight. Moreover it redirects baggage that missed a flight and interacts with airport baggage management. Lastly this domain is monitoring and quality assurance of baggage processes. + + + Record the baggage movements at airport + + + Baggage Acceptance and Security Checks and Preparation for Departure. +It includes ensuring that the baggage in aircraft belongs to boarded passenger. + + + Capability to assist passengers and crew to recover missing or damaged baggage. + + + Tagging, check-in and registering checked baggage for a flight. +This includes any customs and border protection, and specifically US CBP integration. + + + Distributing of pieces of baggage to unit load devices before load into aircraft as well as Collecting pieces of baggage from unit load devices after unload from aircraft. + + + Capability dealing with baggage after unloading onto the stand on an arrival and subsequent handling of arriving terminating baggage from when it has been offloaded to delivery to a carousel in the reclaim hall. It also includes extraction and routing of through checked transfer bags through to insertion into the departure baggage flow - from offloaded bag at local Transfer input dock. + + + Load Planning is a Capability (Group) of the Network & Fleet Planning Capability (Domain). IATA, (IATA Ground Operations Manual) defines ground operations related to loading of an aircraft: load planning, load control flow and load reporting. These operations are the subject of this Capability (Group), which has following tasks. It is responsible for preparing & calculating the electronic load plan and optimizing load planning for aircrafts considering account load limitations, individual baggage priorities and dangerous goods restrictions. Moreover it is aligning load process with all neighboring processes, e.g., boarding of aircraft. This domain is also providing load info to ramp agents and to the flight crew. + + + According to (IATA, IATA Ground Operations Manual) documenting of all load activities for each flight and issuing of load messages. + + + Planning of aircraft load based on passenger, freight, fueling and other information. + + + Creating load documentation for load staff and cabin crew. + + + Aircraft Services is part of the Ground Operations Capability (Domain). Aircraft Services encompasses capabilities to cater for cabin cleaning, fluid servicing, aircraft de-icing and catering operation. + + + Capability to clean the cabin interior. + + + Capability to fuel, de-fuel or add other fluids to the aircraft via tanker or bowser at the stand according to weight, flight plan or aircraft movements requirements. +Also to remove toilet waste and top up and drain water tanks. + + + Capability to deliver and load Catering, Amenities, Retail and Bonded Goods to an aircraft or lounge: +- unload and remove unused items from an aircraft or lounge +- manage waste disposal for bagged waste from aircraft and lounges (note: bagged waste is disposed of at the airport and catering waste in trolleys is managed at catering premises) +- manage top up catering where loads are heavier than expected or where there are last minute aircraft changes +- manage last minute product shortage replacements etc. +- manage delivery of overnight kits, sandwiches, plastic macs etc. to the terminal when required in response to disruption event. + + + This capability covers all activities included in aircraft de-icing. Depending on the weather conditions, the aircraft is de-iced or anti icing is undertaken ready for departure. In some airports de-icing services are brought to the aircraft while in other airports, the aircraft may taxi to de-icing units located close to the runway. + + + Ground Ops Strategy and Planning is part of the Ground Operations Capability (Domain). Definition of the Ground Operations Strategy and management of the Station Planning. + + + Defines the Ground Operations strategy and processes. + + + Capability that includes the creation, maintenance and control of stations operational plans. This includes planning ground manpower and doing the shift planning. Moreover, it manages activities like detailed rostering, disposition, allocation of staff (including Load Control staff) to positions and/or activities by generating and maintaining a task allocation plan. Flight schedules and other local plans (stand, baggage and load plans etc.) are fed into this capability. Also, the actual allocation of tasks on the day taking the real time operation into account. + + + Manage end-to-end airline MRO (Maintenance, Repair, and Overhaul also referred to as Engineering) and CAMO (Continuing Airworthiness Management Organization) operations and all related aircraft asset handling. Maintenance may be defined as, "All actions which have the objective of retaining or restoring an item in or to a state in which it can perform its required function. The actions include the combination of all technical and corresponding administrative, managerial, and supervision actions.“ + + + Maintenance Engineering is part of the Maintenance Capability (Domain). Capability (Group) providing Maintenance Engineering functions such as Configuration Management, Maintenance Programs Management and Technical Publications. + + + This capability covers activities that understand the composition of an asset and ensure that operations are not disrupted due to the asset (or parts of the asset) overrunning limits of planned lifespan or falling below quality levels. + + + Understand, setup and maintain templates for the maintenance activities that will need to be performed on each aircraft asset. + + + This capability covers the intake, acknowledgement, processing and distribution of all aircraft technical publications and any amendments to those publications including reference lists used to verify current versions and encompasses data standards for documentation. + + + Maintenance Scheduling is part of the Maintenance Capability (Domain). Capability (Group) providing Service Planning and Support for Flight Operations. + + + Plan the maintenance activities that will need to be performed on the aviation assets across all timeframes up to on-the-day. This includes resource planning, cost planning and task card production. + + + Engineering coordination with Operations on the availability and suitability of specific aircraft for the operation of the planned schedule. This includes real-time and near real-time monitoring of the performance of the aircraft and its components, diagnosis of performance deviations and consequential decision making on future asset use and maintenance, and maintenance of logs and records for control and regulatory purposes. + + + Maintenance Operations is part of the Maintenance Capability (Domain). Core operations of the MRO, including Line, Heavy, Simple and Complex Components and Pool Management. + + + Undertake routine and non-routine maintenance activities on and around the aircraft at maintenance base locations including within maintenance hangers, as well as on the ramp. + + + Undertake routine and non-routine maintenance activities on simple and complex aviation components, including engines, undercarriages and other assets. + + + Capability that manages the spare parts pool and/or the interaction with the pool responsible authority in order to borrow spare parts. + + + Maintenance Support is part of the Maintenance Capability (Domain). Capability (Group) providing Quality Management and Tooling & Ground Support Equipment. + + + Capability that manages all MRO related quality monitoring, reporting, recording and management including audit management, aircraft compliance, material processes, technical data and document management and crisis management. + + + Capability that manages the requisition and acquisition, storage and tracking, maintenance and calibration, certification and recording, scrapping and usage reporting of MRO tools and equipment. + + + Maintenance Supply Chain is part of the Maintenance Capability (Domain). Capability (Group) that determines, manages and controls stock levels. It includes service parts planning, procurement and logistics. + + + Understand the potential need for aviation parts taking into account what parts may be needed, where and when and balance the cost of holding spare parts with the potential cost of part shortages. + + + Source the required aviation parts including managing the relationship with the manufacturer and supplier of the parts. Covers borrowing parts as well as purchasing them and covers the sourcing of approved equivalent parts. + + + Move and store the required aviation parts. This includes the management of storage locations including warehouses and industrial vending machines. + + + Maintenance Strategy is part of the Maintenance Capability (Domain). Definition, planning and execution of the Maintenance Strategy. + + + Maintenance Strategy is part of the Maintenance Capability (Domain). Definition, planning and execution of the Maintenance Strategy. + + + This Capability (Domain) covers the development and management of the commercial planning, strategic alliances and partnerships capabilities and also includes the commercial strategy. It includes the initial selection and on-going negotiations with alliances and partners, and the contracting, on-boarding and exiting activities. + + + Co-operations & Alliances is part of the Network & Alliances Capability (Domain). The following tasks are within the scope of this Capability (Group). The following task is within the scope of this sub domain. It provides reporting and accounting for alliances and joint ventures. + + + Joint Business Management: manage joint business and service agreements including agreement on the following: route, flight and passenger information exchange, single ticketing between airline partners / interline, agreement of 'plated' carriers for flight legs, coordination and sharing of joint airport facilities (e.g. lounges), definition of scope of partnership contracts, definition and disbursement of revenue shares. +Partner Airline Management: manage looser partnerships and alliances (e.g. oneworld) with other airlines. Includes agreements on route, flight and passenger information exchange, coordinated ticketing between airline partners / interlines, sharing of joint airport facilities where appropriate, definition of scope of partnership contracts, definition and disbursement of revenue shares. +Franchise and Subsidiary Management: manage agreements and relationships with franchise partners.(Carriers that use the airline name & flight code, fly the airline liveried and interior branded aircraft, use their own Flight Crew, and their own Cabin Crew wearing the airline uniforms. The franchise carrier operates under its own AOC (Air Operator's Certificate) with its own slots, and pays fees for the use of the brand and various services that we provide.) Manage agreements and relationships with subsidiaries, (wholly owned subsidiary companies). + + + Capability that manages partnerships with non-airline providers. +Travel Rewards Partner Management: Capabilities that manage Travel Reward partnerships including: + - Collection partners (partners that customers collect reward points from e.g. Amex, Lloyds, Tesco etc.) + - Supplier partners (partners through which customers can spend reward points e.g. airlines and hotels) + - Program Partners + + + GHA and GSA Agreements and Partnerships: Capabilities to manage Ground Handling Agent and General Sales Agents agreements and partnerships. It includes definition and management of airport service level agreements, agreement of landing / handling fees, leasing of facilities / equipment, information sharing (e.g. for flight information displays). +Cargo Partner Management: Capabilities that manage Cargo partners. + + + Network Planning is part of the Network & Alliances Capability (Domain). Planning and definition of passenger and cargo flight schedules, fleet, capacity, destinations and airport slots. This planning occurs some time out and feeds into the commercial and operational capabilities. + + + It plans the future fleet size and the needed capacity and composition. As well as the configuration need and the delivery schedule. It is also responsible for supporting processes around A/C sourcing and Entry Into Service (EIS). + + + Network Management designs and optimizes airline's flight network regarding bases, destinations, routes and frequency of flights between the destinations to optimize yield and profitability. It also evaluates partner potential and opportunities concerning network and slots, sales and markets, product, alliances. +This typically requires specialization on longhaul versus short and medium. + + + It defines schedule including flights, timings, aircraft type for periodical and fully dated flight schedules. The domain also manages slot assets & contracts with AOL. Negotiates slots in IATA slot conference and enriches code share information. +Moreover, it publishes flight schedules and timetables and distribute them to various systems (Global Distribution System and internally). + + + Generation, evolution, execution and measurement of the long term vision, business strategy and associated strategic initiatives. +Creation and evolution of the long term vision, to reflect the aspirational target of the business. +Creation and evolution of the business strategy, guided by the long term vision. +Creation and execution of strategic initiatives and measuring against the strategy. +It includes Network Data Analysis to analyzes market and customer data and prepares database to facilitate network planning and scheduling process. Furthermore it gathers data to allow analyses to understand and predict historic and future schedule preferences of customers. This domain is also responsible for gathering actual flight related cost data and provides predictions of cost figures for subsequent analysis processes. It creates origin and destination (O&D) view on customer's movements. Lastly, it feeds data into revenue/yield management and network planning processes to improve various optimizers. + + + + International and Industry Affairs is part of the Network & Alliances Capability (Domain). + + + + + + The Product Management & Design Capability (Group) is within the Product Capability (Domain). It consists of several tasks related to its Air Products, Ground Products, the product strategy, ancillary services, corporate design and the customer experience. It is responsible of defining and developing the product portfolio and product strategy of Product Ground and Product Air. It also defines and develops customer experience on board for different products parts (i.e. Cabin interior, Seat and bed, Services, in-flight entertainment and multi media). This domain also defines and develops customer experience for products on ground and reviews and develops the customer experience of all kinds of products like food and beverage. Lastly, it manages corporate design and branding of the company. + + + Define product and service development requirements following assessment, review and business agreement. +Develop and integrate new products and services, including: + - developing associated delivery processes for new products + - managing the process for a re-design of service styles and standards +Product Innovation: respond to external or internal opportunities and identify, introduce, evaluate and select new ideas, processes and products and integrate new technologies into products and services. + + + Defines and develop product & service portfolio and strategy. + + + Capability that includes product lifecycle management for the entire range of products & services including resale products. It includes activities related to the production and maintenance of the 'Product Catalog'. + + + Capability that includes packaging and selection of products we sell onwards to customers such as ancillary product/s and services and the terms and conditions and liaising with ancillary suppliers to ensure product alignment/fit (e.g. these products, these routes etc.) and the selection of retail products, liaising with retail suppliers and catering provisioning with regards to on board storage etc. It also may evaluate new products and feed these into the strategy function. + + + Capability that monitors and assesses product and service performance against competitor offerings, changing customer expectations and market innovations and opportunities. + + + + IT Services is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). It manages and controls Airline’s own equipment located at home and foreign airports. It provides services for communicating/interacting with external IT-services and third party services/IT systems are made available for the Airline’s own processes. It is responsible for the management of interfaces to third party systems, for example interfaces to luggage distribution and routing systems of other Airlines. Furthermore it provides a middleware, messaging, enterprise service bus (ESB) and provides an infrastructure that supports the usual communication patterns: request/response, pub/sub, etc. Lastly, it provides the Enterprise Application Integration facilities. +This sub domain shall be more technical oriented and therefore it shall not implement business services but basic services used by several other domains. Knowing that the difference between technical and business services is somehow difficult to determine, Enterprise Architecture Management is a crucial part for each organization. + +User Data Management +Establish central / group-wide data access to customer data: A central user data model and a common storage of user data does not imply sharing of airline related customer to the group. Governance of identity and access management to common user data storage is a prerequisite for this concept. +User Data Management aims to derive high-level target user data model from CUSTIS and SAMBA, gather requirements from airline-individual personalization initiatives and to use existing customer data where available. Recognize personalization initiatives supporting the idea of customer centricity: Personalization depends, simply spoken, on available information in a specific context (service). A common user data model should include all information which will be useful to provide personalized services. + + + HR is part of the Support Capability (Domain). HR as a cross-sectional Capability (Group) is primarily concerned with the management of people within organizations, focusing on policies and on systems. HR departments and units in organizations typically undertake a number of activities, including employee benefits design, employee recruitment, "training and development", performance appraisal, and rewarding (e.g., managing pay and benefit systems). In most organizations off-the-shelf services based on standard solutions are used. Anyhow, it is possible that HR delivers special services for staff of airlines for identity and access management. + + + Definition, planning and execution of HR Strategy at all levels of the business. + + + Giving the right people the best onboarding experience. + + + Deploying structured administration and management to enable an optimized organization. This includes the creation and maintenance of the Resource Plans, rostering and resources allocation and management. +For Flight Ops and MRO specially, qualification and certification needs to be taken into account when rostering the staff. + + + Sustainable colleague engagement to support them meeting the standards set out in the HR policy. + + + Developing leadership and management excellence. Building competence throughout the organization by ensuring the right training and coaching is delivered through the appropriate media when required. It includes qualification and certification, which have legal implications for Flight Ops and MRO staff. + + + Identifying talent and, through career development and performance management, retaining the best. + + + Driving colleague experience with HR Systems through the best interactive UX. + + + Providing the best health services and advice to all colleagues. + + + Managing the planning and delivery of compensation and benefits schemes. + + + Finance is part of the Corporate Functions Capability (Domain). Finance is a cross-sectional Capability (Group) and is governed by both local and international accounting standards and mostly based on standard solutions. +Financial Accounting refers to accounting suppliers and business partners. This comprises services such as preparing remittance, refunding. The request for a refund includes the details of what is to be refunded. The details may contain the order id, document number, coupon number(s). In addition to the details of the refunded document(s) the response must contain accounting information to allow correct processing of the refund e.g. settlement authorization code. + + + Capability to manage the budgeting and forecasting lifecycle, including capital and operational spend planning, revenue and cash forecasting and management accounting. It includes provision of information to support group, enterprise and local decision making. + + + Capability to manage and mitigate financial risk. + + + Capability to manage receivables (monies owed by customers and debtors) including credit controls, reconciliation of bills and receipts and expediting receipt of receipts, including debtor ageing analysis, active pursuit of late payments, invoice discounting, etc. + + + Capability to manage any required corporate payments for the purchase of physical goods that are recorded in inventory, and goods or services that are expensed e.g. utilities,office rent, etc. + + + Billing and Settlement encompasses interline, credit card and partner billing and settlement. + + + Financial management and accounting of loyalty points. + + + Capability to account for revenue (earned and forward sales revenue) accounting activities including: +- customer invoicing (the process of developing and delivering customer invoices including creating methods and procedures for communicating and delivering invoices and statements for services and products, the maintenance of customer/product master files, the generation and transmittal of customer billing data to the customer, the posting of receivable entries, and the resolution of customer billing inquiries.) +- calculation of ticket taxes, fares and + commission +- accounting for refunds/exchanges +- charge backs +- mail revenue +- cargo revenue +- backend deal payments +- auditing and reporting of all the above. + + + Capability to manage and account for fixed assets (assets that have physical substance and are held for use in the company on a continuing basis). + + + Capability to manage project spend, including work-in-progress / accrual management, actual against budget numbers, release of funding, etc. + + + Capability to manage and reconcile the company financial accounts, through defining and managing the Chart of Accounts, Ledgers and Journals. + + + Capability to manage the calculation, declaration, withholding and payment of taxes, VAT etc. + + + Capability to ensure that transactions with banking and financial interfaces are managed effectively and the optimum return in any exchange is achieved. +It includes activities to control cash / cash equivalents, including creditor / debtor controls, planning (including borrowing and financial investment) to ensure future cash commitments can be met and activities to manage overall foreign exchange and fuel risks / hedging, financial insurance, and major leasing / finance arrangements. + + + Capability to perform group close processes, including the whole consolidation process for month end, quarter end and year-end and critical balance sheet reconciliation. + + + Capabilities that manage the production of statutory/legal reports and financial reports, e.g. annual report and blue book. + + + Capability to independently verify internal financial accounts and compliance with financial procedures and controls. + + + Contract Management & Procurement is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). Contract Management is the Airline’s administration of contracts with its vendors. This comprises the contract creation, negotiation, adherence, and the definition of Service Level Agreements (SLA) and Key Performance Indicators (KPI) for managing the day-to-day performance of the vendor. Furthermore Contract Management includes managing changes that may be required as the relationship changes and problems arise, documentation of changes that may have been agreed and analyzing the benefits that accrue or may be available from the contract. +The procurement refers for example to Fuel for aircraft, equipment and required third-party services. Here, procurement guidelines are set, which describe the rules for procurement such as target, statement of validity, fundamentals, and the ethics of procurement including interest, confidentiality, and fairness and competition compliance. Procurement includes supplier management as well. +Within the procurement process, sources of supply are investigated, price quotations obtained, negotiations with suppliers on price and delivery performed, contracts prepared (which is part of contract management), documentation, insurance and shipping arranged, installation and commissioning of procured equipment monitored. +The ICAO provides in the document “ICAO/TCB PROCUREMENT PROCEDURES AND MECHANISMS” a detailed standard for Contract Management & Procurement of aviation industry: http://www2010.icao.int/APAC/Meetings/2013%20CRVTF1/WP07_ICAO%20AI3%20-%20ICAO_Revised%20TCB%20Procurement%20Procedures%20and%20Mechanisms.pdf +Following procurement services (named by ICAO) belong to Contract Management & Procurement: +• identification of supply sources on a worldwide basis; +• call for tenders +• commercial evaluation of tenders +• commercial contract negotiations +• drafting and award of purchase order/contract documentation +• commercial administration of purchase order/contract +Including following technical services: +• preparation of detailed technical specifications +• preparation of technical tender documentation +• technical evaluation of tenders +• technical contract negotiations +• drafting of technical component of purchase order/contract document +• review of system design document +• site and equipment inspections +• acceptance and commissioning activities, etc. + + + Capabilities that enable purchase requisitions / orders to be raised, approved and processed. + + + Activities that range from the selection of both potential and actual suppliers, through to the award of a contract to a specific supplier for a particular good or service. It includes the ongoing review and selection of 'approved' suppliers. + + + Capabilities to manage ongoing relationships with and performance of suppliers including fulfilment of contract terms and the quality and completeness of supplied goods and services. + + + Facilities to provide standards catalogs, categories and pricing of products and services that can be procured. + + + Capabilities to plan, track and monitor the delivery and distribution of ordered products and services. e.g. catering provisions, uniforms, consumables, etc. + + + + Property Management is part of the Support Capability (Domain). This Capability (Group) covers management and development of the property portfolio, including property planning / development, property registers and facilities management within properties. + + + Capability that manages the property portfolio, developing optimum facilities and providing the right product, in the right quantum, to the right quality in the right locations to meet organization requirements. + + + Develop, negotiate & implement real estate solutions to support the Corporate Plan, professionally estate manage the airline's global portfolio of property leases, business rates liabilities, town planning implications and utility costs and protect the legal and operational integrity of occupation. + + + Capability that manages the set up and maintenance of facilities (mainly through service suppliers). + + + Capability to handle the logistics of property moves, including move planning, removal / installation of office fittings, connection of IT services, assignment of staff locations, transfer of staff and staff effects. + + + Corporate Safety and Security is part of the Support Capability (Domain). This Capability (Group) includes Capabilities not related to the operation of aircraft, focused on future accident and injury prevention and continuous safety improvement achieved through the development, implementation and compliance of safety policies, management projects and programs that turn around/tackle adverse safety trends and implement actions identified through investigation and analysis. +Security not related to the operation of aircraft focused on directing the physical security of assets including human resource, property & facilities. + + + + + + + + Enterprise Management is part of the Support Capability (Domain). Consolidation of other cross business capabilities. + + + Capability that provides management of information and data for secure and structured storage, access and exploitation. + + + Capability that manages all enterprise communications, within and across organizations, departments and groups. + + + + Capability that provides appropriate enterprise reporting lines, responsibilities and management structures / processes to ensure clear enterprise management direction and efficiency. + + + Capability that focuses on the practical management, governance and organizational practice aspects. + + + + Defining, developing & managing the brand for customers & colleagues. +It also includes Marketing Management. + + + Marketing Management Capability (Group) is part of the Brand & Marketing Capability (Domain). The following tasks are within the scope of this Capability (Group). Every advertising, sales promotion, campaign management and similar will be managed, tracked and saved in order to have every direct Marketing activities together. Out of the customer profiles, new personalized offers will be generated based on the existing data. Depending on the context of the customer, offers will be tailored based on the data and values of the customer. In addition to that, not only the company can provide personalized offers to the customer, also the customer will be given the opportunity to personalize the offers by himself. It also comprises the enabling of services backing analyses and reports that direct or measure marketing initiatives, and that measure success of/reaction on sales actions. This comprises a Sales Cockpit, Web Tracking services (measuring/ensuring Usability) and information gathered from Social Media content. +The following tasks are within the scope of this sub domain. It is responsible for essential standard communications to the customer like notifications about service fulfillment, e.g. flight status, IRREG communication will be automatically handled. It also manages Social Media communication via pro-active postings, reactions to comments and to customer private messages will be managed. + + + Capability that defines, produces and delivers and evaluates marketing campaigns for products and services including the management of the marketing supply chain (the chain of suppliers, agencies and sub-contractors that we rely on to produce marketing materials). +Also including the project management service for planned, ongoing or bygone marketing campaigns. + + + Capability that develops a marketing plan to specify how the company will execute the chosen strategy and campaigns to achieve the business' objectives. + + + Capability that synthesizes data from various sources and convert it to actionable information and models that guide strategic investments and decisions that drive marketing performance. + + + Capability that divides a broad target market into subsets of consumers, businesses, or countries who have, or are perceived to have, common needs, interests, and priorities, and then design and implement strategies to target them. + + + The Brand capability (Group) is within the Brand & Marketing capability (Domain). Defining, developing & managing the brand for customers & colleagues which includes: + - managing the brand reputation + - conveying who we are & what we do + - creating customer, colleague and stakeholder loyalty and emotional connections + - designing and maintaining brand repositories, including product look and feel, business logos and livery etc. + - communicating the market brand (personality, promise, products, services and delivery style) + - differentiating the brand from other organizations and brands + + + Capability that defines and controls who we are and what we do and what we aspire to do as an organization. The Brand Identity is the outward expression of the organization and includes the name, trademark, communications, and visual appearance, logos, look and style. It reflects how we want the consumer to perceive the brand and our products and services and it is fundamental to consumer recognition and differentiation from competitors. + + + Capability that manages the development of the brand in an environment of continuous and sustainable business change. + + + + Loyalty is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). For rewarding loyal customer, the existing loyalty program has to be ongoing developed and managed. Loyalty partners should be managed, which is the basis for a successful loyalty program. It is also responsible for collecting and spending miles of customers should be tracked in order to keep track of current mile status of the customer. Based on a customer loyalty, the corresponding tier levels have to be managed and customers will be matched to the proper level. + + + A service for crediting miles to a customer for each booking. + + + A service for the customer to spent earned miles. + + + Tracking customer loyalty and awarding it via (status) upgrades. + + + Awarding customer for frequent bookings for the airline. + + + Analyzes frequent customer bookings and provides recommendations for partnerships. + + + Feedback & Complaint is part of the Customer & Loyalty Capability (Domain). It ensures that service quality is measured and feedback is collected from the customer perspective. It forms a basis for improving the service quality based on the feedback. The following tasks are within the scope of this Capability (Group). It is managing feedback and complaints include an analysis of the customer’s feedback which is the basis for subsequently optimizing the satisfaction and loyalty of this customer. If customers have claims for compensation, restitution, repayment or any other remedy for loss or damage those have to be managed, tracked and taken care of. + + + Collects all the customer feedbacks and provides a place for communication to the customer and internal actions + + + Collects all the customer claims and provides a place for communication to the customer and internal escalations and reaction plans. + + + Manages after sales automated customer communication. + + + Manages regular customer surveys to retrieve customer feedback. + + + Customer Profile Management is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). To gain basic insights into customers, the relationship data between the organization and the customer (B2C) will be proper analyzed and monitored. The customer profiles will be identified and created and the corresponding values of the customer deposited. The customer preferences will be tracked and saved to the profile. Both, static customer data (address, etc.) and dynamic data (last ordered product, etc.) as well as other customer profiling functions will be saved and deposited in the profile. + + + Maintains the customer data like name or birthdates. + + + Handles the customers preferences from either entered information by the customer itself or analyzed customer behavior. + + + Manages the customer profile and consolidates all information to one place. + + + Analyzes customer behavior towards the aviation organization and preferred bookings. + + + Customer Communication is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group): responsible for essential standard communications to the customer to be handled automatically, such as notifications about service fulfillment; e.g., flight status; manage social media communication via proactive postings, and reactions to comments and customer private messages. + + + Notifies the customer via various channels like e-mail or SMS about irregularities concerning the booked flight like e.g. delays. + + + Notifies the customer about regular events like the completed booking of a flight or check-in times. + + + Manages different social media accounts of the aviation organization and the communication with the community. + + + The business capabilities grouped by sub domains of the “Revenue Management & Pricing” domain are depicted in Figure 25. The business capabilities belonging to the “Revenue Management & Pricing” domain are described in Table 5. Several of these have to be transformed into the definitions from the NDC Implementation Guide published by the International Air Transport Association [IATA14]. + + + Group Bookings is part of the Revenue Management & Pricing Capability (Domain). It deals with checking the availability for groups and the determination of group pricing. This is necessitated by the fact that the process for booking of groups slightly differs from the standard booking process. + + + A flight search consist of search criteria including more than 9 passenger criteria and returns availability, fares and flight related ancillaries + + + Check the availability of more than 9 seats for a specific flight and booking class + + + If the user searches for flights with more than 9 passengers, the seat availability has to be checked first + + + Availability Management is part of the Revenue Management & Pricing Capability (Domain). Managing booking class availability derived from outputs of Forecast & Optimization (demand and no-show forecasts, bid prices), direct availability control (in case of irregularity management), decision support for revenue controlling and availability for ancillary and special services (advanced seat reservation, wheelchair, special meal, etc.) are within the scope of the Availability Management sub domain. + + + A service to receive available seats by booking class + + + (Re-)Calculates availabilities (to be presented to customers or published through the eCommerce channel) based on relevant settings and stored sold bookings + + + Allows to adjust the influence settings, which are used as input to the calculation of availabilities and results therefore in a modified output + + + Forecast & Optimization is part of the Revenue Management & Pricing Capability (Domain). Forecast & Optimization covers forecasts of demand, bookings, cancellations, and buy-downs. In addition, no-show figures based on historical, special and expert data are also included in this domain. The Capability (Group) also caters for the controlling of the forecast and optimization process, which are monitored here. The aim here is to optimize revenue (fare-mix, over bookings) to steer capacity based on average earnings, the management of availability, inventory and reservation data. + + + Calculate the expected demand of seats based on historical bookings and current booking trend, including costs, prices and margins. + + + Optimizes availabilities by utilizing forecasts and the current sold capacity to recalculate the inventory settings. + + + Pricing Capability (Group) is part of the Revenue Management & Pricing Capability (Domain). Pricing, includes the provision and distribution of prices and conditions for each service and the booking class on each market. Maximizing the airline's revenue, monitoring competitor’s prices and defining the price concept and strategy also fall within this Capability (Group). + + + A service to provide the fares fitting the search criteria (the available flights) + + + Provision and communication of the fare model including conditions to partners and fare filing + + + Calculate and distribute the prices to be provided for the various fares + + + Track and observe pricing models and current fares offered by competitors + + + + Reservation Ticketing is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It provides interfaces to external global distribution systems (GDS), such as Amadeus and independent online sites. The interfaces comprise technical functionality required to communicate with external systems, but not the GDS business functionality itself. It is also responsible for enabling call center agents to sell the airline’s product(s) and services, to inform customers, sell tickets to customers and provide services, such as ticket/EMD issuing, rebooking, reissuing, refunding. Furthermore it manages reservations and ticketing, i.e. preparation eTickets, issuing of paper tickets, EMD’s, rebooking, reissuing, refunding, collection of payments. Lastly, it provides direct connect interface to third parties. + + + A flight search consists of search criteria and additional information, like personalized context, and returns availability, fares and flight related ancillaries + + + Collect and delegate search params to FlightOfferComponent + + + A multi stop flight is simply spoken a group of basic flights, excluding return and repeated flights + + + Search for flights like basic search but added with information of rebooking to fare calculation + + + The user can select a flight for reservation. This process execute the debit and the creation of the reservation + + + An IATA NDC API comparable service to provide ancillaries for the flight(s) + + + Sales Agent Channels is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides all sales channels and allows sales agents to sell products (indirect/direct sales, domestic/international, online/offline and group sales). Moreover it is responsible for allowing corporate sales account to sell products (to business, domestic/international, online/offline and group sales). Lastly, it provides sales data reports and statistics for agents. + + + Manages the lifecycle of the direct Sales Agents. + + + Provides relevant statistics and analytical reports + + + Manages the Sales Account + + + Sales Channel Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It set up sales channel strategy like B2B, agent, direct sales or agencies. It also defines sales channels, agents, company business and group travel. Furthermore it is responsible for the Account Management, which analyzes and monitors B2B customer relationship, Maintains B2B data, provides B2B customer care function and processes. + + + Defines Sales Channels and the strategies for each channel + + + Responsible for operations and overview of a sales channel + + + Inventory Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It is managing all flight related inventory restrictions / allotments, e.g. available seats, cap left for Special Service Requests (SSR)’s such as special food requirements, wheelchair, seat at window, etc. It is responsible for managing all flights with their available seats and divides seats into service classes and booking classes, for which different prices and booking conditions apply. The inventory management also distributes the schedules. + + + Managing the seat inventory + + + Manages the internal waiting lists + + + Responsible for distributing different schedules within + + + Manages all incoming flight related availability restrictions + + + Direct Sales Channel & Shopping is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides direct sales channels and is responsible for the search of products (i.e. flight products and bundles). It also creates offers (including ancilliaries) and reservations and handles the (re-)book and order. Furthermore the sub domain is responsible for ancillary services, cross-selling, up-selling, product bundling and provides a shopping cart. + + + Responsible for the search and availability of products. Flight selection, ancilliaries, etc. + + + Booking order capture and Management + + + Order capture, management and fulfilment. This includes managing later changes to the order. + + + The user can book a refundable flight + + + Cargo operations handle items, which are carried by an airline usually by order of a forwarder. The operations on passenger’s baggage, however, are not seen as cargo handling, but rather as Ground Ops. + + + Forwarding is part of the Cargo Capability (Domain). According to (IATA, Air Cargo Idustry Master Operation Plan) some cargo operations are regarded to the forwarder. +The following tasks are within the scope of this sub domain. It receive shipment validates security and customs status of a shipment, unloads the trucks, screening shipment, places freight into a warehouse. Moreover it is responsible for the handover shipment to forwarder includes also verifying customs release status, handover documents and preparing shipment for handover. + + + Cargo Station Management is part of the Cargo Capability (Domain), which takes care of the activities related to the Cargo stations. According to (IATA, Air Cargo Idustry Master Operation Plan) these cargo operations are regarded to the airline. It prepares freight for the flight plans flights and collects freight for flights. It is also responsible for departure activities move freight from warehouse to park position, load it into an aircraft and resolve all discrepancies between plan and actual load. Moreover it takes care of arriving activities unload freight from aircraft and store it on destination. Lastly, the carrying sub domain handles warehouse activities i.e. the freight in airline’s warehouse at departure and at arrival. + + + Cargo Management is part of the Cargo Capability (Domain). The following tasks are within the scope of this Capability (Group). It is responsible for the strategy components within this domain. It develops the cargo domain strategy and develops the products and services which are needed to perform the tasks. The other task is managing Cargo network & scheduling relations. + + + The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is 5th of September then the time horizon of operations control is 3rd of September, 00:00 UTC to 5th of September, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. +Before the operations control phase occurs the planning phase that starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. +The main objects these processes work with are so-called “Rotations” (either aircraft related or crew related). A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end. + + + Operations Planning & Control is part of the Flight Operations Capability (Domain). An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn ("trip fuel") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +Ensuring that the aircraft and the pilot are in the right place at the right time, both currently qualified and serviceable, is what an operations manager does. Multiply that by the number of flights per day, and that’s what the operations control department does – it keeps the airline working from moment to moment despite disruption by weather and a thousand other possible occurrences or mishaps. +Take so-called low cost carriers as (somewhat) simple examples. They can be big (300+ aircraft), but are designed for engineering and operations simplicity. They always aim to run single-type fleets with the cabin configuration completely standardized, so any aircraft in the fleet can perform any route, and all flight and cabin crew are type-rated on every aircraft. They are mainly short-haul, and if there are no mishaps every crew finishes each day going home rather than to a hotel. The ops departments can be rather small. +On the other hand, the ops staff at a big intercontinental carrier faces a far more complex task. For example, big carriers have to deal with a lot of aircraft with various different basic types, both short and long haul, and within those type groups there are multiple cabin configurations and – sometimes – different engine fits. Just because a route is normally served by a Boeing 777, if the scheduled one falls out, the ops department has to ensure that a schedule on which First Class tickets are sold is matched with a four-class configured 777 rather than a three-class version. +Operations control solves problems. It matches the airline’s assets – human and hardware, to the promised schedule, come what may. It takes just the smallest twitch of the weather somewhere in the world, or pilots and cabin crew reporting sick, or an unexpected component failure on an aircraft, for the carefully choreographed system to start tumbling unless a way can be found to arrest it. +It’s like juggling, but instead of balls, clubs, rings etc, the props are aircrafts with their maintenance schedules, pilots with their rosters, duty time limitations and recurrent training requirements, cabin crew likewise, airports with curfews, notams and changing weather forecasts, down-route accommodation for crew, passenger management – especially in the case of delay or cancellation, onboard medical emergencies, cargo management, aircraft weight and balance, dispatch coordination, and diversions. +Big, intercontinental carriers have to manage thousands of departures a day around the globe, carrying hundreds of thousands of passengers. It doesn’t require a lot of imagination to understand that every decision, action or inaction of the operations control department has a serious impact on the overall performance of an airline. +In summary, the following tasks are within the scope of this Capability (Group). It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. It prepares and provides briefing documents to crew. It monitors flight plan, identify and evaluate irregularities, i.e. delays caused by ATC or weather. Furthermore it handles irregularities keeping schedule deviation impact and costs as little as possible and interferes with flight plan to minimize disruptions (aircraft change, crew recovery). It is responsible for optimizing the fuel usage and coordinating ATC-slots with Eurocontrol. Lastly, it plans emergency response and does the Flight Dispatch and Crew dispatch. + + + Flight Support is part of the Flight Operations Capability (Domain). The major components needing to be coordinated for any given flight include the aircraft and support equipment, cockpit and cabin crews (together known as the “flight crew”), maintenance, and ground service personnel. Although the maintenance and ground crew activities are critical to support flight operations, the emphasis in this Capability (Group) is on the regulation and scheduling of the flight crews to conduct a given flight. +In many cases, crewmembers may have never worked together prior to a particular flight. In order to maintain a safe, smoothly functioning and efficient operation, airlines and regulators have developed very detailed procedures to be executed by crewmembers that leave very little room for improvisation. These procedures, including normal, abnormal, and emergency conditions, are detailed in the crewmember’s operating manuals and backed up through a system of checklists which are cross-checked between flight crewmembers. It is the responsibility of the training or flight standards department to establish crewmember proficiency and currency. The Captain, however, is always ultimately responsible for the safe and efficient conduct of the flight and in extraordinary circumstances may deviate from a procedure or regulation under his or her command authority (Captain’s Emergency Authority). +The cabin crew is primarily responsible for passenger safety during the flight. Other duties include providing customer service products (meals, entertainment, etc.) and assistance with boarding. Flight attendants receive specialized training in aircraft emergencies, evacuation procedures, medical issues and health hazards, care of special needs passengers, flight regulations and meal service. +Activities before take-off include flight planning, passenger processing, aircraft preflight, fueling, and other required ground processes. The preflight activities are orchestrated so as to achieve an “on-schedule” pushback from the departure gate, although any maintenance and gate hold issues must also be considered. +While taxiing to the departure runway, the cockpit crew prepares the aircraft for take-off and updates the take-off performance parameters with actual load data. In addition, any departure delays, aircraft icing, and environmental conditions such as runway contamination may need to be addressed. +The take-off is a highly critical maneuver where a number of factors must be taken into consideration including airport/runway, environmental, and emergency/abnormal contingencies. Departure from the terminal area, which may include route and speed restrictions, is followed by the climb to cruise altitude. The optimum cruise altitude is determined by a number of factors including efficiency, ride comfort, other traffic and/or airspace limitations. During cruise flight, the cockpit crew must continually evaluate contingency options in the event of a passenger or mechanical disruption. In addition, some flight situations require adherence to specialized procedures including international routing, mountainous terrain, and extended overwater operations. +During descent, the crew begins preparing the cockpit and cabin for landing. In addition to conforming to ATC (Air Traffic Control) restrictions, the cockpit crew plans the approach to landing which includes consideration of the destination weather, the approach procedures available, and the equipment available on the aircraft to safely and legally complete the arrival. Factors include environmental conditions (visibility, presence of convective weather, runway conditions, etc.), availability of approach aids, aircraft mechanical condition and, if necessary, available fuel for holding. In the event of an unsuccessful approach, diversion to a more suitable landing point may have to be considered. +After landing, the aircraft is taxied to the arrival gate while the crew readies the cockpit and cabin for parking. Once the aircraft is parked, passenger disembarkation is completed as well as baggage/cargo unloading. The flight crews proceed to the next departure gate, or to the ground transportation area if their duty day is complete. +The following tasks are within the scope of this sub domain. It is responsible for Cockpit and Cabin onboard flight preparation, flight operation and Cockpit and Cabin Onboard Communication. It also does the Signature of the Load Sheet by the Captain. Lastly, it manages Onboard Flight Reporting and Onboard Passenger support + + + Crew Management is part of the Flight Operations Capability (Domain). Crew related costs are second only to fuel costs, typically accounting for about 10% - 20% of an airline's cost base. With such a large amount of money being spent on crew, even small improvements can result in significant savings. Of the several buckets that make up crew costs, crew supply chain performance (movement of crew from upstream manpower planning process to training, scheduling and tracking along with its critical interdependencies) is perhaps the only area which can be significantly optimized without pain. Schedule changes, both voluntary and involuntary, make the best laid out plan go awry resulting in inefficiencies in crew supply chain (swing from too many crew to too few). This leads to avoidable hidden costs and revenue leakages. +The following tasks are within the scope of this sub domain. It defines company recruiting standards (soft and hard facts) for cockpit instruction & ready entries and cabin). Defines marketing for recruiting. Executes recruiting process. It also derives crew demand from network capacity planning. This sub domain optimizes costs for crew under consideration of overall network in crew-pairing step. Furthermore it maps actual crews against each pairing in crew-rostering step. Considers legal restrictions, crew training and preferences from crew staff. It also ensures crew licensing and provides crew information. Crew Management is responsible for crew training management (simulator planning, cabin training, qualification request management) and crew monitoring and tracking, irregularities handling (e.g. check of crew duty limitations in terms of legal operation). Lastly, it is responsible for the communication with Crews, e.g. via crew portals and the preparation of all crew related dispatch activities. + + + In-flight Services is part of the Flight Operations Capability (Domain). Manage & Deliver In-flight Products and Services, Entertainment and Connectivity. + + + Ground operations handle aircrafts, passengers and freight on the ground, typically at an airport. One important effort of ground operation is, after the safety and the quality of service, minimizing the ground time of aircrafts. Aircraft Maintenance is excluded. + + + Station Management is part of the Ground Operations Capability (Domain). According to (IATA, Air Industry Data Model) station is just a generic term for airport. This Capability (Group) handles the management services and processes at an airport. The following tasks are within the scope of this Capability (Group). The Management ramp (agent) activity supervises handling of baggage, techniques, freight, food, and cleaning, boarding, deboarding, (un-)loading. Furthermore the Management airport information handles and provides information like minimum ground times, connecting times, airport master data. Moreover, passenger streams Management is dedicated to minimizing of passenger transfer time and of aircraft ground time at an airport. The equipment Management handles the ground service equipment. Also, information to ground handling staff provides global work instructions and irregular information. The lounges management handles and analyze the using of passenger Lounges at an airport. Lastly, the Management of Irregularities recognizes records and resolves non-standard situations at an airport. + + + Passenger Services is part of the Ground Operations Capability (Domain). The ground operations primary related to the passenger until they entered the aircraft are the subject of this Capability (Group). It includes following tasks. It is managing check-in and boarding process including check of reservation vs. ticket, documents issuing for boarding pass, voucher, eTickets receipts, includes Self-service check-in incl. baggage (kiosk, web and mobile). It is also responsible for automatic check-in, interline through check-in processes. Furthermore it is accepting of baggage and collecting excess fees and fees for additional chargeable services (e.g. ASR). Moreover it is handling passengers on waiting list and irregularities like over bookings and checking documents required for checked-in segments (APIS, Passport and Visa) and transmit data. Lastly, it is issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations + + + Baggage Services is part of the Ground Operations Capability (Domain). The following task is within the scope of this Capability (Group). It reconciles baggage and flights, track baggage and trace baggage and reunites baggage with owner in case of losses. Furthermore it is responsible for managing loading and unloading activities of the baggage to and from aircraft. It also manages unloading of baggage of passengers who fail to board the flight. Moreover it redirects baggage that missed a flight and interacts with airport baggage management. Lastly this domain is monitoring and quality assurance of baggage processes. + + + Load Planning is a Capability (Group) of the Network & Fleet Planning Capability (Domain). IATA, (IATA Ground Operations Manual) defines ground operations related to loading of an aircraft: load planning, load control flow and load reporting. These operations are the subject of this Capability (Group), which has following tasks. It is responsible for preparing & calculating the electronic load plan and optimizing load planning for aircrafts considering account load limitations, individual baggage priorities and dangerous goods restrictions. Moreover it is aligning load process with all neighboring processes, e.g., boarding of aircraft. This domain is also providing load info to ramp agents and to the flight crew. + + + Aircraft Services is part of the Ground Operations Capability (Domain). Aircraft Services encompasses capabilities to cater for cabin cleaning, fluid servicing, aircraft de-icing and catering operation. + + + Ground Ops Strategy and Planning is part of the Ground Operations Capability (Domain). Definition of the Ground Operations Strategy and management of the Station Planning. + + + Manage end-to-end airline MRO (Maintenance, Repair, and Overhaul also referred to as Engineering) and CAMO (Continuing Airworthiness Management Organisation) operations and all related aircraft asset handling. Maintenance may be defined as, "All actions which have the objective of retaining or restoring an item in or to a state in which it can perform its required function. The actions include the combination of all technical and corresponding administrative, managerial, and supervision actions.“ + + + Maintenance Engineering is part of the Maintenance Capability (Domain). Capability (Group) providing Maintenance Engineering functions such as Configuration Management, Maintenance Programs Management and Technical Publications. + + + Maintenance Scheduling is part of the Maintenance Capability (Domain). Capability (Group) providing Service Planning and Support for Flight Operations. + + + Maintenance Operations is part of the Maintenance Capability (Domain). Core operations of the MRO, including Line, Heavy, Simple and Complex Components and Pool Management. + + + Maintenance Support is part of the Maintenance Capability (Domain). Capability (Group) providing Quality Management and Tooling & Ground Support Equipment. + + + Maintenance Supply Chain is part of the Maintenance Capability (Domain). Capability (Group) that determines, manages and controls stock levels. It includes service parts planning, procurement and logistics. + + + Maintenance Strategy is part of the Maintenance Capability (Domain). Definition, planning and execution of the Maintenance Strategy. + + + This Capability (Domain) covers the development and management of the commercial planning, strategic alliances and partnerships capabilities and also includes the commercial strategy. It includes the initial selection and on-going negotiations with alliances and partners, and the contracting, on-boarding and exiting activities. + + + Co-operations & Alliances is part of the Network & Alliances Capability (Domain). The following tasks are within the scope of this Capability (Group). The following task is within the scope of this sub domain. It provides reporting and accounting for alliances and joint ventures. + + + Network Planning is part of the Network & Alliances Capability (Domain). Planning and definition of passenger and cargo flight schedules, fleet, capacity, destinations and airport slots. This planning occurs some time out and feeds into the commercial and operational capabilities. + + + International and Industry Affairs is part of the Network & Alliances Capability (Domain). + + + + The Product Management & Design Capability (Group) is within the Product Capability (Domain). It consists of several tasks related to its Air Products, Ground Products, the product strategy, ancillary services, corporate design and the customer experience. It is responsible of defining and developing the product portfolio and product strategy of Product Ground and Product Air. It also defines and develops customer experience on board for different products parts (i.e. Cabin interior, Seat and bed, Services, in-flight entertainment and multi media). This domain also defines and develops customer experience for products on ground and reviews and develops the customer experience of all kinds of products like food and beverage. Lastly, it manages corporate design and branding of the company. + + + + IT Services is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). It manages and controls Airline’s own equipment located at home and foreign airports. It provides services for communicating/interacting with external IT-services and third party services/IT systems are made available for the Airline’s own processes. It is responsible for the management of interfaces to third party systems, for example interfaces to luggage distribution and routing systems of other Airlines. Furthermore it provides a middleware, messaging, enterprise service bus (ESB) and provides an infrastructure that supports the usual communication patterns: request/response, pub/sub, etc. Lastly, it provides the Enterprise Application Integration facilities. +This sub domain shall be more technical oriented and therefore it shall not implement business services but basic services used by several other domains. Knowing that the difference between technical and business services is somehow difficult to determine, Enterprise Architecture Management is a crucial part for each organization. + +User Data Management +Establish central / group-wide data access to customer data: A central user data model and a common storage of user data does not imply sharing of airline related customer to the group. Governance of identity and access management to common user data storage is a prerequisite for this concept. +User Data Management aims to derive high-level target user data model from CUSTIS and SAMBA, gather requirements from airline-individual personalization initiatives and to use existing customer data where available. Recognize personalization initiatives supporting the idea of customer centricity: Personalization depends, simply spoken, on available information in a specific context (service). A common user data model should include all information which will be useful to provide personalized services. + + + HR is part of the Support Capability (Domain). HR as a cross-sectional Capability (Group) is primarily concerned with the management of people within organizations, focusing on policies and on systems. HR departments and units in organizations typically undertake a number of activities, including employee benefits design, employee recruitment, "training and development", performance appraisal, and rewarding (e.g., managing pay and benefit systems). In most organizations off-the-shelf services based on standard solutions are used. Anyhow, it is possible that HR delivers special services for staff of airlines for identity and access management. + + + Finance is part of the Corporate Functions Capability (Domain). Finance is a cross-sectional Capability (Group) and is governed by both local and international accounting standards and mostly based on standard solutions. +Financial Accounting refers to accounting suppliers and business partners. This comprises services such as preparing remittance, refunding. The request for a refund includes the details of what is to be refunded. The details may contain the order id, document number, coupon number(s). In addition to the details of the refunded document(s) the response must contain accounting information to allow correct processing of the refund e.g. settlement authorization code. + + + Contract Management & Procurement is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). Contract Management is the Airline’s administration of contracts with its vendors. This comprises the contract creation, negotiation, adherence, and the definition of Service Level Agreements (SLA) and Key Performance Indicators (KPI) for managing the day-to-day performance of the vendor. Furthermore Contract Management includes managing changes that may be required as the relationship changes and problems arise, documentation of changes that may have been agreed and analyzing the benefits that accrue or may be available from the contract. +The procurement refers for example to Fuel for aircraft, equipment and required third-party services. Here, procurement guidelines are set, which describe the rules for procurement such as target, statement of validity, fundamentals, and the ethics of procurement including interest, confidentiality, and fairness and competition compliance. Procurement includes supplier management as well. +Within the procurement process, sources of supply are investigated, price quotations obtained, negotiations with suppliers on price and delivery performed, contracts prepared (which is part of contract management), documentation, insurance and shipping arranged, installation and commissioning of procured equipment monitored. +The ICAO provides in the document “ICAO/TCB PROCUREMENT PROCEDURES AND MECHANISMS” a detailed standard for Contract Management & Procurement of aviation industry: http://www2010.icao.int/APAC/Meetings/2013%20CRVTF1/WP07_ICAO%20AI3%20-%20ICAO_Revised%20TCB%20Procurement%20Procedures%20and%20Mechanisms.pdf +Following procurement services (named by ICAO) belong to Contract Management & Procurement: +• identification of supply sources on a worldwide basis; +• call for tenders +• commercial evaluation of tenders +• commercial contract negotiations +• drafting and award of purchase order/contract documentation +• commercial administration of purchase order/contract +Including following technical services: +• preparation of detailed technical specifications +• preparation of technical tender documentation +• technical evaluation of tenders +• technical contract negotiations +• drafting of technical component of purchase order/contract document +• review of system design document +• site and equipment inspections +• acceptance and commissioning activities, etc. + + + Property Management is part of the Support Capability (Domain). This Capability (Group) covers management and development of the property portfolio, including property planning / development, property registers and facilities management within properties. + + + Corporate Safety and Security is part of the Support Capability (Domain). This Capability (Group) includes Capabilities not related to the operation of aircraft, focused on future accident and injury prevention and continuous safety improvement achieved through the development, implementation and compliance of safety policies, management projects and programmes that turn around/tackle adverse safety trends and implement actions identified through investigation and analysis. +Security not related to the operation of aircraft focused on directing the physical security of assets including human resource, property & facilities. + + + Enterprise Management is part of the Support Capability (Domain). Consolidation of other cross business capabilities. + + + Defining, developing & managing the brand for customers & colleagues. +It also includes Marketing Management. + + + Marketing Management Capability (Group) is part of the Brand & Marketing Capability (Domain). The following tasks are within the scope of this Capability (Group). Every advertising, sales promotion, campaign management and similar will be managed, tracked and saved in order to have every direct Marketing activities together. Out of the customer profiles, new personalized offers will be generated based on the existing data. Depending on the context of the customer, offers will be tailored based on the data and values of the customer. In addition to that, not only the company can provide personalized offers to the customer, also the customer will be given the opportunity to personalize the offers by himself. It also comprises the enabling of services backing analyses and reports that direct or measure marketing initiatives, and that measure success of/reaction on sales actions. This comprises a Sales Cockpit, Web Tracking services (measuring/ensuring Usability) and information gathered from Social Media content. +The following tasks are within the scope of this sub domain. It is responsible for essential standard communications to the customer like notifications about service fulfillment, e.g. flight status, IRREG communication will be automatically handled. It also manages Social Media communication via pro-active postings, reactions to comments and to customer private messages will be managed. + + + The Brand capability (Group) is within the Brand & Marketing capability (Domain). Defining, developing & managing the brand for customers & colleagues which includes: + - managing the brand reputation + - conveying who we are & what we do + - creating customer, colleague and stakeholder loyalty and emotional connections + - designing and maintaining brand repositories, including product look and feel, business logos and livery etc. + - communicating the market brand (personality, promise, products, services and delivery style) + - differentiating the brand from other organisations and brands + + + + Loyalty is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). For rewarding loyal customer, the existing loyalty program has to be ongoing developed and managed. Loyalty partners should be managed, which is the basis for a successful loyalty program. It is also responsible for collecting and spending miles of customers should be tracked in order to keep track of current mile status of the customer. Based on a customer loyalty, the corresponding tier levels have to be managed and customers will be matched to the proper level. + + + Feedback & Complaint is part of the Customer & Loyalty Capability (Domain). It ensures that service quality is measured and feedback is collected from the customer perspective. It forms a basis for improving the service quality based on the feedback. The following tasks are within the scope of this Capability (Group). It is managing feedback and complaints include an analysis of the customer’s feedback which is the basis for subsequently optimizing the satisfaction and loyalty of this customer. If customers have claims for compensation, restitution, repayment or any other remedy for loss or damage those have to be managed, tracked and taken care of. + + + Customer Profile Management is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). To gain basic insights into customers, the relationship data between the organization and the customer (B2C) will be proper analyzed and monitored. The customer profiles will be identified and created and the corresponding values of the customer deposited. The customer preferences will be tracked and saved to the profile. Both, static customer data (address, etc.) and dynamic data (last ordered product, etc.) as well as other customer profiling functions will be saved and deposited in the profile. + + + Customer Communication is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group): responsible for essential standard communications to the customer to be handled automatically, such as notifications about service fulfillment; e.g., flight status; manage social media communication via proactive postings, and reactions to comments and customer private messages. + + + The business capabilities grouped by sub domains of the “Revenue Management & Pricing” domain are depicted in Figure 25. The business capabilities belonging to the “Revenue Management & Pricing” domain are described in Table 5. Several of these have to be transformed into the definitions from the NDC Implementation Guide published by the International Air Transport Association [IATA14]. + + + Group Bookings is part of the Revenue Management & Pricing Capability (Domain). It deals with checking the availability for groups and the determination of group pricing. This is necessitated by the fact that the process for booking of groups slightly differs from the standard booking process. + + + Availability Management is part of the Revenue Management & Pricing Capability (Domain). Managing booking class availability derived from outputs of Forecast & Optimization (demand and no-show forecasts, bid prices), direct availability control (in case of irregularity management), decision support for revenue controlling and availability for ancillary and special services (advanced seat reservation, wheelchair, special meal, etc.) are within the scope of the Availability Management sub domain. + + + Forecast & Optimization is part of the Revenue Management & Pricing Capability (Domain). Forecast & Optimization covers forecasts of demand, bookings, cancellations, and buy-downs. In addition, no-show figures based on historical, special and expert data are also included in this domain. The Capability (Group) also caters for the controlling of the forecast and optimization process, which are monitored here. The aim here is to optimize revenue (fare-mix, over bookings) to steer capacity based on average earnings, the management of availability, inventory and reservation data. + + + Pricing Capability (Group) is part of the Revenue Management & Pricing Capability (Domain). Pricing, includes the provision and distribution of prices and conditions for each service and the booking class on each market. Maximizing the airline's revenue, monitoring competitor’s prices and defining the price concept and strategy also fall within this Capability (Group). + + + + Reservation Ticketing is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It provides interfaces to external global distribution systems (GDS), such as Amadeus and independent online sites. The interfaces comprise technical functionality required to communicate with external systems, but not the GDS business functionality itself. It is also responsible for enabling call center agents to sell the airline’s product(s) and services, to inform customers, sell tickets to customers and provide services, such as ticket/EMD issuing, rebooking, reissuing, refunding. Furthermore it manages reservations and ticketing, i.e. preparation eTickets, issuing of paper tickets, EMD’s, rebooking, reissuing, refunding, collection of payments. Lastly, it provides direct connect interface to third parties. + + + Sales Agent Channels is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides all sales channels and allows sales agents to sell products (indirect/direct sales, domestic/international, online/offline and group sales). Moreover it is responsible for allowing corporate sales account to sell products (to business, domestic/international, online/offline and group sales). Lastly, it provides sales data reports and statistics for agents. + + + Sales Channel Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It set up sales channel strategy like B2B, agent, direct sales or agencies. It also defines sales channels, agents, company business and group travel. Furthermore it is responsible for the Account Management, which analyzes and monitors B2B customer relationship, Maintains B2B data, provides B2B customer care function and processes. + + + Inventory Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It is managing all flight related inventory restrictions / allotments, e.g. available seats, cap left for Special Service Requests (SSR)’s such as special food requirements, wheelchair, seat at window, etc. It is responsible for managing all flights with their available seats and divides seats into service classes and booking classes, for which different prices and booking conditions apply. The inventory management also distributes the schedules. + + + Direct Sales Channel & Shopping is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides direct sales channels and is responsible for the search of products (i.e. flight products and bundles). It also creates offers (including ancilliaries) and reservations and handles the (re-)book and order. Furthermore the sub domain is responsible for ancillary services, cross-selling, up-selling, product bundling and provides a shopping cart. + + + + + Handles and manages all Ancillary systems and services. + + + Handles and manages all Ancillary systems and services. + + + Handles and manages all Ancillary systems and services. + + + + Information Object encompassing entities + + + Entity describing a data object + +Entities (Data Objects) and Information Objects relate to each other. They can be nested hierarchically and have attributes. + + + Business Capability (assigned to a Sub domain) + + + Activities of a business process (can be chained) + +For each Business Domain a Business Capability Map exists. This map assigns to each sub domain all belonging business capabilities. + +Business process models provide a means of developing a behavioral view of the system under investigation. + + + + An aircraft is a machine that flies between airports carrying passengers and freight. + +An aircraft usually is part of a fleet the airline operates and in case of passenger flights offers seats according to a given seat map. + + + An airport is an aerodrome including a suitably large area for take offs and landings of aircrafts as well as buildings to operate flights. + + + + An aviation product is an airline's service a customer is willing to pay a price for. + + + + The point of sale is the time and place where aviation products are sold. + + + Baggage or luggage is what a passenger is allowed to carry on a flight. + + + A passenger is a customer holding a specific valid ticket. + +A passenger is a customer in person holding a valid ticket for a specific flight for which he is allowed to bring his baggage. + +the customer resolves to a passenger who related to a reservation, booking and the acquired ticket. + + In this model the customer resolves to a passenger who related to a reservation, booking and the acquired ticket. + + + A code share is an aviation business arrangement where two or more airlines share the same flight. + +Code shares are used to organize co-operations between airlines. + + + A crew rotation is a team of aviation staff actually servicing a flight. + +Crews are assigned to a flight which is serviced by a specific aircraft + + + A customer is a company or human being doing business with the airline. + + + A fleet is the sum of an airline's operating, planned and retired aircrafts. + + + A flight is a logical combination of flight legs. A passenger can have ticket for a flight. + +A flight is an abstract entity that consists of flight legs, the actual air travel between departure and arrival airport. + + + A flight leg or flight segment is a section of a flight that connects the departing and arriving airport. + + + Freight or cargo are goods stored in various containers being transported by an aircraft. + + + + The network is a list of all planned regularly operated flights of an airline. + +The Network is directly related to the Flight where the Network is extended by the Codeshare entity. + +Airlines manage a network of flights in certain regions or globally. + +The network is periodically re-organized, reduced or extended according to customer's demand. + + + A sales channel is the communication and transaction mechanism for point of sales to sell products to customers. + + + A seat is a location for a passenger to sit during a flight. + + + A seat map represents the current arrangement of seats in an aircraft. + +flights offers seats according to a given seat map. + + + A ticket or airline ticket is a travel document to confirm that a passenger has purchased and reserved a seat on a flight on an aircraft. + + + + + + + starts off with defining the product strategy + +For that product data, requirements and market information is composed. + + + + responsible for the Product Quality and creates several reports and monitors the systems data. + + + all the necessary product components are designed and subsequently developed for production. In this phase the Customer Experience, Product & Service and Corporate Design is defined. + + + + + Defines and develop product & service portfolio and strategy. + + + Handles and manages all Ancillary systems and services. + + + Definition of corporate design and branding. + + + Defines and develop customer experience on board for cabin interior, seat and bed, service and customer experience of food and beverage. + + + Define product and service development requirements following assessment, review and business agreement. +Develop and integrate new products and services, including: + - developing associated delivery processes for new products + - managing the process for a re-design of service styles and standards +Product Innovation: respond to external or internal opportunities and identify, introduce, evaluate and select new ideas, processes and products and integrate new technologies into products and services. + + + The user can book a refundable flight + + + Defines Sales Channels and the strategies for each channel + + + Responsible for distributing different schedules within + + + The user can select a flight for reservation. This process execute the debit and the creation of the reservation + + + Order capture, management and fulfilment. This includes managing later changes to the order. + + + Manages all incoming flight related availability restrictions + + + Booking order capture and Management + + + Manages the Sales Account + + + Manages the lifecycle of the direct Sales Agents. + + + Responsible for operations and overview of a sales channel + + + Managing the seat inventory + + + Manages the internal waiting lists + + + Provides relevant statistics and analytical reports + + + Responsible for the search and availability of products. Flight selection, ancilliaries, etc. + + + Collect and delegate search params to FlightOfferComponent + + + A flight search consist of search criteria and additional information, like personalized context, and returns availability, fares and flight related ancillaries + + + A multi stop flight is simply spoken a group of basic flights, excluding return and repeated flights + + + Search for flights like basic search but added with information of rebooking to fare calculation + + + + The Price also relates to the available booking and service classes. + + + The Fare or also prices of the tickets are directly related to the offering. The Price also relates to the available booking and service classes. + + + + + The business process starts off with defining the sales channel strategy. The required documentation, Fare information and account responsibilities are created there. + + + Within the Inventory Management, seat inventory, waiting lists and recurring ticket/booking statuses are produced. Subsequently Sales channel KPIs and coordination and sales guidelines are defined. + + + Therefore, it needs to overview the booking and ticket status. + + + The sales domain is also responsible for the reservation of tickets + + + Within the sales process, reports are created. + + + + Analyses markets based on internal and external facts and sources + + + Assigns the appropriate fleet to the published flight plan + + + The process of designing a future flight network based on the current setup and influenced by market demands and partner's capabilities + + + Collects the actual costs generated by individual flights. + + + Collects internal and external historic facts and figures on actual sales + + + Insures the correct accounting of business with cooperation partners. + + + Manages slot assets & contracts with AOL + + + Support the process of managing existing partnerships, on-boarding new ones and hibernating less productive ones. + + + Manages the transition of aircrafts from the state of purchased to fully serviceable. + + + Determines the adequate size of the future fleet based on customer and market demands. Takes into account the contribution of partners and joint ventures. + + + Negotiate slots in IATA slot conference + + + Analytical model of the flight plan + + + Optimize plans for future flight networks by simulating variations and finding potential optimums. + + + Optimizes the schedule with respect to customer satisfaction and profitability at the same time + + + Analyze Flight Plan Data according to model to gather requirements for next flight plan schedule. + + + Makes the current flight plan available to internal and external consumers + + + Generates and publishes reports about operational and financial aspects of business with alliance members. + + + Generates and publishes reports about operational and financial aspects of business in joint ventures. + + + Supports the business process of aircraft sourcing by delivering the most current demand model for fleet size and time lines. + + + + Network & Fleet Operations and Network Data Analysis creates market data reports, gathers flight costs, and several other reports. + + + The business process starts off with defining the Network & Fleet Planning strategy. It defines the network requirements and calculates the optimal fleet sizes. + + + + Network & Fleet Operations and Network Data Analysis creates market data reports, gathers flight costs, and several other reports. + + + Within Network Management it compares historical sales statistics and defines commercial partners. + + + Within the code sharing process it creates the flight plan, optimized the schedule and a code sharing object. + + + + + + + + + + + + + + + + + + + + Storing freight at destination and informing the forwarder + + + Moving shipment to the parking position, loading the aircraft, documenting and clearing discrepancies between plan and actual freight + + + Manages the cargo network and partnerships and enabling a high quality of service by customizing the cargo network. One task is scheduling operations between with involving parties. + + + Defines the cargo strategy and processes for cargo operations and product development + + + Validating of release status of the shipment, handover documents and shipments to the forwarder or redirect it to another airline. +It includes capabilities to arrange import customer delivery or re-routing or transhipment of cargo as appropriate at the destination warehouse / depot. + + + Clearing the security of the freight, planning flights, collecting freight from airline’s warehouse. +This includes Customs Management, i.e. capabilities to calculate and handle the required declarations, inspections, payments of duties and taxes to national customs authorities or customs agents for imported cargo. + + + Unloading forwarder’s truck or receiving shipment from another airline, validating of status of the shipment, screening the shipment, storing the shipment in the airline’s warehouse, confirmation to forwarder. +It also includes capabilities to determine at the originating reception how cargo items should be prioritized for export and routed to their destinations. + + + Storing freight, collecting freight, planning of warehouse capacity. +Also, planning and executing the loading of the freight to cargo units. + + + Calculate and optimize a flight plan for the airlines fleets + + + Provide crewmembers with all necessary information in time (e.g. roster, training information, layover details, changes etc.) + + + Monitor and manage available as well as owned slots; prevent slot loss. + + + Capabilities to ensure the correct weight and balance situation of an aircraft for a specific flight- balance and adjustment if necessary between passenger, baggage, cargo and fuel weights and aircraft locations taking account of all relevant flight technical data.Capabilities to check (and expedite if necessary) that all items have been correctly loaded on an aircraft and the required pre-dispatch procedures have been completed. + + + Distribute the operational flight plan to all required parties (e.g. ATC, crewmembers, etc.) + + + React to and recover from disruptions + + + Manage crewmembers and their rosters + + + Manage the flight plan as it is being flown and adapt to changes (e.g. as required by ATC) + + + Optimize fuel load of an aircraft + + + Supporting functionality for pre-flight preparation (e.g. updating of electronic flight bag, purser mobile device, checklists etc.) + + + Provide all necessary information required for the crew for a particular flight in a so-called briefing package (e.g. flight plan, maps, manuals etc.). + + + Provide navigational and flight related information (e.g. current weather information, weather forecast, etc.) + + + Enable communication between crewmembers; especially between flight crew and cabin crew (especially important during sterile cockpit periods) + + + Provide aircraft payload and fuel load calculations + + + Any and all incidents related to a flight have to be reported. Each incident is rated according its severity and impact. + + + Before departure, the cockpit receives the final load sheet showing critical information like total weight, weight distribution, total fuel, information on dangerous goods etc. Wrong calculations on this sheet will prevent the aircraft from achieving published certified performance that can lead to catastrophe. Depending on regulations, the cockpit crew is required to cross-check the load sheet. The captain has to document concurrence by signing the sheet and a copy of the signed sheet will remain on ground and has to be retained for a defined time. + + + Support passengers onboard (e.g. ordering of meals and beverages, filing complaints etc.) + + + A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end. + + + + + + + + + Climb The dynamics of the flight environment, including accommodation of ATC directives, require the crew to continuously monitor aircraft performance in order to realize the best possible flight profile. At some point during the climb, the cockpit crew checks the FMS and/or performance charts to compare the optimal and maximum cruise altitudes with the planned data and desired cruise Mach. This information is used to coordinate an optimal cruise altitude with ATC. Other factors include wind data and ride (turbulence) conditions, en-route convective weather, MEL contingencies, traffic-induced speed restrictions and fuel consumption issues. Winds aloft notwithstanding, in most cases higher altitudes provide for more efficient engine operation. If the flight is restricted to a lower altitude due to weather or traffic, the crew must consider the effects on total fuel burn and reserves. In addition, some aircraft types are more fuel sensitive to off-optimal cruise Mach than others, which may also limit the cruise altitude options. +Passenger-related activities during the climb include beginning the meal and/or beverage service, delivering any marketing PA announcements and activating any entertainment systems. In addition, the Captain usually makes a PA describing en-route flight time and weather conditions, points of interest, arrival estimate, destination weather and, if applicable, any information concerning the presence of an augmented crew. Seat belt sign usage is at the Captain’s discretion and is typically activated in the presence of adverse ride conditions, or at the flight attendants’ request such as during the meal service. The segment of the Captain’s PA which informs the passengers that “while in their seats they are to keep their seatbelts fastened” is included by many airlines as a standard procedure and a mandatory disclaimer. + + + As cruise altitude is reached, the power settings/Mach target are established, and the crews will report level to ATC. The crew also performs various administrative duties, including downlinking any departure delay ACARS codes and recording the engine monitor log (if not automated). +During cruise, the crew must maintain a time/fuel log in order to compare planned time and fuel burn performance with the actual time of arrival (ATA) and fuel on board (FOB) over each flight plan waypoint. The baseline departure time and take-off FOB is used to generate the ETA/EFOB (Estimated Time of Arrival/Estimated Fuel On Board) log which is usually very accurate. Consideration must be given by the cockpit crew to the possible causes of any deviations from the waypoint ETAs/EFOBs (including fuel imbalance) and the effect on the destination arrival time and fuel. Potential sources of time/burn variation include winds aloft greater or less than forecast, cruise speed or altitude different than planned or mechanical problems such as a fuel leak. The cockpit crew also continuously evaluates altitude options. As the aircraft weight decreases due to fuel burn, the optimum cruise altitude typically increases due to better engine efficiency at higher altitudes. Available altitude options may be limited by ATC. +On international flights, transitioning through airspace boundaries under the jurisdiction of other national sovereignties may require supplementary procedures to address local restrictions. These FIR (Flight Information Region) boundaries normally require advance notification via the flight planning process (filed flight plan), and preliminary contact by the aircraft as the flight approaches the boundary. Generally, separate ATC clearances must be issued at each boundary crossing, including entering the oceanic airspace. Before entering such airspace, it is the responsibility of the crew to familiarize themselves with any specific procedural requirements including position reporting, use of datalink, radio communications, and any other airspeed or operational limitations (holding speeds, speed limit below a given altitude, etc.). +The need to deviate from the desired track due to adverse weather is always a possibility. The nature of hazardous weather en-route varies with the geographical region (e.g. transcontinental, Caribbean, North Atlantic, etc.) as well as the type of aircraft and the equipment on board. The procedures and available options for coping with adverse weather is also airspace-dependent. +As in other phases of flight, the crew must be constantly prepared for the possibility of contingencies requiring diversion of the aircraft to an en-route alternate airport. In addition to the possible closure of the destination airport (due to weather, power outages, or other field situations), reasons for diverting include medical emergencies (sick passengers/crew), aircraft equipment problems, terrorist activities inflight, unacceptable holding times, fuel diversion due to wind or traffic delays. The decision to divert usually includes input from dispatch and must include a clearance from the controller – unless the Captain declares an emergency. If the situation warrants the declaration of an emergency, the flight is given priority handling en-route, and the necessary ground and rescue services are assembled to meet the aircraft upon arrival. + + + The descent profile is determined by both ATC limitations and optimal aircraft performance. An aircraft operating at typical cruise altitudes (31,000 to 41,000 feet) will nominally initiate the descent at 100 to 130 nautical miles from the destination airport. The distance varies primarily due to ATC restrictions/procedures but also may be influenced by equipment type and environmental conditions such as winds aloft and turbulence. The initial descent takes place with about 30 to 40 minutes remaining in the flight, at which time the crew begins their approach and landing preparations. An “In Range” message is often transmitted to the destination station either through ACARS or by VHF radio. This message includes the latest touchdown estimate, special passenger requests (wheelchairs/connections), and if not already transmitted, any maintenance discrepancies. The station transmits or uplinks the arrival gate assignment, ground power unit status and any other relevant status message such as a “tow-in only” requirement for the assigned gate. +During the descent, ATC may issue crossing restrictions which can be part of a published standard arrival procedure or as a response to a traffic sequencing requirement. If the clearance is not issued as an immediate descent, it is the responsibility of the cockpit crew to determine a top-of-descent (TOD) point which satisfies the crossing restriction. +Ride conditions notwithstanding, it is desirable from an efficiency standpoint to delay the descent as long as possible, then descend at or near engine idle at an optimum speed and meet the restriction within a few miles before the fix to give a margin to ensure the restriction is met. Factors which must be taken into consideration during descent planning include wind direction and intensity for the relevant altitudes, possibility of speed restrictions if not already assigned, high barometric local pressure at the transition level and turbulence. +The FMS is the primary resource available to the crew for descent planning as restrictions can be programmed directly and a profile calculated. There are other ad hoc methods for determining the distance required to lose a given amount of altitude. The “3 to 1” rule is still used by most pilots to back up the FMS solution in which 3 miles are required for every 1000 ft of altitude loss, e.g. 30,000 feet would require 90 miles. Adjustments are then made to accommodate headwinds/tailwinds and anticipated speed restrictions. +Destination weather and the expected approach/runway procedures are major considerations in planning the arrival. The primary source of this information is the ATIS previously described, although holding delays, weather conditions and runway operations may be passed along via ATC and/or dispatch. ATIS provides the current weather, instrument approach procedures in use, and active runways, as well as details concerning runway and taxiway closures, windshear reports, precise visibility values for individual runways, braking capability, bird activity, temporary obstructions (e.g. construction), land and hold short operations utilization and any other relevant safety-related information. +Once the crew has received the destination weather and approach information, they begin setting up the navigation equipment for the expected arrival procedure. Of primary concern are the current weather conditions vs. the available approach procedures. Low ceilings and visibility mandate specialized procedures which in turn require specific navigation equipment necessary for executing the approaches. If the current weather is below the minimums available for the procedure in use, or the necessary equipment is unavailable or inoperative, the crew must consider other options which include holding (if weather improvement is anticipated) or diverting to an alternate airport. Either course of action requires coordination with ATC and the airline’s dispatch office. +After the crew has programmed the navigation systems and FMS for the anticipated procedure, the PF briefs the approach, using the published approach procedure as a reference. Some low visibility weather situations may mandate that the Captain always perform the PF duties to meet standardization requirements during critical low visibility operations. In addition to designating the PF, the approach briefing includes information about the required navaids, key segment and crossing altitudes, approach minimums vs. current weather, obstacles and terrain awareness, and the missed approach procedure. +The cabin crew activities during the descent include preparing the cabin and galleys for landing, forwarding connecting gate information to the passengers, completing customs-related documents, forwarding any cabin-related discrepancies to the cockpit and verifying that seatbelt compliance requirements are satisfied. The Captain’s descent PA announcement usually includes updates of arrival estimates and weather conditions. Any anticipated adverse weather or delays are usually briefed to both cabin crew and passengers. +As the aircraft descends below the transition level, the PNF works on completing the descent checklist which includes monitoring the pressurization, correcting any accumulated fuel imbalance, and calculating and/or reviewing landing data (approach speeds, runway limits). While passing through 10,000 feet, the Captain alerts the cabin crew (by chime or PA) that the sterile cockpit period is in effect and that the final cabin preparations for landing should be completed. + + + The aircraft operated by most air carriers are usually equipped to satisfy the navigation requirements of a variety of approach procedures. Precision approaches include Global Positioning System (GPS) autoland, GPS LNAV/VNAV and Category (CAT) I, II and III ILS approaches. Many runways at larger airports utilize the Instrument Landing System (ILS) to provide guidance to pilots during instrument conditions along a well-defined path made up of lateral and vertical elements called the localizer and glide slope respectively. +A non-precision approach is a procedure where lateral track information is provided by a local navigation aid (navaid) or satellite, but vertical guidance is received through barometric referencing or other means not directly associated with the specific runway. As expected, precision approaches provide for operations in much lower ceiling and visibility conditions. +When very low visibility conditions exist, CAT III approaches are mandated which require autoland or HUD (heads up display) guidance. Arrival delays should be anticipated during these operations due to limited spacing and runway options. When VFR (Visual Flight Rules) conditions exist, pilots are encouraged to use all available navaids as a back-up even during visual approaches. In addition, many airfields employ instrument procedures during VFR conditions in order to manage aircraft sequencing or noise restrictions. +At some point during the vectoring or feeder segment, the flight will be “cleared for the approach”. An approach clearance by ATC authorizes the crew to execute the procedures for landing. As mentioned earlier, it is the cockpit crew’s responsibility to determine approach legality. The current weather conditions must be compared to the procedures and equipment available, both ground-based and airborne. Downgrades in onboard automation or displays may dictate higher landing minimums and/or unavailability of certain procedures. Likewise, the inoperative status of any ground components may result in additional landing restrictions. An adverse condition of any required approach facilities is usually reported by ATC or the ATIS, but also may be detected by onboard alerting systems. +Most authorities designate a specific location in the procedure where the current weather must be at or above weather minimums in order for the aircraft to continue on the approach. If the flight passes the designated position with reported weather at or above minimums, it may continue to the missed approach point or decision height, as applicable. If weather conditions are below minimums at the designated position, the procedure must be aborted and other alternatives considered i.e. diversion, holding, etc. +Runway wind conditions must be addressed by the crew during the final approach and landing. Depending on the wind direction, intensity, and presence of gusts, adjustments may have to be made resulting in a higher planned approach speed. Maximum crosswind limitations vary among equipment type and weather conditions. +In the event the requirements for completing the approach and landing are not satisfied, a “go-around” is executed and a standardized “missed approach procedure” and/or ATC instructions must be followed. Options available following a missed approach include entering holding to wait out whatever unacceptable condition resulted in the aborted landing, diverting to an alternate airport, or most commonly, accepting ATC vectors to initiate another approach. Many aborted landings are initiated by ATC or the cockpit crew due to traffic on the runway. In most cases a prior arrival failed to clear the runway in a timely manner, but a delayed take-off by an aircraft sitting in position at the threshold can also result in an aborted landing. +If the runway is in-sight and clear when at the decision point, the cockpit crew continues the descent until initiating the landing “flare” maneuver where the descent rate is reduced just before touchdown. + + + Once assigned to a flight sequence, crewmembers are required to sign in at the station flight operations office (nominally) one hour prior to the departure of the first leg. Crews normally arrive earlier than one hour in order to accommodate international flight planning, publication/flight manual updating, or other administrative responsibilities. Once introductions between crewmembers are complete, the flight crew begins the planning tasks. In situations where the time available before departure is minimal, the First Officer may proceed to the aircraft to begin the preflight duties there. + + + During this stage, the flight deck crew receives the so-called briefing package (containing the flight plan, current weather and fuel information, etc.) and cabin crew the passenger lists. This information is either printed out or, if available, electronic devices of the crew are updated with the information. +The crew must determine the airworthiness of the aircraft and address any open issues before departure. The term “preflight” is typically used to describe the interior and exterior inspections of the aircraft, but in a general sense can be used to describe any activity involved with preparing the aircraft for departure. The aircraft inspection is usually divided among the cockpit crew and includes an exterior walkaround examination, interior cockpit set-up, and systems checks. These preflight inspections are outlined in a checklist. +The preflight also includes verification that all required manuals and paperwork are onboard and complete. The aircraft mechanical logbook serves as a means for flight and cabin crews to convey mechanical discrepancies to station maintenance personnel and subsequent flight crews. Any discrepancy entered into the logbook must be balanced with an entry by a certified aircraft mechanic who either resolve the problem or defer it according to specified guidelines. Some items can be deferred based on time (hours of flight, or days/weeks), type of maintenance available, or whether they are listed in the Minimum Equipment List (MEL). The MEL identifies the components which may be inoperative on a given aircraft while still maintaining legality for dispatch as well as the deferral rules. Crew responses associated with MEL items range from simple awareness to complex critical procedural changes. +The Configuration Deviation List (CDL) is similar to the MEL, but references airframe components that are more structural in nature (e.g. missing flap track fairing). +Modern aircraft have extensive autoflight capabilities that allow many of the navigation and performance optimization tasks to be handled automatically if desired. Autoflight initialization and Flight Management System (FMS) programming are conducted during the pre-flight phase. +Some airlines have information systems which allow information required to initialize the autoflight systems to be uploaded automatically via an ACARS (Aircraft Communication and Reporting System) datalink unit. In general, the use of ACARS by air carriers satisfies the requirement that their aircraft are continuously able to be contacted by dispatch during the entire flight. Initialization of this system is also part of the cockpit setup procedures. +Communication between the cockpit and cabin crewmembers is critical to the safety and efficiency of the flight. At some point during or before preflight activities and passenger boarding, the Captain conducts a briefing with the Purser or senior “#1” flight attendant. This includes standard information covering en-route flight time and destination weather, as well as taxi-out time (in the case of a short taxi, the flight attendants must start the safety video/demonstration as early as practicable), security issues and alerts, ride conditions and turbulence, inoperative cabin components, requirement of overwater flight passenger life vest demonstrations, augmented crew, crew meal service and any other relevant safety or operational issues. The Captain may also discuss adherence to the sterile cockpit period in which access to the flight deck is limited to reduce distractions during critical flight phases, nominally anytime the aircraft is below 10,000 feet above Mean Sea Level (MSL). + + + Once the agent moves the jetbridge out of the way, the pushback crew advises the cockpit that the wheel chocks are removed and that it is safe to release the parking brake. The Captain acknowledges release of the parking brake and signals the First Officer to call ramp control (or ATC, depending on local requirements) for pushback clearance. Usually, the cockpit crew is advised by the pushback crew that the area is clear for engine start. +Under certain weather conditions, ice or frost may be present on the airframe or airfoil surfaces which require removal before take-off. In situations where deicing or anti-icing is required, the Captain delays the engine start while the push crew positions the aircraft in a designated de-ice location. At many airports, secondary de-icing locations are established nearer to the departure runway in order to keep the time to take-off below the holdover time. The holdover time is the length of time (in minutes) that the anti-icing fluid is effective and is determined by the flight crew from tables in their flight manuals. The time may vary according to temperature, type and intensity of precipitation, and type and concentration of fluid used. Once the anti-ice application is complete, the icing coordinator advises the cockpit crew when the holdover time begins. It is then the responsibility of the Captain to monitor the holdover time vs. take-off time. If the delay before take-off is too long, the aircraft may have to return to a de-icing location to be re-treated. +After the engines are started and the towbar is disconnected, the Captain gives the guideman permission to disconnect the interphone headset. The guideman then steps into a position where he is visible from the flight deck, shows the nulling pin (used to disable the aircraft’s nosewheel steering system during pushback) and gives a salute which confirms the ramp area is clear to taxi. The Captain acknowledges the salute and the First Officer calls for taxi clearance. Once clearance is received, the Captain begins the taxi-out only after both pilots have visually checked outside and verbally announced “clear left” and “clear right”. + + + + After touching down on the runway, the PF uses reverse thrust, ground spoilers, and wheel braking to decelerate to taxi-speed and vacate the runway. As the aircraft slows to turnoff speed, the Captain and First Officer assume the taxi and communications tasks as per normal ground operations. Once clear of the runway, the crew reports any adverse wind or braking conditions to the tower (in low visibility conditions the crew may also be required to report clear of the runway). After exiting the runway, the First Officer contacts ground control for taxi-in instructions, completes the after landing-taxi checklist and calls the local ramp control to confirm the arrival gate assignment and occupancy status. + + + In most cases, setting the parking brake and opening a cabin door trigger the “IN” event. The “IN” time is used to determine a number of metrics including the length of the flight (which is used to calculate flight crew compensation and legality for subsequent trips), on-time arrival report card, customs and immigration data, and company-specific performance monitoring and scheduling adjustments. +Once a source of ground power is connected (APU or external power cable), the engines are shutdown and the crew completes the engine shutdown checklist. The agent verifies the disarming of the doors with the flight attendants and opens the designated exit door(s) to commence passenger disembarkation. Usually any wheelchair passengers or unaccompanied minors are accommodated last. After engine shutdown, the ground crew begins unloading and processing the baggage and freight. The flight crew secures the cockpit and cabin before departing the aircraft. At specified outstations, an exterior post-flight walkaround inspection may be required which is completed by the cockpit crew before leaving the gate area. Post-flight inspections are not as thorough as the preflight and are usually mandated after the last flight of the day at stations with limited or contract maintenance. Finally, for international operations, any customs/immigration requirements may need to be addressed. + + + Upon completion of postflight duties at the aircraft, the cockpit crew accomplishes any required debrief reports while the flight attendants make liquor and duty-free deposits, usually at the station operations. Debriefs/reports are required by the cockpit crew in instances of a declared emergency or ATC violation, significant mechanical failures (including engine shutdown), fuel dumping, illness, injury or death of a passenger or crew member, passenger misconduct/smoking, overweight landing, HAZMAT issues, diversions, high speed aborts, lightning strikes, near midair collisions and a number of other situations involving non-standard operations or issues. Once all cockpit and cabin obligations are fulfilled, the crew begins preparations for the next flight leg. In situations where the same aircraft is to be used, a new flight plan is pulled up and the pre-flight sequence starts all over. In most cases, however, the crew must change aircraft and relocate to the new departure gate where the planning/preflight duties are repeated. If this is the last flight of the day, the crew is released from duty and typically proceeds to the crew hotel limo in cases of out of base layovers, or the bus to the employee parking lot if the inbound flight was the last leg of a sequence. +If the aircraft is to be “turned around” for use in a subsequent leg, maintenance personnel will attempt to meet the flight upon gate arrival. Any discrepancies are discussed with the inbound flight crew and the necessary repairs are begun as soon as possible. If the discrepancy has been reported in in-flight, the mechanics often meet the aircraft with replacement parts such as Line Replaceable Units (LRUs) which can often allow repair in the normally-scheduled turn-around window. If the aircraft is not to be used right away, required maintenance may be performed during periods of less demand. In situations where the aircraft is finished for the day, it may be towed or taxied to a remote location, or the hangar, where the requisite maintenance and/or inspections are completed. In addition to maintenance requirements, other post-flight activity conducted by ground personnel include aircraft cleaning and de-catering, security checks and any required customs inspections. When customs or security inspections are required, delays are often incurred since the outbound crew cannot access the aircraft until the inspection is complete. In any event, it is desirable from an efficiency standpoint that ground service activities associated with the inbound flight such as catering, cleaning, and baggage handling should dovetail with the departure cycles of subsequent flight legs. + + + As the scheduled departure time approaches, the Captain, lead gate agent and ground crew chief coordinate their efforts to see that all pre-departure requirements are met. The pilots finalize the FMS and autoflight parameters by obtaining an update on weather conditions and runway utilization through the Airport Terminal Information Service. In addition, the crew must receive confirmation of the flight’s routing from ATC. Prior to the scheduled departure (usually at least a few hours before), the airline’s dispatch office files a requested routing based on their flight plan optimization with ATC. Approximately 20 minutes prior to departure, the ATC route clearance is requested, preferably through an ACARS function. The ATC route clearance received by the crew may differ from the filed routing and the changes must be addressed (fuel/performance/dispatch considerations) and reprogrammed. In addition to possible routing changes, ATC may also adjust the planned departure time as a result of current airspace dynamics or weather conditions. +Latest at this stage, the cockpit will receive a signed load sheet from the loading agent. This typically includes finalized aircraft and fuel weights, stabilizer trim settings, center of gravity data, passenger count, cargo loading and live animal and security information. The First Officer uses the updated information to calculate finalized take-off performance data. The FO will also reset the stabilizer trim and set take-off reference speeds. In cases where the load sheet weights are greater than planned, adjustments may have to be made to the flap and/or power settings, or an alternate runway may be required. The load sheet is a critical document, because errors on it can have catastrophic consequences (e.g. plane crash due to wrong trimmings). Therefore, in many countries, the crew is obliged to cross-check the calculations for gross errors and, depending on regulations, the captain has to indicate concurrence with the figures by signing the load sheet. Often, copies of the signed load sheet are taken by various parties (e.g. load agent, airline, etc.) and kept for a defined period of time. +Once the clearance is received, the crew can perform the “Before Starting Engines” checklist. At approximately 10 minutes prior to departure, the Captain turns on the Fasten Seat Belt sign which signals the Flight Attendants to ready the cabin for departure and deliver the requisite PA announcements. +In order to prepare the aircraft for movement, the ground crew completes the baggage and cargo loading, including late bags, and closes the cargo doors. If necessary, any required external power or air is removed from the aircraft, unless required for engine start. The tug is connected to the aircraft via a towbar unless a “powerback” is planned. The flight deck crew performs the “just prior to pushback” portion of the checklist which includes, among other things, confirmation that all the doors are closed and that the anti-collision (red flashing) beacon is operating. At this time the flight attendants arm the escape slide mechanism of the entry doors in case a ground evacuation becomes necessary. When the checks are complete and the aircraft is ready for gate departure, the ground crew becomes the pushback crew. + + + During this stage, the flight deck crew receives the so-called briefing package (containing the flight plan, current weather and fuel information, etc.) and cabin crew the passenger lists. This information is either printed out or, if available, electronic devices of the crew are updated with the information. +The crew must determine the airworthiness of the aircraft and address any open issues before departure. The term “preflight” is typically used to describe the interior and exterior inspections of the aircraft, but in a general sense can be used to describe any activity involved with preparing the aircraft for departure. The aircraft inspection is usually divided among the cockpit crew and includes an exterior walkaround examination, interior cockpit set-up, and systems checks. These preflight inspections are outlined in a checklist. +The preflight also includes verification that all required manuals and paperwork are onboard and complete. The aircraft mechanical logbook serves as a means for flight and cabin crews to convey mechanical discrepancies to station maintenance personnel and subsequent flight crews. Any discrepancy entered into the logbook must be balanced with an entry by a certified aircraft mechanic who either resolve the problem or defer it according to specified guidelines. Some items can be deferred based on time (hours of flight, or days/weeks), type of maintenance available, or whether they are listed in the Minimum Equipment List (MEL). The MEL identifies the components which may be inoperative on a given aircraft while still maintaining legality for dispatch as well as the deferral rules. Crew responses associated with MEL items range from simple awareness to complex critical procedural changes. +The Configuration Deviation List (CDL) is similar to the MEL, but references airframe components that are more structural in nature (e.g. missing flap track fairing). +Modern aircraft have extensive autoflight capabilities that allow many of the navigation and performance optimization tasks to be handled automatically if desired. Autoflight initialization and Flight Management System (FMS) programming are conducted during the pre-flight phase. +Some airlines have information systems which allow information required to initialize the autoflight systems to be uploaded automatically via an ACARS (Aircraft Communication and Reporting System) datalink unit. In general, the use of ACARS by air carriers satisfies the requirement that their aircraft are continuously able to be contacted by dispatch during the entire flight. Initialization of this system is also part of the cockpit setup procedures. +Communication between the cockpit and cabin crewmembers is critical to the safety and efficiency of the flight. At some point during or before preflight activities and passenger boarding, the Captain conducts a briefing with the Purser or senior “#1” flight attendant. This includes standard information covering en-route flight time and destination weather, as well as taxi-out time (in the case of a short taxi, the flight attendants must start the safety video/demonstration as early as practicable), security issues and alerts, ride conditions and turbulence, inoperative cabin components, requirement of overwater flight passenger life vest demonstrations, augmented crew, crew meal service and any other relevant safety or operational issues. The Captain may also discuss adherence to the sterile cockpit period in which access to the flight deck is limited to reduce distractions during critical flight phases, nominally anytime the aircraft is below 10,000 feet above Mean Sea Level (MSL). + + + In order to make most efficient use of runway resources, the local tower controller often issues a “position and hold” clearance to an aircraft in preparation for final take-off clearance. This allows the aircraft to taxi into position and hold on the departure runway while waiting for other traffic, runway restrictions or an ATC issued departure time. If this hold time is not required or a departure needs to be expedited, the tower may clear the flight for take-off without holding in position. At this time the crew makes final checks of the wind/weather and the presence of runway contamination. If the flight is following the departure of a large aircraft, adequate wake separation requirements must be assured by confirming that an acceptable interval of time has elapsed before commencing the take-off roll. +Once the take-off clearance is received, the pilots’ roles of Captain/First Officer change to pilot-flying/pilot not-flying (PF/PNF) in order to accomplish the procedures commensurate with which pilot is flying the leg. At all times, however, the Captain is still pilot-in-command (PIC) and, since he/she remains responsible for the flight and may choose to assume the PF role at his/her discretion. Certain weather conditions (low visibility) or crew experience levels may dictate that the Captain remain PF during some or all of the flight. +During the take-off roll, the crew monitors the aircraft centerline tracking, engine parameters, and conditions both inside and outside of the aircraft. The PNF calls out each V-speed as part of the normal procedure. Should a critical problem occur before the abort decision speed, V1, the take-off is rejected and the aircraft is stopped on the runway. +An uneventful take-off is followed by a normal initial climb-out which includes “cleaning up” the aircraft (gear raised, flaps/slats retracted) while conforming to any noise and/or obstacle requirements. + + + As in the case of pushback, anytime ground movement is initiated, permission must be received from the controlling authority. At some point before leaving the ramp area, the First Officer contacts ground control to get taxi clearance to the active runway. +At this stage, any last minute changes (LMC) to the load sheet are received via ACARS or by radio. These may result in the reprogramming of affected parameters and too high take-off weight may dictate the request for a special runway which can result in a taxi and/or take-off delay while ATC works out a modified sequence. Once the load sheet information is processed, the crew completes the “taxi” and “before take-off” checklists. +At some point, the Captain conducts a take-off briefing which includes which pilot will be making the take-off, initial heading, altitude and departure procedure requirements, obstacle clearance and noise abatement issues, airport elevation and the normal cleanup altitude. In addition, the briefing must address runway abort considerations, engine out procedures and associated cleanup altitudes, and emergency contingencies requiring returning to the departure point or other proximate landing options. In situations where there will be a long taxi due to numerous departures ahead in sequence for take-off, it is desirable for the Captain to make a PA announcement informing the passengers and cabin crew of his/her best estimate of the length of the delay. This is typically done by counting the number of aircraft ahead in the take-off queue. If the delay is significant, the airline may have to be updated via ACARS or radio with a new ETD (estimated time of departure). As the aircraft approaches the departure end of the runway, the Captain makes a departure PA announcement to inform the flight attendants that the take-off is imminent and they should secure themselves at their stations. The Captain must assure that the passenger briefing has been completed, which may be a factor in short taxi-out situations. + + + The pilots use taxiway charts of the destination airport to assist in the execution of taxi clearances given to them by ATC. Pilots must be diligent during ground operations at airports with which they are unfamiliar or that are undergoing construction. Operations during nighttime or heavy precipitation also require special consideration and may substantially impede the overall traffic movement on the airfield. At some point during taxi-in the Captain determines the necessity of starting the APU. In the interest of fuel conservation, an engine may be shutdown which may require utilizing the APU, depending on the aircraft type. Normally the APU is started while the aircraft is a few minutes from the gate area, unless it has been determined that ground power will be used. In that case, the APU is not started and an engine is left running after gate arrival until the ground electric is connected by the guide crew. +If the arrival gate is occupied, the aircraft may be required to wait out the delay at a remote location. Occupied gates are often the result of a delayed departure or other operational issues with the aircraft currently positioned at the gate and the anticipated delay should be passed on to ATC and the passengers. Once clearance to the gate is received, the Captain taxis to the ramp area and visually acquires the marshallers. After the crew confirms the gate area is unobstructed, the marshallers utilize lighted wands to signal clearance to taxi to the stop point adjacent to the jetbridge. Often delays are encountered at this point due to the unavailability of the ground crew, carts or vehicular traffic in the gate area, or a tow-in requirement for the assigned gate (in which the aircraft engines are shut down and a tug is used to tow the aircraft onto the gate position). Some stations utilize automatic parking systems which employ an arrangement of lights and/or signs that the Captain uses for lead-in line and stopping position guidance. In the absence of self-guidance, the marshaller uses wand signals to direct and stop the aircraft at the desired location. Once the brakes are parked, the agent moves the jetbridge into position at the entry door, or in the case of airstair disembarkation, positions the truck(s) under the appropriate exit door(s). + + + Terminal area maneuvering generally begins when the aircraft descends below 10,000 feet about 30 to 40 miles from the destination airport. At this point the flight path is defined by the vectors from ATC. Radar vectors consist of heading directives issued to the pilots and are used by ATC for the sequencing and/or spacing of air traffic. In non-radar environments, the flight is operated along established airways or feeder routes to an initial approach point defined by the approach procedure in use. In either case, the crew must keep a vigilant traffic watch and maintain terrain awareness (using electronic aids, charts, visual, etc) especially in mountainous areas and/or areas of high traffic congestion +As the flight nears the position where it will commence the approach, the crew may be issued additional real time landing information or instructions. Braking action reports are given by previous arrivals and include a qualitative ranking of the braking effectiveness during rollout after touchdown. Certain braking action conditions may require the utilization of specified on-board systems such as autobrakes and/or autospoilers, or may dictate that the flight enter holding until the runway condition can be improved through plowing or chemical treatment. In low visibility conditions, real time RVR (Runway Visual Range) reports are issued to the arriving flights for the purpose of determining approach legality, or applying other operating restrictions to the flight (e.g. crosswind limitations, autoland requirements, etc.). ATC. Microburst alerts and airspeed loss/gain reports from prior arrivals are also passed on to the crew. Adjustments may have to be made to reference landing speeds to operate under such conditions. In many cases, the flight will have to enter holding to wait out low visibility, poor braking, or windshear/microburst conditions + + + The climb flight profile is determined by both ATC/airspace requirements, and performance characteristics which may be aircraft-specific. When clear of the immediate airport traffic area, the aircraft is accelerated to maximum low altitude climb speed unless a restriction has been issued by ATC. Terminal-area airspace may be very complex and certain standard procedures have been developed for both departing and arriving flights at high-density locations. During climb-out the flight typically conforms to a standard Departure Procedure (DP). +As the aircraft climbs through approximately 1500 feet above ground level (AGL), the flight attendants are notified (by a chime) that they may commence their service duties. When 10,000 feet MSL is reached, the aircraft is accelerated to the optimal climb speed. In addition, the flight attendants are again chimed to indicate the end of the sterile cockpit period. + + + + + + Publish at the end of every month for the whole next month, e.g. publication at the end of SEP will contain rosters of OCT. Any change after publication is published to affected crew members. + + + + + + + + + + + + + + + + + + + + + + + + + + + e.g. Sickness + + + + e.g. Crew Strike, Extreme Weather + + + e.g. Delay, Equipment Change + + + + + + + + + The luggage is then picked up and all information is passed on in order to plan the load in an automated way. + + + After these tasks are completed and all necessary information is available and consistent in itself, the process is completed. + + + + When boarding, the passenger data are recorded, stored and forwarded. + + + After the pre-check-in, the process starts with the open check-in and the check-in of a passenger with his ticket. + + + + + + + + + + + + + + Tagging, check-in and registering checked baggage for a flight. +This includes any customs and border protection, and specifically US CBP integration. + + + Register of passenger for entering aircraft + + + Checking of passenger’s travel documents and place passenger in departure control system according to IATA (IATA Ground Operations Manual) + + + Registering of passenger for a flight. Creating of a passenger information list and issuing of standard check-in messages + + + According to (IATA, IATA Ground Operations Manual) documenting of all load activities for each flight and issuing of load messages + + + Setting passenger on wait lists based on booking status and airline policy + + + Issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations + + + Hold airport information (e.g. minimum ground times, connecting times, airport master data) up-to-date. + + + Distributing of pieces of baggage to unit load devices before load into aircraft + + + Collecting pieces of baggage from unit load devices after unload from aircraft + + + Ensure, all required ground operation are done + + + Capability that manages the overall management command and control of an operation including: +- departure control activities +- providing coordination to all local control functions +- decision making capability in disruption +- communicating decisions made to the appropriate parties for local action +Monitoring and coordination of airport operations is performed in all airports worldwide. In some airports the airline plays a major part in the actual monitoring and coordination functions. In most worldwide airports the airline buys services from airport owners/authorities who perform these functions and therefore in these instances the airline communicates and reacts to the overall command and control authority. +It also includes recognizing, recording and resolving of non-standard situations during ground operations. + + + + Control and optimize the passenger stream on the ground. Transfer passenger with minimum waiting time. +Includes special needs passenger assistance, e.g. UMs (Unaccompanied Minors), RMPs (Reduced Mobility Passengers). +Also, setting passenger on wait lists based on booking status and airline policy + + + Managing of on loading and offloading of an aircraft and providing cabin crew with load documents. + + + Creating and Managing of rosters for ground staff and ground equipment + + + Planning of aircraft load based on passenger, freight, fueling and other information + + + Plans shifts of ground staff and equipment. + + + Placing the ground staff at right time to right operating area and document it + + + Managing of airport’s infrastructure i.e. common used terminal, self-service kiosks, passenger processing system + + + Creating load documentation for load staff and cabin crew + + + Baggage Acceptance and Security Checks and Preparation for Departure. +It includes ensuring that the baggage in aircraft belongs to boarded passenger. + + + Forwarding baggage, that missed flight + + + Record the baggage movements at airport + + + The baggage is declared until the guest's actual boarding, information is processed and the aircraft is loaded according to the intelligent planning. + + + Shipping processes are, as already mentioned, not part of this domain and thus explicitly out-of-scope. + + + + + + + + + + + + Awarding customer for frequent bookings for the airline. + + + Manages different social media accounts of the aviation organization and the communication with the community. + + + A service for crediting miles to a customer for each booking. + + + Maintains the customer data like name or birthdates. + + + Handles the customers preferences from either entered information by the customer itself or analyzed customer behavior. + + + + Manages after sales automated customer communication. + + + Collects all the customer claims and provides a place for communication to the customer and internal escalations and reaction plans. + + + Collects all the customer feedbacks and provides a place for communication to the customer and internal actions + + + Manages regular customer surveys to retrieve customer feedback. + + + Tracking customer loyalty and awarding it via (status) upgrades. + + + Defines the process for parts procurement, logistics of spare parts and overall material logistics within the Maintenance process. + + + Notifies the customer via various channels like e-mail or SMS about irregularities concerning the booked flight like e.g. delays. + + + Notifies the customer about regular events like the completed booking of a flight or check-in times. + + + Executes the process for overall inspection, repair, overhaul and maintenance of aircrafts, machines and components. Furthermore, it is responsible for planning operational resources like skill management. + + + Analyzes frequent customer bookings and provides recommendations for partnerships. + + + A service for the customer to spent earned miles. + + + All schedules for compulsory testing, maintenance documentations and testing requirements are compromised within the maintenance information object. + + + All reports are summed up in the Quality Reports entity which is related to the testing data. + + + + + + + + + + Analyzes customer behavior towards the aviation organization and preferred bookings. + + + Capability that defines, produces and delivers and evaluates marketing campaigns for products and services including the management of the marketing supply chain (the chain of suppliers, agencies and sub-contractors that we rely on to produce marketing materials). +Also including the project management service for planned, ongoing or bygone marketing campaigns. + + + Manages the customer profile and consolidates all information to one place. + + + Project management service for planned, ongoing or bygone sales promotions + + + Service to examine customer preferences and providing personalized offers based on preferred products. + + + + + + Calculate the expected demand of seats based on historical bookings and current booking trend, including costs, prices and margins. + + + Calculate and distribute the prices to be provided for the various fares + + + Check the availability of more than 9 seats for a specific flight and booking class + + + A service to provide the fares fitting the search criteria (the available flights) + + + Provision and communication of the fare model including conditions to partners and fare filing + + + (Re-)Calculates availabilities (to be presented to customers or published through the eCommerce channel) based on relevant settings and stored sold bookings + + + Allows to adjust the influence settings, which are used as input to the calculation of availabilities and results therefore in a modified output + + + Track and observe pricing models and current fares offered by competitors + + + Optimizes availabilities by utilizing forecasts and the current sold capacity to recalculate the inventory settings. + + + If the user searches for flights with more than 9 passengers, the seat availability has to be checked first + + + A flight search consist of search criteria including more than 9 passenger criteria and returns availability, fares and flight related ancillaries + + + A service to receive available seats by booking class + + + + + + + + + + + + + There may be other examples methods of communication... + + + Application covers/possesses one or more Business Capabilities + +The business capabilities are mapped to the applications, which cover/possess these capabilities. + + + + + + + + The reporting and communication is done using internal analytics and communication tools. Furthermore the Media System is the tool for managing IFE and multimedia systems. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Unit Load Device + + + + + + + + One is the Cargo Control System, which plans the freight and loads/unloads the freight for each flight. + + + + The Cargo Management system is responsible for developing the domains strategy and products. The other task within this application is Cargo Network & Scheduling which Manages the cargo network and partnerships and enabling a high quality of service by customizing the cargo network. One task is scheduling operations between with involving parties + + + The other application is the Warehouse Management System which stores and collects the freight, plans the capacity and is responsible for the warehouse reporting. + + + + manages the crew resources and communications with the whole team + + + + responsible for processes like Crew Briefing or calculating the flight plan + + + + + + + + + + C + + + + + + + + + Aircraft Communications Addressing and Reporting System + + + + + + + + + + + + + + + The Airport Management System bundles and provides all airport infrastructure tasks. + + + With the Baggage Tracking System, an application is integrated, which allows you to track the location and the progress of the luggage at any time. + + + The Load Planning Tool handles the loading processes of the aircraft + + + Finally, the passenger flows are guided, information is collected, bundled and evaluated in the Passenger and Departure Control System. + + + A resource planning tool ensures that layers of employees are sorted in groups and tasks are distributed between them. + + + Container Pallet Distribution Message + + + Electronic Ticket List + + + Load Distribution Message + + + Passenger Service Message + + + Passenger Transfer Message + + + Unit Load Device Control Message + + + + + + + + + + + + + It includes a loyalty system which keeps track of customers miles as he earns and spends miles and calculates loyalty status of customer. With this data it rewards customer due to his loyalty status with various kinds of benefits. + + + + + + + + It also includes a Social Media Management Tool for managing all types of social media. This tool is concentrated on posts and managing reaction of posts while excluding user message handling. + + + The Customer Communication Manager includes a Campaign Management Tool for managing marketing promotions and campaigns. + + + The Customer Relationship Manager keeps all the relevant customer data together, analyzes the stored data of the customer and provides reports about customer behavior. + + + The Support Ticket System is a gateway for concentrated inbox for various types of communication (including e-mail, social media and non-digital), as well as every topic (e.g. complaints). The incoming messages will be centrally assigned to the responsible agent + + + helps to manage communication after a customer purchased services + + + stores and manages all the data + + + keeps track of every customer feedback sent to the company and helps to react + + + keeps track of loyal customer and manages different kinds of rewards for them + + + analyzes profiles in order to gain more insight. + + + helps to act in forms of asking the customer about specific topics directly + + + keeps track of every past, current and future marketing campaigns and helps managing them + + + keep track of the miles of a customer – how much he earns, how much he spends + + + Notifying Service, which informs the customer about important activities belonging his bookings + + + automatically generates offers tailored to a specific customer + + + Social Media Manager, which gives employees the ability to manage Social Media Accounts in one application. + + + + An Availability Request Processor, which is high throughput-oriented, forms the core part of the last area: Availability Management. Here, the critical aspect is the ability to process as many requests in the shortest possible timeframe. + + + + + Availability Optimization, the third area, is technologically represented by a Linear Optimization Problem Solver such as IBM CPEX. + + + + + The Pricing sub domain is covered by the Fare Engine, which calculates prices and distributes fares. + + + + + + + monitors published offers by competitors. + + + + + + Within the second area, namely the Forecast area, a data loader, integrator, store and analyzer are located, which corresponds to a typical Business Intelligence (Bl) architecture + + + Aircraft Communication and Reporting System + + + + + + + + Common Use Passenger Processing System + +The third component, Common Use Passenger Processing System (CUPPS) platform, includes applications for passenger and luggage systems and control systems. + + + The first component, Common Enterprise Software Platform or Cloud Enterprise Platform, includes several tools for operationally managing resources and cargo, as well as providing a system for airport and airline management. + + + The second component Communication and Messaging Platform is responsible for communication in the domain and includes applications such as Aircraft Communication and Reporting System or E-Mail. + + + The last component of the technology architecture is the Tracking Platform. This includes applications for the tracking and administration of luggage and shipments. + + + + + An artifact (document, table, item, …) that is input or output of an activity and that relates to an Information Object + + + + + + + + The Offering represents offered Air Products, Ground Products and Services which are managed accordingly to the Product Management catalog. + + + . Product & Services descriptions and guidelines help staff to maintain a high product quality to ensure superb customer experience. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Origin and Destination + + + + House Air Waybill + + + Master Air Waybill + + + + + the main input to many of the processes are checklists that the crewmembers need to work through to ensure safe and efficient operation of the aircraft. Most, if not all of these checklists don’t need to be kept afterwards. + + + + + + Provided at the end of every week for the 4th week following it, e.g. handover at end of week 33 will contain rotations for week 37. + +changes to Aircraft Rotations continually provided to Crew pairing/ - Maintenance processes, possibly resulting in changes to Crew Rotation and to Crew Rosters if applicable. + + + published at the end of every month for the whole next month, e.g. publication at the end of SEP will contain rosters of OCT. Any change after publication is published to affected crewmembers. + + + provided at the beginning of every month for the whole next month, e.g. handover at the begin of SEP will contain pairings for OCT. + + + Additions and Deletions List + + + + + + + + + Passenger Name List + + + Passenger Information List + + + Teletype Passenger Manifest + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Origin and Destination + + + + + + + + + + + + + + + + + + + starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. + + + 2 Days Before Day of Operation up to and including day of Operation + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Crews are assigned to a flight + + + + + + Customers contact a point of sale such as travel agents via sales channels in order to purchase aviation products. Products can be tickets for passenger flights as well as contingents for cargo. + + + + + + + + + + + + + a flight which is serviced by a specific aircraft + + + + + An aircraft usually is part of a fleet the airline operates + + + flights offers seats according to a given seat map + +The Ticket is related to the Seat Map which includes seats. + + + + + + + + + + + The Fare or also prices of the tickets are directly related to the offering. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Provided at the middle of every month for the whole month after the next, e.g. handover at mid of AUG will contain schedules for OCT. + + + + + + + + + + + + + provided at the end of every week for the 4th week following it, e.g. handover at end of week 33 will contain rotations for week 37. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This depicts the Data Architecture of the Cargo Capability (Domain). All information objects related to this capability are included in this representation. Furthermore, Baggage, Unit Load Device, Aircraft, Freight Document, and Cargo are directly related to the Freight entity. All information objects which are generated during the execution of the process are included in entities or found in the Data Architecture. + +This illustrates important information objects, which are related to ground operations and their relationships. Regarding the business process of the Ground Operations Capability (Domain) the derived sub-processes produce information objects; e.g., freight documents or a passenger list. The objects were modeled into entities and are represented in the data model above. In the center is the entity Aircraft, to which the entities Flight, Seat Map, Fleet, and Freight are directly connected. A crew rotation is assigned directly to a flight. Freight is related to Cargo/Mail, Freight Document, and Baggage. The Data Architecture describes the structure of the Ground Operations Capability (Domain), whereas the business capabilities depict the behavior of the domain. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The business process of the Cargo Capability (Domain) is separated in two main pools: airline and forwarder. The process starts with Receive Shipment from Shipper. The operations are responsible for enabling the airline to receive the shipment. All warehouse activities and freight preparation for the flight need to be done before departure. The departure activities send the flight manifest to the next station. After executing the arrival activities, all cargo is shipped to the forwarder. Finally, all operating cargo arrives at the destination. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Technology Architecture represents a general view over all applications used within the Cargo Capability (Domain). It contains four main features such as the Cloud Enterprise Platform, the Communication and Messaging Platform, the Tracking Platform, and the Passenger Processing System. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + All business capabilities create information objects around those entities; i.e., a customer can, for instance, report an entry which consists of a debrief report. Information about the station which represents the home base of the aircraft and the crew member is also described within this Data Architecture. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is September 5, then the time horizon of operations control is September 3, 00:00 UTC to September 5, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This diagram only considers flight crew processes – with the focus placed on the cockpit crew (“flight deck”). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This describes how the sub-domains and services work together. The process is basically divided into the four process sections, Ground Operations on Aircraft, Common Ground Operations, Operations on Baggage, and Operations on Passenger. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Application Architecture is divided into applications, which integrate the services of the sub-domains. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Technology Architecture describes the infrastructure as well as the platform, database, and other technological components needed as the foundation for the applications. In the Ground Operations Capability (Domain), the Technology Architecture is represented in four components (the platforms). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Maintenance application has several responsibilities such as monitoring and analytics, testing, and maintenance. All business capabilities are executed mostly in support of IT systems. The Maintenance Capability (Domain) comprises one major application which is responsible for planning capabilities and tracking of all testing-relevant data. It also manages the maintenance and monitoring processes for all products and services, depending on the structure of the maintenance. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This describes the relation of information objects and entities within the Maintenance Capability (Domain). Most information objects within this domain are maintenance schedules and maintenance or testing reports. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The process shows which information objects are derived from the Maintenance Capability (Domain). Within the first process step all maintenance-related processes are planned and documented. Furthermore, data and requirements for different products are collected by the responsible team. Another essential process within this Capability (Domain) is scheduling all compulsory and regular tests. All reports are organized and reported to the responsible manager. Also, product testing is done within this Capability (Domain). Schedules and reports are derived from processes here. Finally, documentation of the whole process is constantly collected and updated to ensure a high level of product and service quality. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This describes the relation of information objects and entities within the Marketing & Customer Care Capability (Domain). All marketing-related information objects and entities are related to either the Customer or Passenger entity. Certain KPIs and data is collected from the passenger; i.e., loyalty data, feedback, or complaints. This data is used to create a loyalty data profile and helps to develop personalized marketing campaigns which are used to attract more customers. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This shows which information objects are derived from the Marketing & Customer Care process. Within the first process step all communication channels are used to reach potential customers. Feedback & Complaints from pre existing customers are collected and analyzed to create customer feedback documentations and results for customer surveys. Product is used to enhance existing customer profiles. One aspect of the customer profile is loyalty programs where loyalty accounts of customers are managed. From all analytical reports and marketing campaign data direct marketing procedures and guidelines are created and used for further sales activities. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The business process and extracted information objects of the Network & Alliances Capability (Domain) are depicted. + + + + + + + + + + This describes the relation of information objects and entities within the Network & Alliances Capability (Domain). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Technology Architecture consists of multiple applications. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Technology Architecture consists of multiple applications. Accounting is an application component which uses the transaction infrastructure service for the processing of monetary flows. It is a logical application component for the management of financial accounts of partners and suppliers. The Accounting applications include two infrastructure services, Managing Business Transactions and Managing Enterprise Resources. Managing Business Transactions is used to monitor and manage business transactions. Managing Enterprise Resources is used to effectively distribute resources where they are needed at the right time. + +Another application component is Business Intelligence (BI). It is a logical application component for all BI functionality, such as reports of historic business data and optional forecasts thereof. The BI applications include several infrastructure services like Data Warehousing, Predictive Analytics, and Providing Data Science. An intelligent business environment includes data warehousing, which is used to analyze data, to extract reports, and to store related data. Predictive Analytics is used to make predictions based on historical data. Lastly, Providing Data Science is an operation about extracting knowledge or gaining insights into various types of information. It is often coupled with similar operations such as statistics, data mining, or predictive analytics and is similar to knowledge discovery in databases. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + In the Product & Service Design phase all the necessary product components are designed and subsequently developed for production. In this phase the Customer Experience, Product & Service, and Corporate Design are defined. The Offering represents offered Air Products, Ground Products, and Services which are managed accordingly to the Product Management catalog. Product & Services descriptions and guidelines help staff to maintain a high product quality to ensure superb customer experience. In the last step the Product Capability (Domain) is also responsible for the product quality and creates several reports and monitors the systems data. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + not in the standard + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Regarding the Technology Architecture, the Product Management Applications have following responsibilities. The Applications are applied for developing products and services. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Regarding the Technology Architecture, the Product Management Applications have the following responsibilities. The Applications are applied for developing products and services. They receive corporate product strategy and include corporate design requirements, and are responsible for designing customer experience throughout the product and service lifecycle. Furthermore, they receive new services and products based on the corporate strategy and customer data based on requirements, which they receive from various departments. The reporting and communication is done using internal analytics and communication tools. Furthermore, the Media System is the tool for managing IFE and multimedia systems. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Technology Architecture of the Revenue Management & Pricing Capability (Domain) is subdivided into four technological areas, Bookings & Direct Sales (1), Forecast (2), Availability Optimization (3), and Availability Management (4). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The business process and extracted information objects of the Sales Capability (Domain) are depicted. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Data Architecture is structured by means of a core model and extensions for specific business domains. The core model contains and describes the top-level business objects for the Commercial Aviation Industry. Specific extensions add information objects to the core model for the sake of clarification and more detailed considerations. + + + + + Metamodel Diagram + + + + + + + + Application + + + + + + + + + + + + + + + + + + + + + + + + Technology Platform + + + + + + + + + + + + + + + Technology Component + + + + + + + + + + + + Entity + + + + n..m + + + + 1..n + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Digital Output + + + + 1:1 + + + + + + + + + + + + + + + + Activity + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + assignment + + + + + + + + + + + + + Business Capability + + + + Capability (Domain) - Capability (Group) - Capability +(assignment) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Data Architecture offers an insight into the organizational data model. A suitable reference point for a data model fitting organizations of the Commercial Aviation Industry is the IATA Airline Industry Data Model, which facilitates the development and maintenance of messaging standards in the Commercial Aviation Industry. + +Note: The basis is a consistent model collaboratively developed and maintained by globally distributed industry working groups that use the Sparx Enterprise Architect tool, including the “industry-agreed vocabulary, data models, and message definitions, as well as the related business process context and requirements”. Oracle® provides a particularly detailed data model as well, the Oracle Airline Data Model (OADM). It is “a standards-based, industry-specific, prebuilt data warehouse database schema with associated analytic models and dashboard” and a key component of the Oracle Passenger Data Management Industry Solution. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Copyright © 2022, The Open Group +The Open Group hereby authorizes you to use this model for any purpose, PROVIDED THAT any copy of this model, or any part thereof, which you make shall retain all copyright and other proprietary notices contained herein. + +This model may contain other proprietary notices and copyright information. + +Nothing contained herein shall be construed as conferring by implication, estoppel, or otherwise any license or right under any patent or trademark of The Open Group or any third party. Except as expressly provided above, nothing contained herein shall be construed as conferring any license or right under any copyright of The Open Group. + +Note that any product, process, or technology in this document may be the subject of other intellectual property rights reserved by The Open Group, and may not be licensed hereunder. + +This model is provided “AS IS” WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESSED OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR NON-INFRINGEMENT. Some jurisdictions do not allow the exclusion of implied warranties, so the above exclusion may not apply to you. + +Any model product of The Open Group may include technical inaccuracies or typographical errors. Changes may be periodically made to these models; these changes will be incorporated in new editions of these models. The Open Group may make improvements and/or changes in the products and/or the programs described in these models at any time without notice. + +Should any user of this model respond with information including feedback data, such as questions, comments, suggestions, or the like regarding the content of this model, such information shall be deemed to be non-confidential and The Open Group shall have no obligation of any kind with respect to such information and shall be free to reproduce, use, disclose, and distribute the information to others without limitation. Further, The Open Group shall be free to use any ideas, concepts, know-how, or techniques contained in such information for any purpose whatsoever including but not limited to developing, manufacturing, and marketing products incorporating such information. + +If you did not obtain this copy through The Open Group, it may not be the latest version. For your convenience, the latest version of this model may be downloaded at www.opengroup.org/library. + +This model was created by The Open Group and is a supporting artifact for The Open Group the Commercial Aviation Reference Architecture, a standard of The Open Group. +In the event of any discrepancy between this model and the standard, the standard remains the authoritative version. + +Version: 1.0 Standard +Status: Final + diff --git a/dataset/processed-models/id-d33b0dca-0dff-4e51-a077-109a4cc204dd/model.json b/dataset/processed-models/id-d33b0dca-0dff-4e51-a077-109a4cc204dd/model.json new file mode 100644 index 00000000..91e419ba --- /dev/null +++ b/dataset/processed-models/id-d33b0dca-0dff-4e51-a077-109a4cc204dd/model.json @@ -0,0 +1 @@ +{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/id-d33b0dca-0dff-4e51-a077-109a4cc204dd","archimateId":"id-d33b0dca-0dff-4e51-a077-109a4cc204dd","name":"The Open Group Commercial Aviation Reference Architecture","description":"Copyright © 2022, The Open Group\nThe Open Group hereby authorizes you to use this model for any purpose, PROVIDED THAT any copy of this model, or any part thereof, which you make shall retain all copyright and other proprietary notices contained herein.\n\nThis model may contain other proprietary notices and copyright information.\n\nNothing contained herein shall be construed as conferring by implication, estoppel, or otherwise any license or right under any patent or trademark of The Open Group or any third party. Except as expressly provided above, nothing contained herein shall be construed as conferring any license or right under any copyright of The Open Group.\n\nNote that any product, process, or technology in this document may be the subject of other intellectual property rights reserved by The Open Group, and may not be licensed hereunder.\n\nThis model is provided “AS IS” WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESSED OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR NON-INFRINGEMENT. Some jurisdictions do not allow the exclusion of implied warranties, so the above exclusion may not apply to you.\n\nAny model product of The Open Group may include technical inaccuracies or typographical errors. Changes may be periodically made to these models; these changes will be incorporated in new editions of these models. The Open Group may make improvements and/or changes in the products and/or the programs described in these models at any time without notice.\n\nShould any user of this model respond with information including feedback data, such as questions, comments, suggestions, or the like regarding the content of this model, such information shall be deemed to be non-confidential and The Open Group shall have no obligation of any kind with respect to such information and shall be free to reproduce, use, disclose, and distribute the information to others without limitation. Further, The Open Group shall be free to use any ideas, concepts, know-how, or techniques contained in such information for any purpose whatsoever including but not limited to developing, manufacturing, and marketing products incorporating such information.\n\nIf you did not obtain this copy through The Open Group, it may not be the latest version. For your convenience, the latest version of this model may be downloaded at www.opengroup.org/library.\n\nThis model was created by The Open Group and is a supporting artifact for The Open Group the Commercial Aviation Reference Architecture, a standard of The Open Group.\nIn the event of any discrepancy between this model and the standard, the standard remains the authoritative version.\n\r\nVersion: 1.0 Standard\r\nStatus: Final","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"sara-sabr/EA-models","license":"CC0-1.0","sourceFile":"raw-data/github/archimate/The_Open_Group_CA_RA_c224-model.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:24:55","tags":[],"duplicates":[],"language":"en","elements":[{"id":"id-07d4d953-00a5-40e0-8c9d-1de063cd4f02","name":"Ground Operations","type":"Capability","layer":"strategy"},{"id":"id-7c097a21-11f8-4137-86da-baaee633248f","name":"Station 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@@ + + + The Open Group Commercial Aviation Reference Architecture + Copyright © 2022, The Open Group +The Open Group hereby authorizes you to use this model for any purpose, PROVIDED THAT any copy of this model, or any part thereof, which you make shall retain all copyright and other proprietary notices contained herein. + +This model may contain other proprietary notices and copyright information. + +Nothing contained herein shall be construed as conferring by implication, estoppel, or otherwise any license or right under any patent or trademark of The Open Group or any third party. Except as expressly provided above, nothing contained herein shall be construed as conferring any license or right under any copyright of The Open Group. + +Note that any product, process, or technology in this document may be the subject of other intellectual property rights reserved by The Open Group, and may not be licensed hereunder. + +This model is provided “AS IS” WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESSED OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR NON-INFRINGEMENT. Some jurisdictions do not allow the exclusion of implied warranties, so the above exclusion may not apply to you. + +Any model product of The Open Group may include technical inaccuracies or typographical errors. Changes may be periodically made to these models; these changes will be incorporated in new editions of these models. The Open Group may make improvements and/or changes in the products and/or the programs described in these models at any time without notice. + +Should any user of this model respond with information including feedback data, such as questions, comments, suggestions, or the like regarding the content of this model, such information shall be deemed to be non-confidential and The Open Group shall have no obligation of any kind with respect to such information and shall be free to reproduce, use, disclose, and distribute the information to others without limitation. Further, The Open Group shall be free to use any ideas, concepts, know-how, or techniques contained in such information for any purpose whatsoever including but not limited to developing, manufacturing, and marketing products incorporating such information. + +If you did not obtain this copy through The Open Group, it may not be the latest version. For your convenience, the latest version of this model may be downloaded at www.opengroup.org/library. + +This model was created by The Open Group and is a supporting artifact for The Open Group the Commercial Aviation Reference Architecture, a standard of The Open Group. +In the event of any discrepancy between this model and the standard, the standard remains the authoritative version. + +Version: 1.0 Standard +Status: Final + + + The Open Group Standard, 2022 + + + + + Ground Operations + Ground operations handle aircrafts, passengers and freight on the ground, typically at an airport. One important effort of ground operation is, after the safety and the quality of service, minimizing the ground time of aircrafts. Aircraft Maintenance is excluded. + + + Station Management + Station Management is part of the Ground Operations Capability (Domain). According to (IATA, Air Industry Data Model) station is just a generic term for airport. This Capability (Group) handles the management services and processes at an airport. The following tasks are within the scope of this Capability (Group). The Management ramp (agent) activity supervises handling of baggage, techniques, freight, food, and cleaning, boarding, deboarding, (un-)loading. Furthermore the Management airport information handles and provides information like minimum ground times, connecting times, airport master data. Moreover, passenger streams Management is dedicated to minimizing of passenger transfer time and of aircraft ground time at an airport. The equipment Management handles the ground service equipment. Also, information to ground handling staff provides global work instructions and irregular information. The lounges management handles and analyze the using of passenger Lounges at an airport. Lastly, the Management of Irregularities recognizes records and resolves non-standard situations at an airport. + + + Load Planning + Load Planning is a sub domain of the Network & Fleet Planning domain. (IATA, IATA Ground Operations Manual) defines ground operations related to loading of an aircraft: load planning, load control flow and load reporting. These operations are the subject of the sub domain load planning, which has following tasks. It is responsible for preparing & calculating the electronic load plan and optimizing load planning for aircrafts considering account load limitations, individual baggage priorities and dangerous goods restrictions. Moreover it is aligning load process with all neighboring processes, e.g., boarding of aircraft. This domain is also providing load info to ramp agents and to the flight crew. + + + Ground Staff Management + Ground Staff Management is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. It is responsible for planning ground manpower and does the shift planning. Moreover it manages activities like rostering and disposition. + + + Airport Infrastructure + Airport Infrastructure is a sub domain of the Network & Fleet Planning domain. The following task is within the scope of this sub domain. Airport Infrastructure is responsible for providing specific airport infrastructure and processes, i.e. CUTE, CUSS, CUPPS + QBG + + + Passenger Services + Passenger Services is part of the Ground Operations Capability (Domain). The ground operations primary related to the passenger until they entered the aircraft are the subject of this Capability (Group). It includes following tasks. It is managing check-in and boarding process including check of reservation vs. ticket, documents issuing for boarding pass, voucher, "etix®" receipts, includes Self-service check-in incl. baggage (kiosk, web and mobile). It is also responsible for automatic check-in, interline through check-in processes. Furthermore it is accepting of baggage and collecting excess fees and fees for additional chargeable services (e.g. ASR). Moreover it is handling passengers on waiting list and irregularities like over bookings and checking documents required for checked-in segments (APIS, Passport and Visa) and transmit data. Lastly, it is issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations + + + Baggage Services + Baggage Services is part of the Ground Operations Capability (Domain). The following task is within the scope of this Capability (Group). It reconciles baggage and flights, track baggage and trace baggage and reunites baggage with owner in case of losses. Furthermore it is responsible for managing loading and unloading activities of the baggage to and from aircraft. It also manages unloading of baggage of passengers who fail to board the flight. Moreover it redirects baggage that missed a flight and interacts with airport baggage management. Lastly this domain is monitoring and quality assurance of baggage processes. + + + Product + + + Product Management & Design + The Product Management & Design Capability (Group) is within the Product Capability (Domain). It consists of several tasks related to its Air Products, Ground Products, the product strategy, ancillary services, corporate design and the customer experience. It is responsible of defining and developing the product portfolio and product strategy of Product Ground and Product Air. It also defines and develops customer experience on board for different products parts (i.e. Cabin interior, Seat and bed, Services, in-flight entertainment and multi media). This domain also defines and develops customer experience for products on ground and reviews and develops the customer experience of all kinds of products like food and beverage. Lastly, it manages corporate design and branding of the company. + + + Inventory Management + Inventory Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It is managing all flight related inventory restrictions / allotments, e.g. available seats, cap left for Special Service Requests (SSR)’s such as special food requirements, wheelchair, seat at window, etc. It is responsible for managing all flights with their available seats and divides seats into service classes and booking classes, for which different prices and booking conditions apply. The inventory management also distributes the schedules. + + + Sales + + + Sales Agent Channels + Sales Agent Channels is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides all sales channels and allows sales agents to sell products (indirect/direct sales, domestic/international, online/offline and group sales). Moreover it is responsible for allowing corporate sales account to sell products (to business, domestic/international, online/offline and group sales). Lastly, it provides sales data reports and statistics for agents. + + + Sales Channel Management + Sales Channel Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It set up sales channel strategy like B2B, agent, direct sales or agencies. It also defines sales channels, agents, company business and group travel. Furthermore it is responsible for the Account Management, which analyzes and monitors B2B customer relationship, Maintains B2B data, provides B2B customer care function and processes. + + + Reservation Ticketing + Reservation Ticketing is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It provides interfaces to external global distribution systems (GDS), such as Amadeus and independent online sites. The interfaces comprise technical functionality required to communicate with external systems, but not the GDS business functionality itself. It is also responsible for enabling call center agents to sell the airline’s product(s) and services, to inform customers, sell tickets to customers and provide services, such as ticket/EMD issuing, rebooking, reissuing, refunding. Furthermore it manages reservations and ticketing, i.e. preparation of "etix®" tickets, issuing of paper tickets, EMD’s, rebooking, reissuing, refunding, collection of payments. Lastly, it provides direct connect interface to third parties. + + + Direct Sales Channel & Shopping + Direct Sales Channel & Shopping is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides direct sales channels and is responsible for the search of products (i.e. flight products and bundles). It also creates offers (including ancilliaries) and reservations and handles the (re-)book and order. Furthermore the sub domain is responsible for ancillary services, cross-selling, up-selling, product bundling and provides a shopping cart. + + + Network & Alliances + This Capability (Domain) covers the development and management of the commercial planning, strategic alliances and partnerships capabilities and also includes the commercial strategy. It includes the initial selection and on-going negotiations with alliances and partners, and the contracting, on-boarding and exiting activities. + + + Fleet Planning + Fleet Planning is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. It plans the future fleet size and the needed capacity and composition. As well as the configuration need and the delivery schedule. It is also responsible for supporting processes around A/C sourcing and Entry Into Service (EIS). + + + Network Management + Network Management is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. The following tasks are within the scope of this sub domain. Network Management designs and optimizes airline's flight network regarding bases, destinations, routes and frequency of flights between the destinations to optimize yield and profitability. It also evaluates partner potential and opportunities concerning network and slots, sales and markets, product, alliances. + + + Network Data Analysis + Network Data Analysis is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. It analyzes market and customer data and prepares database to facilitate network planning and scheduling process. Furthermore it gathers data to allow analyses to understand and predict historic and future schedule preferences of customers. This domain is also responsible for gathering actual flight related cost data and provides predictions of cost figures for subsequent analysis processes. It creates origin and destination (O&D) view on customer's movements. Lastly, it feeds data into revenue/yield management and network planning processes to improve various optimizers. + + + Co-operations & Alliances + Co-operations & Alliances is part of the Network & Alliances Capability (Domain). The following tasks are within the scope of this Capability (Group). The following task is within the scope of this sub domain. It provides reporting and accounting for alliances and joint ventures. + + + Scheduling Codeshare + + + Cargo + Cargo operations handle items, which are carried by an airline usually by order of a forwarder. The operations on passenger’s baggage, however, are not seen as cargo handling, but rather as Ground Ops. + + + Cargo Management + Cargo Management is part of the Cargo Capability (Domain). The following tasks are within the scope of this Capability (Group). It is responsible for the strategy components within this domain. It develops the cargo domain strategy and develops the products and services which are needed to perform the tasks. The other task is managing Cargo network & scheduling relations. + + + Forwarding + Forwarding is part of the Cargo Capability (Domain). According to (IATA, Air Cargo Industry Master Operation Plan) some cargo operations are regarded to the forwarder. +The following tasks are within the scope of this sub domain. It receive shipment validates security and customs status of a shipment, unloads the trucks, screening shipment, places freight into a warehouse. Moreover it is responsible for the handover shipment to forwarder includes also verifying customs release status, handover documents and preparing shipment for handover. + + + Cargo Station Management + Cargo Station Management is part of the Cargo Capability (Domain), which takes care of the activities related to the Cargo stations. According to (IATA, Air Cargo Idustry Master Operation Plan) these cargo operations are regarded to the airline. It prepares freight for the flight plans flights and collects freight for flights. It is also responsible for departure activities move freight from warehouse to park position, load it into an aircraft and resolve all discrepancies between plan and actual load. Moreover it takes care of arriving activities unload freight from aircraft and store it on destination. Lastly, the carrying sub domain handles warehouse activities i.e. the freight in airline’s warehouse at departure and at arrival. + + + Maintenance + Manage end-to-end airline MRO (Maintenance, Repair, and Overhaul also referred to as Engineering) and CAMO (Continuing Airworthiness Management Organization) operations and all related aircraft asset handling. Maintenance may be defined as, "All actions which have the objective of retaining or restoring an item in or to a state in which it can perform its required function. The actions include the combination of all technical and corresponding administrative, managerial, and supervision actions.“ + + + Maintenance & Testing + Maintenance & Testing is the only domain of the Maintenance domain. The following tasks are within the scope of this sub domain. It defines the process for overall inspection, repair, overhaul and maintenance of aircrafts, machines and components. Maintenance is responsible for managing scheduling for compulsive viewing and maintenance and operations of compulsory quality assurances. Furthermore it does the maintenance of products on board (IFE) ground and the internet on board. Lastly, it needs to manage scheduling and is dependable for all kinds of product tests + + + Flight Operations + The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is 5th of September then the time horizon of operations control is 3rd of September, 00:00 UTC to 5th of September, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. +Before the operations control phase occurs the planning phase that starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. +The main objects these processes work with are so-called “Rotations” (either aircraft related or crew related). A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end. + + + Operational Flight Planning + Operational Flight Planning is a sub domain of the Flight Ops domain. An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn ("trip fuel") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +In summary, the following tasks are within the scope of this sub domain. It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. Lastly, it prepares and provides briefing documents to crew. + + + Operations Planning & Control + Operations Planning & Control is part of the Flight Operations Capability (Domain). An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn ("trip fuel") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +Ensuring that the aircraft and the pilot are in the right place at the right time, both currently qualified and serviceable, is what an operations manager does. Multiply that by the number of flights per day, and that’s what the operations control department does – it keeps the airline working from moment to moment despite disruption by weather and a thousand other possible occurrences or mishaps. +Take so-called low cost carriers as (somewhat) simple examples. They can be big (300+ aircraft), but are designed for engineering and operations simplicity. They always aim to run single-type fleets with the cabin configuration completely standardized, so any aircraft in the fleet can perform any route, and all flight and cabin crew are type-rated on every aircraft. They are mainly short-haul, and if there are no mishaps every crew finishes each day going home rather than to a hotel. The ops departments can be rather small. +On the other hand, the ops staff at a big intercontinental carrier faces a far more complex task. For example, big carriers have to deal with a lot of aircraft with various different basic types, both short and long haul, and within those type groups there are multiple cabin configurations and – sometimes – different engine fits. Just because a route is normally served by a Boeing 777, if the scheduled one falls out, the ops department has to ensure that a schedule on which First Class tickets are sold is matched with a four-class configured 777 rather than a three-class version. +Operations control solves problems. It matches the airline’s assets – human and hardware, to the promised schedule, come what may. It takes just the smallest twitch of the weather somewhere in the world, or pilots and cabin crew reporting sick, or an unexpected component failure on an aircraft, for the carefully choreographed system to start tumbling unless a way can be found to arrest it. +It’s like juggling, but instead of balls, clubs, rings etc, the props are aircrafts with their maintenance schedules, pilots with their rosters, duty time limitations and recurrent training requirements, cabin crew likewise, airports with curfews, notams and changing weather forecasts, down-route accommodation for crew, passenger management – especially in the case of delay or cancellation, onboard medical emergencies, cargo management, aircraft weight and balance, dispatch coordination, and diversions. +Big, intercontinental carriers have to manage thousands of departures a day around the globe, carrying hundreds of thousands of passengers. It doesn’t require a lot of imagination to understand that every decision, action or inaction of the operations control department has a serious impact on the overall performance of an airline. +In summary, the following tasks are within the scope of this Capability (Group). It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. It prepares and provides briefing documents to crew. It monitors flight plan, identify and evaluate irregularities, i.e. delays caused by ATC or weather. Furthermore it handles irregularities keeping schedule deviation impact and costs as little as possible and interferes with flight plan to minimize disruptions (aircraft change, crew recovery). It is responsible for optimizing the fuel usage and coordinating ATC-slots with Eurocontrol. Lastly, it plans emergency response and does the Flight Dispatch and Crew dispatch. + + + Crew Management + Crew Management is a sub domain of the Flight Ops domain. Crew related costs are second only to fuel costs, typically accounting for about 10% - 20% of an airline's cost base. With such a large amount of money being spent on crew, even small improvements can result in significant savings. Of the several buckets that make up crew costs, crew supply chain performance (movement of crew from upstream manpower planning process to training, scheduling and tracking along with its critical interdependencies) is perhaps the only area which can be significantly optimized without pain. Schedule changes, both voluntary and involuntary, make the best laid out plan go awry resulting in inefficiencies in crew supply chain (swing from too many crew to too few). This leads to avoidable hidden costs and revenue leakages. +The following tasks are within the scope of this sub domain. It defines company recruiting standards (soft and hard facts) for cockpit instruction & ready entries and cabin). Defines marketing for recruiting. Executes recruiting process. It also derives crew demand from network capacity planning. This sub domain optimizes costs for crew under consideration of overall network in crew-pairing step. Furthermore it maps actual crews against each pairing in crew-rostering step. Considers legal restrictions, crew training and preferences from crew staff. It also ensures crew licensing and provides crew information. Crew Management is responsible for crew training management (simulator planning, cabin training, qualification request management) and crew monitoring and tracking, irregularities handling (e.g. check of crew duty limitations in terms of legal operation). Lastly, it is responsible for the communication with Crews, e.g. via crew portals and the preparation of all crew related dispatch activities. + + + Flight Support + Flight Support is a sub domain of the Flight Ops domain. The major components needing to be coordinated for any given flight include the aircraft and support equipment, cockpit and cabin crews (together known as the “flight crew”), maintenance, and ground service personnel. Although the maintenance and ground crew activities are critical to support flight operations, the emphasis in this sub domain is on the regulation and scheduling of the flight crews to conduct a given flight. +In many cases, crewmembers may have never worked together prior to a particular flight. In order to maintain a safe, smoothly functioning and efficient operation, airlines and regulators have developed very detailed procedures to be executed by crewmembers that leave very little room for improvisation. These procedures, including normal, abnormal, and emergency conditions, are detailed in the crewmember’s operating manuals and backed up through a system of checklists which are cross-checked between flight crewmembers. It is the responsibility of the training or flight standards department to establish crewmember proficiency and currency. The Captain, however, is always ultimately responsible for the safe and efficient conduct of the flight and in extraordinary circumstances may deviate from a procedure or regulation under his or her command authority (Captain’s Emergency Authority). +The cabin crew is primarily responsible for passenger safety during the flight. Other duties include providing customer service products (meals, entertainment, etc.) and assistance with boarding. Flight attendants receive specialized training in aircraft emergencies, evacuation procedures, medical issues and health hazards, care of special needs passengers, flight regulations and meal service. +Activities before take-off include flight planning, passenger processing, aircraft preflight, fueling, and other required ground processes. The preflight activities are orchestrated so as to achieve an “on-schedule” pushback from the departure gate, although any maintenance and gate hold issues must also be considered. +While taxiing to the departure runway, the cockpit crew prepares the aircraft for take-off and updates the take-off performance parameters with actual load data. In addition, any departure delays, aircraft icing, and environmental conditions such as runway contamination may need to be addressed. +The take-off is a highly critical maneuver where a number of factors must be taken into consideration including airport/runway, environmental, and emergency/abnormal contingencies. Departure from the terminal area, which may include route and speed restrictions, is followed by the climb to cruise altitude. The optimum cruise altitude is determined by a number of factors including efficiency, ride comfort, other traffic and/or airspace limitations. During cruise flight, the cockpit crew must continually evaluate contingency options in the event of a passenger or mechanical disruption. In addition, some flight situations require adherence to specialized procedures including international routing, mountainous terrain, and extended overwater operations. +During descent, the crew begins preparing the cockpit and cabin for landing. In addition to conforming to ATC (Air Traffic Control) restrictions, the cockpit crew plans the approach to landing which includes consideration of the destination weather, the approach procedures available, and the equipment available on the aircraft to safely and legally complete the arrival. Factors include environmental conditions (visibility, presence of convective weather, runway conditions, etc.), availability of approach aids, aircraft mechanical condition and, if necessary, available fuel for holding. In the event of an unsuccessful approach, diversion to a more suitable landing point may have to be considered. +After landing, the aircraft is taxied to the arrival gate while the crew readies the cockpit and cabin for parking. Once the aircraft is parked, passenger disembarkation is completed as well as baggage/cargo unloading. The flight crews proceed to the next departure gate, or to the ground transportation area if their duty day is complete. +The following tasks are within the scope of this sub domain. It is responsible for Cockpit and Cabin onboard flight preparation, flight operation and Cockpit and Cabin Onboard Communication. It also does the Signature of the Load Sheet by the Captain. Lastly, it manages Onboard Flight Reporting and Onboard Passenger support + + + Revenue Management & Pricing + The business capabilities grouped by sub domains of the “Revenue Management & Pricing” domain are depicted in Figure 25. The business capabilities belonging to the “Revenue Management & Pricing” domain are described in Table 5. Several of these have to be transformed into the definitions from the NDC Implementation Guide published by the International Air Transport Association [IATA14]. + + + Group Bookings + Group Bookings is part of the Revenue Management & Pricing Capability (Domain). It deals with checking the availability for groups and the determination of group pricing. This is necessitated by the fact that the process for booking of groups slightly differs from the standard booking process. + + + Availability Management + Availability Management is part of the Revenue Management & Pricing Capability (Domain). Managing booking class availability derived from outputs of Forecast & Optimization (demand and no-show forecasts, bid prices), direct availability control (in case of irregularity management), decision support for revenue controlling and availability for ancillary and special services (advanced seat reservation, wheelchair, special meal, etc.) are within the scope of the Availability Management sub domain. + + + Forecast & Optimization + Forecast & Optimization is part of the Revenue Management & Pricing Capability (Domain). Forecast & Optimization covers forecasts of demand, bookings, cancellations, and buy-downs. In addition, no-show figures based on historical, special and expert data are also included in this domain. The Capability (Group) also caters for the controlling of the forecast and optimization process, which are monitored here. The aim here is to optimize revenue (fare-mix, over bookings) to steer capacity based on average earnings, the management of availability, inventory and reservation data. + + + Pricing + Pricing Capability (Group) is part of the Revenue Management & Pricing Capability (Domain). Pricing, includes the provision and distribution of prices and conditions for each service and the booking class on each market. Maximizing the airline's revenue, monitoring competitor’s prices and defining the price concept and strategy also fall within this Capability (Group). + + + Customer & Loyalty + + + Customer Communication + Customer Communication is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group): responsible for essential standard communications to the customer to be handled automatically, such as notifications about service fulfillment; e.g., flight status; manage social media communication via proactive postings, and reactions to comments and customer private messages. + + + Customer Profile Management + Customer Profile Management is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). To gain basic insights into customers, the relationship data between the organization and the customer (B2C) will be proper analyzed and monitored. The customer profiles will be identified and created and the corresponding values of the customer deposited. The customer preferences will be tracked and saved to the profile. Both, static customer data (address, etc.) and dynamic data (last ordered product, etc.) as well as other customer profiling functions will be saved and deposited in the profile. + + + Marketing + Marketing Management Capability (Group) is part of the Brand & Marketing Capability (Domain). The following tasks are within the scope of this Capability (Group). Every advertising, sales promotion, campaign management and similar will be managed, tracked and saved in order to have every direct Marketing activities together. Out of the customer profiles, new personalized offers will be generated based on the existing data. Depending on the context of the customer, offers will be tailored based on the data and values of the customer. In addition to that, not only the company can provide personalized offers to the customer, also the customer will be given the opportunity to personalize the offers by himself. It also comprises the enabling of services backing analyses and reports that direct or measure marketing initiatives, and that measure success of/reaction on sales actions. This comprises a Sales Cockpit, Web Tracking services (measuring/ensuring Usability) and information gathered from Social Media content. +The following tasks are within the scope of this sub domain. It is responsible for essential standard communications to the customer like notifications about service fulfillment, e.g. flight status, IRREG communication will be automatically handled. It also manages Social Media communication via pro-active postings, reactions to comments and to customer private messages will be managed. + + + Feedback & Complaint + Feedback & Complaint is part of the Customer & Loyalty Capability (Domain). It ensures that service quality is measured and feedback is collected from the customer perspective. It forms a basis for improving the service quality based on the feedback. The following tasks are within the scope of this Capability (Group). It is managing feedback and complaints include an analysis of the customer’s feedback which is the basis for subsequently optimizing the satisfaction and loyalty of this customer. If customers have claims for compensation, restitution, repayment or any other remedy for loss or damage those have to be managed, tracked and taken care of. + + + Loyalty + Loyalty is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). For rewarding loyal customer, the existing loyalty program has to be ongoing developed and managed. Loyalty partners should be managed, which is the basis for a successful loyalty program. It is also responsible for collecting and spending miles of customers should be tracked in order to keep track of current mile status of the customer. Based on a customer loyalty, the corresponding tier levels have to be managed and customers will be matched to the proper level. + + + Capability + Business Domain (Top Level Element) + +Sub domain (assigned to a Business Domain) + +For each Business Domain a Business Capability Map exists. This map assigns to each sub domain all belonging business capabilities. + +In general, business capabilities claim to be free of overlap, express abilities organizations require or offer and provided a logical grouping of these services. A business capability answers the question of “what” a service carries out, clearly distinguishing from the analogous question of “how” something is being carried out. All business capabilities, especially when introduced into a reference architecture, must conform to these principles. + + + Cargo + Cargo operations handle items, which are carried by an airline usually by order of a forwarder. The operations on passenger’s baggage, however, are not seen as cargo handling, but rather as Ground Ops. + + + Forwarding + Forwarding is part of the Cargo Capability (Domain). According to (IATA, Air Cargo Idustry Master Operation Plan) some cargo operations are regarded to the forwarder. +The following tasks are within the scope of this sub domain. It receive shipment validates security and customs status of a shipment, unloads the trucks, screening shipment, places freight into a warehouse. Moreover it is responsible for the handover shipment to forwarder includes also verifying customs release status, handover documents and preparing shipment for handover. + + + Handover Shipment + Validating of release status of the shipment, handover documents and shipments to the forwarder or redirect it to another airline. +It includes capabilities to arrange import customer delivery or re-routing or transhipment of cargo as appropriate at the destination warehouse / depot. + + + Receive Shipment + Unloading forwarder’s truck or receiving shipment from another airline, validating of status of the shipment, screening the shipment, storing the shipment in the airline’s warehouse, confirmation to forwarder. +It also includes capabilities to determine at the originating reception how cargo items should be prioritized for export and routed to their destinations. + + + Station Management + Cargo Station Management is part of the Cargo Capability (Domain), which takes care of the activities related to the Cargo stations. According to (IATA, Air Cargo Idustry Master Operation Plan) these cargo operations are regarded to the airline. It prepares freight for the flight plans flights and collects freight for flights. It is also responsible for departure activities move freight from warehouse to park position, load it into an aircraft and resolve all discrepancies between plan and actual load. Moreover it takes care of arriving activities unload freight from aircraft and store it on destination. Lastly, the carrying sub domain handles warehouse activities i.e. the freight in airline’s warehouse at departure and at arrival. + + + Prepare Freight to Flight + Clearing the security of the freight, planning flights, collecting freight from airline’s warehouse. +This includes Customs Management, i.e. capabilities to calculate and handle the required declarations, inspections, payments of duties and taxes to national customs authorities or customs agents for imported cargo. + + + Cargo Departure Activities + Moving shipment to the parking position, loading the aircraft, documenting and clearing discrepancies between plan and actual freight + + + Cargo Arrival Activities + Storing freight at destination and informing the forwarder + + + Warehouse Activities + Storing freight, collecting freight, planning of warehouse capacity. +Also, planning and executing the loading of the freight to cargo units. + + + Cargo Management + Cargo Management is part of the Cargo Capability (Domain). The following tasks are within the scope of this Capability (Group). It is responsible for the strategy components within this domain. It develops the cargo domain strategy and develops the products and services which are needed to perform the tasks. The other task is managing Cargo network & scheduling relations. + + + Cargo Strategy & Product Development + Defines the cargo strategy and processes for cargo operations and product development + + + Cargo Network & Scheduling + Manages the cargo network and partnerships and enabling a high quality of service by customizing the cargo network. One task is scheduling operations between with involving parties. + + + Cargo Planning + Capability that includes the creation, maintenance and control of airport operational cargo plans. This will differ for different airports and include planning capabilities to manage customer deliveries and collections and unit build and break. + + + Shipment Management + Capability to manage paper or electronic air waybills, including waybill information generation, updates and queries. + + + Flight Operations + The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is 5th of September then the time horizon of operations control is 3rd of September, 00:00 UTC to 5th of September, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. +Before the operations control phase occurs the planning phase that starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. +The main objects these processes work with are so-called “Rotations” (either aircraft related or crew related). A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end. + + + Operations Planning & Control + Operations Planning & Control is part of the Flight Operations Capability (Domain). An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn ("trip fuel") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +Ensuring that the aircraft and the pilot are in the right place at the right time, both currently qualified and serviceable, is what an operations manager does. Multiply that by the number of flights per day, and that’s what the operations control department does – it keeps the airline working from moment to moment despite disruption by weather and a thousand other possible occurrences or mishaps. +Take so-called low cost carriers as (somewhat) simple examples. They can be big (300+ aircraft), but are designed for engineering and operations simplicity. They always aim to run single-type fleets with the cabin configuration completely standardized, so any aircraft in the fleet can perform any route, and all flight and cabin crew are type-rated on every aircraft. They are mainly short-haul, and if there are no mishaps every crew finishes each day going home rather than to a hotel. The ops departments can be rather small. +On the other hand, the ops staff at a big intercontinental carrier faces a far more complex task. For example, big carriers have to deal with a lot of aircraft with various different basic types, both short and long haul, and within those type groups there are multiple cabin configurations and – sometimes – different engine fits. Just because a route is normally served by a Boeing 777, if the scheduled one falls out, the ops department has to ensure that a schedule on which First Class tickets are sold is matched with a four-class configured 777 rather than a three-class version. +Operations control solves problems. It matches the airline’s assets – human and hardware, to the promised schedule, come what may. It takes just the smallest twitch of the weather somewhere in the world, or pilots and cabin crew reporting sick, or an unexpected component failure on an aircraft, for the carefully choreographed system to start tumbling unless a way can be found to arrest it. +It’s like juggling, but instead of balls, clubs, rings etc, the props are aircrafts with their maintenance schedules, pilots with their rosters, duty time limitations and recurrent training requirements, cabin crew likewise, airports with curfews, notams and changing weather forecasts, down-route accommodation for crew, passenger management – especially in the case of delay or cancellation, onboard medical emergencies, cargo management, aircraft weight and balance, dispatch coordination, and diversions. +Big, intercontinental carriers have to manage thousands of departures a day around the globe, carrying hundreds of thousands of passengers. It doesn’t require a lot of imagination to understand that every decision, action or inaction of the operations control department has a serious impact on the overall performance of an airline. +In summary, the following tasks are within the scope of this Capability (Group). It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. It prepares and provides briefing documents to crew. It monitors flight plan, identify and evaluate irregularities, i.e. delays caused by ATC or weather. Furthermore it handles irregularities keeping schedule deviation impact and costs as little as possible and interferes with flight plan to minimize disruptions (aircraft change, crew recovery). It is responsible for optimizing the fuel usage and coordinating ATC-slots with Eurocontrol. Lastly, it plans emergency response and does the Flight Dispatch and Crew dispatch. + + + Network Operations Command & Control + Capability that manages the real time control of the flying operation including control of aircraft movements and monitoring the worldwide operation, fine tuning the operational plan, coordination across all local control functions and providing decision making capability in disruption. + + + Crew Check-In Briefing & Comms + Capability that enables flight and cabin crew check-in management which is focused on registering that crew have arrived and are fit for work (this data is used by other systems e.g. to book baggage against etc.). +It also enables Flight Crew Technical briefing and include: fuel and route updates, aircraft loads (passenger numbers and cargo), NOTAMs (airport closures, ASH updates, weather conditions, etc.). +On the day comms are included as well. + + + In-Flight Routing & Arrival + This capability takes account of routing, performance management, flight operations and all other relevant information (e.g. seasonal and weather data, charts, NOTAMs), to manage and navigate a flight. +It also includes managing the ZFL (Zonal, Final and Landing), landing approach, etc. + + + Aircraft to Schedule Allocation + Capability that manages the creation and development of an operationally feasible flight plan that incorporates: +- the optimal allocation of aircraft to flights +- the provision of any necessary flight control permissions +- the acquisition of runway slots. + + + Operational Schedule Maintenance + Capability involved in the maintenance of the schedule through to handover to Operations tactical planning. + + + Aircraft Clearance + Capability that covers any activities required to ensure that the aircraft is ready for takeoff. +It covers activities and checks to ensure that an aircraft released to service is airworthy from an MRO perspective and compliant with regulatory requirements. +It includes the management of aircraft security checks, consolidation of maintenance paperwork, a declaration of compliance and handoff/release of the aircraft to the flight crew. +It also monitors and manages available as well as owned slots; preventing slot loss. + + + Flight Support + Flight Support is part of the Flight Operations Capability (Domain). The major components needing to be coordinated for any given flight include the aircraft and support equipment, cockpit and cabin crews (together known as the “flight crew”), maintenance, and ground service personnel. Although the maintenance and ground crew activities are critical to support flight operations, the emphasis in this Capability (Group) is on the regulation and scheduling of the flight crews to conduct a given flight. +In many cases, crewmembers may have never worked together prior to a particular flight. In order to maintain a safe, smoothly functioning and efficient operation, airlines and regulators have developed very detailed procedures to be executed by crewmembers that leave very little room for improvisation. These procedures, including normal, abnormal, and emergency conditions, are detailed in the crewmember’s operating manuals and backed up through a system of checklists which are cross-checked between flight crewmembers. It is the responsibility of the training or flight standards department to establish crewmember proficiency and currency. The Captain, however, is always ultimately responsible for the safe and efficient conduct of the flight and in extraordinary circumstances may deviate from a procedure or regulation under his or her command authority (Captain’s Emergency Authority). +The cabin crew is primarily responsible for passenger safety during the flight. Other duties include providing customer service products (meals, entertainment, etc.) and assistance with boarding. Flight attendants receive specialized training in aircraft emergencies, evacuation procedures, medical issues and health hazards, care of special needs passengers, flight regulations and meal service. +Activities before take-off include flight planning, passenger processing, aircraft preflight, fueling, and other required ground processes. The preflight activities are orchestrated so as to achieve an “on-schedule” pushback from the departure gate, although any maintenance and gate hold issues must also be considered. +While taxiing to the departure runway, the cockpit crew prepares the aircraft for take-off and updates the take-off performance parameters with actual load data. In addition, any departure delays, aircraft icing, and environmental conditions such as runway contamination may need to be addressed. +The take-off is a highly critical maneuver where a number of factors must be taken into consideration including airport/runway, environmental, and emergency/abnormal contingencies. Departure from the terminal area, which may include route and speed restrictions, is followed by the climb to cruise altitude. The optimum cruise altitude is determined by a number of factors including efficiency, ride comfort, other traffic and/or airspace limitations. During cruise flight, the cockpit crew must continually evaluate contingency options in the event of a passenger or mechanical disruption. In addition, some flight situations require adherence to specialized procedures including international routing, mountainous terrain, and extended overwater operations. +During descent, the crew begins preparing the cockpit and cabin for landing. In addition to conforming to ATC (Air Traffic Control) restrictions, the cockpit crew plans the approach to landing which includes consideration of the destination weather, the approach procedures available, and the equipment available on the aircraft to safely and legally complete the arrival. Factors include environmental conditions (visibility, presence of convective weather, runway conditions, etc.), availability of approach aids, aircraft mechanical condition and, if necessary, available fuel for holding. In the event of an unsuccessful approach, diversion to a more suitable landing point may have to be considered. +After landing, the aircraft is taxied to the arrival gate while the crew readies the cockpit and cabin for parking. Once the aircraft is parked, passenger disembarkation is completed as well as baggage/cargo unloading. The flight crews proceed to the next departure gate, or to the ground transportation area if their duty day is complete. +The following tasks are within the scope of this sub domain. It is responsible for Cockpit and Cabin onboard flight preparation, flight operation and Cockpit and Cabin Onboard Communication. It also does the Signature of the Load Sheet by the Captain. Lastly, it manages Onboard Flight Reporting and Onboard Passenger support + + + Prepare Flight + Supporting functionality for pre-flight preparation (e.g. updating of electronic flight bag, purser mobile device, checklists etc.) + + + In-Flight Incidents + Any and all incidents related to a flight have to be reported. Each incident is rated according its severity and impact. + + + Aircraft Weight & Balance + Capability to manage the centralized load control function and includes activities to control weight and balance requirements including calculating the estimated space taken by baggage and therefore the space available for cargo, planning the total distributed weight which enables the derivation of the 'Estimated Zero Fuel Weight', and deciding and requesting an amount of fuel for a specific aircraft taking account of the known loads, routings, weather and any other particular conditions that could impact the aircraft fuel requirements. + + + Flight Routing Planning & Evaluation + Capability that enables flight operations and flight crew to pick up relevant information (e.g. seasonal and weather data, alternate route info, charts, NOTAMs), request further information, evaluate and plan flight routings or change a slot and calculate fuel required. +Fuel optimization for the route of the aircraft to be take into account too. + + + Flight Operations Technical Publications + This Capability covers activities that acquire, package, publish, update, maintain, distribute and install technical information mandated for flight crew and to a lesser degree by cabin crew for operational purposes. Increasingly this information is held in digital form on the aircraft and in tablets rather than paper form (manuals) and therefore this capability includes the software management of technical information. + + + Flight Performance Management + This capability covers activities that manage inflight system, equipment and performance monitoring primarily with the objective of identifying and managing any aviation safety threats. + + + Crew Management + Crew Management is part of the Flight Operations Capability (Domain). Crew related costs are second only to fuel costs, typically accounting for about 10% - 20% of an airline's cost base. With such a large amount of money being spent on crew, even small improvements can result in significant savings. Of the several buckets that make up crew costs, crew supply chain performance (movement of crew from upstream manpower planning process to training, scheduling and tracking along with its critical interdependencies) is perhaps the only area which can be significantly optimized without pain. Schedule changes, both voluntary and involuntary, make the best laid out plan go awry resulting in inefficiencies in crew supply chain (swing from too many crew to too few). This leads to avoidable hidden costs and revenue leakages. +The following tasks are within the scope of this sub domain. It defines company recruiting standards (soft and hard facts) for cockpit instruction & ready entries and cabin). Defines marketing for recruiting. Executes recruiting process. It also derives crew demand from network capacity planning. This sub domain optimizes costs for crew under consideration of overall network in crew-pairing step. Furthermore it maps actual crews against each pairing in crew-rostering step. Considers legal restrictions, crew training and preferences from crew staff. It also ensures crew licensing and provides crew information. Crew Management is responsible for crew training management (simulator planning, cabin training, qualification request management) and crew monitoring and tracking, irregularities handling (e.g. check of crew duty limitations in terms of legal operation). Lastly, it is responsible for the communication with Crews, e.g. via crew portals and the preparation of all crew related dispatch activities. + + + Communication with Crew + Provide crewmembers with all necessary information in time (e.g. roster, training information, layover details, changes etc.) + + + Crew Transport & Accommodation + Crew Transport and Hotels Planning. + + + Crew Regulatory & Clearance + Capability that ensures the passage of crew into and out of destinations by managing regulatory visa and clearance arrangements. + + + Crew Ops Planning & Scheduling + Capability that covers Crew Check-In, Briefing, Boarding and Departure Management, Cabin and Galley Checks and Preparation, Crew Arrival and Debriefing, etc. + + + In-Flight Services + In-flight Services is part of the Flight Operations Capability (Domain). Manage & Deliver In-flight Products and Services, Entertainment and Connectivity. + + + In-Flight Products & Services + This capability covers the delivery by cabin crew of onboard meals, drinks and in-flight sales. + + + Entertainment & Connectivity + This capability includes all activities related to providing in-flight entertainment and connectivity for passengers on board flights. + + + Passenger Safety + This capability covers the delivery by cabin crew of passenger safety & security. + + + Ground Operations + Ground operations handle aircrafts, passengers and freight on the ground, typically at an airport. One important effort of ground operation is, after the safety and the quality of service, minimizing the ground time of aircrafts. Aircraft Maintenance is excluded. + + + Station Management + Station Management is part of the Ground Operations Capability (Domain). According to (IATA, Air Industry Data Model) station is just a generic term for airport. This Capability (Group) handles the management services and processes at an airport. The following tasks are within the scope of this Capability (Group). The Management ramp (agent) activity supervises handling of baggage, techniques, freight, food, and cleaning, boarding, deboarding, (un-)loading. Furthermore the Management airport information handles and provides information like minimum ground times, connecting times, airport master data. Moreover, passenger streams Management is dedicated to minimizing of passenger transfer time and of aircraft ground time at an airport. The equipment Management handles the ground service equipment. Also, information to ground handling staff provides global work instructions and irregular information. The lounges management handles and analyze the using of passenger Lounges at an airport. Lastly, the Management of Irregularities recognizes records and resolves non-standard situations at an airport. + + + Operational Airport Command & Control + Capability that manages the overall management command and control of an operation including: +- departure control activities +- providing coordination to all local control functions +- decision making capability in disruption +- communicating decisions made to the appropriate parties for local action +Monitoring and coordination of airport operations is performed in all airports worldwide. In some airports the airline plays a major part in the actual monitoring and coordination functions. In most worldwide airports the airline buys services from airport owners/authorities who perform these functions and therefore in these instances the airline communicates and reacts to the overall command and control authority. +It also includes recognizing, recording and resolving of non-standard situations during ground operations. + + + Manage Ground Transportation + Capability that provides coaching and high lift services to transport passengers and staff to/from the aircraft as required and inter terminal transfer coaching, deliver staff to where they need to be positioned (cleaning services etc.), TSU and water to the aircraft, as well as Vehicle and Equipment Maintenance. + + + Lost Property + Capability providing Lost Property Management. + + + Equipment & Assets + Capabilities that manage the on-going input and updating of the actual available equipment for task assignment. + + + Airport Facilities + Capability that covers the management and control of airport and airport terminal facilities such as lounges which covers for CIPs (commercially important people), UMs (Unaccompanied Minors) and arrival lounges, baggage belts etc. +Also, activities that provide flight data information updates for displays and announcements in terminals. + + + Ramp Activities + Managing of on loading and offloading of an aircraft and providing cabin crew with load documents. + + + Passenger Services + Passenger Services is part of the Ground Operations Capability (Domain). The ground operations primary related to the passenger until they entered the aircraft are the subject of this Capability (Group). It includes following tasks. It is managing check-in and boarding process including check of reservation vs. ticket, documents issuing for boarding pass, voucher, eTickets receipts, includes Self-service check-in incl. baggage (kiosk, web and mobile). It is also responsible for automatic check-in, interline through check-in processes. Furthermore it is accepting of baggage and collecting excess fees and fees for additional chargeable services (e.g. ASR). Moreover it is handling passengers on waiting list and irregularities like over bookings and checking documents required for checked-in segments (APIS, Passport and Visa) and transmit data. Lastly, it is issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations + + + Passenger Check-In + Registering of passenger for a flight. Creating of a passenger information list and issuing of standard check-in messages + + + Passenger Boarding + Register of passenger for entering aircraft + + + Passenger Regulatory & Clearance + Checking of passenger’s travel documents and place passenger in departure control system according to IATA (IATA Ground Operations Manual) + + + Passenger Disruption + Management of Passenger Disruption, including Issue Vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations, re-booking, communications, etc. + + + Passenger Movement & Security + Capability to gather and complete necessary regulatory travel / transport information, e.g. identity / advance information / visa & security data. Includes Health Clearance. + + + Passenger Streams + Control and optimize the passenger stream on the ground. Transfer passenger with minimum waiting time. +Includes special needs passenger assistance, e.g. UMs (Unaccompanied Minors), RMPs (Reduced Mobility Passengers). +Also, setting passenger on wait lists based on booking status and airline policy. + + + Baggage Services + Baggage Services is part of the Ground Operations Capability (Domain). The following task is within the scope of this Capability (Group). It reconciles baggage and flights, track baggage and trace baggage and reunites baggage with owner in case of losses. Furthermore it is responsible for managing loading and unloading activities of the baggage to and from aircraft. It also manages unloading of baggage of passengers who fail to board the flight. Moreover it redirects baggage that missed a flight and interacts with airport baggage management. Lastly this domain is monitoring and quality assurance of baggage processes. + + + Baggage Tracking + Record the baggage movements at airport + + + Baggage Preparation for Departure + Baggage Acceptance and Security Checks and Preparation for Departure. +It includes ensuring that the baggage in aircraft belongs to boarded passenger. + + + Manage Bag Problems + Capability to assist passengers and crew to recover missing or damaged baggage. + + + Baggage Check-In & Acceptance + Tagging, check-in and registering checked baggage for a flight. +This includes any customs and border protection, and specifically US CBP integration. + + + Baggage Loading/Unloading + Distributing of pieces of baggage to unit load devices before load into aircraft as well as Collecting pieces of baggage from unit load devices after unload from aircraft. + + + Baggage Arrival Management + Capability dealing with baggage after unloading onto the stand on an arrival and subsequent handling of arriving terminating baggage from when it has been offloaded to delivery to a carousel in the reclaim hall. It also includes extraction and routing of through checked transfer bags through to insertion into the departure baggage flow - from offloaded bag at local Transfer input dock. + + + Load Planning + Load Planning is a Capability (Group) of the Network & Fleet Planning Capability (Domain). IATA, (IATA Ground Operations Manual) defines ground operations related to loading of an aircraft: load planning, load control flow and load reporting. These operations are the subject of this Capability (Group), which has following tasks. It is responsible for preparing & calculating the electronic load plan and optimizing load planning for aircrafts considering account load limitations, individual baggage priorities and dangerous goods restrictions. Moreover it is aligning load process with all neighboring processes, e.g., boarding of aircraft. This domain is also providing load info to ramp agents and to the flight crew. + + + Control Load Process + According to (IATA, IATA Ground Operations Manual) documenting of all load activities for each flight and issuing of load messages. + + + Plan Load Process + Planning of aircraft load based on passenger, freight, fueling and other information. + + + Provide Load Information + Creating load documentation for load staff and cabin crew. + + + Aircraft Services + Aircraft Services is part of the Ground Operations Capability (Domain). Aircraft Services encompasses capabilities to cater for cabin cleaning, fluid servicing, aircraft de-icing and catering operation. + + + Cabin Cleaning + Capability to clean the cabin interior. + + + Fluids Servicing + Capability to fuel, de-fuel or add other fluids to the aircraft via tanker or bowser at the stand according to weight, flight plan or aircraft movements requirements. +Also to remove toilet waste and top up and drain water tanks. + + + Catering Operation + Capability to deliver and load Catering, Amenities, Retail and Bonded Goods to an aircraft or lounge: +- unload and remove unused items from an aircraft or lounge +- manage waste disposal for bagged waste from aircraft and lounges (note: bagged waste is disposed of at the airport and catering waste in trolleys is managed at catering premises) +- manage top up catering where loads are heavier than expected or where there are last minute aircraft changes +- manage last minute product shortage replacements etc. +- manage delivery of overnight kits, sandwiches, plastic macs etc. to the terminal when required in response to disruption event. + + + Aircraft De-icing + This capability covers all activities included in aircraft de-icing. Depending on the weather conditions, the aircraft is de-iced or anti icing is undertaken ready for departure. In some airports de-icing services are brought to the aircraft while in other airports, the aircraft may taxi to de-icing units located close to the runway. + + + Ground Ops Strategy & Planning + Ground Ops Strategy and Planning is part of the Ground Operations Capability (Domain). Definition of the Ground Operations Strategy and management of the Station Planning. + + + Ground Ops Strategy + Defines the Ground Operations strategy and processes. + + + Ground Ops Planning & Scheduling + Capability that includes the creation, maintenance and control of stations operational plans. This includes planning ground manpower and doing the shift planning. Moreover, it manages activities like detailed rostering, disposition, allocation of staff (including Load Control staff) to positions and/or activities by generating and maintaining a task allocation plan. Flight schedules and other local plans (stand, baggage and load plans etc.) are fed into this capability. Also, the actual allocation of tasks on the day taking the real time operation into account. + + + Maintenance + Manage end-to-end airline MRO (Maintenance, Repair, and Overhaul also referred to as Engineering) and CAMO (Continuing Airworthiness Management Organization) operations and all related aircraft asset handling. Maintenance may be defined as, "All actions which have the objective of retaining or restoring an item in or to a state in which it can perform its required function. The actions include the combination of all technical and corresponding administrative, managerial, and supervision actions.“ + + + Maintenance Engineering + Maintenance Engineering is part of the Maintenance Capability (Domain). Capability (Group) providing Maintenance Engineering functions such as Configuration Management, Maintenance Programs Management and Technical Publications. + + + Configuration Management + This capability covers activities that understand the composition of an asset and ensure that operations are not disrupted due to the asset (or parts of the asset) overrunning limits of planned lifespan or falling below quality levels. + + + Maintenance Programs Management + Understand, setup and maintain templates for the maintenance activities that will need to be performed on each aircraft asset. + + + Technical Publications + This capability covers the intake, acknowledgement, processing and distribution of all aircraft technical publications and any amendments to those publications including reference lists used to verify current versions and encompasses data standards for documentation. + + + Maintenance Scheduling + Maintenance Scheduling is part of the Maintenance Capability (Domain). Capability (Group) providing Service Planning and Support for Flight Operations. + + + Service Planning + Plan the maintenance activities that will need to be performed on the aviation assets across all timeframes up to on-the-day. This includes resource planning, cost planning and task card production. + + + Support for Flight Operations + Engineering coordination with Operations on the availability and suitability of specific aircraft for the operation of the planned schedule. This includes real-time and near real-time monitoring of the performance of the aircraft and its components, diagnosis of performance deviations and consequential decision making on future asset use and maintenance, and maintenance of logs and records for control and regulatory purposes. + + + Maintenance Operations + Maintenance Operations is part of the Maintenance Capability (Domain). Core operations of the MRO, including Line, Heavy, Simple and Complex Components and Pool Management. + + + Airframe Maintenance (Line & Base) + Undertake routine and non-routine maintenance activities on and around the aircraft at maintenance base locations including within maintenance hangers, as well as on the ramp. + + + Components Maintenance (Simple & Complex Assets) + Undertake routine and non-routine maintenance activities on simple and complex aviation components, including engines, undercarriages and other assets. + + + Pool Management + Capability that manages the spare parts pool and/or the interaction with the pool responsible authority in order to borrow spare parts. + + + Maintenance Support + Maintenance Support is part of the Maintenance Capability (Domain). Capability (Group) providing Quality Management and Tooling & Ground Support Equipment. + + + Quality Management + Capability that manages all MRO related quality monitoring, reporting, recording and management including audit management, aircraft compliance, material processes, technical data and document management and crisis management. + + + Tooling & Ground Support Equipment + Capability that manages the requisition and acquisition, storage and tracking, maintenance and calibration, certification and recording, scrapping and usage reporting of MRO tools and equipment. + + + Maintenance Supply Chain + Maintenance Supply Chain is part of the Maintenance Capability (Domain). Capability (Group) that determines, manages and controls stock levels. It includes service parts planning, procurement and logistics. + + + Service Parts Planning + Understand the potential need for aviation parts taking into account what parts may be needed, where and when and balance the cost of holding spare parts with the potential cost of part shortages. + + + Service Parts Procurement + Source the required aviation parts including managing the relationship with the manufacturer and supplier of the parts. Covers borrowing parts as well as purchasing them and covers the sourcing of approved equivalent parts. + + + Service Parts Logistics Execution + Move and store the required aviation parts. This includes the management of storage locations including warehouses and industrial vending machines. + + + Maintenance Strategy + Maintenance Strategy is part of the Maintenance Capability (Domain). Definition, planning and execution of the Maintenance Strategy. + + + Maintenance Strategy + Maintenance Strategy is part of the Maintenance Capability (Domain). Definition, planning and execution of the Maintenance Strategy. + + + Network & Alliances + This Capability (Domain) covers the development and management of the commercial planning, strategic alliances and partnerships capabilities and also includes the commercial strategy. It includes the initial selection and on-going negotiations with alliances and partners, and the contracting, on-boarding and exiting activities. + + + Co-operations & Alliances + Co-operations & Alliances is part of the Network & Alliances Capability (Domain). The following tasks are within the scope of this Capability (Group). The following task is within the scope of this sub domain. It provides reporting and accounting for alliances and joint ventures. + + + Airline Partner Management + Joint Business Management: manage joint business and service agreements including agreement on the following: route, flight and passenger information exchange, single ticketing between airline partners / interline, agreement of 'plated' carriers for flight legs, coordination and sharing of joint airport facilities (e.g. lounges), definition of scope of partnership contracts, definition and disbursement of revenue shares. +Partner Airline Management: manage looser partnerships and alliances (e.g. oneworld) with other airlines. Includes agreements on route, flight and passenger information exchange, coordinated ticketing between airline partners / interlines, sharing of joint airport facilities where appropriate, definition of scope of partnership contracts, definition and disbursement of revenue shares. +Franchise and Subsidiary Management: manage agreements and relationships with franchise partners.(Carriers that use the airline name & flight code, fly the airline liveried and interior branded aircraft, use their own Flight Crew, and their own Cabin Crew wearing the airline uniforms. The franchise carrier operates under its own AOC (Air Operator's Certificate) with its own slots, and pays fees for the use of the brand and various services that we provide.) Manage agreements and relationships with subsidiaries, (wholly owned subsidiary companies). + + + Non-Airline Partner Management + Capability that manages partnerships with non-airline providers. +Travel Rewards Partner Management: Capabilities that manage Travel Reward partnerships including: + - Collection partners (partners that customers collect reward points from e.g. Amex, Lloyds, Tesco etc.) + - Supplier partners (partners through which customers can spend reward points e.g. airlines and hotels) + - Program Partners + + + Operational Partner Management + GHA and GSA Agreements and Partnerships: Capabilities to manage Ground Handling Agent and General Sales Agents agreements and partnerships. It includes definition and management of airport service level agreements, agreement of landing / handling fees, leasing of facilities / equipment, information sharing (e.g. for flight information displays). +Cargo Partner Management: Capabilities that manage Cargo partners. + + + Network Planning + Network Planning is part of the Network & Alliances Capability (Domain). Planning and definition of passenger and cargo flight schedules, fleet, capacity, destinations and airport slots. This planning occurs some time out and feeds into the commercial and operational capabilities. + + + Fleet Planning + It plans the future fleet size and the needed capacity and composition. As well as the configuration need and the delivery schedule. It is also responsible for supporting processes around A/C sourcing and Entry Into Service (EIS). + + + Network Management + Network Management designs and optimizes airline's flight network regarding bases, destinations, routes and frequency of flights between the destinations to optimize yield and profitability. It also evaluates partner potential and opportunities concerning network and slots, sales and markets, product, alliances. +This typically requires specialization on longhaul versus short and medium. + + + Schedule Planning, Publication, & Maintenance + It defines schedule including flights, timings, aircraft type for periodical and fully dated flight schedules. The domain also manages slot assets & contracts with AOL. Negotiates slots in IATA slot conference and enriches code share information. +Moreover, it publishes flight schedules and timetables and distribute them to various systems (Global Distribution System and internally). + + + Network Strategy + Generation, evolution, execution and measurement of the long term vision, business strategy and associated strategic initiatives. +Creation and evolution of the long term vision, to reflect the aspirational target of the business. +Creation and evolution of the business strategy, guided by the long term vision. +Creation and execution of strategic initiatives and measuring against the strategy. +It includes Network Data Analysis to analyzes market and customer data and prepares database to facilitate network planning and scheduling process. Furthermore it gathers data to allow analyses to understand and predict historic and future schedule preferences of customers. This domain is also responsible for gathering actual flight related cost data and provides predictions of cost figures for subsequent analysis processes. It creates origin and destination (O&D) view on customer's movements. Lastly, it feeds data into revenue/yield management and network planning processes to improve various optimizers. + + + Airport Infrastructure + + + International & Industry Affairs + International and Industry Affairs is part of the Network & Alliances Capability (Domain). + + + Traffic Rights + + + Aero Political Affairs + + + Product + + + Product Management & Design + The Product Management & Design Capability (Group) is within the Product Capability (Domain). It consists of several tasks related to its Air Products, Ground Products, the product strategy, ancillary services, corporate design and the customer experience. It is responsible of defining and developing the product portfolio and product strategy of Product Ground and Product Air. It also defines and develops customer experience on board for different products parts (i.e. Cabin interior, Seat and bed, Services, in-flight entertainment and multi media). This domain also defines and develops customer experience for products on ground and reviews and develops the customer experience of all kinds of products like food and beverage. Lastly, it manages corporate design and branding of the company. + + + Define & Develop Product & Service + Define product and service development requirements following assessment, review and business agreement. +Develop and integrate new products and services, including: + - developing associated delivery processes for new products + - managing the process for a re-design of service styles and standards +Product Innovation: respond to external or internal opportunities and identify, introduce, evaluate and select new ideas, processes and products and integrate new technologies into products and services. + + + Define Product & Service Portfolio + Defines and develop product & service portfolio and strategy. + + + Product & Service Lifecycle Management + Capability that includes product lifecycle management for the entire range of products & services including resale products. It includes activities related to the production and maintenance of the 'Product Catalog'. + + + Product Reselling + Capability that includes packaging and selection of products we sell onwards to customers such as ancillary product/s and services and the terms and conditions and liaising with ancillary suppliers to ensure product alignment/fit (e.g. these products, these routes etc.) and the selection of retail products, liaising with retail suppliers and catering provisioning with regards to on board storage etc. It also may evaluate new products and feed these into the strategy function. + + + Market Evaluation & Performance + Capability that monitors and assesses product and service performance against competitor offerings, changing customer expectations and market innovations and opportunities. + + + Corporate Functions + + + IT Services + IT Services is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). It manages and controls Airline’s own equipment located at home and foreign airports. It provides services for communicating/interacting with external IT-services and third party services/IT systems are made available for the Airline’s own processes. It is responsible for the management of interfaces to third party systems, for example interfaces to luggage distribution and routing systems of other Airlines. Furthermore it provides a middleware, messaging, enterprise service bus (ESB) and provides an infrastructure that supports the usual communication patterns: request/response, pub/sub, etc. Lastly, it provides the Enterprise Application Integration facilities. +This sub domain shall be more technical oriented and therefore it shall not implement business services but basic services used by several other domains. Knowing that the difference between technical and business services is somehow difficult to determine, Enterprise Architecture Management is a crucial part for each organization. + +User Data Management +Establish central / group-wide data access to customer data: A central user data model and a common storage of user data does not imply sharing of airline related customer to the group. Governance of identity and access management to common user data storage is a prerequisite for this concept. +User Data Management aims to derive high-level target user data model from CUSTIS and SAMBA, gather requirements from airline-individual personalization initiatives and to use existing customer data where available. Recognize personalization initiatives supporting the idea of customer centricity: Personalization depends, simply spoken, on available information in a specific context (service). A common user data model should include all information which will be useful to provide personalized services. + + + HR + HR is part of the Support Capability (Domain). HR as a cross-sectional Capability (Group) is primarily concerned with the management of people within organizations, focusing on policies and on systems. HR departments and units in organizations typically undertake a number of activities, including employee benefits design, employee recruitment, "training and development", performance appraisal, and rewarding (e.g., managing pay and benefit systems). In most organizations off-the-shelf services based on standard solutions are used. Anyhow, it is possible that HR delivers special services for staff of airlines for identity and access management. + + + HR Strategy & Planning + Definition, planning and execution of HR Strategy at all levels of the business. + + + Resourcing & Onboarding + Giving the right people the best onboarding experience. + + + Workforce Lifecycle Management + Deploying structured administration and management to enable an optimized organization. This includes the creation and maintenance of the Resource Plans, rostering and resources allocation and management. +For Flight Ops and MRO specially, qualification and certification needs to be taken into account when rostering the staff. + + + Colleague Relationship Management + Sustainable colleague engagement to support them meeting the standards set out in the HR policy. + + + Learning & Development + Developing leadership and management excellence. Building competence throughout the organization by ensuring the right training and coaching is delivered through the appropriate media when required. It includes qualification and certification, which have legal implications for Flight Ops and MRO staff. + + + Performance & Talent Management + Identifying talent and, through career development and performance management, retaining the best. + + + Colleague Experience Management + Driving colleague experience with HR Systems through the best interactive UX. + + + Health & Wellbeing + Providing the best health services and advice to all colleagues. + + + Compensation & Benefits Management + Managing the planning and delivery of compensation and benefits schemes. + + + Finance + Finance is part of the Corporate Functions Capability (Domain). Finance is a cross-sectional Capability (Group) and is governed by both local and international accounting standards and mostly based on standard solutions. +Financial Accounting refers to accounting suppliers and business partners. This comprises services such as preparing remittance, refunding. The request for a refund includes the details of what is to be refunded. The details may contain the order id, document number, coupon number(s). In addition to the details of the refunded document(s) the response must contain accounting information to allow correct processing of the refund e.g. settlement authorization code. + + + Planning, Budgeting, Forecasting, & Decision Support + Capability to manage the budgeting and forecasting lifecycle, including capital and operational spend planning, revenue and cash forecasting and management accounting. It includes provision of information to support group, enterprise and local decision making. + + + Risk & Control Management + Capability to manage and mitigate financial risk. + + + Accounts Receivable + Capability to manage receivables (monies owed by customers and debtors) including credit controls, reconciliation of bills and receipts and expediting receipt of receipts, including debtor ageing analysis, active pursuit of late payments, invoice discounting, etc. + + + Accounts Payable + Capability to manage any required corporate payments for the purchase of physical goods that are recorded in inventory, and goods or services that are expensed e.g. utilities,office rent, etc. + + + Credit Card Billing & Settlement + Billing and Settlement encompasses interline, credit card and partner billing and settlement. + + + Loyalty Points Management & Analysis + Financial management and accounting of loyalty points. + + + Revenue Accounting Management + Capability to account for revenue (earned and forward sales revenue) accounting activities including: +- customer invoicing (the process of developing and delivering customer invoices including creating methods and procedures for communicating and delivering invoices and statements for services and products, the maintenance of customer/product master files, the generation and transmittal of customer billing data to the customer, the posting of receivable entries, and the resolution of customer billing inquiries.) +- calculation of ticket taxes, fares and + commission +- accounting for refunds/exchanges +- charge backs +- mail revenue +- cargo revenue +- backend deal payments +- auditing and reporting of all the above. + + + Fixed Asset Management + Capability to manage and account for fixed assets (assets that have physical substance and are held for use in the company on a continuing basis). + + + Project/Program Accounting + Capability to manage project spend, including work-in-progress / accrual management, actual against budget numbers, release of funding, etc. + + + Chart of Accounts, Ledger, & Journal Management + Capability to manage and reconcile the company financial accounts, through defining and managing the Chart of Accounts, Ledgers and Journals. + + + Tax Management + Capability to manage the calculation, declaration, withholding and payment of taxes, VAT etc. + + + Treasury Management + Capability to ensure that transactions with banking and financial interfaces are managed effectively and the optimum return in any exchange is achieved. +It includes activities to control cash / cash equivalents, including creditor / debtor controls, planning (including borrowing and financial investment) to ensure future cash commitments can be met and activities to manage overall foreign exchange and fuel risks / hedging, financial insurance, and major leasing / finance arrangements. + + + Account Close & Consolidation + Capability to perform group close processes, including the whole consolidation process for month end, quarter end and year-end and critical balance sheet reconciliation. + + + Group/Statutory Financial Reporting + Capabilities that manage the production of statutory/legal reports and financial reports, e.g. annual report and blue book. + + + Financial Auditing + Capability to independently verify internal financial accounts and compliance with financial procedures and controls. + + + Contract Management & Procurement + Contract Management & Procurement is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). Contract Management is the Airline’s administration of contracts with its vendors. This comprises the contract creation, negotiation, adherence, and the definition of Service Level Agreements (SLA) and Key Performance Indicators (KPI) for managing the day-to-day performance of the vendor. Furthermore Contract Management includes managing changes that may be required as the relationship changes and problems arise, documentation of changes that may have been agreed and analyzing the benefits that accrue or may be available from the contract. +The procurement refers for example to Fuel for aircraft, equipment and required third-party services. Here, procurement guidelines are set, which describe the rules for procurement such as target, statement of validity, fundamentals, and the ethics of procurement including interest, confidentiality, and fairness and competition compliance. Procurement includes supplier management as well. +Within the procurement process, sources of supply are investigated, price quotations obtained, negotiations with suppliers on price and delivery performed, contracts prepared (which is part of contract management), documentation, insurance and shipping arranged, installation and commissioning of procured equipment monitored. +The ICAO provides in the document “ICAO/TCB PROCUREMENT PROCEDURES AND MECHANISMS” a detailed standard for Contract Management & Procurement of aviation industry: http://www2010.icao.int/APAC/Meetings/2013%20CRVTF1/WP07_ICAO%20AI3%20-%20ICAO_Revised%20TCB%20Procurement%20Procedures%20and%20Mechanisms.pdf +Following procurement services (named by ICAO) belong to Contract Management & Procurement: +• identification of supply sources on a worldwide basis; +• call for tenders +• commercial evaluation of tenders +• commercial contract negotiations +• drafting and award of purchase order/contract documentation +• commercial administration of purchase order/contract +Including following technical services: +• preparation of detailed technical specifications +• preparation of technical tender documentation +• technical evaluation of tenders +• technical contract negotiations +• drafting of technical component of purchase order/contract document +• review of system design document +• site and equipment inspections +• acceptance and commissioning activities, etc. + + + Demand Management for Supply Chain + Capabilities that enable purchase requisitions / orders to be raised, approved and processed. + + + Supplier, Sourcing, Selection, & Contract Award + Activities that range from the selection of both potential and actual suppliers, through to the award of a contract to a specific supplier for a particular good or service. It includes the ongoing review and selection of 'approved' suppliers. + + + Supplier Management + Capabilities to manage ongoing relationships with and performance of suppliers including fulfilment of contract terms and the quality and completeness of supplied goods and services. + + + Items, Categories, & Catalog Management + Facilities to provide standards catalogs, categories and pricing of products and services that can be procured. + + + Supply Chain Management + Capabilities to plan, track and monitor the delivery and distribution of ordered products and services. e.g. catering provisions, uniforms, consumables, etc. + + + Receipts & Returns Management + + + Property Management + Property Management is part of the Support Capability (Domain). This Capability (Group) covers management and development of the property portfolio, including property planning / development, property registers and facilities management within properties. + + + Property Development & Portfolio Management + Capability that manages the property portfolio, developing optimum facilities and providing the right product, in the right quantum, to the right quality in the right locations to meet organization requirements. + + + Real Esate Management + Develop, negotiate & implement real estate solutions to support the Corporate Plan, professionally estate manage the airline's global portfolio of property leases, business rates liabilities, town planning implications and utility costs and protect the legal and operational integrity of occupation. + + + Property Services & Facilities Management + Capability that manages the set up and maintenance of facilities (mainly through service suppliers). + + + Relocations Management + Capability to handle the logistics of property moves, including move planning, removal / installation of office fittings, connection of IT services, assignment of staff locations, transfer of staff and staff effects. + + + Corporate Safety & Security + Corporate Safety and Security is part of the Support Capability (Domain). This Capability (Group) includes Capabilities not related to the operation of aircraft, focused on future accident and injury prevention and continuous safety improvement achieved through the development, implementation and compliance of safety policies, management projects and programs that turn around/tackle adverse safety trends and implement actions identified through investigation and analysis. +Security not related to the operation of aircraft focused on directing the physical security of assets including human resource, property & facilities. + + + Incident Management + + + Risk Assessment & Control + + + Audit Management + + + Safety Board Reporting + + + Duty of Care + + + Enterprise Management + Enterprise Management is part of the Support Capability (Domain). Consolidation of other cross business capabilities. + + + Data Management, Analytics, & Reporting + Capability that provides management of information and data for secure and structured storage, access and exploitation. + + + Communications + Capability that manages all enterprise communications, within and across organizations, departments and groups. + + + Collaboration + + + Enterprise Governance + Capability that provides appropriate enterprise reporting lines, responsibilities and management structures / processes to ensure clear enterprise management direction and efficiency. + + + Business Management & Control + Capability that focuses on the practical management, governance and organizational practice aspects. + + + Corporate Responsibility + + + Brand & Marketing + Defining, developing & managing the brand for customers & colleagues. +It also includes Marketing Management. + + + Marketing + Marketing Management Capability (Group) is part of the Brand & Marketing Capability (Domain). The following tasks are within the scope of this Capability (Group). Every advertising, sales promotion, campaign management and similar will be managed, tracked and saved in order to have every direct Marketing activities together. Out of the customer profiles, new personalized offers will be generated based on the existing data. Depending on the context of the customer, offers will be tailored based on the data and values of the customer. In addition to that, not only the company can provide personalized offers to the customer, also the customer will be given the opportunity to personalize the offers by himself. It also comprises the enabling of services backing analyses and reports that direct or measure marketing initiatives, and that measure success of/reaction on sales actions. This comprises a Sales Cockpit, Web Tracking services (measuring/ensuring Usability) and information gathered from Social Media content. +The following tasks are within the scope of this sub domain. It is responsible for essential standard communications to the customer like notifications about service fulfillment, e.g. flight status, IRREG communication will be automatically handled. It also manages Social Media communication via pro-active postings, reactions to comments and to customer private messages will be managed. + + + Manage Campaigns + Capability that defines, produces and delivers and evaluates marketing campaigns for products and services including the management of the marketing supply chain (the chain of suppliers, agencies and sub-contractors that we rely on to produce marketing materials). +Also including the project management service for planned, ongoing or bygone marketing campaigns. + + + Marketing Planning + Capability that develops a marketing plan to specify how the company will execute the chosen strategy and campaigns to achieve the business' objectives. + + + Market Analysis + Capability that synthesizes data from various sources and convert it to actionable information and models that guide strategic investments and decisions that drive marketing performance. + + + Market Segmentation + Capability that divides a broad target market into subsets of consumers, businesses, or countries who have, or are perceived to have, common needs, interests, and priorities, and then design and implement strategies to target them. + + + Brand + The Brand capability (Group) is within the Brand & Marketing capability (Domain). Defining, developing & managing the brand for customers & colleagues which includes: + - managing the brand reputation + - conveying who we are & what we do + - creating customer, colleague and stakeholder loyalty and emotional connections + - designing and maintaining brand repositories, including product look and feel, business logos and livery etc. + - communicating the market brand (personality, promise, products, services and delivery style) + - differentiating the brand from other organizations and brands + + + Define Brand Identity + Capability that defines and controls who we are and what we do and what we aspire to do as an organization. The Brand Identity is the outward expression of the organization and includes the name, trademark, communications, and visual appearance, logos, look and style. It reflects how we want the consumer to perceive the brand and our products and services and it is fundamental to consumer recognition and differentiation from competitors. + + + Brand Development + Capability that manages the development of the brand in an environment of continuous and sustainable business change. + + + Customer & Loyalty + + + Loyalty + Loyalty is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). For rewarding loyal customer, the existing loyalty program has to be ongoing developed and managed. Loyalty partners should be managed, which is the basis for a successful loyalty program. It is also responsible for collecting and spending miles of customers should be tracked in order to keep track of current mile status of the customer. Based on a customer loyalty, the corresponding tier levels have to be managed and customers will be matched to the proper level. + + + Earn Miles + A service for crediting miles to a customer for each booking. + + + Spend Miles + A service for the customer to spent earned miles. + + + Manage Loyalty Accounts + Tracking customer loyalty and awarding it via (status) upgrades. + + + Book Awards + Awarding customer for frequent bookings for the airline. + + + Provide Partnership Accrual + Analyzes frequent customer bookings and provides recommendations for partnerships. + + + Feedback & Complaint + Feedback & Complaint is part of the Customer & Loyalty Capability (Domain). It ensures that service quality is measured and feedback is collected from the customer perspective. It forms a basis for improving the service quality based on the feedback. The following tasks are within the scope of this Capability (Group). It is managing feedback and complaints include an analysis of the customer’s feedback which is the basis for subsequently optimizing the satisfaction and loyalty of this customer. If customers have claims for compensation, restitution, repayment or any other remedy for loss or damage those have to be managed, tracked and taken care of. + + + Manage Customer Feedback + Collects all the customer feedbacks and provides a place for communication to the customer and internal actions + + + Manage Customer Claims + Collects all the customer claims and provides a place for communication to the customer and internal escalations and reaction plans. + + + Manage After Sales + Manages after sales automated customer communication. + + + Manage Customer Surveys + Manages regular customer surveys to retrieve customer feedback. + + + Customer Profile Management + Customer Profile Management is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). To gain basic insights into customers, the relationship data between the organization and the customer (B2C) will be proper analyzed and monitored. The customer profiles will be identified and created and the corresponding values of the customer deposited. The customer preferences will be tracked and saved to the profile. Both, static customer data (address, etc.) and dynamic data (last ordered product, etc.) as well as other customer profiling functions will be saved and deposited in the profile. + + + Maintain Customer Master Data + Maintains the customer data like name or birthdates. + + + Maintain Customer Preferences + Handles the customers preferences from either entered information by the customer itself or analyzed customer behavior. + + + Manage Customer Profile + Manages the customer profile and consolidates all information to one place. + + + Analyze Customer Relationship + Analyzes customer behavior towards the aviation organization and preferred bookings. + + + Customer Communication + Customer Communication is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group): responsible for essential standard communications to the customer to be handled automatically, such as notifications about service fulfillment; e.g., flight status; manage social media communication via proactive postings, and reactions to comments and customer private messages. + + + Notify Service Disruption + Notifies the customer via various channels like e-mail or SMS about irregularities concerning the booked flight like e.g. delays. + + + Notify Service Fulfillment + Notifies the customer about regular events like the completed booking of a flight or check-in times. + + + Connect Social Media + Manages different social media accounts of the aviation organization and the communication with the community. + + + Revenue Management & Pricing + The business capabilities grouped by sub domains of the “Revenue Management & Pricing” domain are depicted in Figure 25. The business capabilities belonging to the “Revenue Management & Pricing” domain are described in Table 5. Several of these have to be transformed into the definitions from the NDC Implementation Guide published by the International Air Transport Association [IATA14]. + + + Group Bookings + Group Bookings is part of the Revenue Management & Pricing Capability (Domain). It deals with checking the availability for groups and the determination of group pricing. This is necessitated by the fact that the process for booking of groups slightly differs from the standard booking process. + + + Search Flights Multi-PAX + A flight search consist of search criteria including more than 9 passenger criteria and returns availability, fares and flight related ancillaries + + + Check Seat Availability Multi-PAX + Check the availability of more than 9 seats for a specific flight and booking class + + + Search Flight Up to 9 PAX + If the user searches for flights with more than 9 passengers, the seat availability has to be checked first + + + Availability Management + Availability Management is part of the Revenue Management & Pricing Capability (Domain). Managing booking class availability derived from outputs of Forecast & Optimization (demand and no-show forecasts, bid prices), direct availability control (in case of irregularity management), decision support for revenue controlling and availability for ancillary and special services (advanced seat reservation, wheelchair, special meal, etc.) are within the scope of the Availability Management sub domain. + + + Product & Service Availability + A service to receive available seats by booking class + + + Manage Availability + (Re-)Calculates availabilities (to be presented to customers or published through the eCommerce channel) based on relevant settings and stored sold bookings + + + Manage Influences + Allows to adjust the influence settings, which are used as input to the calculation of availabilities and results therefore in a modified output + + + Forecast & Optimization + Forecast & Optimization is part of the Revenue Management & Pricing Capability (Domain). Forecast & Optimization covers forecasts of demand, bookings, cancellations, and buy-downs. In addition, no-show figures based on historical, special and expert data are also included in this domain. The Capability (Group) also caters for the controlling of the forecast and optimization process, which are monitored here. The aim here is to optimize revenue (fare-mix, over bookings) to steer capacity based on average earnings, the management of availability, inventory and reservation data. + + + Calculate Forecast + Calculate the expected demand of seats based on historical bookings and current booking trend, including costs, prices and margins. + + + Optimize Availability + Optimizes availabilities by utilizing forecasts and the current sold capacity to recalculate the inventory settings. + + + Pricing + Pricing Capability (Group) is part of the Revenue Management & Pricing Capability (Domain). Pricing, includes the provision and distribution of prices and conditions for each service and the booking class on each market. Maximizing the airline's revenue, monitoring competitor’s prices and defining the price concept and strategy also fall within this Capability (Group). + + + Fare Quote + A service to provide the fares fitting the search criteria (the available flights) + + + Manage & Distribute Fares + Provision and communication of the fare model including conditions to partners and fare filing + + + Calculate Prices + Calculate and distribute the prices to be provided for the various fares + + + Monitor Competitor Prices + Track and observe pricing models and current fares offered by competitors + + + Sales + + + Reservation Ticketing + Reservation Ticketing is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It provides interfaces to external global distribution systems (GDS), such as Amadeus and independent online sites. The interfaces comprise technical functionality required to communicate with external systems, but not the GDS business functionality itself. It is also responsible for enabling call center agents to sell the airline’s product(s) and services, to inform customers, sell tickets to customers and provide services, such as ticket/EMD issuing, rebooking, reissuing, refunding. Furthermore it manages reservations and ticketing, i.e. preparation eTickets, issuing of paper tickets, EMD’s, rebooking, reissuing, refunding, collection of payments. Lastly, it provides direct connect interface to third parties. + + + Search Flight + A flight search consists of search criteria and additional information, like personalized context, and returns availability, fares and flight related ancillaries + + + Search Basic Flight + Collect and delegate search params to FlightOfferComponent + + + Search Multi-stop Flight + A multi stop flight is simply spoken a group of basic flights, excluding return and repeated flights + + + Search Rebook Flight + Search for flights like basic search but added with information of rebooking to fare calculation + + + Execute Book On Hold + The user can select a flight for reservation. This process execute the debit and the creation of the reservation + + + Service List + An IATA NDC API comparable service to provide ancillaries for the flight(s) + + + Sales Agent Channels + Sales Agent Channels is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides all sales channels and allows sales agents to sell products (indirect/direct sales, domestic/international, online/offline and group sales). Moreover it is responsible for allowing corporate sales account to sell products (to business, domestic/international, online/offline and group sales). Lastly, it provides sales data reports and statistics for agents. + + + Manage Direct Sales Agents + Manages the lifecycle of the direct Sales Agents. + + + Report Sales Agent Statistics + Provides relevant statistics and analytical reports + + + Manage Sales Accounts + Manages the Sales Account + + + Sales Channel Management + Sales Channel Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It set up sales channel strategy like B2B, agent, direct sales or agencies. It also defines sales channels, agents, company business and group travel. Furthermore it is responsible for the Account Management, which analyzes and monitors B2B customer relationship, Maintains B2B data, provides B2B customer care function and processes. + + + Define Sales Channel Strategy + Defines Sales Channels and the strategies for each channel + + + Manage Sales Channel + Responsible for operations and overview of a sales channel + + + Inventory Management + Inventory Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It is managing all flight related inventory restrictions / allotments, e.g. available seats, cap left for Special Service Requests (SSR)’s such as special food requirements, wheelchair, seat at window, etc. It is responsible for managing all flights with their available seats and divides seats into service classes and booking classes, for which different prices and booking conditions apply. The inventory management also distributes the schedules. + + + Manage Seat Inventory + Managing the seat inventory + + + Manage Wait Lists + Manages the internal waiting lists + + + Distribute Schedule + Responsible for distributing different schedules within + + + Manage Flight-related Availability Restrictions + Manages all incoming flight related availability restrictions + + + Direct Sales Channel & Shopping + Direct Sales Channel & Shopping is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides direct sales channels and is responsible for the search of products (i.e. flight products and bundles). It also creates offers (including ancilliaries) and reservations and handles the (re-)book and order. Furthermore the sub domain is responsible for ancillary services, cross-selling, up-selling, product bundling and provides a shopping cart. + + + Search & Offer Product + Responsible for the search and availability of products. Flight selection, ancilliaries, etc. + + + Manage Booking + Booking order capture and Management + + + Manage Order + Order capture, management and fulfilment. This includes managing later changes to the order. + + + Create Reservation + The user can book a refundable flight + + + Cargo + Cargo operations handle items, which are carried by an airline usually by order of a forwarder. The operations on passenger’s baggage, however, are not seen as cargo handling, but rather as Ground Ops. + + + Forwarding + Forwarding is part of the Cargo Capability (Domain). According to (IATA, Air Cargo Idustry Master Operation Plan) some cargo operations are regarded to the forwarder. +The following tasks are within the scope of this sub domain. It receive shipment validates security and customs status of a shipment, unloads the trucks, screening shipment, places freight into a warehouse. Moreover it is responsible for the handover shipment to forwarder includes also verifying customs release status, handover documents and preparing shipment for handover. + + + Cargo Station Management + Cargo Station Management is part of the Cargo Capability (Domain), which takes care of the activities related to the Cargo stations. According to (IATA, Air Cargo Idustry Master Operation Plan) these cargo operations are regarded to the airline. It prepares freight for the flight plans flights and collects freight for flights. It is also responsible for departure activities move freight from warehouse to park position, load it into an aircraft and resolve all discrepancies between plan and actual load. Moreover it takes care of arriving activities unload freight from aircraft and store it on destination. Lastly, the carrying sub domain handles warehouse activities i.e. the freight in airline’s warehouse at departure and at arrival. + + + Cargo Management + Cargo Management is part of the Cargo Capability (Domain). The following tasks are within the scope of this Capability (Group). It is responsible for the strategy components within this domain. It develops the cargo domain strategy and develops the products and services which are needed to perform the tasks. The other task is managing Cargo network & scheduling relations. + + + Flight Operations + The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is 5th of September then the time horizon of operations control is 3rd of September, 00:00 UTC to 5th of September, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. +Before the operations control phase occurs the planning phase that starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. +The main objects these processes work with are so-called “Rotations” (either aircraft related or crew related). A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end. + + + Operations Planning & Control + Operations Planning & Control is part of the Flight Operations Capability (Domain). An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn ("trip fuel") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +Ensuring that the aircraft and the pilot are in the right place at the right time, both currently qualified and serviceable, is what an operations manager does. Multiply that by the number of flights per day, and that’s what the operations control department does – it keeps the airline working from moment to moment despite disruption by weather and a thousand other possible occurrences or mishaps. +Take so-called low cost carriers as (somewhat) simple examples. They can be big (300+ aircraft), but are designed for engineering and operations simplicity. They always aim to run single-type fleets with the cabin configuration completely standardized, so any aircraft in the fleet can perform any route, and all flight and cabin crew are type-rated on every aircraft. They are mainly short-haul, and if there are no mishaps every crew finishes each day going home rather than to a hotel. The ops departments can be rather small. +On the other hand, the ops staff at a big intercontinental carrier faces a far more complex task. For example, big carriers have to deal with a lot of aircraft with various different basic types, both short and long haul, and within those type groups there are multiple cabin configurations and – sometimes – different engine fits. Just because a route is normally served by a Boeing 777, if the scheduled one falls out, the ops department has to ensure that a schedule on which First Class tickets are sold is matched with a four-class configured 777 rather than a three-class version. +Operations control solves problems. It matches the airline’s assets – human and hardware, to the promised schedule, come what may. It takes just the smallest twitch of the weather somewhere in the world, or pilots and cabin crew reporting sick, or an unexpected component failure on an aircraft, for the carefully choreographed system to start tumbling unless a way can be found to arrest it. +It’s like juggling, but instead of balls, clubs, rings etc, the props are aircrafts with their maintenance schedules, pilots with their rosters, duty time limitations and recurrent training requirements, cabin crew likewise, airports with curfews, notams and changing weather forecasts, down-route accommodation for crew, passenger management – especially in the case of delay or cancellation, onboard medical emergencies, cargo management, aircraft weight and balance, dispatch coordination, and diversions. +Big, intercontinental carriers have to manage thousands of departures a day around the globe, carrying hundreds of thousands of passengers. It doesn’t require a lot of imagination to understand that every decision, action or inaction of the operations control department has a serious impact on the overall performance of an airline. +In summary, the following tasks are within the scope of this Capability (Group). It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. It prepares and provides briefing documents to crew. It monitors flight plan, identify and evaluate irregularities, i.e. delays caused by ATC or weather. Furthermore it handles irregularities keeping schedule deviation impact and costs as little as possible and interferes with flight plan to minimize disruptions (aircraft change, crew recovery). It is responsible for optimizing the fuel usage and coordinating ATC-slots with Eurocontrol. Lastly, it plans emergency response and does the Flight Dispatch and Crew dispatch. + + + Flight Support + Flight Support is part of the Flight Operations Capability (Domain). The major components needing to be coordinated for any given flight include the aircraft and support equipment, cockpit and cabin crews (together known as the “flight crew”), maintenance, and ground service personnel. Although the maintenance and ground crew activities are critical to support flight operations, the emphasis in this Capability (Group) is on the regulation and scheduling of the flight crews to conduct a given flight. +In many cases, crewmembers may have never worked together prior to a particular flight. In order to maintain a safe, smoothly functioning and efficient operation, airlines and regulators have developed very detailed procedures to be executed by crewmembers that leave very little room for improvisation. These procedures, including normal, abnormal, and emergency conditions, are detailed in the crewmember’s operating manuals and backed up through a system of checklists which are cross-checked between flight crewmembers. It is the responsibility of the training or flight standards department to establish crewmember proficiency and currency. The Captain, however, is always ultimately responsible for the safe and efficient conduct of the flight and in extraordinary circumstances may deviate from a procedure or regulation under his or her command authority (Captain’s Emergency Authority). +The cabin crew is primarily responsible for passenger safety during the flight. Other duties include providing customer service products (meals, entertainment, etc.) and assistance with boarding. Flight attendants receive specialized training in aircraft emergencies, evacuation procedures, medical issues and health hazards, care of special needs passengers, flight regulations and meal service. +Activities before take-off include flight planning, passenger processing, aircraft preflight, fueling, and other required ground processes. The preflight activities are orchestrated so as to achieve an “on-schedule” pushback from the departure gate, although any maintenance and gate hold issues must also be considered. +While taxiing to the departure runway, the cockpit crew prepares the aircraft for take-off and updates the take-off performance parameters with actual load data. In addition, any departure delays, aircraft icing, and environmental conditions such as runway contamination may need to be addressed. +The take-off is a highly critical maneuver where a number of factors must be taken into consideration including airport/runway, environmental, and emergency/abnormal contingencies. Departure from the terminal area, which may include route and speed restrictions, is followed by the climb to cruise altitude. The optimum cruise altitude is determined by a number of factors including efficiency, ride comfort, other traffic and/or airspace limitations. During cruise flight, the cockpit crew must continually evaluate contingency options in the event of a passenger or mechanical disruption. In addition, some flight situations require adherence to specialized procedures including international routing, mountainous terrain, and extended overwater operations. +During descent, the crew begins preparing the cockpit and cabin for landing. In addition to conforming to ATC (Air Traffic Control) restrictions, the cockpit crew plans the approach to landing which includes consideration of the destination weather, the approach procedures available, and the equipment available on the aircraft to safely and legally complete the arrival. Factors include environmental conditions (visibility, presence of convective weather, runway conditions, etc.), availability of approach aids, aircraft mechanical condition and, if necessary, available fuel for holding. In the event of an unsuccessful approach, diversion to a more suitable landing point may have to be considered. +After landing, the aircraft is taxied to the arrival gate while the crew readies the cockpit and cabin for parking. Once the aircraft is parked, passenger disembarkation is completed as well as baggage/cargo unloading. The flight crews proceed to the next departure gate, or to the ground transportation area if their duty day is complete. +The following tasks are within the scope of this sub domain. It is responsible for Cockpit and Cabin onboard flight preparation, flight operation and Cockpit and Cabin Onboard Communication. It also does the Signature of the Load Sheet by the Captain. Lastly, it manages Onboard Flight Reporting and Onboard Passenger support + + + Crew Management + Crew Management is part of the Flight Operations Capability (Domain). Crew related costs are second only to fuel costs, typically accounting for about 10% - 20% of an airline's cost base. With such a large amount of money being spent on crew, even small improvements can result in significant savings. Of the several buckets that make up crew costs, crew supply chain performance (movement of crew from upstream manpower planning process to training, scheduling and tracking along with its critical interdependencies) is perhaps the only area which can be significantly optimized without pain. Schedule changes, both voluntary and involuntary, make the best laid out plan go awry resulting in inefficiencies in crew supply chain (swing from too many crew to too few). This leads to avoidable hidden costs and revenue leakages. +The following tasks are within the scope of this sub domain. It defines company recruiting standards (soft and hard facts) for cockpit instruction & ready entries and cabin). Defines marketing for recruiting. Executes recruiting process. It also derives crew demand from network capacity planning. This sub domain optimizes costs for crew under consideration of overall network in crew-pairing step. Furthermore it maps actual crews against each pairing in crew-rostering step. Considers legal restrictions, crew training and preferences from crew staff. It also ensures crew licensing and provides crew information. Crew Management is responsible for crew training management (simulator planning, cabin training, qualification request management) and crew monitoring and tracking, irregularities handling (e.g. check of crew duty limitations in terms of legal operation). Lastly, it is responsible for the communication with Crews, e.g. via crew portals and the preparation of all crew related dispatch activities. + + + In-Flight Services + In-flight Services is part of the Flight Operations Capability (Domain). Manage & Deliver In-flight Products and Services, Entertainment and Connectivity. + + + Ground Operations + Ground operations handle aircrafts, passengers and freight on the ground, typically at an airport. One important effort of ground operation is, after the safety and the quality of service, minimizing the ground time of aircrafts. Aircraft Maintenance is excluded. + + + Station Management + Station Management is part of the Ground Operations Capability (Domain). According to (IATA, Air Industry Data Model) station is just a generic term for airport. This Capability (Group) handles the management services and processes at an airport. The following tasks are within the scope of this Capability (Group). The Management ramp (agent) activity supervises handling of baggage, techniques, freight, food, and cleaning, boarding, deboarding, (un-)loading. Furthermore the Management airport information handles and provides information like minimum ground times, connecting times, airport master data. Moreover, passenger streams Management is dedicated to minimizing of passenger transfer time and of aircraft ground time at an airport. The equipment Management handles the ground service equipment. Also, information to ground handling staff provides global work instructions and irregular information. The lounges management handles and analyze the using of passenger Lounges at an airport. Lastly, the Management of Irregularities recognizes records and resolves non-standard situations at an airport. + + + Passenger Services + Passenger Services is part of the Ground Operations Capability (Domain). The ground operations primary related to the passenger until they entered the aircraft are the subject of this Capability (Group). It includes following tasks. It is managing check-in and boarding process including check of reservation vs. ticket, documents issuing for boarding pass, voucher, eTickets receipts, includes Self-service check-in incl. baggage (kiosk, web and mobile). It is also responsible for automatic check-in, interline through check-in processes. Furthermore it is accepting of baggage and collecting excess fees and fees for additional chargeable services (e.g. ASR). Moreover it is handling passengers on waiting list and irregularities like over bookings and checking documents required for checked-in segments (APIS, Passport and Visa) and transmit data. Lastly, it is issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations + + + Baggage Services + Baggage Services is part of the Ground Operations Capability (Domain). The following task is within the scope of this Capability (Group). It reconciles baggage and flights, track baggage and trace baggage and reunites baggage with owner in case of losses. Furthermore it is responsible for managing loading and unloading activities of the baggage to and from aircraft. It also manages unloading of baggage of passengers who fail to board the flight. Moreover it redirects baggage that missed a flight and interacts with airport baggage management. Lastly this domain is monitoring and quality assurance of baggage processes. + + + Load Planning + Load Planning is a Capability (Group) of the Network & Fleet Planning Capability (Domain). IATA, (IATA Ground Operations Manual) defines ground operations related to loading of an aircraft: load planning, load control flow and load reporting. These operations are the subject of this Capability (Group), which has following tasks. It is responsible for preparing & calculating the electronic load plan and optimizing load planning for aircrafts considering account load limitations, individual baggage priorities and dangerous goods restrictions. Moreover it is aligning load process with all neighboring processes, e.g., boarding of aircraft. This domain is also providing load info to ramp agents and to the flight crew. + + + Aircraft Services + Aircraft Services is part of the Ground Operations Capability (Domain). Aircraft Services encompasses capabilities to cater for cabin cleaning, fluid servicing, aircraft de-icing and catering operation. + + + Ground Ops Strategy & Planning + Ground Ops Strategy and Planning is part of the Ground Operations Capability (Domain). Definition of the Ground Operations Strategy and management of the Station Planning. + + + Maintenance + Manage end-to-end airline MRO (Maintenance, Repair, and Overhaul also referred to as Engineering) and CAMO (Continuing Airworthiness Management Organisation) operations and all related aircraft asset handling. Maintenance may be defined as, "All actions which have the objective of retaining or restoring an item in or to a state in which it can perform its required function. The actions include the combination of all technical and corresponding administrative, managerial, and supervision actions.“ + + + Maintenance Engineering + Maintenance Engineering is part of the Maintenance Capability (Domain). Capability (Group) providing Maintenance Engineering functions such as Configuration Management, Maintenance Programs Management and Technical Publications. + + + Maintenance Scheduling + Maintenance Scheduling is part of the Maintenance Capability (Domain). Capability (Group) providing Service Planning and Support for Flight Operations. + + + Maintenance Operations + Maintenance Operations is part of the Maintenance Capability (Domain). Core operations of the MRO, including Line, Heavy, Simple and Complex Components and Pool Management. + + + Maintenance Support + Maintenance Support is part of the Maintenance Capability (Domain). Capability (Group) providing Quality Management and Tooling & Ground Support Equipment. + + + Maintenance Supply Chain + Maintenance Supply Chain is part of the Maintenance Capability (Domain). Capability (Group) that determines, manages and controls stock levels. It includes service parts planning, procurement and logistics. + + + Maintenance Strategy + Maintenance Strategy is part of the Maintenance Capability (Domain). Definition, planning and execution of the Maintenance Strategy. + + + Network & Alliances + This Capability (Domain) covers the development and management of the commercial planning, strategic alliances and partnerships capabilities and also includes the commercial strategy. It includes the initial selection and on-going negotiations with alliances and partners, and the contracting, on-boarding and exiting activities. + + + Co-operations & Alliances + Co-operations & Alliances is part of the Network & Alliances Capability (Domain). The following tasks are within the scope of this Capability (Group). The following task is within the scope of this sub domain. It provides reporting and accounting for alliances and joint ventures. + + + Network Planning + Network Planning is part of the Network & Alliances Capability (Domain). Planning and definition of passenger and cargo flight schedules, fleet, capacity, destinations and airport slots. This planning occurs some time out and feeds into the commercial and operational capabilities. + + + International & Industry Affairs + International and Industry Affairs is part of the Network & Alliances Capability (Domain). + + + Product + + + Product Management & Design + The Product Management & Design Capability (Group) is within the Product Capability (Domain). It consists of several tasks related to its Air Products, Ground Products, the product strategy, ancillary services, corporate design and the customer experience. It is responsible of defining and developing the product portfolio and product strategy of Product Ground and Product Air. It also defines and develops customer experience on board for different products parts (i.e. Cabin interior, Seat and bed, Services, in-flight entertainment and multi media). This domain also defines and develops customer experience for products on ground and reviews and develops the customer experience of all kinds of products like food and beverage. Lastly, it manages corporate design and branding of the company. + + + Corporate Functions + + + IT Services + IT Services is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). It manages and controls Airline’s own equipment located at home and foreign airports. It provides services for communicating/interacting with external IT-services and third party services/IT systems are made available for the Airline’s own processes. It is responsible for the management of interfaces to third party systems, for example interfaces to luggage distribution and routing systems of other Airlines. Furthermore it provides a middleware, messaging, enterprise service bus (ESB) and provides an infrastructure that supports the usual communication patterns: request/response, pub/sub, etc. Lastly, it provides the Enterprise Application Integration facilities. +This sub domain shall be more technical oriented and therefore it shall not implement business services but basic services used by several other domains. Knowing that the difference between technical and business services is somehow difficult to determine, Enterprise Architecture Management is a crucial part for each organization. + +User Data Management +Establish central / group-wide data access to customer data: A central user data model and a common storage of user data does not imply sharing of airline related customer to the group. Governance of identity and access management to common user data storage is a prerequisite for this concept. +User Data Management aims to derive high-level target user data model from CUSTIS and SAMBA, gather requirements from airline-individual personalization initiatives and to use existing customer data where available. Recognize personalization initiatives supporting the idea of customer centricity: Personalization depends, simply spoken, on available information in a specific context (service). A common user data model should include all information which will be useful to provide personalized services. + + + HR + HR is part of the Support Capability (Domain). HR as a cross-sectional Capability (Group) is primarily concerned with the management of people within organizations, focusing on policies and on systems. HR departments and units in organizations typically undertake a number of activities, including employee benefits design, employee recruitment, "training and development", performance appraisal, and rewarding (e.g., managing pay and benefit systems). In most organizations off-the-shelf services based on standard solutions are used. Anyhow, it is possible that HR delivers special services for staff of airlines for identity and access management. + + + Finance + Finance is part of the Corporate Functions Capability (Domain). Finance is a cross-sectional Capability (Group) and is governed by both local and international accounting standards and mostly based on standard solutions. +Financial Accounting refers to accounting suppliers and business partners. This comprises services such as preparing remittance, refunding. The request for a refund includes the details of what is to be refunded. The details may contain the order id, document number, coupon number(s). In addition to the details of the refunded document(s) the response must contain accounting information to allow correct processing of the refund e.g. settlement authorization code. + + + Contract Management & Procurement + Contract Management & Procurement is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). Contract Management is the Airline’s administration of contracts with its vendors. This comprises the contract creation, negotiation, adherence, and the definition of Service Level Agreements (SLA) and Key Performance Indicators (KPI) for managing the day-to-day performance of the vendor. Furthermore Contract Management includes managing changes that may be required as the relationship changes and problems arise, documentation of changes that may have been agreed and analyzing the benefits that accrue or may be available from the contract. +The procurement refers for example to Fuel for aircraft, equipment and required third-party services. Here, procurement guidelines are set, which describe the rules for procurement such as target, statement of validity, fundamentals, and the ethics of procurement including interest, confidentiality, and fairness and competition compliance. Procurement includes supplier management as well. +Within the procurement process, sources of supply are investigated, price quotations obtained, negotiations with suppliers on price and delivery performed, contracts prepared (which is part of contract management), documentation, insurance and shipping arranged, installation and commissioning of procured equipment monitored. +The ICAO provides in the document “ICAO/TCB PROCUREMENT PROCEDURES AND MECHANISMS” a detailed standard for Contract Management & Procurement of aviation industry: http://www2010.icao.int/APAC/Meetings/2013%20CRVTF1/WP07_ICAO%20AI3%20-%20ICAO_Revised%20TCB%20Procurement%20Procedures%20and%20Mechanisms.pdf +Following procurement services (named by ICAO) belong to Contract Management & Procurement: +• identification of supply sources on a worldwide basis; +• call for tenders +• commercial evaluation of tenders +• commercial contract negotiations +• drafting and award of purchase order/contract documentation +• commercial administration of purchase order/contract +Including following technical services: +• preparation of detailed technical specifications +• preparation of technical tender documentation +• technical evaluation of tenders +• technical contract negotiations +• drafting of technical component of purchase order/contract document +• review of system design document +• site and equipment inspections +• acceptance and commissioning activities, etc. + + + Property Management + Property Management is part of the Support Capability (Domain). This Capability (Group) covers management and development of the property portfolio, including property planning / development, property registers and facilities management within properties. + + + Corporate Safety & Security + Corporate Safety and Security is part of the Support Capability (Domain). This Capability (Group) includes Capabilities not related to the operation of aircraft, focused on future accident and injury prevention and continuous safety improvement achieved through the development, implementation and compliance of safety policies, management projects and programmes that turn around/tackle adverse safety trends and implement actions identified through investigation and analysis. +Security not related to the operation of aircraft focused on directing the physical security of assets including human resource, property & facilities. + + + Enterprise Management + Enterprise Management is part of the Support Capability (Domain). Consolidation of other cross business capabilities. + + + Brand & Marketing + Defining, developing & managing the brand for customers & colleagues. +It also includes Marketing Management. + + + Marketing + Marketing Management Capability (Group) is part of the Brand & Marketing Capability (Domain). The following tasks are within the scope of this Capability (Group). Every advertising, sales promotion, campaign management and similar will be managed, tracked and saved in order to have every direct Marketing activities together. Out of the customer profiles, new personalized offers will be generated based on the existing data. Depending on the context of the customer, offers will be tailored based on the data and values of the customer. In addition to that, not only the company can provide personalized offers to the customer, also the customer will be given the opportunity to personalize the offers by himself. It also comprises the enabling of services backing analyses and reports that direct or measure marketing initiatives, and that measure success of/reaction on sales actions. This comprises a Sales Cockpit, Web Tracking services (measuring/ensuring Usability) and information gathered from Social Media content. +The following tasks are within the scope of this sub domain. It is responsible for essential standard communications to the customer like notifications about service fulfillment, e.g. flight status, IRREG communication will be automatically handled. It also manages Social Media communication via pro-active postings, reactions to comments and to customer private messages will be managed. + + + Brand + The Brand capability (Group) is within the Brand & Marketing capability (Domain). Defining, developing & managing the brand for customers & colleagues which includes: + - managing the brand reputation + - conveying who we are & what we do + - creating customer, colleague and stakeholder loyalty and emotional connections + - designing and maintaining brand repositories, including product look and feel, business logos and livery etc. + - communicating the market brand (personality, promise, products, services and delivery style) + - differentiating the brand from other organisations and brands + + + Customer & Loyalty + + + Loyalty + Loyalty is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). For rewarding loyal customer, the existing loyalty program has to be ongoing developed and managed. Loyalty partners should be managed, which is the basis for a successful loyalty program. It is also responsible for collecting and spending miles of customers should be tracked in order to keep track of current mile status of the customer. Based on a customer loyalty, the corresponding tier levels have to be managed and customers will be matched to the proper level. + + + Feedback & Complaint + Feedback & Complaint is part of the Customer & Loyalty Capability (Domain). It ensures that service quality is measured and feedback is collected from the customer perspective. It forms a basis for improving the service quality based on the feedback. The following tasks are within the scope of this Capability (Group). It is managing feedback and complaints include an analysis of the customer’s feedback which is the basis for subsequently optimizing the satisfaction and loyalty of this customer. If customers have claims for compensation, restitution, repayment or any other remedy for loss or damage those have to be managed, tracked and taken care of. + + + Customer Profile Management + Customer Profile Management is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). To gain basic insights into customers, the relationship data between the organization and the customer (B2C) will be proper analyzed and monitored. The customer profiles will be identified and created and the corresponding values of the customer deposited. The customer preferences will be tracked and saved to the profile. Both, static customer data (address, etc.) and dynamic data (last ordered product, etc.) as well as other customer profiling functions will be saved and deposited in the profile. + + + Customer Communication + Customer Communication is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group): responsible for essential standard communications to the customer to be handled automatically, such as notifications about service fulfillment; e.g., flight status; manage social media communication via proactive postings, and reactions to comments and customer private messages. + + + Revenue Management & Pricing + The business capabilities grouped by sub domains of the “Revenue Management & Pricing” domain are depicted in Figure 25. The business capabilities belonging to the “Revenue Management & Pricing” domain are described in Table 5. Several of these have to be transformed into the definitions from the NDC Implementation Guide published by the International Air Transport Association [IATA14]. + + + Group Bookings + Group Bookings is part of the Revenue Management & Pricing Capability (Domain). It deals with checking the availability for groups and the determination of group pricing. This is necessitated by the fact that the process for booking of groups slightly differs from the standard booking process. + + + Availability Management + Availability Management is part of the Revenue Management & Pricing Capability (Domain). Managing booking class availability derived from outputs of Forecast & Optimization (demand and no-show forecasts, bid prices), direct availability control (in case of irregularity management), decision support for revenue controlling and availability for ancillary and special services (advanced seat reservation, wheelchair, special meal, etc.) are within the scope of the Availability Management sub domain. + + + Forecast & Optimization + Forecast & Optimization is part of the Revenue Management & Pricing Capability (Domain). Forecast & Optimization covers forecasts of demand, bookings, cancellations, and buy-downs. In addition, no-show figures based on historical, special and expert data are also included in this domain. The Capability (Group) also caters for the controlling of the forecast and optimization process, which are monitored here. The aim here is to optimize revenue (fare-mix, over bookings) to steer capacity based on average earnings, the management of availability, inventory and reservation data. + + + Pricing + Pricing Capability (Group) is part of the Revenue Management & Pricing Capability (Domain). Pricing, includes the provision and distribution of prices and conditions for each service and the booking class on each market. Maximizing the airline's revenue, monitoring competitor’s prices and defining the price concept and strategy also fall within this Capability (Group). + + + Sales + + + Reservation Ticketing + Reservation Ticketing is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It provides interfaces to external global distribution systems (GDS), such as Amadeus and independent online sites. The interfaces comprise technical functionality required to communicate with external systems, but not the GDS business functionality itself. It is also responsible for enabling call center agents to sell the airline’s product(s) and services, to inform customers, sell tickets to customers and provide services, such as ticket/EMD issuing, rebooking, reissuing, refunding. Furthermore it manages reservations and ticketing, i.e. preparation eTickets, issuing of paper tickets, EMD’s, rebooking, reissuing, refunding, collection of payments. Lastly, it provides direct connect interface to third parties. + + + Sales Agent Channels + Sales Agent Channels is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides all sales channels and allows sales agents to sell products (indirect/direct sales, domestic/international, online/offline and group sales). Moreover it is responsible for allowing corporate sales account to sell products (to business, domestic/international, online/offline and group sales). Lastly, it provides sales data reports and statistics for agents. + + + Sales Channel Management + Sales Channel Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It set up sales channel strategy like B2B, agent, direct sales or agencies. It also defines sales channels, agents, company business and group travel. Furthermore it is responsible for the Account Management, which analyzes and monitors B2B customer relationship, Maintains B2B data, provides B2B customer care function and processes. + + + Inventory Management + Inventory Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It is managing all flight related inventory restrictions / allotments, e.g. available seats, cap left for Special Service Requests (SSR)’s such as special food requirements, wheelchair, seat at window, etc. It is responsible for managing all flights with their available seats and divides seats into service classes and booking classes, for which different prices and booking conditions apply. The inventory management also distributes the schedules. + + + Direct Sales Channel & Shopping + Direct Sales Channel & Shopping is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides direct sales channels and is responsible for the search of products (i.e. flight products and bundles). It also creates offers (including ancilliaries) and reservations and handles the (re-)book and order. Furthermore the sub domain is responsible for ancillary services, cross-selling, up-selling, product bundling and provides a shopping cart. + + + Product/Service Monitoring + Handles and manages all Ancillary systems and services. + + + Product/Service Maintenance + Handles and manages all Ancillary systems and services. + + + Product/Service Testing + Handles and manages all Ancillary systems and services. + + + Event + + + <<InformationObject>> + Information Object encompassing entities + + + Business Object + Entity describing a data object + +Entities (Data Objects) and Information Objects relate to each other. They can be nested hierarchically and have attributes. + + + Business Service + Business Capability (assigned to a Sub domain) + + + Business Process + Activities of a business process (can be chained) + +For each Business Domain a Business Capability Map exists. This map assigns to each sub domain all belonging business capabilities. + +Business process models provide a means of developing a behavioral view of the system under investigation. + + + Business Actor + + + Aircraft + An aircraft is a machine that flies between airports carrying passengers and freight. + +An aircraft usually is part of a fleet the airline operates and in case of passenger flights offers seats according to a given seat map. + + + Airport + An airport is an aerodrome including a suitably large area for take offs and landings of aircrafts as well as buildings to operate flights. + + + Accounts + + + Air/Ground Products + An aviation product is an airline's service a customer is willing to pay a price for. + + + <<InformationObject>> Offering + + + <<InformationObject>> Point of Sale + The point of sale is the time and place where aviation products are sold. + + + Baggage + Baggage or luggage is what a passenger is allowed to carry on a flight. + + + Passenger + A passenger is a customer holding a specific valid ticket. + +A passenger is a customer in person holding a valid ticket for a specific flight for which he is allowed to bring his baggage. + +the customer resolves to a passenger who related to a reservation, booking and the acquired ticket. + + In this model the customer resolves to a passenger who related to a reservation, booking and the acquired ticket. + + + Codeshare + A code share is an aviation business arrangement where two or more airlines share the same flight. + +Code shares are used to organize co-operations between airlines. + + + Crew Rotation + A crew rotation is a team of aviation staff actually servicing a flight. + +Crews are assigned to a flight which is serviced by a specific aircraft + + + Customer + A customer is a company or human being doing business with the airline. + + + Fleet + A fleet is the sum of an airline's operating, planned and retired aircrafts. + + + Flight + A flight is a logical combination of flight legs. A passenger can have ticket for a flight. + +A flight is an abstract entity that consists of flight legs, the actual air travel between departure and arrival airport. + + + Flight Leg + A flight leg or flight segment is a section of a flight that connects the departing and arriving airport. + + + Freight + Freight or cargo are goods stored in various containers being transported by an aircraft. + + + Market + + + Network + The network is a list of all planned regularly operated flights of an airline. + +The Network is directly related to the Flight where the Network is extended by the Codeshare entity. + +Airlines manage a network of flights in certain regions or globally. + +The network is periodically re-organized, reduced or extended according to customer's demand. + + + Sales Channel + A sales channel is the communication and transaction mechanism for point of sales to sell products to customers. + + + Seat + A seat is a location for a passenger to sit during a flight. + + + Seat Map + A seat map represents the current arrangement of seats in an aircraft. + +flights offers seats according to a given seat map. + + + Ticket + A ticket or airline ticket is a travel document to confirm that a passenger has purchased and reserved a seat on a flight on an aircraft. + + + Service + + + <<InformationObject>> Product Management + + + Product Requirements + + + Systems Data + + + Define Strategy, Objectives & Methods + starts off with defining the product strategy + +For that product data, requirements and market information is composed. + + + Manage Customer Experience + + + Overview Product Quality + responsible for the Product Quality and creates several reports and monitors the systems data. + + + Product & Service Design + all the necessary product components are designed and subsequently developed for production. In this phase the Customer Experience, Product & Service and Corporate Design is defined. + + + Product Development + + + Product Process + + + Define Product & Service Portfolio + Defines and develop product & service portfolio and strategy. + + + Manage IFE + Handles and manages all Ancillary systems and services. + + + Manage Corporate Design + Definition of corporate design and branding. + + + Manage Customer Experience + Defines and develop customer experience on board for cabin interior, seat and bed, service and customer experience of food and beverage. + + + Define and Develop Product & Service + Define product and service development requirements following assessment, review and business agreement. +Develop and integrate new products and services, including: + - developing associated delivery processes for new products + - managing the process for a re-design of service styles and standards +Product Innovation: respond to external or internal opportunities and identify, introduce, evaluate and select new ideas, processes and products and integrate new technologies into products and services. + + + Create Reservation + The user can book a refundable flight + + + Define Sales Channel Strategy + Defines Sales Channels and the strategies for each channel + + + Distribute Schedule + Responsible for distributing different schedules within + + + Execute Book On Hold + The user can select a flight for reservation. This process execute the debit and the creation of the reservation + + + Manage Order + Order capture, management and fulfilment. This includes managing later changes to the order. + + + Manage Flight Related Availability Restrictions + Manages all incoming flight related availability restrictions + + + Manage Booking + Booking order capture and Management + + + Manage Sales Accounts + Manages the Sales Account + + + Manage Direct Sales Agents + Manages the lifecycle of the direct Sales Agents. + + + Manage Sales Channel + Responsible for operations and overview of a sales channel + + + Manage Seat Inventory + Managing the seat inventory + + + Manage Wait Lists + Manages the internal waiting lists + + + Report Sales Agent Statistics + Provides relevant statistics and analytical reports + + + Search And Offer Product + Responsible for the search and availability of products. Flight selection, ancilliaries, etc. + + + Search Basic Flight + Collect and delegate search params to FlightOfferComponent + + + Search Flight + A flight search consist of search criteria and additional information, like personalized context, and returns availability, fares and flight related ancillaries + + + Search Multistop Flight + A multi stop flight is simply spoken a group of basic flights, excluding return and repeated flights + + + Search Rebook Flight + Search for flights like basic search but added with information of rebooking to fare calculation + + + Booking + + + Booking Class + The Price also relates to the available booking and service classes. + + + Price + The Fare or also prices of the tickets are directly related to the offering. The Price also relates to the available booking and service classes. + + + Reservation + + + Service Class + + + Define Sales Channel Strategy + The business process starts off with defining the sales channel strategy. The required documentation, Fare information and account responsibilities are created there. + + + Inventory Management + Within the Inventory Management, seat inventory, waiting lists and recurring ticket/booking statuses are produced. Subsequently Sales channel KPIs and coordination and sales guidelines are defined. + + + Reservation of Tickets + Therefore, it needs to overview the booking and ticket status. + + + Sales + The sales domain is also responsible for the reservation of tickets + + + Sales Channel Management + Within the sales process, reports are created. + + + Sales Process + + + Analyze Market Data + Analyses markets based on internal and external facts and sources + + + Assign Fleet + Assigns the appropriate fleet to the published flight plan + + + Design Flight Network + The process of designing a future flight network based on the current setup and influenced by market demands and partner's capabilities + + + Gather Flight Costs + Collects the actual costs generated by individual flights. + + + Gather Historic Sales Statistics + Collects internal and external historic facts and figures on actual sales + + + Manage Co-operation Accounting + Insures the correct accounting of business with cooperation partners. + + + Manage Codeshares + Manages slot assets & contracts with AOL + + + Manage Commercial Partners + Support the process of managing existing partnerships, on-boarding new ones and hibernating less productive ones. + + + Manage Entry Into Service + Manages the transition of aircrafts from the state of purchased to fully serviceable. + + + Manage Fleet Size + Determines the adequate size of the future fleet based on customer and market demands. Takes into account the contribution of partners and joint ventures. + + + Manage Slots + Negotiate slots in IATA slot conference + + + Model O&D Insights + Analytical model of the flight plan + + + Optimize Flight Network + Optimize plans for future flight networks by simulating variations and finding potential optimums. + + + Optimize Schedule + Optimizes the schedule with respect to customer satisfaction and profitability at the same time + + + Provide O&D Insights + Analyze Flight Plan Data according to model to gather requirements for next flight plan schedule. + + + Publish Flight Plan + Makes the current flight plan available to internal and external consumers + + + Report Alliances & Statistics + Generates and publishes reports about operational and financial aspects of business with alliance members. + + + Report Joint Venture Statistics + Generates and publishes reports about operational and financial aspects of business in joint ventures. + + + Support Aircraft Sourcing + Supports the business process of aircraft sourcing by delivering the most current demand model for fleet size and time lines. + + + Flight Plan + + + Network & Fleet Operations + Network & Fleet Operations and Network Data Analysis creates market data reports, gathers flight costs, and several other reports. + + + Network & Fleet Planning + The business process starts off with defining the Network & Fleet Planning strategy. It defines the network requirements and calculates the optimal fleet sizes. + + + Network & Fleet Planning Process + + + Network Data Analysis + Network & Fleet Operations and Network Data Analysis creates market data reports, gathers flight costs, and several other reports. + + + Network Management + Within Network Management it compares historical sales statistics and defines commercial partners. + + + Scheduling Codeshare + Within the code sharing process it creates the flight plan, optimized the schedule and a code sharing object. + + + Airline + + + Forwarder + + + Shipper + + + Arrival Activities + + + Departure Activities + + + Handover Shipment to Forwarder + + + Operations At Destination + + + Operations at Origin + + + Prepare Freight for Flight + + + Receive Shipment + + + Receive Shipment from Shipper + + + Warehouse Activities + + + Cargo Process + + + Cargo/Mail + + + Freight Document + + + Load Document + + + Unit Load Device + + + Cargo Arrival Activities + Storing freight at destination and informing the forwarder + + + Cargo Departure Activities + Moving shipment to the parking position, loading the aircraft, documenting and clearing discrepancies between plan and actual freight + + + Cargo Network and Scheduling + Manages the cargo network and partnerships and enabling a high quality of service by customizing the cargo network. One task is scheduling operations between with involving parties. + + + Cargo Strategy and Product Development + Defines the cargo strategy and processes for cargo operations and product development + + + Handover Shipment + Validating of release status of the shipment, handover documents and shipments to the forwarder or redirect it to another airline. +It includes capabilities to arrange import customer delivery or re-routing or transhipment of cargo as appropriate at the destination warehouse / depot. + + + Prepare Freight to Flight + Clearing the security of the freight, planning flights, collecting freight from airline’s warehouse. +This includes Customs Management, i.e. capabilities to calculate and handle the required declarations, inspections, payments of duties and taxes to national customs authorities or customs agents for imported cargo. + + + Receive Shipment + Unloading forwarder’s truck or receiving shipment from another airline, validating of status of the shipment, screening the shipment, storing the shipment in the airline’s warehouse, confirmation to forwarder. +It also includes capabilities to determine at the originating reception how cargo items should be prioritized for export and routed to their destinations. + + + Warehouse Activities + Storing freight, collecting freight, planning of warehouse capacity. +Also, planning and executing the loading of the freight to cargo units. + + + Calculate Flight Plan + Calculate and optimize a flight plan for the airlines fleets + + + Communication With Crew + Provide crewmembers with all necessary information in time (e.g. roster, training information, layover details, changes etc.) + + + Slots Management + Monitor and manage available as well as owned slots; prevent slot loss. + + + Flight Dispatch Management + Capabilities to ensure the correct weight and balance situation of an aircraft for a specific flight- balance and adjustment if necessary between passenger, baggage, cargo and fuel weights and aircraft locations taking account of all relevant flight technical data.Capabilities to check (and expedite if necessary) that all items have been correctly loaded on an aircraft and the required pre-dispatch procedures have been completed. + + + Distribute Operational Flight Plan + Distribute the operational flight plan to all required parties (e.g. ATC, crewmembers, etc.) + + + Handle Flight Irregularities + React to and recover from disruptions + + + Manage Crew Resources + Manage crewmembers and their rosters + + + Manage Flight Plan + Manage the flight plan as it is being flown and adapt to changes (e.g. as required by ATC) + + + Optimize Fuel + Optimize fuel load of an aircraft + + + Prepare Flight + Supporting functionality for pre-flight preparation (e.g. updating of electronic flight bag, purser mobile device, checklists etc.) + + + Provide Crew Briefing + Provide all necessary information required for the crew for a particular flight in a so-called briefing package (e.g. flight plan, maps, manuals etc.). + + + Provide Navigation And Flight Information + Provide navigational and flight related information (e.g. current weather information, weather forecast, etc.) + + + Provide Onboard Communication + Enable communication between crewmembers; especially between flight crew and cabin crew (especially important during sterile cockpit periods) + + + Provide Payload And Fuel + Provide aircraft payload and fuel load calculations + + + Report Flight And Incidents + Any and all incidents related to a flight have to be reported. Each incident is rated according its severity and impact. + + + Sign Load Sheet + Before departure, the cockpit receives the final load sheet showing critical information like total weight, weight distribution, total fuel, information on dangerous goods etc. Wrong calculations on this sheet will prevent the aircraft from achieving published certified performance that can lead to catastrophe. Depending on regulations, the cockpit crew is required to cross-check the load sheet. The captain has to document concurrence by signing the sheet and a copy of the signed sheet will remain on ground and has to be retained for a defined time. + + + Support Passenger Onboard + Support passengers onboard (e.g. ordering of meals and beverages, filing complaints etc.) + + + Aircraft Rotation + A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end. + + + Briefing Package + + + Crew Member + + + Debrief Report + + + Load Sheet + + + Report Entry + + + Station + + + Climb + Climb The dynamics of the flight environment, including accommodation of ATC directives, require the crew to continuously monitor aircraft performance in order to realize the best possible flight profile. At some point during the climb, the cockpit crew checks the FMS and/or performance charts to compare the optimal and maximum cruise altitudes with the planned data and desired cruise Mach. This information is used to coordinate an optimal cruise altitude with ATC. Other factors include wind data and ride (turbulence) conditions, en-route convective weather, MEL contingencies, traffic-induced speed restrictions and fuel consumption issues. Winds aloft notwithstanding, in most cases higher altitudes provide for more efficient engine operation. If the flight is restricted to a lower altitude due to weather or traffic, the crew must consider the effects on total fuel burn and reserves. In addition, some aircraft types are more fuel sensitive to off-optimal cruise Mach than others, which may also limit the cruise altitude options. +Passenger-related activities during the climb include beginning the meal and/or beverage service, delivering any marketing PA announcements and activating any entertainment systems. In addition, the Captain usually makes a PA describing en-route flight time and weather conditions, points of interest, arrival estimate, destination weather and, if applicable, any information concerning the presence of an augmented crew. Seat belt sign usage is at the Captain’s discretion and is typically activated in the presence of adverse ride conditions, or at the flight attendants’ request such as during the meal service. The segment of the Captain’s PA which informs the passengers that “while in their seats they are to keep their seatbelts fastened” is included by many airlines as a standard procedure and a mandatory disclaimer. + + + Cruise + As cruise altitude is reached, the power settings/Mach target are established, and the crews will report level to ATC. The crew also performs various administrative duties, including downlinking any departure delay ACARS codes and recording the engine monitor log (if not automated). +During cruise, the crew must maintain a time/fuel log in order to compare planned time and fuel burn performance with the actual time of arrival (ATA) and fuel on board (FOB) over each flight plan waypoint. The baseline departure time and take-off FOB is used to generate the ETA/EFOB (Estimated Time of Arrival/Estimated Fuel On Board) log which is usually very accurate. Consideration must be given by the cockpit crew to the possible causes of any deviations from the waypoint ETAs/EFOBs (including fuel imbalance) and the effect on the destination arrival time and fuel. Potential sources of time/burn variation include winds aloft greater or less than forecast, cruise speed or altitude different than planned or mechanical problems such as a fuel leak. The cockpit crew also continuously evaluates altitude options. As the aircraft weight decreases due to fuel burn, the optimum cruise altitude typically increases due to better engine efficiency at higher altitudes. Available altitude options may be limited by ATC. +On international flights, transitioning through airspace boundaries under the jurisdiction of other national sovereignties may require supplementary procedures to address local restrictions. These FIR (Flight Information Region) boundaries normally require advance notification via the flight planning process (filed flight plan), and preliminary contact by the aircraft as the flight approaches the boundary. Generally, separate ATC clearances must be issued at each boundary crossing, including entering the oceanic airspace. Before entering such airspace, it is the responsibility of the crew to familiarize themselves with any specific procedural requirements including position reporting, use of datalink, radio communications, and any other airspeed or operational limitations (holding speeds, speed limit below a given altitude, etc.). +The need to deviate from the desired track due to adverse weather is always a possibility. The nature of hazardous weather en-route varies with the geographical region (e.g. transcontinental, Caribbean, North Atlantic, etc.) as well as the type of aircraft and the equipment on board. The procedures and available options for coping with adverse weather is also airspace-dependent. +As in other phases of flight, the crew must be constantly prepared for the possibility of contingencies requiring diversion of the aircraft to an en-route alternate airport. In addition to the possible closure of the destination airport (due to weather, power outages, or other field situations), reasons for diverting include medical emergencies (sick passengers/crew), aircraft equipment problems, terrorist activities inflight, unacceptable holding times, fuel diversion due to wind or traffic delays. The decision to divert usually includes input from dispatch and must include a clearance from the controller – unless the Captain declares an emergency. If the situation warrants the declaration of an emergency, the flight is given priority handling en-route, and the necessary ground and rescue services are assembled to meet the aircraft upon arrival. + + + Descent + The descent profile is determined by both ATC limitations and optimal aircraft performance. An aircraft operating at typical cruise altitudes (31,000 to 41,000 feet) will nominally initiate the descent at 100 to 130 nautical miles from the destination airport. The distance varies primarily due to ATC restrictions/procedures but also may be influenced by equipment type and environmental conditions such as winds aloft and turbulence. The initial descent takes place with about 30 to 40 minutes remaining in the flight, at which time the crew begins their approach and landing preparations. An “In Range” message is often transmitted to the destination station either through ACARS or by VHF radio. This message includes the latest touchdown estimate, special passenger requests (wheelchairs/connections), and if not already transmitted, any maintenance discrepancies. The station transmits or uplinks the arrival gate assignment, ground power unit status and any other relevant status message such as a “tow-in only” requirement for the assigned gate. +During the descent, ATC may issue crossing restrictions which can be part of a published standard arrival procedure or as a response to a traffic sequencing requirement. If the clearance is not issued as an immediate descent, it is the responsibility of the cockpit crew to determine a top-of-descent (TOD) point which satisfies the crossing restriction. +Ride conditions notwithstanding, it is desirable from an efficiency standpoint to delay the descent as long as possible, then descend at or near engine idle at an optimum speed and meet the restriction within a few miles before the fix to give a margin to ensure the restriction is met. Factors which must be taken into consideration during descent planning include wind direction and intensity for the relevant altitudes, possibility of speed restrictions if not already assigned, high barometric local pressure at the transition level and turbulence. +The FMS is the primary resource available to the crew for descent planning as restrictions can be programmed directly and a profile calculated. There are other ad hoc methods for determining the distance required to lose a given amount of altitude. The “3 to 1” rule is still used by most pilots to back up the FMS solution in which 3 miles are required for every 1000 ft of altitude loss, e.g. 30,000 feet would require 90 miles. Adjustments are then made to accommodate headwinds/tailwinds and anticipated speed restrictions. +Destination weather and the expected approach/runway procedures are major considerations in planning the arrival. The primary source of this information is the ATIS previously described, although holding delays, weather conditions and runway operations may be passed along via ATC and/or dispatch. ATIS provides the current weather, instrument approach procedures in use, and active runways, as well as details concerning runway and taxiway closures, windshear reports, precise visibility values for individual runways, braking capability, bird activity, temporary obstructions (e.g. construction), land and hold short operations utilization and any other relevant safety-related information. +Once the crew has received the destination weather and approach information, they begin setting up the navigation equipment for the expected arrival procedure. Of primary concern are the current weather conditions vs. the available approach procedures. Low ceilings and visibility mandate specialized procedures which in turn require specific navigation equipment necessary for executing the approaches. If the current weather is below the minimums available for the procedure in use, or the necessary equipment is unavailable or inoperative, the crew must consider other options which include holding (if weather improvement is anticipated) or diverting to an alternate airport. Either course of action requires coordination with ATC and the airline’s dispatch office. +After the crew has programmed the navigation systems and FMS for the anticipated procedure, the PF briefs the approach, using the published approach procedure as a reference. Some low visibility weather situations may mandate that the Captain always perform the PF duties to meet standardization requirements during critical low visibility operations. In addition to designating the PF, the approach briefing includes information about the required navaids, key segment and crossing altitudes, approach minimums vs. current weather, obstacles and terrain awareness, and the missed approach procedure. +The cabin crew activities during the descent include preparing the cabin and galleys for landing, forwarding connecting gate information to the passengers, completing customs-related documents, forwarding any cabin-related discrepancies to the cockpit and verifying that seatbelt compliance requirements are satisfied. The Captain’s descent PA announcement usually includes updates of arrival estimates and weather conditions. Any anticipated adverse weather or delays are usually briefed to both cabin crew and passengers. +As the aircraft descends below the transition level, the PNF works on completing the descent checklist which includes monitoring the pressurization, correcting any accumulated fuel imbalance, and calculating and/or reviewing landing data (approach speeds, runway limits). While passing through 10,000 feet, the Captain alerts the cabin crew (by chime or PA) that the sterile cockpit period is in effect and that the final cabin preparations for landing should be completed. + + + Final Approach + The aircraft operated by most air carriers are usually equipped to satisfy the navigation requirements of a variety of approach procedures. Precision approaches include Global Positioning System (GPS) autoland, GPS LNAV/VNAV and Category (CAT) I, II and III ILS approaches. Many runways at larger airports utilize the Instrument Landing System (ILS) to provide guidance to pilots during instrument conditions along a well-defined path made up of lateral and vertical elements called the localizer and glide slope respectively. +A non-precision approach is a procedure where lateral track information is provided by a local navigation aid (navaid) or satellite, but vertical guidance is received through barometric referencing or other means not directly associated with the specific runway. As expected, precision approaches provide for operations in much lower ceiling and visibility conditions. +When very low visibility conditions exist, CAT III approaches are mandated which require autoland or HUD (heads up display) guidance. Arrival delays should be anticipated during these operations due to limited spacing and runway options. When VFR (Visual Flight Rules) conditions exist, pilots are encouraged to use all available navaids as a back-up even during visual approaches. In addition, many airfields employ instrument procedures during VFR conditions in order to manage aircraft sequencing or noise restrictions. +At some point during the vectoring or feeder segment, the flight will be “cleared for the approach”. An approach clearance by ATC authorizes the crew to execute the procedures for landing. As mentioned earlier, it is the cockpit crew’s responsibility to determine approach legality. The current weather conditions must be compared to the procedures and equipment available, both ground-based and airborne. Downgrades in onboard automation or displays may dictate higher landing minimums and/or unavailability of certain procedures. Likewise, the inoperative status of any ground components may result in additional landing restrictions. An adverse condition of any required approach facilities is usually reported by ATC or the ATIS, but also may be detected by onboard alerting systems. +Most authorities designate a specific location in the procedure where the current weather must be at or above weather minimums in order for the aircraft to continue on the approach. If the flight passes the designated position with reported weather at or above minimums, it may continue to the missed approach point or decision height, as applicable. If weather conditions are below minimums at the designated position, the procedure must be aborted and other alternatives considered i.e. diversion, holding, etc. +Runway wind conditions must be addressed by the crew during the final approach and landing. Depending on the wind direction, intensity, and presence of gusts, adjustments may have to be made resulting in a higher planned approach speed. Maximum crosswind limitations vary among equipment type and weather conditions. +In the event the requirements for completing the approach and landing are not satisfied, a “go-around” is executed and a standardized “missed approach procedure” and/or ATC instructions must be followed. Options available following a missed approach include entering holding to wait out whatever unacceptable condition resulted in the aborted landing, diverting to an alternate airport, or most commonly, accepting ATC vectors to initiate another approach. Many aborted landings are initiated by ATC or the cockpit crew due to traffic on the runway. In most cases a prior arrival failed to clear the runway in a timely manner, but a delayed take-off by an aircraft sitting in position at the threshold can also result in an aborted landing. +If the runway is in-sight and clear when at the decision point, the cockpit crew continues the descent until initiating the landing “flare” maneuver where the descent rate is reduced just before touchdown. + + + Flight Crew Check-in + Once assigned to a flight sequence, crewmembers are required to sign in at the station flight operations office (nominally) one hour prior to the departure of the first leg. Crews normally arrive earlier than one hour in order to accommodate international flight planning, publication/flight manual updating, or other administrative responsibilities. Once introductions between crewmembers are complete, the flight crew begins the planning tasks. In situations where the time available before departure is minimal, the First Officer may proceed to the aircraft to begin the preflight duties there. + + + Flight Crew Process + During this stage, the flight deck crew receives the so-called briefing package (containing the flight plan, current weather and fuel information, etc.) and cabin crew the passenger lists. This information is either printed out or, if available, electronic devices of the crew are updated with the information. +The crew must determine the airworthiness of the aircraft and address any open issues before departure. The term “preflight” is typically used to describe the interior and exterior inspections of the aircraft, but in a general sense can be used to describe any activity involved with preparing the aircraft for departure. The aircraft inspection is usually divided among the cockpit crew and includes an exterior walkaround examination, interior cockpit set-up, and systems checks. These preflight inspections are outlined in a checklist. +The preflight also includes verification that all required manuals and paperwork are onboard and complete. The aircraft mechanical logbook serves as a means for flight and cabin crews to convey mechanical discrepancies to station maintenance personnel and subsequent flight crews. Any discrepancy entered into the logbook must be balanced with an entry by a certified aircraft mechanic who either resolve the problem or defer it according to specified guidelines. Some items can be deferred based on time (hours of flight, or days/weeks), type of maintenance available, or whether they are listed in the Minimum Equipment List (MEL). The MEL identifies the components which may be inoperative on a given aircraft while still maintaining legality for dispatch as well as the deferral rules. Crew responses associated with MEL items range from simple awareness to complex critical procedural changes. +The Configuration Deviation List (CDL) is similar to the MEL, but references airframe components that are more structural in nature (e.g. missing flap track fairing). +Modern aircraft have extensive autoflight capabilities that allow many of the navigation and performance optimization tasks to be handled automatically if desired. Autoflight initialization and Flight Management System (FMS) programming are conducted during the pre-flight phase. +Some airlines have information systems which allow information required to initialize the autoflight systems to be uploaded automatically via an ACARS (Aircraft Communication and Reporting System) datalink unit. In general, the use of ACARS by air carriers satisfies the requirement that their aircraft are continuously able to be contacted by dispatch during the entire flight. Initialization of this system is also part of the cockpit setup procedures. +Communication between the cockpit and cabin crewmembers is critical to the safety and efficiency of the flight. At some point during or before preflight activities and passenger boarding, the Captain conducts a briefing with the Purser or senior “#1” flight attendant. This includes standard information covering en-route flight time and destination weather, as well as taxi-out time (in the case of a short taxi, the flight attendants must start the safety video/demonstration as early as practicable), security issues and alerts, ride conditions and turbulence, inoperative cabin components, requirement of overwater flight passenger life vest demonstrations, augmented crew, crew meal service and any other relevant safety or operational issues. The Captain may also discuss adherence to the sterile cockpit period in which access to the flight deck is limited to reduce distractions during critical flight phases, nominally anytime the aircraft is below 10,000 feet above Mean Sea Level (MSL). + + + Gate Departure + Once the agent moves the jetbridge out of the way, the pushback crew advises the cockpit that the wheel chocks are removed and that it is safe to release the parking brake. The Captain acknowledges release of the parking brake and signals the First Officer to call ramp control (or ATC, depending on local requirements) for pushback clearance. Usually, the cockpit crew is advised by the pushback crew that the area is clear for engine start. +Under certain weather conditions, ice or frost may be present on the airframe or airfoil surfaces which require removal before take-off. In situations where deicing or anti-icing is required, the Captain delays the engine start while the push crew positions the aircraft in a designated de-ice location. At many airports, secondary de-icing locations are established nearer to the departure runway in order to keep the time to take-off below the holdover time. The holdover time is the length of time (in minutes) that the anti-icing fluid is effective and is determined by the flight crew from tables in their flight manuals. The time may vary according to temperature, type and intensity of precipitation, and type and concentration of fluid used. Once the anti-ice application is complete, the icing coordinator advises the cockpit crew when the holdover time begins. It is then the responsibility of the Captain to monitor the holdover time vs. take-off time. If the delay before take-off is too long, the aircraft may have to return to a de-icing location to be re-treated. +After the engines are started and the towbar is disconnected, the Captain gives the guideman permission to disconnect the interphone headset. The guideman then steps into a position where he is visible from the flight deck, shows the nulling pin (used to disable the aircraft’s nosewheel steering system during pushback) and gives a salute which confirms the ramp area is clear to taxi. The Captain acknowledges the salute and the First Officer calls for taxi clearance. Once clearance is received, the Captain begins the taxi-out only after both pilots have visually checked outside and verbally announced “clear left” and “clear right”. + + + In Motion + + + Landing and Rollout + After touching down on the runway, the PF uses reverse thrust, ground spoilers, and wheel braking to decelerate to taxi-speed and vacate the runway. As the aircraft slows to turnoff speed, the Captain and First Officer assume the taxi and communications tasks as per normal ground operations. Once clear of the runway, the crew reports any adverse wind or braking conditions to the tower (in low visibility conditions the crew may also be required to report clear of the runway). After exiting the runway, the First Officer contacts ground control for taxi-in instructions, completes the after landing-taxi checklist and calls the local ramp control to confirm the arrival gate assignment and occupancy status. + + + Parking + In most cases, setting the parking brake and opening a cabin door trigger the “IN” event. The “IN” time is used to determine a number of metrics including the length of the flight (which is used to calculate flight crew compensation and legality for subsequent trips), on-time arrival report card, customs and immigration data, and company-specific performance monitoring and scheduling adjustments. +Once a source of ground power is connected (APU or external power cable), the engines are shutdown and the crew completes the engine shutdown checklist. The agent verifies the disarming of the doors with the flight attendants and opens the designated exit door(s) to commence passenger disembarkation. Usually any wheelchair passengers or unaccompanied minors are accommodated last. After engine shutdown, the ground crew begins unloading and processing the baggage and freight. The flight crew secures the cockpit and cabin before departing the aircraft. At specified outstations, an exterior post-flight walkaround inspection may be required which is completed by the cockpit crew before leaving the gate area. Post-flight inspections are not as thorough as the preflight and are usually mandated after the last flight of the day at stations with limited or contract maintenance. Finally, for international operations, any customs/immigration requirements may need to be addressed. + + + Post-Flight + Upon completion of postflight duties at the aircraft, the cockpit crew accomplishes any required debrief reports while the flight attendants make liquor and duty-free deposits, usually at the station operations. Debriefs/reports are required by the cockpit crew in instances of a declared emergency or ATC violation, significant mechanical failures (including engine shutdown), fuel dumping, illness, injury or death of a passenger or crew member, passenger misconduct/smoking, overweight landing, HAZMAT issues, diversions, high speed aborts, lightning strikes, near midair collisions and a number of other situations involving non-standard operations or issues. Once all cockpit and cabin obligations are fulfilled, the crew begins preparations for the next flight leg. In situations where the same aircraft is to be used, a new flight plan is pulled up and the pre-flight sequence starts all over. In most cases, however, the crew must change aircraft and relocate to the new departure gate where the planning/preflight duties are repeated. If this is the last flight of the day, the crew is released from duty and typically proceeds to the crew hotel limo in cases of out of base layovers, or the bus to the employee parking lot if the inbound flight was the last leg of a sequence. +If the aircraft is to be “turned around” for use in a subsequent leg, maintenance personnel will attempt to meet the flight upon gate arrival. Any discrepancies are discussed with the inbound flight crew and the necessary repairs are begun as soon as possible. If the discrepancy has been reported in in-flight, the mechanics often meet the aircraft with replacement parts such as Line Replaceable Units (LRUs) which can often allow repair in the normally-scheduled turn-around window. If the aircraft is not to be used right away, required maintenance may be performed during periods of less demand. In situations where the aircraft is finished for the day, it may be towed or taxied to a remote location, or the hangar, where the requisite maintenance and/or inspections are completed. In addition to maintenance requirements, other post-flight activity conducted by ground personnel include aircraft cleaning and de-catering, security checks and any required customs inspections. When customs or security inspections are required, delays are often incurred since the outbound crew cannot access the aircraft until the inspection is complete. In any event, it is desirable from an efficiency standpoint that ground service activities associated with the inbound flight such as catering, cleaning, and baggage handling should dovetail with the departure cycles of subsequent flight legs. + + + Pre-Departure + As the scheduled departure time approaches, the Captain, lead gate agent and ground crew chief coordinate their efforts to see that all pre-departure requirements are met. The pilots finalize the FMS and autoflight parameters by obtaining an update on weather conditions and runway utilization through the Airport Terminal Information Service. In addition, the crew must receive confirmation of the flight’s routing from ATC. Prior to the scheduled departure (usually at least a few hours before), the airline’s dispatch office files a requested routing based on their flight plan optimization with ATC. Approximately 20 minutes prior to departure, the ATC route clearance is requested, preferably through an ACARS function. The ATC route clearance received by the crew may differ from the filed routing and the changes must be addressed (fuel/performance/dispatch considerations) and reprogrammed. In addition to possible routing changes, ATC may also adjust the planned departure time as a result of current airspace dynamics or weather conditions. +Latest at this stage, the cockpit will receive a signed load sheet from the loading agent. This typically includes finalized aircraft and fuel weights, stabilizer trim settings, center of gravity data, passenger count, cargo loading and live animal and security information. The First Officer uses the updated information to calculate finalized take-off performance data. The FO will also reset the stabilizer trim and set take-off reference speeds. In cases where the load sheet weights are greater than planned, adjustments may have to be made to the flap and/or power settings, or an alternate runway may be required. The load sheet is a critical document, because errors on it can have catastrophic consequences (e.g. plane crash due to wrong trimmings). Therefore, in many countries, the crew is obliged to cross-check the calculations for gross errors and, depending on regulations, the captain has to indicate concurrence with the figures by signing the load sheet. Often, copies of the signed load sheet are taken by various parties (e.g. load agent, airline, etc.) and kept for a defined period of time. +Once the clearance is received, the crew can perform the “Before Starting Engines” checklist. At approximately 10 minutes prior to departure, the Captain turns on the Fasten Seat Belt sign which signals the Flight Attendants to ready the cabin for departure and deliver the requisite PA announcements. +In order to prepare the aircraft for movement, the ground crew completes the baggage and cargo loading, including late bags, and closes the cargo doors. If necessary, any required external power or air is removed from the aircraft, unless required for engine start. The tug is connected to the aircraft via a towbar unless a “powerback” is planned. The flight deck crew performs the “just prior to pushback” portion of the checklist which includes, among other things, confirmation that all the doors are closed and that the anti-collision (red flashing) beacon is operating. At this time the flight attendants arm the escape slide mechanism of the entry doors in case a ground evacuation becomes necessary. When the checks are complete and the aircraft is ready for gate departure, the ground crew becomes the pushback crew. + + + Pre-Flight + During this stage, the flight deck crew receives the so-called briefing package (containing the flight plan, current weather and fuel information, etc.) and cabin crew the passenger lists. This information is either printed out or, if available, electronic devices of the crew are updated with the information. +The crew must determine the airworthiness of the aircraft and address any open issues before departure. The term “preflight” is typically used to describe the interior and exterior inspections of the aircraft, but in a general sense can be used to describe any activity involved with preparing the aircraft for departure. The aircraft inspection is usually divided among the cockpit crew and includes an exterior walkaround examination, interior cockpit set-up, and systems checks. These preflight inspections are outlined in a checklist. +The preflight also includes verification that all required manuals and paperwork are onboard and complete. The aircraft mechanical logbook serves as a means for flight and cabin crews to convey mechanical discrepancies to station maintenance personnel and subsequent flight crews. Any discrepancy entered into the logbook must be balanced with an entry by a certified aircraft mechanic who either resolve the problem or defer it according to specified guidelines. Some items can be deferred based on time (hours of flight, or days/weeks), type of maintenance available, or whether they are listed in the Minimum Equipment List (MEL). The MEL identifies the components which may be inoperative on a given aircraft while still maintaining legality for dispatch as well as the deferral rules. Crew responses associated with MEL items range from simple awareness to complex critical procedural changes. +The Configuration Deviation List (CDL) is similar to the MEL, but references airframe components that are more structural in nature (e.g. missing flap track fairing). +Modern aircraft have extensive autoflight capabilities that allow many of the navigation and performance optimization tasks to be handled automatically if desired. Autoflight initialization and Flight Management System (FMS) programming are conducted during the pre-flight phase. +Some airlines have information systems which allow information required to initialize the autoflight systems to be uploaded automatically via an ACARS (Aircraft Communication and Reporting System) datalink unit. In general, the use of ACARS by air carriers satisfies the requirement that their aircraft are continuously able to be contacted by dispatch during the entire flight. Initialization of this system is also part of the cockpit setup procedures. +Communication between the cockpit and cabin crewmembers is critical to the safety and efficiency of the flight. At some point during or before preflight activities and passenger boarding, the Captain conducts a briefing with the Purser or senior “#1” flight attendant. This includes standard information covering en-route flight time and destination weather, as well as taxi-out time (in the case of a short taxi, the flight attendants must start the safety video/demonstration as early as practicable), security issues and alerts, ride conditions and turbulence, inoperative cabin components, requirement of overwater flight passenger life vest demonstrations, augmented crew, crew meal service and any other relevant safety or operational issues. The Captain may also discuss adherence to the sterile cockpit period in which access to the flight deck is limited to reduce distractions during critical flight phases, nominally anytime the aircraft is below 10,000 feet above Mean Sea Level (MSL). + + + Take-Off + In order to make most efficient use of runway resources, the local tower controller often issues a “position and hold” clearance to an aircraft in preparation for final take-off clearance. This allows the aircraft to taxi into position and hold on the departure runway while waiting for other traffic, runway restrictions or an ATC issued departure time. If this hold time is not required or a departure needs to be expedited, the tower may clear the flight for take-off without holding in position. At this time the crew makes final checks of the wind/weather and the presence of runway contamination. If the flight is following the departure of a large aircraft, adequate wake separation requirements must be assured by confirming that an acceptable interval of time has elapsed before commencing the take-off roll. +Once the take-off clearance is received, the pilots’ roles of Captain/First Officer change to pilot-flying/pilot not-flying (PF/PNF) in order to accomplish the procedures commensurate with which pilot is flying the leg. At all times, however, the Captain is still pilot-in-command (PIC) and, since he/she remains responsible for the flight and may choose to assume the PF role at his/her discretion. Certain weather conditions (low visibility) or crew experience levels may dictate that the Captain remain PF during some or all of the flight. +During the take-off roll, the crew monitors the aircraft centerline tracking, engine parameters, and conditions both inside and outside of the aircraft. The PNF calls out each V-speed as part of the normal procedure. Should a critical problem occur before the abort decision speed, V1, the take-off is rejected and the aircraft is stopped on the runway. +An uneventful take-off is followed by a normal initial climb-out which includes “cleaning up” the aircraft (gear raised, flaps/slats retracted) while conforming to any noise and/or obstacle requirements. + + + Taxi-Out + As in the case of pushback, anytime ground movement is initiated, permission must be received from the controlling authority. At some point before leaving the ramp area, the First Officer contacts ground control to get taxi clearance to the active runway. +At this stage, any last minute changes (LMC) to the load sheet are received via ACARS or by radio. These may result in the reprogramming of affected parameters and too high take-off weight may dictate the request for a special runway which can result in a taxi and/or take-off delay while ATC works out a modified sequence. Once the load sheet information is processed, the crew completes the “taxi” and “before take-off” checklists. +At some point, the Captain conducts a take-off briefing which includes which pilot will be making the take-off, initial heading, altitude and departure procedure requirements, obstacle clearance and noise abatement issues, airport elevation and the normal cleanup altitude. In addition, the briefing must address runway abort considerations, engine out procedures and associated cleanup altitudes, and emergency contingencies requiring returning to the departure point or other proximate landing options. In situations where there will be a long taxi due to numerous departures ahead in sequence for take-off, it is desirable for the Captain to make a PA announcement informing the passengers and cabin crew of his/her best estimate of the length of the delay. This is typically done by counting the number of aircraft ahead in the take-off queue. If the delay is significant, the airline may have to be updated via ACARS or radio with a new ETD (estimated time of departure). As the aircraft approaches the departure end of the runway, the Captain makes a departure PA announcement to inform the flight attendants that the take-off is imminent and they should secure themselves at their stations. The Captain must assure that the passenger briefing has been completed, which may be a factor in short taxi-out situations. + + + Taxi-in + The pilots use taxiway charts of the destination airport to assist in the execution of taxi clearances given to them by ATC. Pilots must be diligent during ground operations at airports with which they are unfamiliar or that are undergoing construction. Operations during nighttime or heavy precipitation also require special consideration and may substantially impede the overall traffic movement on the airfield. At some point during taxi-in the Captain determines the necessity of starting the APU. In the interest of fuel conservation, an engine may be shutdown which may require utilizing the APU, depending on the aircraft type. Normally the APU is started while the aircraft is a few minutes from the gate area, unless it has been determined that ground power will be used. In that case, the APU is not started and an engine is left running after gate arrival until the ground electric is connected by the guide crew. +If the arrival gate is occupied, the aircraft may be required to wait out the delay at a remote location. Occupied gates are often the result of a delayed departure or other operational issues with the aircraft currently positioned at the gate and the anticipated delay should be passed on to ATC and the passengers. Once clearance to the gate is received, the Captain taxis to the ramp area and visually acquires the marshallers. After the crew confirms the gate area is unobstructed, the marshallers utilize lighted wands to signal clearance to taxi to the stop point adjacent to the jetbridge. Often delays are encountered at this point due to the unavailability of the ground crew, carts or vehicular traffic in the gate area, or a tow-in requirement for the assigned gate (in which the aircraft engines are shut down and a tug is used to tow the aircraft onto the gate position). Some stations utilize automatic parking systems which employ an arrangement of lights and/or signs that the Captain uses for lead-in line and stopping position guidance. In the absence of self-guidance, the marshaller uses wand signals to direct and stop the aircraft at the desired location. Once the brakes are parked, the agent moves the jetbridge into position at the entry door, or in the case of airstair disembarkation, positions the truck(s) under the appropriate exit door(s). + + + Terminal Area Arrival + Terminal area maneuvering generally begins when the aircraft descends below 10,000 feet about 30 to 40 miles from the destination airport. At this point the flight path is defined by the vectors from ATC. Radar vectors consist of heading directives issued to the pilots and are used by ATC for the sequencing and/or spacing of air traffic. In non-radar environments, the flight is operated along established airways or feeder routes to an initial approach point defined by the approach procedure in use. In either case, the crew must keep a vigilant traffic watch and maintain terrain awareness (using electronic aids, charts, visual, etc) especially in mountainous areas and/or areas of high traffic congestion +As the flight nears the position where it will commence the approach, the crew may be issued additional real time landing information or instructions. Braking action reports are given by previous arrivals and include a qualitative ranking of the braking effectiveness during rollout after touchdown. Certain braking action conditions may require the utilization of specified on-board systems such as autobrakes and/or autospoilers, or may dictate that the flight enter holding until the runway condition can be improved through plowing or chemical treatment. In low visibility conditions, real time RVR (Runway Visual Range) reports are issued to the arriving flights for the purpose of determining approach legality, or applying other operating restrictions to the flight (e.g. crosswind limitations, autoland requirements, etc.). ATC. Microburst alerts and airspeed loss/gain reports from prior arrivals are also passed on to the crew. Adjustments may have to be made to reference landing speeds to operate under such conditions. In many cases, the flight will have to enter holding to wait out low visibility, poor braking, or windshear/microburst conditions + + + Terminal Area Departure + The climb flight profile is determined by both ATC/airspace requirements, and performance characteristics which may be aircraft-specific. When clear of the immediate airport traffic area, the aircraft is accelerated to maximum low altitude climb speed unless a restriction has been issued by ATC. Terminal-area airspace may be very complex and certain standard procedures have been developed for both departing and arriving flights at high-density locations. During climb-out the flight typically conforms to a standard Departure Procedure (DP). +As the aircraft climbs through approximately 1500 feet above ground level (AGL), the flight attendants are notified (by a chime) that they may commence their service duties. When 10,000 feet MSL is reached, the aircraft is accelerated to the optimal climb speed. In addition, the flight attendants are again chimed to indicate the end of the sterile cockpit period. + + + Aircraft Rotation Refinement + + + Crew Convenience Improvement + + + Crew Pairing + + + Crew Roster Publication + Publish at the end of every month for the whole next month, e.g. publication at the end of SEP will contain rosters of OCT. Any change after publication is published to affected crew members. + + + Crew Rostering + + + Disruption Management + + + Fleet Assignment + + + Fuel Optimization + + + Long-term Maintenance Planning + + + Ops Control Period Preparation + + + Preparing the day of Operation + + + Short-term Maintenance Planning and Tracking + + + Station Break Elimination + + + Tail Assignment + + + Crew Tracking + + + Ad-hoc Irregularity Handling + + + Crew Pairing Maintenance + + + Crew Recovery + + + Crew Roster Administration + + + Proactive Irregularity Handling + + + Schedule & Fleet Recovery + + + 1 day Before day of Operation + + + 2 days Before day of Operation + + + 3 days Before day of Operation + + + 4 Weeks Before Day Of Operation + + + 8 Weeks Before Day of Operation + + + 9 Weeks Before day of Operation + + + End of Month + + + Crew Member Irregularity + e.g. Sickness + + + Day Of Operation + + + Major Disruption + e.g. Crew Strike, Extreme Weather + + + Schedule Irregularity + e.g. Delay, Equipment Change + + + Crew Manager + + + Fleet Manager + + + Aircraft + + + Baggage + + + Gate Agent + + + Passenger + + + Accept Baggage + The luggage is then picked up and all information is passed on in order to plan the load in an automated way. + + + Aircraft Departure Operations + After these tasks are completed and all necessary information is available and consistent in itself, the process is completed. + + + Aircraft Servicing Operations + + + Boarding + When boarding, the passenger data are recorded, stored and forwarded. + + + Check-in Passenger + After the pre-check-in, the process starts with the open check-in and the check-in of a passenger with his ticket. + + + Control On Load + + + Plan On Load + + + Post Check-in + + + Pre-Checkin + + + Provide Load Information + + + Reconcile Baggage + + + Redirect Baggage + + + Boarding Completed + + + Check-in Completed + + + Check-in Open + + + On Load Complete + + + Baggage Check-In & Acceptance + Tagging, check-in and registering checked baggage for a flight. +This includes any customs and border protection, and specifically US CBP integration. + + + Passenger Boarding + Register of passenger for entering aircraft + + + Passenger Regulatory & Clearance + Checking of passenger’s travel documents and place passenger in departure control system according to IATA (IATA Ground Operations Manual) + + + Passenger Check-In + Registering of passenger for a flight. Creating of a passenger information list and issuing of standard check-in messages + + + Control Load Process + According to (IATA, IATA Ground Operations Manual) documenting of all load activities for each flight and issuing of load messages + + + Handle Waitlist + Setting passenger on wait lists based on booking status and airline policy + + + Issue Vouchers + Issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations + + + Manage Airport Information + Hold airport information (e.g. minimum ground times, connecting times, airport master data) up-to-date. + + + Manage Baggage Loading + Distributing of pieces of baggage to unit load devices before load into aircraft + + + Manage Baggage Unloading + Collecting pieces of baggage from unit load devices after unload from aircraft + + + Manage Ground Handling + Ensure, all required ground operation are done + + + Operational Airport Command and Control + Capability that manages the overall management command and control of an operation including: +- departure control activities +- providing coordination to all local control functions +- decision making capability in disruption +- communicating decisions made to the appropriate parties for local action +Monitoring and coordination of airport operations is performed in all airports worldwide. In some airports the airline plays a major part in the actual monitoring and coordination functions. In most worldwide airports the airline buys services from airport owners/authorities who perform these functions and therefore in these instances the airline communicates and reacts to the overall command and control authority. +It also includes recognizing, recording and resolving of non-standard situations during ground operations. + + + Manage Lounges + + + Passenger Streams + Control and optimize the passenger stream on the ground. Transfer passenger with minimum waiting time. +Includes special needs passenger assistance, e.g. UMs (Unaccompanied Minors), RMPs (Reduced Mobility Passengers). +Also, setting passenger on wait lists based on booking status and airline policy + + + Ramp Activities + Managing of on loading and offloading of an aircraft and providing cabin crew with load documents. + + + Manage Rostering + Creating and Managing of rosters for ground staff and ground equipment + + + Plan Load Process + Planning of aircraft load based on passenger, freight, fueling and other information + + + Plan Shift + Plans shifts of ground staff and equipment. + + + Plan Staff Disposition + Placing the ground staff at right time to right operating area and document it + + + Provide Airport Infrastructure + Managing of airport’s infrastructure i.e. common used terminal, self-service kiosks, passenger processing system + + + Provide Load Information + Creating load documentation for load staff and cabin crew + + + Baggage Preparation for Departure + Baggage Acceptance and Security Checks and Preparation for Departure. +It includes ensuring that the baggage in aircraft belongs to boarded passenger. + + + Redirect Baggage + Forwarding baggage, that missed flight + + + Baggage Tracking + Record the baggage movements at airport + + + Baggage Load Information + The baggage is declared until the guest's actual boarding, information is processed and the aircraft is loaded according to the intelligent planning. + + + Freight Load Information + Shipping processes are, as already mentioned, not part of this domain and thus explicitly out-of-scope. + + + Last Minute Changes + + + Passenger Load Information + + + Compulsory Maintenance + + + Gather Data and Calculate Downtime + + + Maintenance Planning + + + Maintenance Process + + + Operational Maintenance + + + Preventive Maintenance + + + Product Testing + + + Book Awards + Awarding customer for frequent bookings for the airline. + + + Connect Social Media + Manages different social media accounts of the aviation organization and the communication with the community. + + + Earn Miles + A service for crediting miles to a customer for each booking. + + + Maintain Customer Master Data + Maintains the customer data like name or birthdates. + + + Maintain Customer Preferences + Handles the customers preferences from either entered information by the customer itself or analyzed customer behavior. + + + Maintenance Scheduling + + + Manage After Sales + Manages after sales automated customer communication. + + + Manage Customer Claims + Collects all the customer claims and provides a place for communication to the customer and internal escalations and reaction plans. + + + Manage Customer Feedback + Collects all the customer feedbacks and provides a place for communication to the customer and internal actions + + + Manage Customer Surveys + Manages regular customer surveys to retrieve customer feedback. + + + Manage Loyalty Accounts + Tracking customer loyalty and awarding it via (status) upgrades. + + + Material Logistics + Defines the process for parts procurement, logistics of spare parts and overall material logistics within the Maintenance process. + + + Notify Service Disruption + Notifies the customer via various channels like e-mail or SMS about irregularities concerning the booked flight like e.g. delays. + + + Notify Service Fulfillment + Notifies the customer about regular events like the completed booking of a flight or check-in times. + + + Operational Maintenance + Executes the process for overall inspection, repair, overhaul and maintenance of aircrafts, machines and components. Furthermore, it is responsible for planning operational resources like skill management. + + + Provide Partnership Accrual + Analyzes frequent customer bookings and provides recommendations for partnerships. + + + Spend Miles + A service for the customer to spent earned miles. + + + Maintenance/Testing Data + All schedules for compulsory testing, maintenance documentations and testing requirements are compromised within the maintenance information object. + + + Quality Report + All reports are summed up in the Quality Reports entity which is related to the testing data. + + + Customer Communications + + + Customer Profile Management + + + Direct Marketing + + + Feedback & Compliant Management + + + Ground Ops Process + + + Loyalty Programs + + + Marketing & Customer Care + + + Analyze Customer Relationship + Analyzes customer behavior towards the aviation organization and preferred bookings. + + + Manage Campaigns + Capability that defines, produces and delivers and evaluates marketing campaigns for products and services including the management of the marketing supply chain (the chain of suppliers, agencies and sub-contractors that we rely on to produce marketing materials). +Also including the project management service for planned, ongoing or bygone marketing campaigns. + + + Manage Customer Profile + Manages the customer profile and consolidates all information to one place. + + + Manage Sales Promotions + Project management service for planned, ongoing or bygone sales promotions + + + Provide Personalized Offers + Service to examine customer preferences and providing personalized offers based on preferred products. + + + Loyalty Data + + + Marketing Campaigns + + + Travel Documents + + + Calculate Forecast + Calculate the expected demand of seats based on historical bookings and current booking trend, including costs, prices and margins. + + + Calculate Prices + Calculate and distribute the prices to be provided for the various fares + + + Check Seat Availability MultiPAX + Check the availability of more than 9 seats for a specific flight and booking class + + + Fare Quote + A service to provide the fares fitting the search criteria (the available flights) + + + Manage & Distribute Fares + Provision and communication of the fare model including conditions to partners and fare filing + + + Manage Availability + (Re-)Calculates availabilities (to be presented to customers or published through the eCommerce channel) based on relevant settings and stored sold bookings + + + Manage Influences + Allows to adjust the influence settings, which are used as input to the calculation of availabilities and results therefore in a modified output + + + Monitor Competitor Prices + Track and observe pricing models and current fares offered by competitors + + + Optimize Availability + Optimizes availabilities by utilizing forecasts and the current sold capacity to recalculate the inventory settings. + + + Search Flight Up 9 PAX + If the user searches for flights with more than 9 passengers, the seat availability has to be checked first + + + Search Flights MultiPAX + A flight search consist of search criteria including more than 9 passenger criteria and returns availability, fares and flight related ancillaries + + + Product & Service Availability + A service to receive available seats by booking class + + + Analyze Market & Define Tactics + + + Create Proposal + + + Define Strategy, Objectives & Methods + + + Govern Capacity + + + Govern Proposal + + + Revenue Management & Pricing Process + + + Secure Revenue Integrity + + + Product Maintenance Application + + + (other) ... + There may be other examples methods of communication... + + + Application Component + Application covers/possesses one or more Business Capabilities + +The business capabilities are mapped to the applications, which cover/possess these capabilities. + + + Application Function + + + Application Service + + + Data Object + + + Communications Platform + + + Media Monitoring System + + + Product Management and Analytics Platform + The reporting and communication is done using internal analytics and communication tools. Furthermore the Media System is the tool for managing IFE and multimedia systems. + + + Media System + + + Product Management Application + + + Planning & Scheduling + + + Sales + + + Booking System + + + Direct Sales Platform + + + Inventory Management System + + + Sales Management System + + + Customer Relationship Management System + + + Flight Scheduling System + + + Accounting + + + Business Intelligence + + + Codeshare + + + Fleet Management + + + Network Management + + + Partner Management + + + Publishing + + + Data Warehousing + + + Manage Business Transactions + + + Manage Enterprise Resources + + + Predictive Analyzing + + + Provide Data Science + + + Accounting + + + Business Intelligence + + + AWD + + + Flight Manifest + + + Freight-Blocking-List + + + Freight-On-Hand + + + NFD + + + Ready-For-Carriage + + + ULD Manifest Message + Unit Load Device + + + Cargo Forwarding System + + + Cargo Tracking Application + + + Departure Control System + + + Freight Planning System + + + Warehouse Management System + + + Cargo Control System + One is the Cargo Control System, which plans the freight and loads/unloads the freight for each flight. + + + Cargo Forwarding System + + + Cargo Management System + The Cargo Management system is responsible for developing the domains strategy and products. The other task within this application is Cargo Network & Scheduling which Manages the cargo network and partnerships and enabling a high quality of service by customizing the cargo network. One task is scheduling operations between with involving parties + + + Warehouse Management System + The other application is the Warehouse Management System which stores and collects the freight, plans the capacity and is responsible for the warehouse reporting. + + + Cabin Crew Support System + + + Crew Management System + manages the crew resources and communications with the whole team + + + Flight Deck Support System + + + Flight Planning Tool + responsible for processes like Crew Briefing or calculating the flight plan + + + Onboard Communication System + + + Operations Control System + + + Slot Manager + + + Crew Management + + + Flight Support + + + Operation Control + + + Operational Flight Planning + + + Crew Assignment & Roster Optimization System + C + + + Crew Assignment System (CAS) + + + Data Exchange System (DAS) + + + Data Exchange System (DAS) + + + Electronic Flight Bag + + + Fleet Assignment & Optimization System + + + Flight Plan Calculation System + + + ACARS + Aircraft Communications Addressing and Reporting System + + + Onboard Interphone + + + Operations Control System + + + Pairing Construction & Optimization System + + + Pairing Maintenance System + + + Purser Mobile Device + + + Slot Monitor + + + Airline Management System + + + Airport Management System + + + Baggage Tracking Application + + + Load Planning Tool + + + Passenger and Baggage Processing Application/Departure Control System + + + Resource Planning Tool + + + Airport Management System + The Airport Management System bundles and provides all airport infrastructure tasks. + + + Baggage Tracking System + With the Baggage Tracking System, an application is integrated, which allows you to track the location and the progress of the luggage at any time. + + + Load Planning Tool + The Load Planning Tool handles the loading processes of the aircraft + + + Passenger and Departure Control System + Finally, the passenger flows are guided, information is collected, bundled and evaluated in the Passenger and Departure Control System. + + + Resource Planning Tool + A resource planning tool ensures that layers of employees are sorted in groups and tasks are distributed between them. + + + CPM + Container Pallet Distribution Message + + + ETL + Electronic Ticket List + + + LDM + Load Distribution Message + + + PSM + Passenger Service Message + + + PTM + Passenger Transfer Message + + + UCM + Unit Load Device Control Message + + + Maintenance + + + Testing + + + Monitoring + + + Analytics + + + Product Maintenance Application + + + Product Maintenance + + + After Sales Handler + + + Campaign Management Tool + + + Customer Data Manager + + + Customer Feedback Managing Tool + + + Customer Loyalty Manager + It includes a loyalty system which keeps track of customers miles as he earns and spends miles and calculates loyalty status of customer. With this data it rewards customer due to his loyalty status with various kinds of benefits. + + + Customer Profile Analyzer + + + Customer Survey Tool + + + Marketing Project Manager + + + Miles Calculation Service + + + Personalized Offer Calculator + + + Social Media Manager + It also includes a Social Media Management Tool for managing all types of social media. This tool is concentrated on posts and managing reaction of posts while excluding user message handling. + + + Customer Communication Manager + The Customer Communication Manager includes a Campaign Management Tool for managing marketing promotions and campaigns. + + + Customer Relationship Manager + The Customer Relationship Manager keeps all the relevant customer data together, analyzes the stored data of the customer and provides reports about customer behavior. + + + Support Ticket System + The Support Ticket System is a gateway for concentrated inbox for various types of communication (including e-mail, social media and non-digital), as well as every topic (e.g. complaints). The incoming messages will be centrally assigned to the responsible agent + + + After Sales Handler + helps to manage communication after a customer purchased services + + + Customer Data Manager + stores and manages all the data + + + Customer Feedback Managing Tool + keeps track of every customer feedback sent to the company and helps to react + + + Customer Loyalty Manager + keeps track of loyal customer and manages different kinds of rewards for them + + + Customer Profile Analyzer + analyzes profiles in order to gain more insight. + + + Customer Survey Tool + helps to act in forms of asking the customer about specific topics directly + + + Marketing Project Manager + keeps track of every past, current and future marketing campaigns and helps managing them + + + Miles Calculation Service + keep track of the miles of a customer – how much he earns, how much he spends + + + Notifying Service + Notifying Service, which informs the customer about important activities belonging his bookings + + + Personalized Offer Calculator + automatically generates offers tailored to a specific customer + + + Social Media Manager + Social Media Manager, which gives employees the ability to manage Social Media Accounts in one application. + + + Analyzer + + + Availability Request Processor (High Throughput directed) + An Availability Request Processor, which is high throughput-oriented, forms the core part of the last area: Availability Management. Here, the critical aspect is the ability to process as many requests in the shortest possible timeframe. + + + Data Loader + + + Integrator + + + Linear Optimization Problem Solver + Availability Optimization, the third area, is technologically represented by a Linear Optimization Problem Solver such as IBM CPEX. + + + Store + + + Availability Calculator (Realtime) + + + Fare Engine + The Pricing sub domain is covered by the Fare Engine, which calculates prices and distributes fares. + + + Forecaster + + + Group Offer Manager + + + Group Reservation + + + Group Sales Tool + + + Market Observation Engine + monitors published offers by competitors. + + + Pricing Module for Group Reservation + + + Availability Management + + + Availability Optimization + + + Forecast + Within the second area, namely the Forecast area, a data loader, integrator, store and analyzer are located, which corresponds to a typical Business Intelligence (Bl) architecture + + + ACARS + Aircraft Communication and Reporting System + + + E-Commerce Web Portal + + + E-MAIL + + + Shop System + + + TTY + + + Bookings/Direct Sales + + + CUPPS Platform + Common Use Passenger Processing System + +The third component, Common Use Passenger Processing System (CUPPS) platform, includes applications for passenger and luggage systems and control systems. + + + Common Enterprise Software Platform or Cloud Enterprise Platform + The first component, Common Enterprise Software Platform or Cloud Enterprise Platform, includes several tools for operationally managing resources and cargo, as well as providing a system for airport and airline management. + + + Communication and Messaging Platform + The second component Communication and Messaging Platform is responsible for communication in the domain and includes applications such as Aircraft Communication and Reporting System or E-Mail. + + + Tracking Platform + The last component of the technology architecture is the Tracking Platform. This includes applications for the tracking and administration of luggage and shipments. + + + Artifact + An artifact (document, table, item, …) that is input or output of an activity and that relates to an Information Object + + + Ancillary Services Report + + + Corporate Design + + + Customer Experience Design + + + Customer Experience Guidelines + + + Customer Experience Report + + + Offering + The Offering represents offered Air Products, Ground Products and Services which are managed accordingly to the Product Management catalog. + + + Product & Service Description + . Product & Services descriptions and guidelines help staff to maintain a high product quality to ensure superb customer experience. + + + Product Data and Requirements + + + Product Experience Design + + + Product Management + + + Product Strategy Documentation + + + Systems Data + + + Accounts Responsibilities + + + Booking Status + + + Coordination Document + + + Fare Information + + + Sales Channel Strategy Documentation + + + Sales KPIs + + + Sales Report + + + Seat Inventory + + + Ticket/Booking Status + + + Waiting List + + + Alliance & Statistics Report + + + Calculated Fleet Sizes + + + Codeshares + + + Commercial Partners Doc + + + Design Flight Network + + + Gathered Flight Costs + + + Historical Sales Statistics + + + Joint Venture & Statistics Report + + + Market Data Report + + + Network & Fleet Strategy + + + Network Requirements + + + O&D Insights Model + Origin and Destination + + + Optimized Schedule + + + HAWB + House Air Waybill + + + MAWB + Master Air Waybill + + + ATC Route Clearance + + + Briefing Package + + + Checklists + the main input to many of the processes are checklists that the crewmembers need to work through to ensure safe and efficient operation of the aircraft. Most, if not all of these checklists don’t need to be kept afterwards. + + + Configuration Derivation List + + + Load Sheet UMC + + + Minimum Equipment List + + + Aircraft Rotations + Provided at the end of every week for the 4th week following it, e.g. handover at end of week 33 will contain rotations for week 37. + +changes to Aircraft Rotations continually provided to Crew pairing/ - Maintenance processes, possibly resulting in changes to Crew Rotation and to Crew Rosters if applicable. + + + Crew Rosters + published at the end of every month for the whole next month, e.g. publication at the end of SEP will contain rosters of OCT. Any change after publication is published to affected crewmembers. + + + Crew Rotations + provided at the beginning of every month for the whole next month, e.g. handover at the begin of SEP will contain pairings for OCT. + + + ADL + Additions and Deletions List + + + Baggage Tag + + + Boarding Card + + + Last Minute Changes + + + Load Instruction Report + + + Load Sheet + + + Notification to Captain + + + PNL + Passenger Name List + + + PIL + Passenger Information List + + + TPL + Teletype Passenger Manifest + + + Ticket + + + Compulsory Maintenance Schedules + + + Documentation + + + Downtime Reports + + + Logistics Requirements + + + Maintenance Strategy & Planning Documentation + + + Monthly Product Assurance Report + + + Operational Maintenance Reports + + + Parts Procurement Lists + + + Preventive Maintenance Schedule + + + Preventive Maintenance Reports + + + Product Testing Schedule & Report + + + Regulator Requirements + + + After Sales Guidelines + + + Customer Feedback + + + Customer Relationships Data + + + Customer Surveys Results + + + Direct Communication Statistics + + + Direct Marketing Guidelines + + + Loyalty Accounts + + + Marketing Campaigns Data + + + Social Media Data + + + Summarized Customer Data + + + Market Information + + + Flight Plan + + + Assessment of Competition + + + Assessment of Market Potential + + + Bid History + + + Bid Prices + + + Codeshare Agreements/Special Prorate Agreements + + + Deployed Fares + + + Fleet Plan + + + Flight Schedule and Connections + + + Forecast for Price Elasticity + + + Market Event List + + + Market Goals and Tactics + + + Passage Budget Target + + + Passage Strategy + + + Price Rules for Bundles + + + Product Portfolio and Price Points + + + RM Goals/Budget + + + Taxes and Charges + + + Capability (Incl. Other Airlines) + + + Contingents + + + Documentation of Attempted Fraud + + + O&D Control Rules + Origin and Destination + + + Partner Availability + + + Passenger Variable Costs + + + Past Reservations + + + Payment Using Stolen Credit Card + + + Saleable Capacity + + + Ticket Not Under Fare Conditions + + + Junction + + + Junction + + + Baggage to check in? + + + Junction + + + Junction + + + Junction + + + Planning Phase + starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. + + + Operations Control Phase + 2 Days Before Day of Operation up to and including day of Operation + + + Junction + + + Junction + + + Junction + + + Junction + + + Ground Ops + + + Application Architecture + + + BPMN + + + Business Architecture + + + Data Architecture + + + Technology Architecture + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + <<1To1>> + + + + services + + + extended by + + + + <<1To1>>assigned to + Crews are assigned to a flight + + + + <<1To1>> holds + + + <<1To1>> resolves to + + + services + Customers contact a point of sale such as travel agents via sales channels in order to purchase aviation products. Products can be tickets for passenger flights as well as contingents for cargo. + + + + + + sells + + + + + + + + carries + + + <<1To1>> + a flight which is serviced by a specific aircraft + + + <<1To1>> current + + + <<1To1>> + + + <<1To1>> + An aircraft usually is part of a fleet the airline operates + + + <<1To1>> + flights offers seats according to a given seat map + +The Ticket is related to the Seat Map which includes seats. + + + + + + + + + + + The Fare or also prices of the tickets are directly related to the offering. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + [has baggage to check in] + + + + [has NO baggage to check in] + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + assigned to + + + reported on in + + + reported on in + + + consists of + + + + home base of + + + home base of + + + contains ground activities at + + + consists of + + + <<1To1>> Flight Plan is part of + + + <<1To1>> is considered in calculation of + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Provided at the middle of every month for the whole month after the next, e.g. handover at mid of AUG will contain schedules for OCT. + + + + + + + + + + + + + provided at the end of every week for the 4th week following it, e.g. handover at end of week 33 will contain rotations for week 37. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + [Pairing Change Necessary?] + + + + [day before day of Operation] + + + + + [day of Operations] + + + [Impact Prediction for day of Operation is Not Correct] + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + version + + + + + + Cargo Capability Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Cargo Data Diagram + This depicts the Data Architecture of the Cargo Capability (Domain). All information objects related to this capability are included in this representation. Furthermore, Baggage, Unit Load Device, Aircraft, Freight Document, and Cargo are directly related to the Freight entity. All information objects which are generated during the execution of the process are included in entities or found in the Data Architecture. + +This illustrates important information objects, which are related to ground operations and their relationships. Regarding the business process of the Ground Operations Capability (Domain) the derived sub-processes produce information objects; e.g., freight documents or a passenger list. The objects were modeled into entities and are represented in the data model above. In the center is the entity Aircraft, to which the entities Flight, Seat Map, Fleet, and Freight are directly connected. A crew rotation is assigned directly to a flight. Freight is related to Cargo/Mail, Freight Document, and Baggage. The Data Architecture describes the structure of the Ground Operations Capability (Domain), whereas the business capabilities depict the behavior of the domain. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Cargo Activity Diagram + The business process of the Cargo Capability (Domain) is separated in two main pools: airline and forwarder. The process starts with Receive Shipment from Shipper. The operations are responsible for enabling the airline to receive the shipment. All warehouse activities and freight preparation for the flight need to be done before departure. The departure activities send the flight manifest to the next station. After executing the arrival activities, all cargo is shipped to the forwarder. Finally, all operating cargo arrives at the destination. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Cargo Application Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Cargo Activity Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Cargo Technology Diagram + The Technology Architecture represents a general view over all applications used within the Cargo Capability (Domain). It contains four main features such as the Cloud Enterprise Platform, the Communication and Messaging Platform, the Tracking Platform, and the Passenger Processing System. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Cargo Capability Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Flight Ops Capability Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Flight Ops Data Diagram + All business capabilities create information objects around those entities; i.e., a customer can, for instance, report an entry which consists of a debrief report. Information about the station which represents the home base of the aircraft and the crew member is also described within this Data Architecture. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Flight Ops Activity Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Flight Ops Pre-Flight Activity Diagram + The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is September 5, then the time horizon of operations control is September 3, 00:00 UTC to September 5, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Flight Ops Application Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Flight Ops Technology Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Flight Ops Capability Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Flight Ops In-Flight Activity Diagram + This diagram only considers flight crew processes – with the focus placed on the cockpit crew (“flight deck”). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Flight Ops Pre-Flight Activity Drilldown Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Ground Ops Capability Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Ground Ops Activity Diagram + This describes how the sub-domains and services work together. The process is basically divided into the four process sections, Ground Operations on Aircraft, Common Ground Operations, Operations on Baggage, and Operations on Passenger. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Ground Ops Application Diagram + The Application Architecture is divided into applications, which integrate the services of the sub-domains. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Ground Ops Activity Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Ground Ops Technology Diagram + The Technology Architecture describes the infrastructure as well as the platform, database, and other technological components needed as the foundation for the applications. In the Ground Operations Capability (Domain), the Technology Architecture is represented in four components (the platforms). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Ground Ops Capability Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Maintenance Capability Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Maintenance Application Diagram + Maintenance application has several responsibilities such as monitoring and analytics, testing, and maintenance. All business capabilities are executed mostly in support of IT systems. The Maintenance Capability (Domain) comprises one major application which is responsible for planning capabilities and tracking of all testing-relevant data. It also manages the maintenance and monitoring processes for all products and services, depending on the structure of the maintenance. + + + + + + + + + + + + + + + + + + + + + + + + + + + Maintenance Technology Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Maintenance Activity Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Maintenance Data Diagram + This describes the relation of information objects and entities within the Maintenance Capability (Domain). Most information objects within this domain are maintenance schedules and maintenance or testing reports. + + + + + + + + + + + + + + + + + + + + + + + + + + + Maintenance Activity Diagram + The process shows which information objects are derived from the Maintenance Capability (Domain). Within the first process step all maintenance-related processes are planned and documented. Furthermore, data and requirements for different products are collected by the responsible team. Another essential process within this Capability (Domain) is scheduling all compulsory and regular tests. All reports are organized and reported to the responsible manager. Also, product testing is done within this Capability (Domain). Schedules and reports are derived from processes here. Finally, documentation of the whole process is constantly collected and updated to ensure a high level of product and service quality. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Maintenance Capability Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Customer & Loyalty Capability Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Customer & Loyalty Data Diagram + This describes the relation of information objects and entities within the Marketing & Customer Care Capability (Domain). All marketing-related information objects and entities are related to either the Customer or Passenger entity. Certain KPIs and data is collected from the passenger; i.e., loyalty data, feedback, or complaints. This data is used to create a loyalty data profile and helps to develop personalized marketing campaigns which are used to attract more customers. + + + + + + + + + + + + + + + + + + Customer & Loyalty Activity Diagram + This shows which information objects are derived from the Marketing & Customer Care process. Within the first process step all communication channels are used to reach potential customers. Feedback & Complaints from pre existing customers are collected and analyzed to create customer feedback documentations and results for customer surveys. Product is used to enhance existing customer profiles. One aspect of the customer profile is loyalty programs where loyalty accounts of customers are managed. From all analytical reports and marketing campaign data direct marketing procedures and guidelines are created and used for further sales activities. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Customer & Loyalty Activity Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Customer & Loyalty Application Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Customer & Loyalty Technology Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Customer & Loyalty Capability Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Network & Alliances Capability Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Network & Alliances Activity Diagram + The business process and extracted information objects of the Network & Alliances Capability (Domain) are depicted. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Network & Alliances Data Diagram + This describes the relation of information objects and entities within the Network & Alliances Capability (Domain). + + + + + + + + + + + + Network & Alliances Application Diagram + The Technology Architecture consists of multiple applications. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Network & Alliances Technology Diagram + The Technology Architecture consists of multiple applications. Accounting is an application component which uses the transaction infrastructure service for the processing of monetary flows. It is a logical application component for the management of financial accounts of partners and suppliers. The Accounting applications include two infrastructure services, Managing Business Transactions and Managing Enterprise Resources. Managing Business Transactions is used to monitor and manage business transactions. Managing Enterprise Resources is used to effectively distribute resources where they are needed at the right time. + +Another application component is Business Intelligence (BI). It is a logical application component for all BI functionality, such as reports of historic business data and optional forecasts thereof. The BI applications include several infrastructure services like Data Warehousing, Predictive Analytics, and Providing Data Science. An intelligent business environment includes data warehousing, which is used to analyze data, to extract reports, and to store related data. Predictive Analytics is used to make predictions based on historical data. Lastly, Providing Data Science is an operation about extracting knowledge or gaining insights into various types of information. It is often coupled with similar operations such as statistics, data mining, or predictive analytics and is similar to knowledge discovery in databases. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Network & Alliances Activity Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Network & Alliances Capability Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Product Capability Map + + + + + + + + + + + + + + + + + + + + + + + + Product Activity Diagram + In the Product & Service Design phase all the necessary product components are designed and subsequently developed for production. In this phase the Customer Experience, Product & Service, and Corporate Design are defined. The Offering represents offered Air Products, Ground Products, and Services which are managed accordingly to the Product Management catalog. Product & Services descriptions and guidelines help staff to maintain a high product quality to ensure superb customer experience. In the last step the Product Capability (Domain) is also responsible for the product quality and creates several reports and monitors the systems data. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Product Data Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Product Application Diagram + Regarding the Technology Architecture, the Product Management Applications have following responsibilities. The Applications are applied for developing products and services. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Product Activity Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Product Technology Diagram + Regarding the Technology Architecture, the Product Management Applications have the following responsibilities. The Applications are applied for developing products and services. They receive corporate product strategy and include corporate design requirements, and are responsible for designing customer experience throughout the product and service lifecycle. Furthermore, they receive new services and products based on the corporate strategy and customer data based on requirements, which they receive from various departments. The reporting and communication is done using internal analytics and communication tools. Furthermore, the Media System is the tool for managing IFE and multimedia systems. + + + + + + + + + + + + + + + + + + + + + + + + Product Capability Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Revenue Management & Pricing Capability Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Revenue Management & Pricing Application Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Revenue Management & Pricing Technology Diagram + The Technology Architecture of the Revenue Management & Pricing Capability (Domain) is subdivided into four technological areas, Bookings & Direct Sales (1), Forecast (2), Availability Optimization (3), and Availability Management (4). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Revenue Management & Pricing Activity Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Revenue Management & Pricing Data Diagram + + + + + + + + + + + + Revenue Management & Pricing Activity Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Revenue Management & Pricing Capability Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Sales Capability Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Sales Activity Diagram + The business process and extracted information objects of the Sales Capability (Domain) are depicted. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Sales Application Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Sales Data Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Sales Activity Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Sales Technology Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Sales Capability Diagram + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Corporate Functions Capability Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Aviation Capability (Domain) Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Aviation Core Data Architecture + The Data Architecture is structured by means of a core model and extensions for specific business domains. The core model contains and describes the top-level business objects for the Commercial Aviation Industry. Specific extensions add information objects to the core model for the sake of clarification and more detailed considerations. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Metamodel View + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Aviation Full Data Architecture + The Data Architecture offers an insight into the organizational data model. A suitable reference point for a data model fitting organizations of the Commercial Aviation Industry is the IATA Airline Industry Data Model, which facilitates the development and maintenance of messaging standards in the Commercial Aviation Industry. + +Note: The basis is a consistent model collaboratively developed and maintained by globally distributed industry working groups that use the Sparx Enterprise Architect tool, including the “industry-agreed vocabulary, data models, and message definitions, as well as the related business process context and requirements”. Oracle® provides a particularly detailed data model as well, the Oracle Airline Data Model (OADM). It is “a standards-based, industry-specific, prebuilt data warehouse database schema with associated analytic models and dashboard” and a key component of the Oracle Passenger Data Management Industry Solution. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Aviation Capability Map + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 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b/dataset/processed-models/id-ff1c2288f7874185b55c636424aff426/model.json new file mode 100644 index 00000000..ea4f2154 --- /dev/null +++ b/dataset/processed-models/id-ff1c2288f7874185b55c636424aff426/model.json @@ -0,0 +1 @@ +{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/id-ff1c2288f7874185b55c636424aff426","archimateId":"id-ff1c2288f7874185b55c636424aff426","name":"(new model)","description":"","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"GeorgiyDemo/FA","license":"WTFPL","sourceFile":"raw-data/github/archimate/Деменчук_Георгий_28_10_задание1.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:33:53","tags":[],"duplicates":[],"language":"ru","elements":[{"id":"id-6ce83483ff554e00a82b43d7426955d8","name":"Business Object","type":"BusinessObject","layer":"business"},{"id":"id-fed014e9bc3b4028a6c2788773a1f9d3","name":"Юридический 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View","viewpoint":""}]} \ No newline at end of file diff --git a/dataset/processed-models/id-ff1c2288f7874185b55c636424aff426/model.xml b/dataset/processed-models/id-ff1c2288f7874185b55c636424aff426/model.xml new file mode 100644 index 00000000..045aca2c --- /dev/null +++ b/dataset/processed-models/id-ff1c2288f7874185b55c636424aff426/model.xml @@ -0,0 +1,539 @@ + + + (new model) + + + Business Object + + + Юридический отдел + + + Производственный отдел + + + Business Object + + + Product + + + Отдел обслуживания + + + Клиент + + + Прием отправлений + + + Обработка отправлений + + + Отдел обслуживания (copy) + + + Клиент (copy) + + + Строительство жилых многоэтажных домов, торговых и бизнес-центров + + + Продажа квартир и нежилых помещений + + + Аренда нежилых помещений в строящихся и построенных объектах + + + Оказание юридических услуг + + + Управление строительством эилыъ и нежилых помещений + + + Прием платежей за оказанные услуги и проданные продукты + + + Прием на работу, управление кадровыми перемещениями, ведение кадров + + + + + + Коммерческий директор + + + Выполнение функций управляющей компании жилых домов + + + Оказание юридических услуг + + + Обеспечение безопасности объектов недвижимости + + + Офис продаж + + + Коммерческий отдел + + + + + + Отдел кадров + + + Управление наполнением сайта + + + Поддержка функционирования ИТ инфраструктуры + + + ИТ-Специалист + + + Маркетолог + + + Реклама и продвижение ее + + + Секретарь + + + Секретарь (copy) + + + Прием звонков,коресподенции и посетителей + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Default View + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/raw-data/github/archimate/1.archimate b/raw-data/github/archimate/1.archimate new file mode 100644 index 00000000..56ede4e9 --- /dev/null +++ b/raw-data/github/archimate/1.archimate @@ -0,0 +1,1226 @@ + + + + + Продукт. + + + + + + Отвечает за распределение аудиторий. +Права доступа: как и у деканата, только просмотр. +Для внесения каких-либо изменений в расписание занятий (конкретно, замена аудитории) диспетчерской необходимо будет взаимодействовать с секретариатом кафедры (другим заинтересованным лицом). + + + Или секретариат любой другой кафедры (так как электронное расписание занятий создается для университета в общем, а не только для нашей кафедры). +Права доступа: просмотр и редактирование. +Может не только просматривать расписание занятий, но и вносить изменения в него. +Непосредственно взаимодействует с диспетчерской (согласование расписания занятий по части распределения аудиторий). + + + Аспирант МГТУ им. Н. Э. Баумана. +Права доступа: просмотр. +Аспирант может: +-просматривать свое расписание занятий (если он что-то преподает); +-просматривать расписание занятий интересующего преподавателя (научного руководителя); +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Права доступа: только просмотр. +Не имеет возможности редактирования расписания занятий (в общем и целом, ему это не нужно). + + + Или любой другой студент, зарегистрированный на сайте электронного расписания занятий. +Студент может: +-просматривать расписание занятий своей группы; +-просматривать расписание занятий интересующего преподавателя; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые вход для студентов МГТУ им. Н.Э.Баумана свободный); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (опять же открытых, на которые вход для студентов свободный либо после предварительной регистрации). + + + Пользователь просматривает расписание занятий. +Система: +-поддерживает подключение; +-проверяет возможность просмотра; +-отображает данные. + + + Пользователь просматривает расписание занятий. +Система: +-поддерживает подключение; +-проверяет возможность просмотра; +-отображает данные. + + + Добавление,удаление,редактирование данных. + + + + Мамы-папы-бабушки-дедушки и т.д., которые могут просматривать расписание занятий своего чада, +чтобы потом ежедневно отдирать бездыханное тело от кровати в пять утра (ибо теперь они знают,что у этого бездельника пары ежедневно начинаются с 8:30, а не с 12). + + + + + + + + + Естественно,менее крутой,чем Алексей Лот. + + + Студент, аспирант другого ВУЗа, научный сотрудник, представитель какой-либо компании и т.д. +Права доступа: просмотр. +Сотрудничающее лицо может: +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые разрешен вход для лиц, не являющихся студентами, аспирантами или преподавателями МГТУ им. Н.Э.Баумана); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Права доступа: просмотр и редактирование (может вносить изменения только в расписание своих занятий, предварительно согласовав изменения с секретариатом своей кафедры). +Преподаватель может: +-просматривать свое расписание и вносить в него изменения; +-просматривать расписание заседаний кафедры; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Добавление,удаление,редактирование данных. + + + + Пользователь: выбирает данные для удаления. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + удаляет данные из базы, + отображает обновленную страницу. + + + + + + Пользователь: добавляет новые данные. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + добавляет новые данные в базу, + вычисляет данные, + добавляет новые данные на страницу, + отображает страницу с новыми данными. + + + Пользователь: выбирает данные для удаления. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + удаляет данные из базы, + отображает обновленную страницу. + + + Пользователь: добавляет новые данные. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + добавляет новые данные в базу, + вычисляет данные, + добавляет новые данные на страницу, + отображает страницу с новыми данными. + + + + Пользователь: редактирует данные. + +Система: поддерживает подключение, + отображает страницу загрузки, + проверяет данные пользователя, + обновляет данные в базе, + вычисляет данные, + обновяет данные на странице, + отображает страницу с обновленными данными. + + + П - вводит поисковый запрос +С - запускает поиск, + отображает результаты поиска + +П- просматривает результаты поиска +С- хранит результаты поиска + +П- закрывает окно поиска или переходит на другую страницу +С- удаляет результаты поиска + + + + + + + Права доступа: только просмотр. +Не имеет возможности редактирования расписания занятий (в общем и целом, ему это не нужно). + + + + + + + + + Или секретариат любой другой кафедры (так как электронное расписание занятий создается для университета в общем, а не только для нашей кафедры). +Права доступа: просмотр и редактирование. +Может не только просматривать расписание занятий, но и вносить изменения в него. +Непосредственно взаимодействует с диспетчерской (согласование расписания занятий по части распределения аудиторий). + + + + + Права доступа: просмотр и редактирование (может вносить изменения только в расписание своих занятий, предварительно согласовав изменения с секретариатом своей кафедры). +Преподаватель может: +-просматривать свое расписание и вносить в него изменения; +-просматривать расписание заседаний кафедры; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Или любой другой студент, зарегистрированный на сайте электронного расписания занятий. +Студент может: +-просматривать расписание занятий своей группы; +-просматривать расписание занятий интересующего преподавателя; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые вход для студентов МГТУ им. Н.Э.Баумана свободный); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (опять же открытых, на которые вход для студентов свободный либо после предварительной регистрации). + + + Аспирант МГТУ им. Н. Э. Баумана. +Права доступа: просмотр. +Аспирант может: +-просматривать свое расписание занятий (если он что-то преподает); +-просматривать расписание занятий интересующего преподавателя (научного руководителя); +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); + + + Студент, аспирант другого ВУЗа, научный сотрудник, представитель какой-либо компании и т.д. +Права доступа: просмотр. +Сотрудничающее лицо может: +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые разрешен вход для лиц, не являющихся студентами, аспирантами или преподавателями МГТУ им. Н.Э.Баумана); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Мамы-папы-бабушки-дедушки и т.д., которые могут просматривать расписание занятий своего чада, +чтобы потом ежедневно отдирать бездыханное тело от кровати в пять утра (ибо теперь они знают,что у этого бездельника пары ежедневно начинаются с 8:30, а не с 12). + + + + + + + + + + + + + + + + + + + + + + + + + + Тестирует то, что наваяли совместными усилиями дизайнер и кодер, проверяет работоспособность системы и ее пригодность, +оценивает интерфейс с позиций удобства его использования и реализации всех требуемых по тз функций. + + + + + + + О расписании занятий и заседаниях кафедры + + + + Права доступа: только просмотр. +Не имеет возможности редактирования расписания занятий (в общем и целом, ему это не нужно). + + + Мамы-папы-бабушки-дедушки и т.д., которые могут просматривать расписание занятий своего чада, +чтобы потом ежедневно отдирать бездыханное тело от кровати в пять утра (ибо теперь они знают,что у этого бездельника пары ежедневно начинаются с 8:30, а не с 12). + + + Занимается разработкой дизайна сайта, в соответствиии с требованиями, предъявленными архитектором. + + + Отвечает за распределение аудиторий. +Права доступа: как и у деканата, только просмотр. +Для внесения каких-либо изменений в расписание занятий (конкретно, замена аудитории) диспетчерской необходимо будет взаимодействовать с секретариатом кафедры (другим заинтересованным лицом). + + + Права доступа: просмотр и редактирование (может вносить изменения только в расписание своих занятий, предварительно согласовав изменения с секретариатом своей кафедры). +Преподаватель может: +-просматривать свое расписание и вносить в него изменения; +-просматривать расписание заседаний кафедры; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Ему рассказали концепцию сайта. +На нем общие требования по дизайну и функциям, которые должна реализовывать разрабатываемая программа (составление ТЗ), разработка архитектуры, разграничение полномочий. + + + Спамер. + + + Или любой другой студент, зарегистрированный на сайте электронного расписания занятий. +Студент может: +-просматривать расписание занятий своей группы; +-просматривать расписание занятий интересующего преподавателя; +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые вход для студентов МГТУ им. Н.Э.Баумана свободный); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (опять же открытых, на которые вход для студентов свободный либо после предварительной регистрации). + + + + + + + Целевая аудитория. +Объем целевой аудитории изменяется. +Целевая аудитория составляет 10 тыс человек. +Система поддерживает объем целевой аудитории или увеличивает его. +Объемы целевой аудитории могут уменьшаться не более чем на 100 чел в неделю. + + + Команда обслуживания. +Состав команды изменяется изменяется. +Состав команды составляет 10 человек, из которых хотя бы 1 является экспертом в конкретной области знаний. +Система поддерживает состав команды или увеличивает его. +Состав команды может уменьшаться не более чем на 1 чел в семестр. + + + + + + + + + + Или секретариат любой другой кафедры (так как электронное расписание занятий создается для университета в общем, а не только для нашей кафедры). +Права доступа: просмотр и редактирование. +Может не только просматривать расписание занятий, но и вносить изменения в него. +Непосредственно взаимодействует с диспетчерской (согласование расписания занятий по части распределения аудиторий). + + + Аспирант МГТУ им. Н. Э. Баумана. +Права доступа: просмотр. +Аспирант может: +-просматривать свое расписание занятий (если он что-то преподает); +-просматривать расписание занятий интересующего преподавателя (научного руководителя); +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (как закрытых (неприглашенные лица не допускаются), так и открытых (на которые может прийти любой студент или аспирант МГТУ им. Н.Э.Баумана, а также приглашенные гости из других университетов или компаний)); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + Студент-практик. +Знаток экстремального програмирования. +Особо усидчив. +Смотрит на функции свысока, хочет изменить мир и сайт расписания занятий, чтобы студенты перестали жаловаться на его глюки. + + + Следят за выполнением проекта в соответствии с указаниями руководителя (прекрасная половина группы ИУ3-71).Помимо, этого, занимаются еще и дизайном сайта. + + + Главный идеолог (Алексей Михайлович). + + + Руководитель доносит до исполнителей высшего уровня (менеджеров проекта) основную концепцию сайта. + + + + + + + + + + + + + + + Студент, аспирант другого ВУЗа, научный сотрудник, представитель какой-либо компании и т.д. +Права доступа: просмотр. +Сотрудничающее лицо может: +-просматривать расписание внеучебных мероприятий, проводимых в МГТУ им. Н. Э. Баумана (на которые разрешен вход для лиц, не являющихся студентами, аспирантами или преподавателями МГТУ им. Н.Э.Баумана); +-просматривать расписание внеучебных мероприятий, проводимых вне университета (семинары, конференции и т.д.), но по тематике связанных с родом деятельности МГТУ им. Н.Э.Баумана. + + + + Стимул - загрузка страницы с результатами поиска +Источник стимула - пользователь +Артефакт - модель представления страницы +Реакция - система запрашивает код для страницы +Мера реакции - процесс длится не более 1 мин +Условия работы - средней загруженности +(около 15 тысяч пользователей зарегистрировано в системе; +в среднем ежедневно сайт расписания занятий посещают не более 2 тысяч пользователей, из них не более 700 пользуются функцией поиска. Таким образом, в среднем в день система обрабатывает около 700 поисковых запросов) + + + Стимул - добавление роли пользователя +Источник стимула - администратор (секретариат) +Артефакт - роли пользователей +Реакция - система запрашивает права для новой роли +Мера реакции - создание новой роли занимает не более 10 мин +Условия работы - высокой загруженности сразу после установки продукта в университете (регистрация порядка 500-800 пользователей в день) + и малой загруженности спустя 3-6 мес (регистрация не более 50-70 новых пользователей в день) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Диаграмма показывает, как функционал разбит на программные сервисы и какие компоненты реализуют эти сервисы или используют сервисы других компонентов. + +Компонент это и отдельный OSGi плагин, и вся подсистема, состоящая из нескольких плагинов + +На диаграмме показано, как "поверх" Sakai OAE (с использованием его сервисов) будут реализованы компоненты разрабатываемого модуля + + + diff --git a/raw-data/github/archimate/AlexSintuSandbox.archimate b/raw-data/github/archimate/AlexSintuSandbox.archimate new file mode 100644 index 00000000..727ab9bc --- /dev/null +++ b/raw-data/github/archimate/AlexSintuSandbox.archimate @@ -0,0 +1,144 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/raw-data/github/archimate/Attendance.archimate b/raw-data/github/archimate/Attendance.archimate new file mode 100644 index 00000000..db231eb2 --- /dev/null +++ b/raw-data/github/archimate/Attendance.archimate @@ -0,0 +1,843 @@ + + + + + Продукт. + + + + + + + + + + + + + + + ПРЕПОДАВАТЕЛЬ: нажимает кнопку "Ввести посещаемость текущего занятия" +СИСТЕМА: открывает окно ввода посещаемости, причем окно ввода дает возможность заполнить количество часов и минут опоздания +ПРЕПОДАВАТЕЛЬ: вводит данные и нажимает кнопку "Сохранить" +СИСТЕМА: сохраняет данные + + + + + СОТРУДНИК ДЕКАНАТА: нажимает кнопку "Статистика группы" +СИСТЕМА: открывает окно просмотра статистики посещаемости группы + + + + КУРАТОР: нажимает кнопку "вынесение выговора студенту" +СИСТЕМА: отправляет оповещение о выговоре студенту и в деканат, сохраняет данные по выговору + + + + СТУДЕНТ: нажимает кнопку "Загрузить документ" +СИСТЕМА: отправляет сохраняет загруженный документ, отправляет оповещение об этом в деканат и преподавателю + + + + СОТРУДНИК ДЕКАНАТА: нажимает кнопку "Просмотр справок и объяснительных записок студента" +СИСТЕМА: открывает окно просмотра справок и объяснительных записок студента + + + Проект Attendance. Реализован в виде плагина к Sakai. + + + Загрузка фотографии в профиль + + + Добавление отметок о присутствии на занятии студентов или количество пропущенного времени. + + + Просмотр личной посещаемости по предметам за прошедшие недели + + + Просмотр посещаемости групппы за прошедшие недели по определенному предмету + + + Авторизация пользователей + + + Редактирование личных данных + + + Добавление новых пользователей в систему + + + Редактирование прав на просмотр и добавление данных пользователями + + + Добавление отметок о присутствии на занятии студентов или количество пропущенного времени. + + + + + + Иными словами не посещаемость студента занятий, хранящиеся в часах и минутах, максимальное чило зависит от продолжительности занятия + + + + + + + + + + + + Выполняет добавление и просмотр посещаемости + + + Выполняет загрузку оправдательных документов и фотографий профиля + + + + + + Sakai open academic environment -- система для академического сотрудничества. + + + Модуль JCR работает с данными и реализует сервис учета посещаемости + + + + Фреймворк Felix лежит в основе модульной структуры Sakai. + + + Sakai управляет жизненным циклом модулей с помощью Felix. + + + Sakai управляет жизненным циклом сервисов с помощью Felix. + + + Sakai управляет поиском сервисов с помощью Felix. + + + Модуль загрузки файлов реализует загрузку файлов в систему. + + + + + + + + + + + + + + + + + + + + Операционная система необходима для взаимодействия системного софта с компьютером. + + + + Виртуальная машина Java необходима для запуска фреймворка Felix. + + + СУБД необходима для хранения, поиска и доступа к информации. + + + felix.jar - готовый байткод для виртуальной машины Java проекта Attendance. + + + Плагин - единица модульности Sakai. + + + Плагин - единица модульности Sakai. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Оценка успеваемости на смотрах, представление к выговорах м и благодарностям + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + На данной диаграме изображен заинтересованные лица и их цели + + + + + + + + + + + + + + + + + + + + + + + + + + + Система включает наш продукт, и заинтересованных в нем лиц (преречислены), которые имеют к ней доступ и снабжают ее данными и получают интересующие их сведения. + + + + + + + + + + + + Обеспечивает надежную, красивую, функционально правильную реализацию системы. Соответственно достигается путем итогов трудовой деятельности тестироващика(выявление ошибок и так далле), дизайнера(красота и стиль), программиста(правильный функционал). + + + + + + + + Окружающая среда всей системы состоит из ректора и родителей , не имеющих к ней доступ, а только способных просматривать результаты, если угодно итоги деятельности системы.(гости) Они обеспечивают (итоги) достижение целей объектов. + + На данной диаграмме изображены группы- собственно сама система, обеспечивающая система(деятельность самой системы) и окружающая среда(в которой находится наша система) в каждой группе + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + На данной диаграмме изображены связи между реальными людьми и заинтерессованными сторонами. + + + + + + + + + + + + + + + + + + + + + + выговор + + + + + + + + + + + + + + + + + + На данной диаграмме изображены связи между заинтересованными сторонами и их ролями и связь между их ролями соответственно + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + На данной диаграмме изображены заинтересованные лица их цели и отношения реализации целей и практик. + + + + + + + + + + + + + + + + + + Ограничения способов и показатели качества, которыми реализуется система + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + На данной диаграмме изображена логическая модель данных, их связи и собственно они сами + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + На данной диаграмме изображены сервисы, программные компоненты и практики их использующие. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + На данной диаграмме изображено аппаратное обеспечение, программные комопненты, связанные с сервисом путем отношения реализации. + + + diff --git a/raw-data/github/archimate/CommonSandbox.archimate b/raw-data/github/archimate/CommonSandbox.archimate new file mode 100644 index 00000000..40f70fbd --- /dev/null +++ b/raw-data/github/archimate/CommonSandbox.archimate @@ -0,0 +1,31317 @@ + + + + + + + + + + + + + + + + + + Personal protective equipment has been shipped across the country. + +The Government will also continue to work on getting Canadians the PPE they need. + +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. + + + Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. + + + Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. + + + The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. + + + At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. + + + Members of the Canadian Forces were there in long-term care homes. + + + Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. + + + The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. + + + To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. + + + These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. + + + Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. + + + In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. + + + + And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + To help make that happen, the Government will launch a campaign to create +over one million jobs, restoring employment to previous levels. This will be +done by using a range of tools, including direct investments in the social sector +and infrastructure, immediate training to quickly skill up workers, and +incentives for employers to hire and retain workers. + + + + Another example of how the Government will create jobs is by significantly +scaling up the Youth Employment and Skills Strategy, to provide more +paid work experiences next year for young Canadians. + + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. + + + + The Government will create an Action Plan for Women in the Economy to help +more women get back into the workforce and to ensure a feminist, intersectional +response to this pandemic and recovery. This Plan will be guided by a task force +of experts whose diverse voices will power a whole of government approach. + + + It has been nearly 50 years since the Royal Commission on the Status of Women +outlined the necessity of child care services for women’s social and economic +equality. We have long understood that Canada cannot succeed if half of the +population is held back. Canadians need more accessible, affordable, inclusive, +and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a +significant, long-term, sustained investment to create a Canada-wide early +learning and childcare system. +The Government will build on previous investments, learn from the model that +already exists in Quebec, and work with all provinces and territories to ensure +that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour +leaders, that the time is now. + + + The Government also remains committed to subsidizing before- and after-school +program costs. With the way that this pandemic has affected parents and families, +flexible care options for primary school children are more important than ever. + + + The Government will also accelerate the Women’s Entrepreneurship Strategy, +which has already helped women across Canada grow their businesses. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + + + And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts. + + + In the longer term, the Government will focus on targeted investments to +strengthen the middle class, build resiliency, and generate growth. The Government +will also identify additional ways to tax extreme wealth inequality, including by +concluding work to limit the stock option deduction for wealthy individuals at large, +established corporations, and addressing corporate tax avoidance by digital giants. + + + Web giants are taking Canadians’ money while imposing their own priorities. +Things must change, and will change. The Government will act to ensure their +revenue is shared more fairly with our creators and media, and will also require +them to contribute to the creation, production, and distribution of our stories, +on screen, in lyrics, in music, and in writing. + + + This fall, the Government will release an update to Canada’s COVID-19 +Economic Response Plan. This will outline the Government’s economic and +fiscal position, provide fiscal projections, and set out new measures to +implement this Throne Speech. + +This update will make clear that the strength of the middle class, and the +wellbeing of all Canadians, remain Canada’s key measures of success. + + + Central to this is recognizing that one of the greatest tragedies of this pandemic +is the lives lost in long-term care homes. Elders deserve to be safe, respected, +and live in dignity. + +Although long-term care falls under provincial and territorial jurisdiction, +the federal government will take any action it can to support seniors while +working alongside the provinces and territories. + + + The Government will work with Parliament on Criminal Code amendments +to explicitly penalize those who neglect seniors under their care, putting +them in danger. + + + The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; + + + The Government will also: +• ...take additional action to help people stay in their homes longer. + + + + The Government remains committed to increasing Old Age Security once a +senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. + + + The Government will look at further targeted measures for personal support +workers, who do an essential service helping the most vulnerable in our +communities. Canada must better value their work and their contributions +to our society. + + + + A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors + + + A robust employment strategy for Canadians with disabilities + + + + Over the last six months, it has become clearer than ever why Canadians need +a resilient health care system. + +The Government will ensure that everyone – including in rural and remote +areas – has access to a family doctor or primary care team. COVID-19 has also +shown that our system needs to be more flexible and able to reach people at home. +The Government will continue to expand capacity to deliver virtual health care. + + + + + The same goes for access to the medicine that keeps people healthy. Many +Canadians who had drug plans through work lost this coverage when they were +laid off because of the pandemic. So this is exactly the right moment to ramp +up efforts to address that. + + + The Government remains committed to a national, universal pharmacare +program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. + + + The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. + + + Women’s safety must be the foundation on which all progress is built. The +Government will accelerate investments in shelters and transition housing, and +continue to advance with a National Action Plan on Gender-Based Violence. + + + To keep building strong communities, over the next two years the Government +will also invest in all types of infrastructure, including public transit, energy +efficient retrofits, clean energy, rural broadband, and affordable housing, +particularly for Indigenous Peoples and northern communities. + + + + And to further link our communities together, the Government will work with +partners to support regional routes for airlines. It is essential that Canadians have +access to reliable and affordable regional air services. This is an issue of equity, of +jobs, and of economic development. The Government will work to support this. + + + This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. + +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. + + + The Government will add to the historic National Housing Strategy announced +in 2017 by increasing investments to rapid housing in the short term, and +partnering with not-for-profits and co-ops in the mid- to long-term. For the +middle class, the Government will also move forward with enhancements to +the First-Time Home Buyer Incentive, including in Canada’s largest cities, +so families can afford to buy their first home. + + + Just like everyone deserves a home, everyone deserves to be able to put nutritious +food on the table. +The pandemic has made that harder for Canadians. The Government will +continue to work with partners – including directly with First Nations, Inuit, +and Métis Nation partners – to address food insecurity in Canada. The +Government will also strengthen local food supply chains here in Canada. + + + The Canadian and migrant workers who produce, harvest, and process our +food – from people picking fruit to packing seafood – have done an outstanding +job getting good food on people’s plates. They deserve the Government’s +full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors +receive full and fair compensation for recent trade agreements. Farmers keep +our families fed, and we will continue to help them succeed and grow. + + + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + From researchers developing vaccines, to entrepreneurs building online stores, +this pandemic has reminded us of the power of the knowledge economy, and +how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT +systems to modernize the way that Government serves Canadians, from the +elderly to the young, from people looking for work to those living with a disability. + + + The Government will also work to introduce free, automatic tax filing for simple +returns to ensure citizens receive the benefits they need. + + + Canadians also know climate change threatens our health, way of life, and +planet. They want climate action now, and that is what the Government +will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s +2030 climate goal. The Government will also legislate Canada’s goal of net-zero +emissions by 2050. + + + As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses + + + As part of its plan, the Government will: +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; + + + This pandemic has reminded Canadians of the importance of nature. The +Government will work with municipalities as part of a new commitment to +expand urban parks, so that everyone has access to green space. This will be +done while protecting a quarter of Canada’s land and a quarter of Canada’s +oceans in five years, and using nature-based solutions to fight climate change, +including by planting two billion trees. + + + The Government will ban harmful single-use plastics next year and ensure +more plastic is recycled. And the Government will also modernize Canada’s +Environmental Protection Act. + + + When the Prairie Farm Rehabilitation Administration was closed by a previous +government, Canada lost an important tool to manage its waters. The Government +will create a new Canada Water Agency to keep our water safe, clean, and +well-managed. The Government will also identify opportunities to build more +resilient water and irrigation infrastructure. + + + At the same time, the Government will look at continuing to grow Canada’s +ocean economy to create opportunities for fishers and coastal communities, +while advancing reconciliation and conservation objectives. Investing in the +Blue Economy will help Canada prosper. + + + • Help deliver more transit and active transit options; + + + Make zero-emissions vehicles more affordable while investing in more charging stations across the country. + + + The Government will launch a new fund to attract investments in making +zero-emissions products and cut the corporate tax rate in half for these +companies to create jobs and make Canada a world leader in clean technology. +The Government will ensure Canada is the most competitive jurisdiction in +the world for clean technology companies + + + • Transform how we power our economy and communities by moving +forward with the Clean Power Fund, including with projects like the +Atlantic Loop that will connect surplus clean power to regions +transitioning away from coal; + + + • And support investments in renewable energy and next-generation clean energy and technology solutions. + + + Canada cannot reach net zero without the know-how of the energy sector, +and the innovative ideas of all Canadians, including people in places like +British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they +work to transform to meet a net zero future, creating good-paying +and long-lasting jobs; + + + • And recognize farmers, foresters, and ranchers as key partners in the +fight against climate change, supporting their efforts to reduce emissions +and build resilience. + + + The Government will continue its policy of putting a price on pollution, while +putting that money back in the pockets of Canadians. It cannot be free to pollute. + + + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + The Government will redouble its efforts by: +• Taking action on online hate; + + + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + + Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. + + + Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. + + + To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. + + + These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + To help make that happen, the Government will launch a campaign to create +over one million jobs, restoring employment to previous levels. This will be +done by using a range of tools, including direct investments in the social sector +and infrastructure, immediate training to quickly skill up workers, and +incentives for employers to hire and retain workers. + + + + Another example of how the Government will create jobs is by significantly +scaling up the Youth Employment and Skills Strategy, to provide more +paid work experiences next year for young Canadians. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. + + + + The Government will create an Action Plan for Women in the Economy to help +more women get back into the workforce and to ensure a feminist, intersectional +response to this pandemic and recovery. This Plan will be guided by a task force +of experts whose diverse voices will power a whole of government approach. + + + It has been nearly 50 years since the Royal Commission on the Status of Women +outlined the necessity of child care services for women’s social and economic +equality. We have long understood that Canada cannot succeed if half of the +population is held back. Canadians need more accessible, affordable, inclusive, +and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a +significant, long-term, sustained investment to create a Canada-wide early +learning and childcare system. +The Government will build on previous investments, learn from the model that +already exists in Quebec, and work with all provinces and territories to ensure +that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour +leaders, that the time is now. + + + The Government also remains committed to subsidizing before- and after-school +program costs. With the way that this pandemic has affected parents and families, +flexible care options for primary school children are more important than ever. + + + The Government will also accelerate the Women’s Entrepreneurship Strategy, +which has already helped women across Canada grow their businesses. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + + + And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts. + + + Central to this is recognizing that one of the greatest tragedies of this pandemic +is the lives lost in long-term care homes. Elders deserve to be safe, respected, +and live in dignity. + +Although long-term care falls under provincial and territorial jurisdiction, +the federal government will take any action it can to support seniors while +working alongside the provinces and territories. + + + The Government will work with Parliament on Criminal Code amendments +to explicitly penalize those who neglect seniors under their care, putting +them in danger. + + + + The Government remains committed to increasing Old Age Security once a +senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. + + + The Government will look at further targeted measures for personal support +workers, who do an essential service helping the most vulnerable in our +communities. Canada must better value their work and their contributions +to our society. + + + + A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors + + + A robust employment strategy for Canadians with disabilities + + + + This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. + +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. + + + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + From researchers developing vaccines, to entrepreneurs building online stores, +this pandemic has reminded us of the power of the knowledge economy, and +how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT +systems to modernize the way that Government serves Canadians, from the +elderly to the young, from people looking for work to those living with a disability. + + + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + + 9.3 Investigations Management +The ability to conduct in-depth investigations into incidents of reported or suspected non-compliance or fraud. + + + 9.3.1 Fraud Detection Management +The ability to manage the activities required to carry out an investigation that delivers an unbiased, data-driven determination as to whether a client is attempting to conduct fraud against the department. + +Business Sub Capability +Fraud Detection Management + +Comments on Capability +The application of data analysis and predicative analytics to reconstruct or detect financial fraud. This requires data collection, data preparation, data analysis and intelligence assessment and then the creation of the necessary enforcement reports. A COTS product will be a data repository for information learned during an enforcement investigation. + + + 10.4 Human Resources Management +The ability to manage all the tasks regarding Human Resources. +For example: Managing the enterprise’s employees, Efficient and effective HR capabilities, Employee commitment and engagement, Rewards and recognition, Culture, Accessibility, Learning and development. +Note: This includes the engagement and ongoing retention of personnel through to the eventual separation of personnel. + + + 10.4.2 Workforce Management +The activities related to staffing, recruitment and retention, classification, compensation and benefits, talent management, succession planning, employment equity and official languages. + +Business Sub Capability +Workforce Management + +Comments on Capability +Workforce management comprises the institutional processes that maximize performance levels and consistency of data. The implementation of new processes and standards would increase the quality of work performed by enforcement staff and expand the capabilities in data collection, analytics and intelligence. + + + 11.5 Risk & Internal Compliance Management +The ability to monitor and manage enterprise, operational and project risks within the department. +For example: Identifying, evaluating and managing all relevant risks to the enterprise, A comprehensive, integrated and systematic approach to managing risk across the enterprise. + + + Business Sub Capability +Risk Operation Management + +Comments on Capability +Risk management is the identification, evaluation and prioritization of risks followed by the application of resources to minimize, monitor and control the risks to case data. The new solution should support the security of data and the tracking/ control of evidence or edits in the notes taken by the investigator (tracking changes, no deletions…). + + + + + + 2.2.4 Program Alignment Architecture +This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools. + + + + + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + + + + Asset is a valuable resource owned by the organization and needs to be protected for loss. It can be tangible, intangible and human asset. + + + Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level. + + + Definition: High level description of security measure to meet the business need for security. This is to be A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level. + + + Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level. + + + Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose. +Note: Security capability is usually considered at high conceptual architectural level. + + + Asset is a valuable resource owned by the organization and needs to be protected for loss. It can be tangible, intangible and human asset. + + + In order to guide and shape how government information, technology and service delivery will be managed in a new digital ecosystem, ESDC is undertaking the following initiatives: +  CSLP – E-Service Re-Procurement; +  Temporary Foreign Worker System and Webservice Enhancements 2.0; and, +  CSLP - New Brunswick SIN Validation. + +These initiatives will help build a set of digital standards into policy, operations and program development. +In response to the COVID-19 pandemic, ESDC created and rapidly deployed the e-service and eSIN applications. Currently, over 99% of EI applications are currently submitted through digital methods. Additionally, Pensions projects, such as CPP-SIS, are further advancing the availability of e-services for that client segment. + + + In order to enhance and strengthen the oversight function for IT-enabled projects, ESDC is implementing the PMIS Upgrade and Enhancement. + + + In order to encourage a culture of "Working in the Open", and the sharing of software development projects, ESDC is developing an Open Source Software (OSS) Management Framework to guide employees. To this effect, the IT Strategy and IT Research team within ESDC has begun working in the open. Existing project teams are increasingly looking to share their source codes and work in the open (e.g. CDO, CAWS). More than 50 GitHub source code repositories have been shared (32 Developer Experience, 11 Developer Community of Practice [DevCoP] and 9 Service Canada). The DevCoP has numerous repositories on GcCode and GitHub, indicating ESDC’s efforts to both promote and align with the DOSP - working in the open, collaborating widely, using open standards and solutions. Over 99% of EI applications are currently submitted through digital methods. In addition, the Pensions projects (especially CPP-SIS) are further advancing the availability of e-services for that client segment as well. + + + In order to keep with enterprise IM/IT governance, ESDC is implementing the PMIS Upgrade and Enhancement. + + + + In order to promote digital literacy and collaboration within the Department, ESDC has developed an Open Source Software (OSS) Management Framework, which encourages employees to contribute to public open source software projects. + + + + TB’s Policy on Service and Digital is estimated to have 247 requirements applying to the departmental Chief Information Officer (CIO) function. Along with this are key changes, which produce new expectations for Deputy Heads in the areas of service, information and data, technology, cyber security, as well as workforce capacity and capability. To comply with the Policy, a methodological gap analysis was performed by IITB teams to determine the policy-driven requirements based on five themes: + Governance, planning and reporting (as it relates to IT governance and planning within ESDC); + Service Design and Delivery; + Information and Data; + Technology (including automated decision making); and, + Cyber Security and Identity. +The gap analysis looked at IITB’s existing investments and priorities and made 12 recommendations for IITB to either create new initiatives or reprioritize its portfolio of activities. Most of these recommendations are already in progress as part of the IITB Way Forward. The top five prioritized recommendations are: + Clarify the role and responsibilities between the CDO and the CIO; + Establish the role of a designated official for Cyber Security (DOCS); + Review IM/IT and Identity Policies to address redundancy, conflicts, user-centered policy writing, and training; + Harmonize the different service inventories for a single source of truth; and, + Formalize automated decision-making governance at ESDC. +These recommendations reflect the integrated management of functions as expected by the Policy, the increased responsibilities of the CIO, and the unique governance entities within ESDC (e.g. use of a CDO, a Chief Security Officer outside the branch of the CIO, and a tier 2 level committee focused on purely on service). +In addition, the Branches within the Department have been collaborating internally to improve service delivery and digital transformation: + Business Architecture and Alignment Office participates regularly at EA activities as one of the EA domains in developing project architectures; + User Experience Team provides UX research and design services to IT project teams regularly; and, + Business Process Management Team provides guidance and services on business process mapping to IT project teams regularly. + + + + In support of ESDC’s Accessibility Strategy, ESDC is working on and testing an interdepartmental initiative to replace existing GC tools to ensure availability of more accessible toolsets, where such collaborative tools (i.e. Office 365) used for accessibility follow internationally recognized accessibility standards. ESDC is also working to ensure interoperability of adaptive technologies with the ESDC collaboration toolset. These digital collaboration tools are required for Canadians with disabilities as they continue to face barriers to their full participation in the workplace, which limit their opportunities for career development and advancement. + + + + Via the Infrastructure Re-use Branch Initiative, connectivity between the legacy ESDC infrastructure and data centres to the SSC End State data centres is being made available as a selfprovisioning service to allow the migration of certain applications. Further work, resources and funds under the WLM Project will need to be engaged to migrate specific ESDC workloads of the legacy data centres to SSC End State data centres. +In order to complete the migration of the specific ESDC workloads of the legacy data centres to SSC’s End State data centre, the following projects are being migrated as part of the WLM project: + 1-800 O-Canada Business Model Review and Contract ReProcurement; + Emergency Management Application System; + ESDC’s Cloud Implementation Plan is underway to support the departmental application strategy, data centre consolidation and cloud adoption. This includes the Cloud Assessment Framework, Research and Prototyping, and the Cloud Intake process; and, + Making all internal applications accessible over the next three years is a significant outcome of ESDC’s Application Strategy. + + + ESDC’s Data Strategy has been designed to build capabilities to generate strategic insights, increase opportunities for collaboration and to enable improvements and efficiencies in program, service delivery and internal operations. Through its implementation, the Department aims to provide people with easy, secure, and authorized access to quality data in a way that protects privacy and delivers value for Canadians. +The Strategy is built on six foundations for improved client service and policy: access, analytics, data governance and stewardship, data management, enablement, and people. +Foundations investments include among others: + Master data management (MDM) expansion; + Purchase and installation of ESDC Data Catalogue; + Procurement of SAS (VA); + Data Visualization for Business Solutions; and, + Implementation of and analytics platform and Big Data Appliance. + + + + Early EA alignment and review discussions will occur pre-gate 0 in order to support streamlined project proposals, financing, management and governance. + + + The IT Project Management Officer (PMO) has adopted a continuous improvement state of mind. Currently, ESDC is improving project management oversight activities by: + Reviewing current SDLC methodology. The new SDLC is more modern and is adopting latest market state of the art technics such as agile development and management; + Implementing a process through the IT PMO to manage initiatives that fall off its current project management framework by adapting current oversight techniques and procedures to include any unfitted projects\activities; and, + Improving PMIS system and centralizing ESDC’s project data repository. The IT PMO and Enterprise PMO are actively running those projects. + + + Business Architecture + +Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus. +Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs +Clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service +In order to ensure that a service will be able to meet the users and stakeholders' needs, it needs to understand what needs it is trying to provide service for, who their users and stakeholders are, both internal and external. +Once the needs, the users and stakeholders are defined, then a service provider can proceed to create a stakeholder mapping to further understand the relationship between the service and the users & stakeholders, ie. how a change in one component impacts the other. +From there, the service provider can conduct need analysis of its users and stakeholder to develop a program, a policy or a service that meets their needs (this practice may also be known as stakeholder requirements or value mapping). +This exercise can also help define the limitation/scope of the program/policy/service to better manage the expectation of their users/stakeholders. + + How to demonstrate that the project fulfils this framework: + * summarize the needs and outcome of each key external and internal stakeholders in scope of the architecture + * demonstrate how the architecture is focused on the needs and outcomes of internal and external stakeholders + Tools: + * Business Case + * Stakeholder (Actors, Roles, Organizational Units) Mapping & Stakeholder requirements + * Outcomes + * Business Process Map + * Value Stream and Value Mapping + +include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service +To ensure that a service can be used by all its users, it is important to note the specific requirements for specific users and to that extent, it is important to take note and apply the policy that governs the service standards when providing service to the specific user groups. +This will in turn enable the service to be far-reaching and more inclusive to all its users. + + How to demonstrate that the project fulfils this framework: + * Outline what policies constrain the architecture + * Outline positive and negative impact the policy has on the architecture to meet the needs of the stakeholder + * Outline how architecture supports full spectrum of service design and user experience + Tools: + * User Interface Design Principles + +perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making +When a service has an in-system developed automation for decision making, it is essential that the service perform AIA, to ensure that the result of this decision making is impartial and fair, and the impact of that decision would be the same as if the decision is made manually, only faster. +The use of this type of system must closely follow the Directive on Automated Decision-Making. + + How to demonstrate that the project fulfils this framework: + * Provide the impact level based on the completion of the conceptual AIA + * Describe how the architecture will address the recommendations coming from the AIA + * Describe how the architecture meets the directive's requirements for the impact level + Tools: + * AIA Results (Conceptual) + +Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels (for example, lean process) +When creating a service, make sure the service delivery is modeled end-to-end to make sure the intended end users can actually reap the benefit of the service being offered. +Go through the business process map step-by-step to ensure all points/nodes within the process behaves expectedly resulting in an intended outcome. +Ensure all points/nodes within the process is optimized. +Create all possible positive and negative scenarios that can possibly occur. +Then go through different possible scenarios to ensure the service is still being delivered correctly, effectively and efficiently. + How to demonstrate that the project fulfils this framework: + * Summarize the delivery of value to customer across the architecture’s business ecosystem and the contribution of each stakeholder to the value + Tools: + * Business Process Map + * Business Impact Assessment + * Value Stream and Value Mapping + +Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada +identify which departmental/GC business services, outcomes and strategies will be addressed +To ensure that the Government of Canada provide the best service to its citizen, the services provided needs to be cohesive, ie. the work conducted by each department needs to complement each other to avoid overlap and to ensure continuance of service from one department to another. +In order for a service to be meaningful, it needs to be tied into the driver of why the service is required and the outcome expected from a departmental mandate. The service can affect the mandate directly/indirectly, however, one needs to justify the needs of the service in relation to the actual mandate of the department. + + How to demonstrate that the project fulfils this framework: + * Outline the GC/Departmental Strategies the architect aligns and/or implements + * Describe the architecture's contribution to realizing the appropriate outcomes of the strategy + Artifacts: + * Drivers + * Outcomes (intimidate and ultimate) + * Business services (External) + +establish metrics for identified business outcomes throughout the life cycle of an investment +Once we know which outcome that a service is tied into, and whether or not it is directly affecting the outcome expected, we need to be able to justify the effort required to build the service vs. the outcome exerted by the service. +We need a way to quantify the impact of this service / establish a metrics for this service. +This is an important step to ensure that we can prioritize the effort correctly to identify and build the right service that is of high priority with the budget assigned. + How to demonstrate that the project fulfils this framework: + * What are the metrics used to ensure that the outcomes are being realized + * What data is required for the metrics and identify how any gaps in the data will be addressed. + Tools: + * Value Stream (Measure KPI linked to benefits outcomes and objectives) + +translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation +Once we understood the outcomes and strategy to achieve the outcome, we need to translate it into business capability implications. Historically, the Business Capability Model is a common vocabulary between business, development and operation. +When the plan conveyed is understood by the development and operation, it would be easier to obtain the system required. +Having an open communication between the various teams also helps in getting the right solution that closely match the business requirement. + How to demonstrate that the project fulfils this framework: + * Outline the business capabilities involved in achieving each outcome + Tools: + * Business Impact Assessment + * Departmental BCM + * GC BCM (mapping to D BCM) + * Value Stream +Promote horizontal enablement of the enterprise +identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders +In creating any service, we always need to go back to think about the users/stakeholders. Put ourselves in the users'/stakeholders' shoes. If we are at the receiving end of the service, what kind of experience do we get when we are trying to get the service. Does the user need to know where to get related services, or can we provide them with a seamless service, a cohesive service ? How do we provide a good experience to the users / stakeholders ? +We need to start thinking more of an enterprise level, starting at the departmental level first. How can we enable this service across the department ? Is there any opportunity to reuse what we have in other areas of the department ? What do we need to do to leverage this process ? +We need to plug in to community of practices, network of expertise or other working groups in order to exchange information, understand the various obstacles experienced by others, get lessons learned from others' experiences, share lessons learned, learn from others how they overcome similar obstacles in their work, share your solutions to others. + How to demonstrate that the project fulfils this framework: + * Summarize the departmental / GC opportunities where the architecture could be reused + * Summarize departmental/GC architectures that impact or influence the ability of the user having a cohesive experience + (what are the plans to ensure user has a cohesive experience across these architectures and the ecosystem) + Tools: + * Business Capability + * Departmental Value Stream model + * Projects to Value Stream Script + +reuse common business capabilities, processes and enterprise solutions from across government and private sector +If there is a business capabilities, processes or enterprise solution that can be utilized in creating the service, eg. perhaps during the exchange of information from working groups, community of practices, workshops or even from working with private sectors, that are proven to work, we should consider using it prior to inventing our own. +This will optimize the time required to build the approach or the solution. Rather than having to proof the concept or solution actually works, use the ones that have a proven record. + How to demonstrate that the project fulfils this framework: + * Describe the plan and approach to standardize the realization of the business capability so it can be reused within the department and GC + Tools: + * Projects to value Stream Script + * Business Capability Heat map + +publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services +Going back to the previous point on thinking at an enterprise level, one of the ways to enable a service that we build across the GC is by having it published in the open for other departments to see and re-use. Then and only we can create a cohesive horizontal enterprise services to create a cohesive experience to the users / stakeholders. + How to demonstrate that the project fulfils this framework: + * Outline the plan to allow other public sector organizations to reuse the common capability + Tools: + * Business Capability Heat Map + * Projects to Value Stream Script + + + Information Architecture + +Information architecture includes both structured and unstructured data. The best practices and principles aim to support the needs of a business service and business capability orientation. To facilitate effective sharing of data and information across government, information architectures should be designed to reflect a consistent approach to data, such as the adoption of federal and international standards. Information architecture should also reflect responsible data management, information management and governance practices, including the source, quality, interoperability, and associated legal and policy obligations related to the data assets. Information architectures should also distinguish between personal and non‑personal data and information as the collection, use, sharing (disclosure), and management of personal information must respect the requirements of the Privacy Act and its related policies. + +Collect data to address the needs of the users and other stakeholders +assess data requirements‑based program objectives, as well users, business and stakeholder needs + How to achieve: + * Summarize how the architecture meets the data needs of the users and other key stakeholders including: + * How does the data asset contribute to outcomes/needs of the user and other stakeholders + * Gaps in the existing data assets to meet the needs of the users and other stakeholders and how the architecture addresses these gaps + * Gaps in data collection and analysis and how the architecture is addressing it so that department can ensure that we are serving the members of our society + * Alignment to the data foundation of the departmental information/data architecture practice + * Alignment to the theoretical foundation of the departmental information/data architecture practice + Tools: + * For Data Foundation – Implement: + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform + * Stakeholder Requirements + * Solution Requirements +collect only the minimum set of data needed to support a policy, program, or service + How to achieve: + * Summarize how the architecture aligns to “collect with a purpose” including: + * What is necessary (as opposed to what is sufficient) to meet the stakeholder need + * Supporting Performance Information Profiles (PIPs) used to assess a progress towards target and broader objectives + Tools: + * Value Stream (Value Item and Value Proposition – Context on What we measure) + * KPI Linked to benefits outcomes and objectives +reuse existing data assets where permissible and only acquire new data if required + How to achieve: + * Summarize reusability of the architecture’s data assets given: + * Context of data assets and user and stakeholder needs + * Data quality and fit for purpose + * Privacy and Security Regulatory Framework + Tools: + * Legislative / Regulations +ensure data collected, including from third-party sources, are of high quality + How to achieve: + * Summarize how the architecture meets the data quality requirements of third-party sources: + * Data quality meets fit for purpose + * Data quality dimensions including: + * Relevance, + * Timeliness + * Consistency, + * Reliability, + * Interpretability, + * Usability + * Data quality mechanism + Tools: + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform +Manage and reuse data strategically and responsibly +define and establish clear roles, responsibilities, and accountabilities for data management + How to achieve: + * Summarize how the architecture assists in defining key data management roles and their responsibilities to ensure data is correct, consistent, and complete including: + * Identifies the data steward responsibilities; + * Identifies the data consumer responsibilities, and; + * Identifies the data custodian responsibilities. + Tools: + * Stakeholders + * Business Process Model + * Functional Requirements + * Business Glossary +identify and document the lineage of data assets + How to achieve: + * Summarize how the architecture’s data assets demonstrate alignment with department's data governance and strategy including: + * Alignment to the data foundation of the ESDC information/data architecture practice + * Alignment to the theoretical foundation of the ESDC information/data architecture practice + Tools: + * Target state (solution data elements) + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary + * Departmental Data Strategy +define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + How to achieve: + * Summarize for each key data assets: + * Retention and disposition schedules + * Disposition process + Tools: + * Target state (solution data elements) + * Non Functional Requirements + * IM Best Practices and Standards +ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + How to achieve: + * Summarize how the architecture enables interoperability, reuse and sharing to the greatest extent possible within and across departments + * Summarize how the architecture avoids data duplication + Tools: + * Target State + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) +contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data + How to achieve: + * Summarize the alignment to departmental/GC: + * Data taxonomy structure + * Data classification structure + Tools: + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary +Use and share data openly in an ethical and secure manner +share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + How to achieve: + * Summarize how the architecture supports sharing data openly by default as per Directive on Open Government and Digital Standards given: + * Existing departmental and GC data standards and policies + * International data standards; and the Privacy Act, + * Fitness for purpose + * Ethics + Tools: + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge Hub + * Data Lake (growth) + * Data Science and Machine Platform + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary + * Departmental Data Strategy +ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + How to achieve: + * Summarize how the architecture utilises existing enterprise and international data standards + * Summarize how the architecture has developed any data standards through open collaboration with key subject matter experts and the Enterprise Data Community of Practice. + Tools: + * Data Standards + * NIEM + * OpenData + * National Address Register + * Reference Data Repository +ensure that combined data does not risk identification or re‑identification of sensitive or personal information + How to achieve: + * Summarize how the architecture ensures the aggregation and combing of data does not pose a risk to information sensitivity or personal information + +Design with privacy in mind for the collection, use and management of personal Information +ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments + How to achieve: + * Describe how the architecture aligns to guidance of the ATIP Office around personal information regulatory framework; policy framework; and consent directives +assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed + How to achieve: + * Has the initiative assessed if personal information will be collected, used, disclosed, retained, shared, and disposed +only collect personal information if it directly relates to the operation of the programs or activities + How to achieve: + * Summarize how the architecture ensures the personal information collected is directly required to the operational of the programs or activities +notify individuals of the purpose for collection at the point of collection by including a privacy notice + How to achieve: + * Does the solution’s privacy notice provide the purpose for collecting this personal information + * Does the solution provide a privacy notice at the point of personal information collection +personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act + How to achieve: + * Does the architecture collect personal information directly from the individual + * If no, what personal information is collect form other sources and does it comply with the Privacy Act and the consent directive of the source + Tools: + * Target State Architecture + * Interim State Architecture +personal information must be available to facilitate Canadians’ right of access to and correction of government records + How to achieve: + * Summarize how the architecture facilitates Canadian's right to access their personal information records + * Summarize how the architecture facilitates Canadian's right to correct their personal information records + Tools: + * Target State Architecture + * Interim State Architecture +design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information + How to achieve: + * Summarize how the architecture limits the use and disclosure of personal information in accordance to the privacy legislative; policy frameworks and consent directives +design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required + How to achieve: + * Summarize how the architecture ensures personal information remains accurate + * Summarize how the architecture ensures personal information remains up-to-date + * Summarize how the architecture ensures personal information remains complete as possible + * Summarize how the architecture ensures personal information can be corrected if required + Tools: + * Non Functional Requirements + * FUnctional Requirements +de‑identification techniques should be considered prior to sharing personal information + How to achieve: + * Outline the de-identification techniques used by the architecture in sharing personal information +in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals + How to achieve: + * Describe how the architecture addresses the recommendations of the PIA + * If not all recommendations of the PIA are being addressed, outline how the business will address any residual risks of the PIA + +establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office + How to achieve: + * Are procedures established to identify and address privacy breaches + * Summarize how the architecture enables/supports these procedures + Tools: + * Business Process Model + + + Application architecture +Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases. + +Use open source solutions hosted in public cloud +select existing solutions that can be reused over custom built + How to achieve: + * Summarize how the architecture leverages and reuses existing solutions, components, and processes including: + * Existing processes being reused or leveraged; + * Existing solutions being reused or leverage, and; + * Existing components being reused or leveraged. + Tools: + * Target State Architecture + * Interim State Architecture + * EA Assessment + +contribute all improvements back to the communities + How to achieve: + * Summarize how the team will align to the TBS Guidance on Open Source Publishing to support the production of better solutions + * Summarize how the team will leverage/has leverage the Open Source community + Tools: + * Target State Architecture + * Interim State Architecture +register open source software to the Open Resource Exchange + How to achieve: + * Summarize how the architecture will leverage the Open Resource Exchange. + * Summarize how the architecture will utilize APIs to support Open Data feeds + Tools: + * Target State Architecture + * Interim State Architecture +Use software as a service (SaaS) hosted in public cloud +choose SaaS that best fit for purpose based on alignment with SaaS capabilities + How to achieve: + * Summarize how the recommended SaaS is the best fit for purpose based on alignment with SaaS capabilities of SaaS provider and Dept/SSC + Tools: + * Option analysis +choose a SaaS solution that is extendable + How to achieve: + * Summarize how the recommended SaaS is extendable + Tools: + * Option analysis + * EA Assessment +configure SaaS and if customization is necessary extend as open source modules + How to achieve: + * Summarize how the recommended SaaS can be customized through Open Source modules. + + Tools: + * Option analysis + * EA Assessment +Design for Interoperability +design systems as highly modular and loosely coupled services + How to achieve: + * Summarize how the architecture supports the implementation through: + * Simple independent functions + * Highly modular + * Loosely coupled + * Deployed into a container that has just a single application with the ability to build the smallest image + Tools: + * Target State Architecture + * Interim State Architecture +expose services, including existing ones, through APIs + How to achieve: + * Summarize how the architecture exposes functionality as services and these services are accessible through common methodologies + * Summarize how the architectures aligns to the Government of Canada Standards on APIs + Tools: + * Target State Architecture + * Interim State Architecture +make the APIs discoverable to the appropriate stakeholders + How to achieve: + * Summarize which APIs will be published to the ESDC API store + * Summarize which APIs will be published to the GC API store + * Summarize the rational for not publishing APIs to an API store + Tools: + * Target State Architecture + * Interim State Architecture +Design for Interoperability, Proposed amendment Jan 8, 2021 +design systems as highly modular and loosely coupled services + How to achieve: + * +make all services available through a well-defined interface, such as an application programming interface (API) + How to achieve: + * +all APIs with potential for cross-departmental, inter-jurisdictional, or public consumption must be published to the GC API Store + How to achieve: + * +use the Canadian Digital Exchange Platform (CDXP) for data exchange where suitable (e.g., GC Event Broker for asynchronous messaging) + + + Technology architecture +Technology architecture is an important enabler of highly available and adaptable solutions that must be aligned with the chosen application architecture. Cloud adoption provides many potential advantages by mitigating the logistical constraints that often negatively impacted legacy solutions hosted “on premises.” However, the application architecture must be able to enable these advantages. + +Use cloud first +adopt the use of the GC Accelerators to ensure proper security and access controls + How to achieve: + * Summarize which cloud usage profile does the architecture align to and why + * Summarize which cloud connection pattern does the architecture align to and why + Tools: + * Cloud Reference Architecture + * Cloud Assessment Framework + * Summary of Cloud Access Scenarios and Usage Profiles + +enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) + How to achieve: + * Summarize how the architecture, based on the TBS Right Cloud Assessment Tool, allows for cloud service model of how: + * The architecture can be implemented using a GC SaaS environment, which has been identified as a possible fit, or + * The architecture can be implemented using a Public SaaS environment, which has been identified as a possible fit, or + * The architecture can be implemented using a GC PaaS environment, which has been identified as a possible fit, or: + * The architecture can be implemented using Public PaaS environment, which has been identified as a possible fit. + Tools: + * Cloud Reference Architecture + * Cloud Assessment Framework + +fulfill cloud services through SSC Cloud‑Brokering Services + How to achieve: + * Confirm the Team is acquiring cloud services through SSC Cloud Brokering Services. Please include the SSC Request number + Tools: + * Contact Cloud COE + +enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions + How to achieve: + * Summarize how the architecture, based on the TBS Right Cloud Assessment Tool, allows for public cloud, including: + * The data, being managed by the architecture, is PBMM or lower, and stakeholders have not raised concerns about deployment to the public cloud. + * A costing model / budget that is available to support an Operational Expense Model. The costs will rise and fall with the consumption of resources. + * The implementation of application(s), which can operate in a cloud environment and any required virtualized or dedicated hardware, is available in a cloud environment. + * The implementation of application(s) which can operate on the standardized offerings and SLAs of public cloud. + * The implementation of applications are not susceptible to latency issues, which may arise due to traffic moving through an additional circuit. + * The implementation of applications, which do not have voluminous transactions with an on-premises database or application. + Tools: + * Cloud Reference Architecture + * Cloud Assessment Framework + +design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + How to achieve: + * Summary how the architecture allows for the execution of an exit strategy to off-board from that vendor + Tools: + * Solution Architecture + * Refer YDG GC EARB + +Design for performance, availability and scalability +ensure response times meet user needs, and critical services are highly available + How to achieve: + * Summarize how the architecture is able to meet the user response time requirements, and achieve the user response time objectives, including: + * The ability to trace how the response time requirements and objectives will be met. + * The capacity requirements (e.g. expected normal traffic, peak traffic, expected traffic grow, etc.) that the architecture needs to meet. + * The ability to trace how the availability requirements and objectives will be met. + Tools: + * non-functional requirements + +support zero‑downtime deployments for planned and unplanned maintenance + How to achieve: + * Summarize how the architecture is able to support zero-downtime deployments for planned and unplanned maintenance, including: + * The planned Windows maintenance for the solution to support backups and length of Windows maintenance. + * The procedure for planning, scheduling and executing the planned downtime. + * The ability to be deployed in a manner that minimizes or limits service disruption, and which is known as zero downtime deployments. + * The acceptable measures for unplanned downtime. + Tools: + * non-functional requirements + +use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively + How to achieve: + * Summarize how the architecture utilizes distributed architectures, which assume that a failure will happen, handle errors gracefully and monitor actively, including: + * The ability to trace how the recoverability requirements and objectives will be met; and, + * The ability to be deployed in a distributed environment. + Tools: + * non-functional requirements + +establish architectures that supports new technology insertion with minimal disruption to existing programs and services + How to achieve: + * Summarize how the architecture allows the insertion of new technology with minimal disruption + Tools: + * non-functional requirements + +control technical diversity; design systems based on modern technologies and platforms already in use + How to achieve: + * Summarize the technology standards’ state (emerging, baseline, containment or retirement) of the products required/recommended to implement the architecture. For those products in the containment or retired state please provide rational for selecting those products + * Identify new technology standards required by the architecture + Tools: + * non-functional requirements + +Follow DevSecOps principles +use continuous integration and continuous deployments + How to achieve: + * Summarize how the architecture can be deployed following a continuous integration approach + * Summarize how the architecture can be deployed following a continuous deployment approach. + Tools: + * CICP mesh + +ensure automated testing occurs for security and functionality + How to achieve: + * Summarize the automated security and functionality testing that will be/has been executed on the solution. + +include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + How to achieve: + * Summarize the role and responsibilities users and other stakeholders have in DevSecOps processes. + Tools: + * Project Charter + + + Security architecture +The GC Enterprise Security Architecture program is a government‑wide initiative to provide a standardized approach to developing IT security architecture, ensuring that basic security blocks are implemented across the enterprise as the infrastructure is being renewed. + +Build security into the system life cycle across all architectural layers +identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability +How to achieve: +Summarize how the architecture ensures the confidentiality of the information based on its categorization and degree of injury +Summarize how the architecture ensures the integrity of the information based on its categorization and degree of injury +Summarize how the architecture ensures the availability of the information based on its categorization and degree of injury + +implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary +How to achieve: +Summarize how the architecture aligns with the Centre of Cyber Security’s IT Security Risk Management Framework + +apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit +How to achieve: +Describe the security measures that protect the data at rest while meeting business and users needs +Describe the security measures that protect the data in transit while meeting business and users needs +design systems to be resilient and available in order to support service continuity +How to achieve: +Outline the architecture’s resilient characteristics support service continuity objectives +Outline the architecture’s availability characteristics support service continuity objectives +Tools: +Non-functional Requirements +Ensure secure access to systems and services +identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework +How to achieve: +Summarize how the architectures identifies and authenticates: +Individuals +Processes +Devices +Summarize the enterprise security services leverage by the architecture +Summarize how the architecture aligns to the Pan-Canadian Trust Framework +Tools: +Target State Architecture +Interim State Architecture +constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection +How to achieve: +Summarize how the architecture constrains service interfaces to authorized entities in compliance to: +ITSG-22, and; +ITSG-38. +implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security +How to achieve: +Does the architecture use HTTPS for secure web connections +Does the architecture use and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security + +establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services +How to achieve: +Outline what (APIs or centrally managed hybrid IT connectivity services )the architectures established secure interconnections between systems +Tools: +Target State Architecture +Interim State Architecture +Maintain secure operations +establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance +How to achieve: +Have processes been established to ensure the prompt application of security related patches and updates? +Summarize how the architecture supports these processes + +enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks +How to achieve: +Summarize how event logging within the architecture aligns to GC Event Logging Guidance in the areas of: +Attack detection +Attack prevention +Attack respond +establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security +How to achieve: +Describe how incident management plan aligns to GC Cyber Security Event Management +Describe how incidents are reported to the Canadian Centre for Cyber Security (CCSB) + + + https://citizenfirst.ca/research-and-publications/citizens-first + +The Citizens First series takes an in depth look at how citizens experience government services. Over the years, Canadians have been asked what they think about the delivery of public services, what are their expectations, and what they see as the priorities for improvement. + +Use the research findings to gain a deeper understanding of how citizens experience government services. This knowledge enables you, as a service provider, to improve service based on a citizen perspective and empirical evidence. + +Background +Originally published in 1998, Citizens First was coined as a landmark study that focused on citizen-centred service delivery. Over the years, the Citizens First series has changed and grown, introducing new elements and increasing the depth of understanding of how citizens experience government services. + +The Citizens First series has established the gold-standard for research on public sector service delivery, not only in Canada, but around the world. The distinctive methodology and approach have equipped public sector managers with the tools they need to identify action priorities for service improvement in the public sector. +– Ralph Heintzman + + + https://www.priv.gc.ca/en/opc-actions-and-decisions/research/explore-privacy-research/2019/por_2019_ca/ +Date modified: 2019-05-09 + +Final Report +Prepared for the Office of the Privacy Commissioner of Canada + +Supplier Name: Phoenix SPI +Contract Number: 2R008-180131-001_CY +Contract Value: $66,185.51 (including HST) +Award Date: 2018-10-10 +Delivery Date: 2019-03-11 + +Registration Number: POR 055-18 + +For more information, please contact: publications@priv.gc.ca + +Prepared for the Office of the Privacy Commissioner of Canada +Supplier name: Phoenix Strategic Perspectives Inc. +March 2019 + +This public opinion research report presents the results of a telephone survey conducted by Phoenix SPI on behalf of the Office of the Privacy Commissioner of Canada. The research study was conducted with 1,516 Canadians aged 16 and older February 6-20, 2019. + +This publication may be reproduced for non-commercial purposes only. Prior written permission must be obtained from the Office of the Privacy Commissioner of Canada. For more information on this report, please contact the Office of the Privacy Commissioner of Canada at: publications@priv.gc.ca or at: + +Office of the Privacy Commissioner of Canada +30, Victoria Street +Gatineau, Quebec +K1A 1H3 + +Table of figures +Figure 1: General knowledge of privacy rights +Figure 2: General knowledge of how to protect privacy rights +Figure 3: Concern about protection of personal privacy +Figure 4: Knowledge of how new technologies affect privacy +Figure 5: Views on whether businesses respect privacy rights +Figure 6: Views on whether the federal government respects privacy rights +Figure 7: Concern online personal information will be used to make decisions about people +Figure 8: Concern online personal information will be used or stolen +Figure 9: Security measures taken on mobile devices +Figure 10: Body as Information: Concerns about sharing information in different scenarios +Figure 11: Body as Information (over time) +Figure 12: Effect of privacy practices on willingness to do business with a company +Figure 13: Effect of privacy practices on willingness to do business (over time) +Figure 14: Precautions taken to protect personal information +Figure 15: Use of personal information for gain +Figure 16: Impact of privacy breaches on willingness to share personal information +Figure 17: Understanding of the Government of Canada’s use of citizens’ information +Figure 18: Understanding of intelligence-gathering activities in Canada +Figure 19: Understanding of sources used by Government of Canada to collect information +Figure 20: Comfort with the Government of Canada sharing personal information +Figure 21: Level of control over personal information being used +Figure 22: Entity responsible for privacy protection +Figure 23: Views on companies sharing personal information for purposes unrelated to providing a service + + + The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + + + Our priorities include: + +making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations + + + + Our priorities include: + +developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language + + + Our priorities include: + +improving data-driven decision‑making + + + Our priorities include: + +getting the most value for the public from the data and information the GC holds + + + Our priorities include: + +modernizing funding and procurement approaches to support more agile execution practices + + + Our priorities include: + +acting ethically and in environmentally sustainable ways + + + The 2021–2024 DOSP provides the strategic direction for the GC’s integrated management of service, information, data, IT and cybersecurity. It sets out priorities and actions to accelerate our efforts. Given our shifting operating environment, we will review this document annually. + +Our priorities include: + +making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations +developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language +improving data-driven decision‑making +getting the most value for the public from the data and information the GC holds +modernizing funding and procurement approaches to support more agile execution practices +acting ethically and in environmentally sustainable ways + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise. + + + Appendix B: Development of EA Principles +The development of architecture principles is typically influenced by the following : +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). + + + + + SAFe (Scaled Agile Framework) + + + Lean-Agile transformation + + + + + Product:Focus on the product lifecycle and its organizational value. + + + Architecture Insight: Focus on providing insight that informs and delivers organizational value. + + + Minimum Viable Architecture (MVA): Focus on the delivery of just enough architecture to deliver organizational value. MVA implementation will be achieved through experimenting and pivoting. In fact, the MVA may be an experiment that is preserved, or a pivot based on learnings. + + + Architecture Roadmaps: Focus on evolving and maturing the organization, MVA, and IT capabilities and features. + + + Business Outcome: Focus on the achievement of business outcomes and delivering value. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. + + + By listing relevant standards, this document provides a useful body of reference. + + + EA should “publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services” + + + EA should “publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services” + + + This time, let’s have a look at how we can accomplish this while ensuring we follow security and privacy best practices. + + + Set up your Environment +Your virtual workspace may consist of a variety of tools and platforms. +Software developers and IT folks may leverage social coding platforms such as Gitlab, Github, GCcode, etc., to collaborate widely with people around the world on source code. +In the Government of Canada, most departments now use Microsoft 365 to varying degrees, which may include Teams, a collaboration platform that ties in multiple products and capabilities. +Whether you are using the corporate collaboration platform or a 3rd party software as service to work in the open, there are a number of things to keep in mind. + + + Stay in Control +Your workspace is a very important place: it contains your work and you have a responsibility to ensure its properly secured and controlled. However, that doesn’t mean you can’t open up securely. +Proper access management is required so that we can separate the two main types of users: your team’s members and external contributors. The latter could be a person from within your organization or from the public. +There may be more types of roles available depending on the platforms, but these are the main buckets we think of when working in the open. +Depending on the platform you use, various controls may be offered to let you openly share your documents and your work while remaining in control of its content. +In SharePoint, a platform most often available as “Inner Source” only, a team can open up their workspace by default to their colleagues and create specific folders with more restricted access to privately work on documents only when absolutely required. +With most collaboration platforms, whether it’s SharePoint, Google Docs, etc., there usually is an option to let external contributors consult your documents and add comments but prevent them from making changes directly. This way, you remain in control of the main version but you enable people to stop by and provide feedback on a continuous basis. Additionally, such platforms usually offer a functionality that let the owner of the documents revert changes made by someone else, ensuring that only approved changes remain on your official versions that will be kept for information management purposes. + + + Ensure Privacy +Public servants who work with citizen data must take great care regarding the privacy of that data and never share it publicly. Working in the open by default is not a concept that applies when working on a citizen’s files and data. + +But it doesn’t mean that even these teams can’t work openly on improving their processes and sharing how they overcomed challenges. As public servants, we should continuously strive to improve our processes, look for new ways of solving issues, and share the results of our research, as long as they are unclassified. + + + Manage Secrets +In software development, certain parts of the final code may be a corporate secret, such as a private key to a computer resource, passwords, etc. + +These must never be included in the public source code itself but rather be managed separately. + +Since, software source code is nothing more than structured text that can be understood by a computer, the same concept of pulling out secrets parts may be taken with other types of documents. + +This means that when a small part of your work must not be shared publicly, you can exclude it and store it in a secure location instead of locking down the entire document. + +This way, the material that is unclassified can still be made available publicly and may be collectively worked on while the parts that are to be secured can be edited separately only by the select individuals who are authorized. + + + Manage Leaks +In software development, we expect that there will be a security issue at some point, while we continue to strive to minimize that eventuality. + +By putting in place a remediation process, we ensure that even if there was to be a leak, appropriate mesures are in place to address it as quickly as possible. And we make sure that everyone knows how to run through the process, if it’s not fully automated. + +For traditional text documents and presentations, reducing the amount of specific data used may help minimize the risks of leaks. However, someone could inadvertently type a password or personal information in a document. + +If that was the case, since it is not software related and automation may not be as easily possible, it would be important that each member of your team is familiar with the departmental Directive on Privacy Breach and know exactly what to do and who to contact. + + + Open up at Inception +Part of working in the open is accepting that we don’t know what others may be able to contribute to or when they would be able to jump in to help. By making your documents open at their inception, you put yourself from the get go in a mental state where you expect others to read and possibly participate whenever it makes sense for them, not just when you plan a formal review. In a way, you change how you perceive your own work. + +It’s a normal reaction to think that we can do better before getting feedback, which is why you may be tempted to wait until “it’s good enough to share”. But doing so may lead you to wait until very late in the creation process and you may actually never end up opening up for a variety of reasons. + +For example, you may have to go back and review the document to ensure you haven’t unconsciously added sensitive or classified information, which adds work and delays. Or, you may feel less receptive to feedback as you get closer to a final version of a document since you spent so much time aligning your ideas together and wordsmithing. + +As explained in our previous post, working in the open is a participatory approach which includes public reflection and documentation. The process itself is as important as the final document. + + + Be Humble and Open Minded +Working in the open may seem like putting yourself out there, subject to criticism and judgement of others. + +But remember that no one knows everything. Opening up is an opportunity for you and your team to share what you are working on and enable unique collaboration experiences with colleagues and citizens alike. + +This approach is what made open source software projects so powerful and adopted across the whole world. It is also a good way to align with the Directive on Open Government as mentioned earlier. + +Of course, the official review process can still occur for each major revision of your documents. You simply ensure that in between such versions, the creation process is done openly and enables folks from all backgrounds to contribute. + + + Manage the Community +An argument sometimes used for avoiding working in the open is that managing the community may end up being more work than what you get back. Or that receiving external contributions before a certain version is mature enough would slow you down. + +Based on our experience, small and continuous feedback makes the process much less cognitively intensive since contributions usually are smaller and can be more easily integrated in the workflow. It also helps identify issues early on so that side discussions may occur on those specifically. And by continuously reviewing and integrating the feedback, it helps minimize the disruption of the entire creation effort. + +As mentioned before, this approach has to be participatory. It means that you have to set the stage, explain what you are trying to accomplish and welcome those contributions from all around. + +And encourage external folks to comment. Make sure you reply to them either by simply acknowledging you have read their contributions or by letting them know what will be done about it. + +Since we abide by a code of values and ethics, clearly outline what is tolerated and what is not. Be clear within your team that this is something that is beneficial and help new comers to feel comfortable with the process. + +You may be surprised as to who ends up contributing! Be welcoming, open minded, and inclusive. Not everyone has the same background and life experiences. We can learn from everyone and grow better together! + + + Government 2.0 is a list of essays and interviews from Tim O’Reilly, who is known as the person to coin the term “Government as a platform”. +https://www.oreilly.com/tim/gov2/ + + + Common Components for #DigitalBC, a blog from Jaime Boyd, British Columbia’s CIO, on re-usable building blocks, used together, or separately. +https://jaimieboyd.medium.com/common-components-for-digitalbc-99e0cc2befb4 + + + Re-use existing common components to create your product or service. The British Columbia’s Digital Common Components Catalogue. +https://digital.gov.bc.ca/common-components + + + Government as a Platform: the foundation for Digital Government and Gov 2.0 is an essay from Pia Andrews, presenting her vision of a Digital Government, a Government as a platform. She also explores the API model for governments as well as the concepts of reusable components across services. Pia is now working us in ESDC to navigate the complexities of modernizing our business delivery to citizens. +https://www.themandarin.com.au/118672-government-as-a-platform-the-foundation-for-digital-government-and-gov-2-0/ + + + A working definition of Government as a Platform, is an essay from Richard Pope presenting how governments can become platforms from which citizen services can be designed by reusing components and services. +https://medium.com/digitalhks/a-working-definition-of-government-as-a-platform-1fa6ff2f8e8d + + + Web Experience Toolkit is a Government of Canada initiatives that “includes reusable components for building and maintaining innovative websites that are accessible, usable, and interoperable. These reusable components are open source software and free for use by departments and external Web communities.” It is a great example of how a team was able to work in the open to benefit the government as a whole but also the society itself. +https://www.canada.ca/en/treasury-board-secretariat/services/government-communications/web-experience-toolkit.html + + + GC Service & Digital Target Enterprise Architecture +https://wiki.gccollab.ca/GC_Service_%26_Digital_Target_Enterprise_Architecture + + + Lessons from Estonia on digital government is an essay from David Eaves on how Canada could learn from Estonia’s journey by leveraging common building components for digital services, even if we consider the complexity tied to the legacy systems and policies that Canada has to deal with. +https://policyoptions.irpp.org/fr/magazines/february-2019/lessons-estonia-digital-government/ + + + 1988 National Bureau of Standards’ Management Guide to Software Reuse (PDF 2.2 MB) +https://www.govinfo.gov/content/pkg/GOVPUB-C13-dca04f7b7fc21321e39de88b35b2f1d3/pdf/GOVPUB-C13-dca04f7b7fc21321e39de88b35b2f1d3.pdf + + + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx +13. Will the site’s security groups migrate? +No. Active Directory lists that are on premise will not be migrated; however the Project Team will recreate them as Azure Active Directory groups with settings activated to enable Owners and Designers to manage their membership after they migrate. + +Please keep your access and permissions up-to-date. You should not wait until your site is scheduled for migration to perform this update. + +https://dialogue/proj/ITCD-RMTI/SAS-SAS/_layouts/settings.aspx + + + + • Adaptive Identity: +— Support for multiple classes of consumers and participants, whose roles and identity may evolve to meet rapidly evolving ecosystems and new environments +— Ease of maintenance and operation while being agile and easy-to-modify + + + • Context-Specific, Policy-Enforced Data Security: +— Holistic approach that reduces risk of exposed data across full lifecycle by best practices for continuous improvement + + + • Threat Scope Reduction and Risk Avoidance: +— Reduced scope of threats to support agility and support complexity +— Increased complexity and number of communication patterns increasing difficulty of addressing through a data and asset-centric approach + + + • Real-Time/Near Real-Time Response: +— Security Operations Centers (SOCs) with threat and incident response organizations, infrastructure, and processes + + + • Separation of Concerns: +— Ability to support unpredictable consumers by decoupling security from the underlying resource so that clients of APIs and applications can evolve in a changing digitized environment + + + • Automated Audit: +— Support for agility and increased complexity without traditional, lengthy processes + + + • Secured Zones: +— Adaptive and easily configured zones for data that must be protected, such as fraud, Personally Identifiable Information (PII), and Payment Card Industry (PCI) data + + + • Policy-Driven Access Control: +— Support for adaptive identity, evolving and agile access to resources (e.g., applications, APIs), and unpredictable relationships between consumers and producers + + + ESDC will develop a roadmap based on this assessment to address risks and known technical debt, in concert with the transformation agenda currently underway at ESDC. +This involves migrating departmental applications from existing SSC legacy data centres into new hosting environments. ESDC will work with Treasury Board Secretariat (TBS) and SSC to identify target hosting environments, including Cloud based hosting services operated by the Government of Canada and private industry and at new, state-of-the-art data centres operated by SSC. + + + 10.6.2 IT Technical Management +The ability to ensure current and appropriate IT is in use. For example, Application Management, IT Infrastructure Management + + + 10.6.4 Channel Infrastructure Management +The ability to provide the technological needs to support the operational real-time management of delivery of the channels + + + + 10.6.3 IT Service Management & Operations +The ability to respond to interruptions to IT services to restore service levels. For example: National Service Desk (NSD) + + + From: Peterson, Sophia <Sophia.Peterson@tbs-sct.gc.ca> +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference + + + + From: Peterson, Sophia <Sophia.Peterson@tbs-sct.gc.ca> +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference + + + From: Peterson, Sophia <Sophia.Peterson@tbs-sct.gc.ca> +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference + + + From: Peterson, Sophia <Sophia.Peterson@tbs-sct.gc.ca> +Sent: July 28, 2021 2:13 PM +Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions + +- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint +- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram +- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS +- Maybe that details list of apps in the annexes as a reference + + + + + As soon as your site is scheduled, here’s how The Migration Team will help SAS get started: + +Owner Welcome Message from the Project Team +Confirms your migration date and new URL, and introduces you to your role and the information and training that will guide your success. + +Invitation to Owner Orientation Session +Live session provides an end-to-end view of the process - before, during and after migration: + - Critical steps and Your Role + - Before/After View of the Technology + - Top Learning Tips + - Questions & Answers with the Project Team + +Online Resource Centre +Handy information and guidance all in one place, to help you prepare your SP 2010 site for migration and get up-to-speed quickly in SP Online. + +Learning Essentials +A checklist of recommended learning that will help you continue your work in your new SharePoint Online environment. + + + ISSUE: +URL for SharePoint Folders: https://014gc.sharepoint.com/sites/SAS-SAS/Documents +URL for "SAS-SAS" MS Teams Team Shared Folder: https://014gc.sharepoint.com/sites/SAS-SAS2/Shared%20Documents/ +In Teams, the "Files" tab in each of the "SAS-SAS" Team's Channels is mapped to a different "site," "SAS-SAS2". +Ideally these would be the same. We may need to involve the IM Team / SharePoint 365 Support Team in order to + - Determine whether this is even possible + - Figure out how to do it in the most direct, simplest way (at least from an ongoing management pov) + + + 10.4.3 Training and Development Management +The ability to define the organisation, skills and administrative needs of the enterprise and its employees as well as to develop and maintain staff roles and skills profiles. + + + 10.4.2 Workforce Management +The activities related to staffing, recruitment and retention, classification, compensation and benefits, talent management, succession planning, employment equity and official languages. + + + 10.4.1 Workforce Planning and Analysis +The ability to perform the acquisition of human resources through our internal competition process, in order to ensure that appropriate skills are available when needed + + + Value Stream Develop Employee Career +Value Stage Develop Employee +Business Capability 10.4.3 Training and Development Management +The ability to define the organisation, skills and administrative needs of the enterprise and its employees as well as to develop and maintain staff roles and skills profiles + + + + + KPI's defined by APM, measured in fact. +Measurable, Reproducible, Automatable. +Formula-driven. +Scale-up to HL Frameworks, i.e. EA's Assessment +Explore Predictive Analytics using the model developed for Technical Debt Remediation. +Aim to change, bring in new things. Opportunity to test that out. EA is more about predictive. + + + An investment in foundational data capabilities is needed to improve the Department’s use of data to deliver on priorities and outcomes such as: Social Sector Stabilization and Resiliency, Early Learning and Child Care support, causes of chronic homelessness, outcomes sought by Black and other racialized Canadians, and predicting the changing and emerging needs of Canadians with respect to legislated programs. + + + For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value. + + + For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value. + + + For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value. + + + “In 2013 Gartner was contracted to provide a review of the Information Security Practices of Employment and Social Development (ESDC). Among their recommendations was one with respect to “improving governance”. In the course of researching that recommendation in more detail and exploring related strengths and weaknesses across the continuum of ESDC’s management of information security, it became apparent that a key driver of risk was inconsistent or inadequate enterprise leadership, policy, and process in the area of data management”. Data Governance Discussion Paper, Gartner for ESDC IITB, March 20, 2014. + + + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +1. Lead the development and implementation of a data vision and strategy, including piloting the use of innovative techniques like predictive analytics. + + + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +3. Champion greater horizontality in the internal flow of ESDC data in cooperation with Senior Management and data custodians. + + + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +2. Champion the establishment of effective data governance and data policies to improve data management and ensure the validity, availability, and quality of ESDC data. + + + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +4. Work with stakeholders to improve partner access to ESDC data including public access to open data to support informed decision-making and drive innovation through its uptake and use. + + + First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to: +5. Work with partners across ESDC, including the Chief Information Officer (CIO), Chief Privacy Officer (CPO), the Departmental Security Officer (DSO), and data stewards, to promote awareness and education across the organization with respect to data management best practices and processes, and to ensure knowledge transfer to departmental executives across the organization and to staff directly working within the office of the CDO. + + + Service Management Use of Data +Evolve identity information capabilities to match new capacity and shared identity management services +Standard and integrated data across programs and channels facilitates: +Client access and use of data, shifting demand from staffed channels to self-service, and +Comparable operational and performance data to support more effective channel and workload management +Broad access to data analytics to assess trends and predict service requirements + + + + Client Experience Use of Data +Easy access to current information across programs and over time (e.g single client view) +Support for digital services including real-time information +Use of personalization and behavioural insights to optimize client experience + + + + Benefit Delivery Use of Data +Risk-related data is captured and available to support early decisions, compliance monitoring and controls mitigation +Improved data quality of documented evidence enhances efficiency and effectiveness of benefit processing and the quality and transparency of decisions +Central repository of business rules information supports effective program delivery, consistent and efficient benefit processes, and agile program change management +Agents have access 360 degree view of client data + + + Client and Account Data +Increased transparency for clients on their data, interactions and benefits +Increased client sense of ownership by being able to view and update their personal data directly +Clients and ESDC users have integrated views of client data across programs and services, integrated across service channels + + + + Client Employment and Earnings History +Enhanced capability to assess data quality and integrity +Preparedness to future transformation opportunities such as ePayroll + + + + Analytical Insights and Reports +Enhanced access to quality/trusted data +Ability to collect and consolidate data across sources +Enhanced reports quality (client, service, partner, operations, program outcomes) +Robust data driven insights (client, service, partner, operations, program/policy) + + + + Demographic Data Intake Partnerships +Establish the capability to obtain on a continuous basis partner available data that describes the ever-changing operational environment of the business, particularly the client base and their needs. + + + • Data Policy Support the strategy with overarching policy that provides guidance to ensure that organization acts in a manner that is consistent with successful implementation of the strategy. + + + • Surveys and Research Identify gaps in available data that describes the operational environment of the business, and act proactively to fill those gaps. + + + • Data Governance +Define the roles and procedures that assure the effective management of data, i.e. to ensure that as a critical resource, data is available as needed to support the business and safeguarded to ensure its availability, confidentiality and integrity. + + + • Data Strategy +Define the path and provisions needed to progress the business management of data as an asset. + + + Build a platform for enterprise interoperability (actions underway) + +TBS will continue to work with stakeholders to develop a unified service approach and to create a set of modern integration tools called the GC Interoperability Platform (GCIP). This platform acts as an information broker, enabling the exchange of data and information between enterprise systems, departments and governments. + +The GCIP project will implement a central data exchange where information can be shared securely and reliably between government applications. Three core solutions for financial management, human resource management and information management will be connected to seamlessly exchange information, regardless of the technologies underpinning them. These systems operate on a “tell us once” principle, where data is entered in one system and then reused by multiple other systems, as legislation and policy permit, thus reducing the need for duplicate data entry while improving data integrity and accuracy. + +This work will lay the foundation to link internal departmental information with solutions for delivering programs and services and enable greater GC-wide collaboration when designing digital services. + +TBS will continue to lead the adoption of a common GCIP to support information sharing inside and outside the GC domain. This approach will enable business process improvement within the government and across jurisdictions, leading to improved program and service delivery for citizens and businesses. + +Through the creation and use of a governance framework (policies, directives, guidelines and open standards) for the GCIP, TBS will: +• foster openness and collaboration +• promote digital services +• advance enterprise interoperability and information sharing across the government + + + Introduce a strategy for use of open source software and open standards (planned actions) + +The use of open source software supports interoperability and information sharing and should be considered in the assessment of IM-IT solutions. Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications, making them more robust and interoperable. The use of open standards ensures interoperability between products and systems, and maintains flexibility within the IM-IT environment. TBS will lead the development of a strategy to set direction for the government on the use and release of open source software and open standards that will be ratified by GC EARB. + + + Introduce a mobile application strategy and framework (planned actions) + +Canadians and business want to use mobile applications to interact with government data and obtain government services. As part of the overall web strategy, TBS will lead the development of a strategy and framework for the development and management of mobile applications that are easy to use and trusted that will be validated through GC EARB. GC mobile applications will be identified on Canada.ca and available through application stores. + + + Develop an application programming interface strategy (actions underway) + +APIs are used to reveal GC digital capabilities and can be combined and reused to create digital services. APIs are increasingly becoming the way to facilitate sharing of government data and information and, as such, are foundational building blocks that support the GC’s commitment to digital services. TBS will develop an API strategy for the GC. + + + Introduce a government API store (actions underway) + +TBS will lead the creation of an API store to support information sharing with Canadians, business and other entities external to government. Departments have already made available a number of APIs. The GC API store will offer a consistent means to discovering APIs and subscribing to them. The store will provide API publishers and users with a central, multi-tenant API management platform that includes: + +• a searchable catalogue +• version control +• automated access provisioning workflows + +Operating under a self-service model, API publishers will be allowed to sign up and benefit from “active documentation” that allows them to drill into API definitions, try APIs and share their feedback in the store’s forum. + +Interoperability, mobile applications and APIs are key elements to supporting digital services for the GC. + + + Determine the feasibility of developing a “tell us once” approach for government (planned actions) +TBS will investigate the “tell us once” approach for the GC from various perspectives to understand possible risks and challenges including: security, privacy, IM and IT. + + + Enhance online infrastructure to enable departments to release their data and information (actions underway) + +Having reliable infrastructure in place to ensure the maximum release of government data and information ultimately results in: + +• a platform for Canadians that enables access to open government data and information +• the opportunity to meaningfully engage on related issues +The long-term goals of these activities are to deliver value to Canadians through open information and data that: + +• fosters greater citizen participation in government +• promotes innovation +• creates economic opportunities + +Canada’s Open Data Exchange (ODX) is an organization that helps Canadian companies make use of open data. TBS will work with the ODX to deepen insight into the commercial open data landscape and to understand what challenges need to be overcome in order to make Canadian open data companies more competitive. + + + Develop a master data management program (planned actions) + +In an open and distributed operational environment such as the GC, there is a risk that business-critical data becomes redundant, inconsistent and scattered throughout the enterprise. + +Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability. + +TBS will work with key business owners (for example, the Office of the Comptroller General and the Office of the Chief Human Resources Officer) to establish a government-wide MDM program to formally identify standard data elements and single authoritative sources for key information domains, where appropriate. + + + Advance analytics (planned actions) + +Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy. Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends. Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives. + +TBS, working with departments, will lead the development of requirements for an enterprise analytics platform. + +TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing. + + + Implement a platform for external collaboration (actions underway) + +Technology makes it easier for citizens, academia, scientists, businesses and government to share ideas and information and to collaborate with one another. TBS will lead the establishment of an external collaboration service provider to host departments and provide them with a dedicated workspace and computing storage for unclassified and transitory data. Cloud pilot projects will test-drive requirements and determine the most suitable platform to meet government business, information and security needs. + +TBS, in collaboration with departments, including PSPC and SSC, provides departments with a secure platform called GCCollab to: + +• share opinions, information and analyses +• collaborate with external partners, academia, businesses, other governments and citizens + +While meeting the government’s requirements for security classification, disposition and recordkeeping, the platform will support an array of functions such as document sharing, co-authoring, assigning tasks, organizing meetings and holding discussions. + + + Implement GCDOCS (actions underway) + +Time and productivity are frequently lost due to the lack of consistent tools and systems to help employees store, search and find the information and data they need to do their jobs. Enterprise IM solutions such as GCDOCS streamline and simplify these processes, but they need to be configured properly to make back-end IM processes as invisible as possible to users. + +Automation can provide opportunities to: + +• simplify and streamline key IM processes and practices +• deliver a seamless user experience that relieves burden on individual GC workers + +Furthermore, implementing integrated and standardized solutions across departments can help make it easier for GC employees to find, use and share the information and data they need to do their job, while ensuring consistent, foundational management of GC information assets. Information and data can be leveraged to help departments achieve their business objectives and meet their mandated requirements. + +TBS and PSPC will enhance the government-wide GCDOCS service for departments, including: + +• full deployment by 2022 +• broadening its integration with back office systems +• piloting its use as a tool for increasing the openness of government information + + + Migrate websites to Canada.ca and assess options for a single GC digital service platform (actions underway) + +The GC’s Web Renewal Initiative will improve Canadians’ access to GC online services through a single online window (Canada.ca). This initiative will bring hundreds of existing sites into one, designed to better meet the needs of Canadians. TBS will develop a new strategy to set further direction on providing a single window to Canadians for all GC information and services and create the conditions required to transition to a single GC service platform. + + + TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + ESDC fulfils its mission through, but not limited to, the following activities: +1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community +2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement +3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities +4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants +5. Ensuring labour relations stability by providing mediation services +6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and +7. Delivering programs and services on behalf of other departments and agencies. + + + # Questions + 1.1 Describe ownership and strategic partnerships of your company, does the business and infrastructure reside in Canada? + 1.2 Have you successfully implemented other similar projects? Provide specific examples. + 1.3 Does your company currently have a procurement business number (PBN)? + 1.4 Does your company currently have a security clearance with the Canadian Government? + 1.5 Has your company successfully implemented your solution in a government environment? + 1.6 Can you provide a demonstration of your product? + 1.7 Is a testing environment available for testing as part of the RFI process? + + + # Questions + 2.1 Using the Government of Canada’s Policy Framework for People Management and TBS Executive Talent Management Framework, how does your solution capture and use training data to help: +· Build complementary teams? +· Identify talent gaps? +· Map Succession plans? +· Identify skill surpluses deficiencies? + + 2.2 Given the business process attached to the RFI for the departments LMS process, please comment on possible improvements, comparison to industry best practice, and how your product would align/benefit the process. + 2.3 How does your product classify and categorize skills, talents and competencies both for employees and for positions? + 2.4 How does your product manage organizational hierarchical relationships? + + 2.5 How does your product provide assessments to facilitate the design and delivery of customized leadership development solutions consistent with organization's unique business and culture context? + 2.6 How does your product assess leadership strengths, and potential gaps? + 2.7 What level of configuration is possible, available, and required to meet the department’s business process? + + 2.8 How is your product be configured to meet WCAG 2.0+, Revised Section 508, or EN 301 549? + + 2.9 If unable to meet 2.8, is this planned in the roadmap and when? How is this to be implemented to an existing solution? + + 2.10 Can different business rules be configured for different organizations/sub-organizations in the system? + 2.11 Does your system support performance assessments? If so, does it support the following: +· Annual +· 6 months +· Self-appraisal +· 180/360 degrees +· Peer-to-peer +· induction +2.12 Does your system support branding courses differently based on group or department? +2.13 Is your system capable of suggesting training based on current qualifications, course history and career development goals, including high potential employees? +2.14 Does the system support access by individuals with visual, physical and cognitive disabilities using screen readers, screen magnifiers, speech input and switch-based tools? +2.15 Does your system offer training certificates or proof of completion? + + + # Questions +3.1 How does your product provide reports to users and what reporting capabilities does it support? +3.2 How does your product assess content, data and generate reports to support senior management decision making? +3.3 Does your product support ad-hoc reporting? What (if any) limitations are involved with it. +3.4 Can raw data be exported from the system? In which formats? + +3.5 Can reports be scheduled to run? +3.6 Can reports be distributed to a predefined list of users on a schedule? +3.7 Does the product support exporting data to other BI tools or external reporting (e.g. Crystal Reporting)? +3.8 Can data be restricted from users based on their organization or role? +3.9 Can reports be exported? In which formats? +3.10 Does the product support the ability to brand and customize the look and feel of the reports by organization +3.11 Is data in reports live? If not, how frequently are the data tables updated? + + + + # Questions + 4.1 Please describe what is provided with your technical support, including but not limited to: the hours of support, methods of contacting technical support, and location of technical support. + 4.2 What support resources are available outside of phone support/live chat? + 4.3 How often is the product updated/upgraded? At what frequency would these updates be added to the system after deployment? + 4.4 Do you have a process for rolling out regular system updates/upgrades? If so, what is the process? + 4.5 Is support bilingual (French and English)? + 4.6 What is the availability of the system? 24/7? And with what % uptime? + + + # Questions + 5.1 What additional hardware and/or software are needed for proper performance? + 5.2 What level of integration is your product: +a) capable of and +b) What is required to function? + 5.3 Does your product require special network requirements (LAN or WAN) for optimal operation of this product? + 5.4 Is your system installed on standard server hosting, private cloud or a public cloud? If cloud based, are all your data-cloud servers located in Canada? + 5.5 What controls are in place to ensure proper isolation between your internal administrations from resources used by customers? + 5.6 If the solution is based on a multi-tenant environment, what controls are in place to isolate customer’s data from one another? + 5.7 Is there any additional software or hardware required for your solution? + 5.8 What security measures are in place to comply with https://www.tbs-sct.canada.ca/pol/doc-eng.aspx?id=12329 ? + + + # Questions + 6.1 Can existing courses from our current SABA LMS be migrated and reused in your solution? + + 6.2 Does the solution support map4, HTML5 packages, SCORM packages, PDFs, audio clips, MS Office documents formats? + 6.3 How can the types of files listed in 6.2 be migrated from an existing LMS? + 6.4 How do you support migrating data and media files to your system? + 6.5 Can training results be exported and shared from another system and loaded via spreadsheet? Example user is moving from another department + 6.6 Is raw data accessible to the extent that it could be migrated to a new system upon contract end? If so, are there any associated costs? + + 6.7 Do you have any previous experience in migrating data from an existing LMS into your solution? Is there a defined process for this? + + + + + # Questions + 7.1 In a networked environment, is it possible to disable your product for one user without disabling the product for the entire network? + 7.2 Does your product support encryption at rest, in transit or authentication (2- +factor)? How are users authenticated? +7.3 Is your product able to support the requirements in the GC Security Control Profile for Cloud-Based GC IT Services for Protected B, Medium Integrity and Medium Availability (PBMM)? +7.4 Has your service been validated and verified through the Centre for Cyber Security (CCCS)’s Cloud Service Provider IT Security Assessment Process? +7.5 Describe how your product complies with the following Government of Canada security and privacy standards and policies: +· Security Organization and Administration Standard +· Operational Security Standard: Management of Information Technology Security (MITS) +7.6 Does your product allow for user profiles (role-based access)? +7.7 What level of redundancy exists in your data centres to ensure data recovery can be ensured? +7.8 Are any third-party vendors used in this solution? If so, have they verified by CCCS (Cloud Service Provider IT Security Assessment Process)? + + + # Questions +8.1 Can existing courses from our current LMS be transferred to your system? + +8.2 Does the system support the use of Application Programming Interfaces (APIs)? +8.3 If yes to 8.2, Have these APIs been validated by the Communication Security Establishment via the Supply Chain Integrity Assessment? +8.5 Is the system able to integrate with PeopleSoft HRMS? +8.6 Is the system able to integrate with ERP systems for cost and financial data reporting? Is the data exchange unidirectional, or bidirectional? +8.7 Does the system support Single Sign On authentication SAML 2.0? + +8.8 Can the system integrate and connect with existing GC social networks (GCConnex, GCpedia, GC Intranet)? +8.9 Does the system have the ability to track and store the capture of all transactions and data in the system? + + + # Questions +9.1 In what ways are technical support team members supported in case of issues? Is there any process in place? +9.2 How would support staff at ESDC be trained to use the system? +9.3 What resources are available to ESDC staff after training to support administration of the system? +9.4 Describe what, if any, training resources are available for end users and how they are delivered? +9.5 Do you provide train the trainer training during onboarding? + + + # Questions +10.1 What is the licensing model/cost for your product? +10.2 What is the pricing model used for your final integrated solution? (Please provide the published price list if available) +10.3 Depending on your licensing model, what is the annual renewal rate for your product? +(For example, if a perpetual licensing model is used, what is the standard maintenance and support rate? If a subscription licensing model is used, what is the renewal rate for your product? +10.4 How your product is delivered (hosted, cloud, perpetual licenses)? +10.5 What are the costs associated for data migration? +10.6 What are the costs of implementation +10.7 What are the costs, if any, that are associated with installation activities? +10.8 Are there any potential additional fees to those listed above? + + + # Questions +11.1 What is the estimated duration required for a simple, medium and complex installation? +11.2 What is the estimated duration required to plan for a simple, medium and complex installation? + + + + + + + + + + + + + + + + + + + + + + + + + + + Production deployment: This step consists of releasing the solution to its production environment. + + + + + + Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities. + + + Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations. + + + Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not. + + + UX / Design: This step serves to explore and eventually establish the necessary specifications and features that will satisfy the solution’s success criteria. The team will determine the data needs, components (hardware and/or software) and infrastructure required for the solution to accomplish its objectives. + + + Required Guardrails + + + Governance ensures that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritisation and decision making; and monitoring performance and compliance against agreed-on direction and objectives. Governance is the responsibility of the Enterprise Architecture Review Board under the leadership of the ADMs of TISMB and IITB. + + + The service governance process ensures that the organizational objectives are achieved by evaluating stakeholder needs, conditions and options. + + + The service governance process sets direction through prioritization and decision making. + + + The service governance process monitors performance, compliance and progress against agreed-on direction and objectives + + + The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration. + + + Management plans, builds, runs and monitors activities in alignment with the direction set by the governance body to achieve the enterprise objectives. +manage the direction, acquisition and investment, as well as the overall performance of the program + + + On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients. + + + Service procurement management controls and directs the series of activities and procedures necessary to acquire facilities, infrastructure, platform and software products and services. + + + Service Contract management is the process of managing contract creation, execution and analysis to maximize operational and financial performance , all while reducing financial risk + + + Service Strategy development is to decide on a strategy to serve clients. Starting from an assessment of client needs and the market place, the service strategy development determines which services the IT organization is to offer and what capabilities need to be developed. Its ultimate goal is to make the IT organization think and act in a strategic manner. + + + Provide the service specific planning, provisioning, delivery, and decommissioning processes for the services provided by the program + + + Service Level Management involves the processes of planning, coordinating and reporting on Service Level Agreements (SLAs) between the IT service provider and customer/client group; and the ongoing reviewing of service achievements to ensure that service levels and quality are consistently delivered and maintained. + + + Availability Management is concerned with the design, implementation, measurement and management of IT infrastructure availability to ensure the stated business requirements for availability are consistently met, according to agreed levels. + + + Service Continuity Management involves undertaking a systematic approach to the creation of a plan and or set of procedures (which are updated and tested regularly) used to prevent, cope with, and recover from the loss of critical services for extended periods, in line with business continuity plans + + + Financial Management involves three main processes - budgeting, IT accounting, and charging - to ensure the cost-effective stewardship of IT assets and resources used in providing IT services. Charging is an optional activity and is dependent on the charging policy of the organization as a whole + + + Capacity Management is the focal point for all IT performance and capacity issues. Capacity Management aims to optimize the amount of capacity needed to deliver a consistent level of current and future services + + + Security Management processes involve organizing the collection, storage, handling, processing and management of data and services in such a way that the integrity, availability, and confidentiality business conditions are satisfied + + + Provide the support processes common to all services delivered by the program + + + The Service/Help Desk is the single contact point within the IT provider organization for all end-users to seeking assistance and support for IT services and/or related problems, incidents, questions, and complaints. + + + The goal of Problem Management is to minimize the adverse impact of incidents and problems on the business as may be caused by errors within the IT infrastructure, and to prevent recurrence of incidents related to these errors. + + + The goal of Change Management is to ensure that standardized methods and procedures are used for the efficient and prompt handling of all changes, to minimize the impact of change-related incidents and improve day-to-day operations + + + The primary goal of the Incident Management process is to restore normal service as quickly as possible following loss of service, and to minimize the adverse impact on business operations, thus ensuring that the best possible levels of service quality and availability are maintained + + + Release Management is very closely linked with Configuration Management and Change Management, and undertakes the planning, design, build, and testing of hardware and software to ensure that all aspects of a release, both technical and non-technical, are considered together + + + Configuration Management covers the identification of all significant components within the IT infrastructure and recording details of these components in the Configuration Management Database (CMDB). + + + An integrated approach to enable technology transformation and solve complex business challenges + + + Selecting appropriate and approved solution patterns and technology products. + + + Prepare repeatable solution patterns for common integration message exchange requirements. + + + Build services for accessing and aggregating data assets, and executing standard business processes + + + Services Continuous Integration / Continuous Deployment +Integrate and deploy services to the production environment. + + + Implement security policies and authentication/authorization protocols into service interfaces. + + + API Design is the process of developing a software interface that exposes backend data and application functionality for use in new applications. +providing an effective interface that helps your API's consumers better understand, use and integrate with them while helping you maintain it effectively + + + API Development is the planning, building, inspecting and documenting of a fully functioning end product that developers will want to work with and trust. + + + Publishing is the process of making your APIs available to app developers for consumption, i.e. putting it on the market. Make API products accessible and discoverable to app developers. Include reference documentation, manage the audience for an API and develop your API Store content. Control who has access to your APIs through the app registration process. Use API keys to provide or deny access to your API products by developers + + + Enforce consistent security best practices and governance policies across all APIs + + + API Scaling is to ensuring that you are using a proper load balancer, that your API has failover paths and/or you can dynamically scale to meet almost any demand (serverless). + + + Developers can easily discover APIs that are available in a catalog, explore them with interactive documentation and testing tools, register for access and manage their applications that are consuming those APIs. + + + API testing is a type of software testing that involves testing application programming interfaces (APIs) directly and as part of integration testing to determine if they meet expectations for functionality, reliability, performance, and security. Since APIs lack a GUI, API testing is performed at the message layer. + + + Browse through available APIs and versions, see methods available for each API and what parameters they support along with inline documentation, execute requests for any method and see responses in real time, make authenticated and authorized API calls with ease, and search across all services, methods, and your recent requests to find what you are looking for + + + Enter into a service contract and receive an access key to the API. Determine the most appropriate recurring usage model. If monetization is involved, determine pricing and billing. + + + Deliver sophisticated and controlled file-transfer solutions using simple, secure file transfer protocols and standard models of exchange, with secure encryption, manageability, scalability, file processing, integration and business-reporting options. + + + Information technology operations, or IT operations, are the set of all processes and services that are both provisioned by an IT staff to their internal or external clients and used by themselves, to run themselves as a business. It involves monitoring and controlling the IT services and their underlying infrastructure, the fulfilling of user requests, resolving service failures, fixing problems, as well as carrying out routine operational tasks. + +The coordination and execution of activities that enable the ongoing management and operation of products or services in the computing environment + + + The ESB platform acts as a shared messaging layer for connecting applications and other services throughout an enterprise computing infrastructure. It supplements its core asynchronous messaging backbone with intelligent transformation and routing to ensure messages are passed reliably. Services participate in the ESB using either web services messaging standards or the Java Message System (JMS). Originally defined by analysts at Gartner, ESB is increasingly seen as a core component in a service-oriented infrastructure. + + + An API gateway is the core of an API management solution. It acts as the single entryway into a system allowing multiple APIs or microservices to act cohesively and provide a uniform experience to the user. The most important role the API gateway plays is ensuring reliable processing of every API call. In addition, the API gateway provides the ability to design API specs, help provide enterprise-grade security, and manage APIs centrally. +https://apigee.com/about/cp/api-gateway + + + The message fabric is a messaging infrastructure that connects the system components and allows them to communicate. +Messages are transmitted to the components over the message fabric. The message fabric constitutes the message queues to write and retrieve application-specific data to and from the queues without the requirement for a private, dedicated connection to link the components. +https://www.ibm.com/support/knowledgecenter/SSYJCD_1.0.0/com.ibm.help.meigV100.doc/com.ibm.help.meg.welcome.doc/meig_as4_messagefabricoverview.html + + + + The API Store is a Web application which hosts published APIs. It provides a structured GUI, designed for API consumers and partners to self-register to find, explore, subscribe to and evaluate available resources. + + + The CI/CD pipeline is a set of automated processes that allow Developers and DevOps professionals to reliably and efficiently compile, build and deploy their code to their production compute platforms. The most common components of a pipeline are; build automation/continuous integration, test automation, and deployment automation. + + + The API Tooling platform includes components to assist API developers to design, build, document, test APIs according to specifications-based standards. + + + The SOA platform enables system developers to set up and manage services and to orchestrate them into composite applications and business processes. It provides the tools to design, implement, manage, and maintain service-oriented computing infrastructure across the enterprise, + + + The MFT platform enables secure file exchange and management with internal departments and external partners. It protects against inadvertent access to unsecured files in the end-to-end transfer of files. It includes monitoring and reporting capabilities. + + + + "On-prem"refers to private data centres that companies house in their own facilities and maintain themselves. On-prem infrastructure can be used to run private clouds, in which compute resources are virtualised in much the same way as those of public cloud. + + + Infrastructure as a service (IaaS) is a form of cloud computing that provides virtualized computing resources over the internet instantly. + + + Business Services are services that perform specific business functions and are required for the successful completion of a business process. They might also be called Application Services since they are used to develop composite services and business applications that automate business processes. + + + SOA services monitoring provides monitoring and management of software services and applications. This includes the ability to capture metrics and to monitor and manage application and service status. + + + SOA services analytics provides support of business analytics and business activity monitoring. It enables the department to leverage information to better understand and optimize business performance. It supports entry points of reporting to deep analytics and visualization, planning, aligned strategic metrics, role-based visibility, search-based access and dynamic drill-through, and alert and detect in-time actions + + + Ensure API availability to maintain seamless experiences for application developers, customers, and partners. Reduce the mean time to diagnosis (MTTD) by quickly investigating issues. + + + Analytics and insights into how APIs are performing, how they are being used and how they are driving business value. + + + Continually monitor a resource, for example a directory, and when the contents of that resource meet some predefined condition, start a task. + + + Consolidate and correlate event data, automate reporting and provide visibility into risk. + + + Build / Test: Development efforts occur as the solution is built according to the established design specifications. As features are developed, they undergo a cycle of testing and correcting until they successfully meet their expected intent, while being as free as possible of bugs and issues. + + + Monitor/support: This step serves to provide ongoing oversight of the production solution. As bugs, issues, opportunities for improvement and change requests arise, they are fed into the intake process to be addressed by the team. + + + This checkpoint is necessary for team that don’t have automated deployment authorization. A production deployment may require the business partner’s approval. + + + + + + + + + + + + + An event broker is middleware software, appliance or SaaS used to transmit events between event producers and consumers in a publish-subscribe pattern. +According to Gartner, event brokers “are middleware products that are used to facilitate, mediate and enrich the interactions of sources and handlers in event-driven computing.” +“Event-driven architectures (EDA) is inherently intermediated. Therefore, the intermediating role of event brokering is a definitional part of EDA. All implementations of event-driven applications must use some technology in the role of an event broker.”* +https://solace.com/what-is-an-event-broker/ + + + + + Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations. + + + Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities. + + + Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not. + + + + + https://www.scaledagileframework.com/story/ + + + + + + https://www.scaledagileframework.com/design-thinking/ + + + + + + + Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities. + + + Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations. + + + Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not. + + + UX / Design: This step serves to explore and eventually establish the necessary specifications and features that will satisfy the solution’s success criteria. The team will determine the data needs, components (hardware and/or software) and infrastructure required for the solution to accomplish its objectives. + + + Production deployment: This step consists of releasing the solution to its production environment. + + + Build / Test: Development efforts occur as the solution is built according to the established design specifications. As features are developed, they undergo a cycle of testing and correcting until they successfully meet their expected intent, while being as free as possible of bugs and issues. + + + Monitor/support: This step serves to provide ongoing oversight of the production solution. As bugs, issues, opportunities for improvement and change requests arise, they are fed into the intake process to be addressed by the team. + + + This checkpoint is necessary for team that don’t have automated deployment authorization. A production deployment may require the business partner’s approval. + + + + + + + + + + + + + The CI/CD pipeline is a set of automated processes that allow Developers and DevOps professionals to reliably and efficiently compile, build and deploy their code to their production compute platforms. The most common components of a pipeline are; build automation/continuous integration, test automation, and deployment automation. + + + + + API lifecycle management refers to the overseeing of all aspects of managing an API or API program from development to deployment and beyond, providing an organization with the ability to build, scale, analyze and monetize their APIs with ease. (https://apigee.com/about/cp/api-lifecycle-management) + + + + + + + + + + + + + + + + + + + A type of cyber security process that models and identifies typical and abnormal behavior of humans and systems within a network and can help in discovering security anomalies in user and system behavior. UEBA uses advanced analysis, aggregates data from logs and reports, and looks at packet, flow, file and other types of information, as well as certain kinds of threat data to figure out whether certain kinds of activity and behavior are likely to constitute a cyberattack + + + A method of creating secure zones within the network at the applications and services layer or below to allow better monitoring of lateral network traffic and management of access to those zones. Microsegmentation could enable zero trust principles by allowing administrators to control authentication and authorization at a more granular level than the network perimeter + + + An authentication method in which a computer user is granted access only after successfully presenting two or more pieces of evidence (or factors) for authentication. + + + + A set of policies and configurations that control access of users and devices to various services and data sources within the IT environment. Conditional access makes use of various signals or factors (e.g. user profile, device type, geographical location, etc.) to make access decisions and enforce organizations policies + + + A user authentication service which occurs when a user logs in to one application and is then signed in to other applications automatically, regardless of the platform, technology, or domain the user is using. The user uses one set of login credentials can be used to access multiple applications. + + + A software solution that stores, normalizes, aggregates and analyzes log data from multiple data sources across the entire IT infrastructure. SIEM analyzes data collected to discover trends, detect threats, and enable organizations to investigate any alerts + + + A security framework to microsegment network access by dynamically creating one-to-one network connections between the user and the resources they access + + + A set of technologies, products, and techniques that are designed to stop sensitive information from leaving an organization and ensure that sensitive data is not lost, misused, or accessed by unauthorized users. + + + An API management tool that sits between a client and collection of backend services and takes all API requests from the client, determines which services are needed, and combines them into a synchronous experience for the user. + + + + + + + + + + + + + + + + + + + + The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. + + + + + Senior Project Manager +Integrity Service Branch – Service Canada +Employment and Social Development Canada + + + + + Executive Sponsor +Justifies expenditure of funds for project planning. + + + Director General +Integrity Services Branch – Service Canada +Employment and Social Development Canada + + + Director General +Integrity Services Branch – Service Canada +Employment and Social Development Canada + + + A/Director General +Innovation, Information and Technology Branch +Employment and Social Development Canada + + + Executive Sponsor +Justifies expenditure of funds for project planning. + + + Enforcement investigations are seeking to establish evidence of “guilty mind” by the subject, compared to compliance investigations that are seeking to establish and adjudicate on the conduct of “guilt acts” by the subject. + +As ISB’s Enforcement investigations function continues to mature, maintaining the status quo poses significant challenges to workload, case management, intelligence gathering, security of information, and operational reporting. There is also a real risk that ISB may have a case thrown out of court or rejected by the Public Prosecution Services of Canada (PPSC) based on a loss of evidence that would normally be included in a proper enforcement case management system. ISB requires a system to support Enforcement investigations that will replace the system(s) currently in use, which is not meeting the needs of enforcement. + +The Enforcement function is in need of an effective case management system capable of supporting effective workload management, unified case management, the release of quality court documents, tracking of evidence and reporting. The Office of the Auditor General (OAG), in its 2017 spring report “Managing the Risk of Fraud”, noted the following “fraud in a federal government organization can cause the loss of public money or property, hurt employee morale, and undermine Canadians’ confidence in public services. Therefore, federal organizations must manage their fraud risks.”1 The lack of an effective case management system within ISB is limiting the ability of ISB to support robust investigations and achieve ESDC strategic objectives. + + +• Enforcement function +Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes. + +[2.3.1] Enforcement Function +Cases handled by the ISB Enforcement NEID and regional investigators are maintained using a SharePoint system and Excel sheets to track cases. +Enforcement investigations previously used MISCIS as a reporting tool to keep NHQ informed of the nature of a case, objectives, strategy, participants, partners, status and outcome of cases involving sensitivity and/or fraud characteristics MISCIS did not support day-to-day case processing. As a result, it was deemed impractical by investigators and was completely discounted as non-operational. +Cases are managed at the regional level, without a common and robust case management system; current data on ongoing criminal investigations is unreliable, as the case management system (SharePoint) is not built into a robust process. SharePoint also does not meet the court-mandated investigation tracking, evidence tracking, documentation security and disclosure requirements for enforcement investigations. There is minimal system-level security around the criminal cases and investigators see each other’s files, and team leaders see files belonging to all of their investigators. SharePoint lacks any suitable change tracking mechanism for documents that may be modified by others than the author. There is also no suitable safeguards within SharePoint to prevent unauthorized disclosure of info. Once the objectives of transforming the enforcement function are met, this will increase the number of criminal cases initiated by each region, but as of yet no modern, secure, and reliable tool is available to help manage such an increase. The lack of an appropriate case management system puts into jeopardy all enforcement cases. +ESDC provides significant public funding (more than $120 billion yearly) to millions of beneficiaries through the EI, CPP and OAS programs. To fulfill ESDC’s commitment to the proper stewardship of these funds, ISB is responsible for preventing, detecting and addressing potential abuse and fraud of these programs. To achieve this mandate, ISB currently performs the majority of its activities in the form of administrative investigations. As a result, the proportion of Enforcement function activities is much smaller than that of the compliance function. A 2016 global study by the Association of Certified Fraud Examiners (ACFE) indicates that all types of organizations around the world suffer significant losses due to fraud (estimated between 2.5 and 5% of an organization’s yearly revenue (excluding administrative errors). A scan of reports of fraud loss across major countries—including the United States (US), United Kingdom (UK) and Australia, among others—indicate that between 2.5 and 5% of benefits funds are lost to fraud. While some errors can be caught and fixed through administration functions, the function must be complemented with a strong enforcement regime that can address the complexities associated with a criminal fraud investigation and act as a strong deterrent. ISB has the opportunity to develop a cohesive, integrated, and enterprise-wide system to support the prevention, detection, and resolution of fraud investigations through the development of an enhanced Enforcement CMS, aligned to the Fraud Framework. +To support the broader departmental modernization agenda, ISB must modernize itself to evolve with current and future technological and social changes. +The Department’s employees are at the centre of this evolution. ISB will continue to invest heavily in staff development and training, enabling staff to change and grow with the environmental changes and to use new and existing skills to drive innovation in the Branch. ISB will also engage new employees with multidisciplinary knowledge and technical specialties to facilitate the horizontal collaboration and partnerships both within and outside of ESDC. This will be critical to its success in identifying new approaches to protect the integrity of its programs, services, people, and assets. + + + Enforcement investigations are seeking to establish evidence of “guilty mind” by the subject, compared to compliance investigations that are seeking to establish and adjudicate on the conduct of “guilt acts” by the subject. + + + As part of processing an enforcement case, there is involvement with the judiciary, so obtaining evidence requires more diligence and effort to conduct and holds more risk to the organization should they be conducted inappropriately. + + + As part of processing an enforcement case, there is involvement with the judiciary, so obtaining evidence requires more diligence and effort to conduct and holds more risk to the organization should they be conducted inappropriately. + + + + Once approved, to ensure that all downstream requirements derive from the business need and to assess the impact of proposed changes on realizing project objectives. + + + Integrity Operations, within ISB, is responsible for national Compliance and Enforcement activities for several of ESDC’s largest benefit programs and services: Employment Insurance (EI), Social Insurance Number (SIN), Canada Pension Plan (CPP), Old Age Security (OAS), Temporary Foreign Workers Program (TFWP), and International Mobility Program (IMP). To manage its programs, ISB executes the enforcement workload as follows: +• The Enforcement function (focusing on fraud cases with the potential for prosecution under the Employment Insurance act) does not have a unified case management system, and instead manages work through a combination of Microsoft (MS) Excel and a variety of SharePoint sites using various designs. + + + + + + Integrity Operations, within ISB, is responsible for national Compliance and Enforcement activities for several of ESDC’s largest benefit programs and services: Employment Insurance (EI), Social Insurance Number (SIN), Canada Pension Plan (CPP), Old Age Security (OAS), Temporary Foreign Workers Program (TFWP), and International Mobility Program (IMP). To manage its programs, ISB executes the enforcement workload as follows: +• The Enforcement function (focusing on fraud cases with the potential for prosecution under the Employment Insurance act) does not have a unified case management system, and instead manages work through a combination of Microsoft (MS) Excel and a variety of SharePoint sites using various designs. + + + + + + + + + + + + + + + + + + + + Selections +Observations Creation +Case Creation + +ICST - Information Collection and SYnthesis Team + + + Case Transfer (Report) + + + + + + ICST - Information Collection & Synthesis Team + + + + + + + + + + + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + + + + + ESDC has a mandate to help build a stronger and more inclusive Canada, help Canadians live productive and rewarding lives, and improve Canadians' quality of life. At the heart of this mandate are the policies, programs, services and benefits that support our most vulnerable -- the unemployed, people with disabilities, the homeless and the elderly. Last year alone, Service Canada provided $122 billion in direct benefits to 9.5 million Canadians. + +To ensure that ESDC can continue to deliver on this important mandate in the future, we have embarked on a department-wide transformation to improve the client experience during their journey with Employment Insurance (EI), Old Age Security (OAS) and Canada Pension Plan (CPP) programs. + +The Benefits Delivery Modernization (BDM) Programme is leading this transformation. + +BDM Programme signifies a long-term commitment to modernization. Over the next 10 years, many projects will focus on improving our statutory programs in three key areas. They are: + +Service Excellence: we want to deliver an outstanding experience for clients, delivering benefits and services when they need them. We also want an organization that embeds quality and integrity in service design. +Policy Agility: we want to be able to adapt policy rapidly to changing needs and priorities of Canadians and their government. +Transformed Organization: we want our workforce to have the authority, skills, tools, and training to make it all happen. + +The four phases, called tranches, are moving at this deliberate pace to ensure changes are done properly and in an integrated way. It also means we can adjust the plan as we go and keep employees informed and prepared. + + + + + + + + + + + + + + + + + + + + + From NHQ NEID @ 25-to-50% + + + + + + + + + + + Justifies expenditure of funds for project planning. + + + + + + + + + + + + + + + + + + + + + + + + Participants that provide the 'full package' of a trusted digital identity. Typically, this is a provincial, territorial, or federal digital identity program that is providing trusted digital identities to another jurisdiction. These may also be providers serving each other within an industry sector. Trusted Digital Identity Providers are a type of Claims Provider. + + + Holder: An entity that controls one or more Credentials from which a Presentation can be expressed to a Verifier. A Holder is usually, but not always, the Subject of a Credential. Digital Identity Owner, Card Holder + + + Verifier: An entity that accepts a Presentation from a Holder for the purposes of delivering services or administering programs Relying Party, Credential Verification Service Provider, Credential Authentication Service Provider, Authentication Service Provider, Digital Identity Consumer, Delegated Service Provider. + + + + Subject: An entity about which Claims are asserted by an Issuer. Person, Organization, Device + + + + + + + + + + + + + + + + + + + + + + + + + A content is a set of claims. + + + An attestation to the content + + + A documentary proof of the credential + + + “Another mechanism that organizations use to bake evolvability into their system architectures is the concept of architectural guardrails. As with their real-world roadside equivalents, software guardrails are designed to keep people from straying into dangerous territory. +In real terms, guardrails represent a lightweight governance structure. They document how an organization typically “does” things – and how, by implication, development teams are expected to “do” similar things. For example, a guardrail may document not just the specific availability requirements for a new service, but also how the organization goes about meeting such requirements. Typically, guardrails are used in combination with an external oversight team – be this an architecture board, guild, or program office. Typically, the message from such oversight teams is simple: if you stick to the guardrails, you do not need to justify your architectural choices – we will just approve them. However, in those situations where you could not abide by a guardrail, then we need to discuss it. If your reasoning is sound, then we may well agree with you and modify our guardrails, but we reserve the right to tell you to change your approach if there was no good reason not to abide by the guardrails. +The key to their power is that they are not mandates. They do not impose absolute bans on teams taking different approaches; rather they encourage creativity and collaboration, and encourage the evolution of the governance structure itself.” +From <https://pubs.opengroup.org/architecture/o-aa-standard/Continuous-Architectural-Refactoring.html#KLP-CAR-guardrails> + + + + The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens. +• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. "API First" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described. +• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders. +• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design. + + + + + + + + + + + + + + + + + + + + + + + On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients. + + + The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration. + + + API testing is a type of software testing that involves testing application programming interfaces (APIs) directly and as part of integration testing to determine if they meet expectations for functionality, reliability, performance, and security. Since APIs lack a GUI, API testing is performed at the message layer. + + + + On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients. + + + The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration. + + + Publishing is the process of making your APIs available to app developers for consumption, i.e. putting it on the market. Make API products accessible and discoverable to app developers. Include reference documentation, manage the audience for an API and develop your API Store content. Control who has access to your APIs through the app registration process. Use API keys to provide or deny access to your API products by developers + + + API Development is the planning, building, inspecting and documenting of a fully functioning end product that developers will want to work with and trust. + + + Browse through available APIs and versions, see methods available for each API and what parameters they support along with inline documentation, execute requests for any method and see responses in real time, make authenticated and authorized API calls with ease, and search across all services, methods, and your recent requests to find what you are looking for + + + + + GC Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (HTRA) + + + + Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (ITSG-33/HTRA) + + + Definition: A security control that focuses on the management of IT security and IT security risks. (ITSG-33) + + + + + Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (ITSG-33/HTRA) + + + Definition: A security control that focuses on the management of IT security and IT security risks. (ITSG-33) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + BDM Architecture Guidance and Standards Playbook - v0.3.pptx +https://014gc.sharepoint.com/sites/BDMArchitectureTouchpoint-StaffandConsultants/Shared%20Documents/General/04%20-%20Architectural%20Governance%20and%20Enabling%20Services/BDM%20Architecture%20Playbook/BDM%20Architecture%20Guidance%20and%20Standards%20Playbook%20-%20v0.3.pptx + + + + The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + + + + Treasury Board of Canada Secretariat (TBS) + + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise. +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. +• Current systems and technology: The set of information resources deployed within the enterprise, including systems documentation, equipment inventories, network configuration diagrams, policies, and procedures. +• Emerging industry trends: Predictions about economic, political, technical, and market factors that influence the enterprise environment. + +The EA Principles are developed by following a systematic process to create, socialize, approve and communicate them to ensure that they will have the desired effect. This process involves the following five key steps : + + Step 1- Identification of the EA Principles: The EA Principles identified in this document were mostly derived from previous EA Principle documents. The following main sources were consulted and leveraged: +• The Open Group Architecture Framework (TOGAF) defined Architecture Principles; +• Canada Border Services Agency (CBSA) defined Architecture Principles; +• Treasury Board defined Architecture Principles; +• (Draft) DFO-MPO Enterprise Architecture Principles; +• Correctional Service Canada (CSC) defined Architecture Principles. + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization. +• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations. +• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived. +• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations. +• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified. + + Step 3 – Revision of EA Principles: Architects within EA/IM Directorate are initially engaged to review and revise the proposed EA Principles. Following that initial revision, some additional key stakeholders could also be engaged in the revision as required. + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + Step 5 – Leveraging the EA principles: The EA Principles will be used as an important tool for Departmental governance within the Gating process of any technology projects. They provide a firm foundation for making architecture and planning decisions, framing policies, procedures and standards, and supporting resolution of contradictory situations. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). + + + + The EA Principles are developed by following a systematic process to create, socialize, approve and communicate them to ensure that they will have the desired effect. This process involves the following five key steps : + + Step 1- Identification of the EA Principles: The EA Principles identified in this document were mostly derived from previous EA Principle documents. The following main sources were consulted and leveraged: +• The Open Group Architecture Framework (TOGAF) defined Architecture Principles; +• Canada Border Services Agency (CBSA) defined Architecture Principles; +• Treasury Board defined Architecture Principles; +• (Draft) DFO-MPO Enterprise Architecture Principles; +• Correctional Service Canada (CSC) defined Architecture Principles. + + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization. +• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations. +• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived. +• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations. +• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified. + + + Step 3 – Revision of EA Principles: Architects within EA/IM Directorate are initially engaged to review and revise the proposed EA Principles. Following that initial revision, some additional key stakeholders could also be engaged in the revision as required. + + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Step 5 – Leveraging the EA principles: The EA Principles will be used as an important tool for Departmental governance within the Gating process of any technology projects. They provide a firm foundation for making architecture and planning decisions, framing policies, procedures and standards, and supporting resolution of contradictory situations. + + + +  Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + +  Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. + + + 1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architecture Review Board (EARB), Architecture Review Committee (ARC), and other governance bodies involved in making decisions and providing recommendations; + + + 1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architecture Review Board (EARB), Architecture Review Committee (ARC), and other governance bodies involved in making decisions and providing recommendations; + + + 1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architects, Domain Architects, Architecture Practitioners and Solution Designers for use in defining standards, architectures, designs, plans and roadmaps. + + + 1.4. Audience and Key Stakeholders of the EA Principles +The audience and key stakeholders of the EA Principles are: +• Enterprise Architects, Domain Architects, Architecture Practitioners and Solution Designers for use in defining standards, architectures, designs, plans and roadmaps. + + + + The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens. +• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. "API First" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described. +• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders. +• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design. + + + + + + + + + + + + + + + + + + The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens. +• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. "API First" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described. +• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders. +• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design. + + + + + + + + + + + + + + + + + + + + + + + + Benefits Application Delivery +Benefits to clients: +Client and agent centric end-to-end processing +New benefits solution (Cúram) +Faster response to legislation and policy changes +Enhanced application process +Will improve: +Stability and reliability of systems +Client self service +Consistency and accuracy of payments and information +Level of automation + +Benefits Application Delivery: Foundations +Define user stories +Build new business capabilities +Configure the solution to enable readiness for benefit(s) +Create a Business Rules Management Framework and Platform +Create a Testing Automation Framework for benefits delivery +Incorporate Integrity-by-Design + + + + + + + + + + + Welcome! +I’m excited to share with you this Enterprise Architecture (EA)Strategy and Roadmap Year-In-Review Newsletter for the 2020-21 fiscal year. +I hope you’ll enjoy this new and innovative way to provide the EA domains with timely information on the EA Strategy [English only]and Roadmap [English only]. +In this newsletter, you will learn more about the Strategy and Roadmap. You will be introduced to the numerous challenges in evolving and maturing EA. You will also learn about the team’s outstanding achievements, particularly those accomplished while supporting COVID-19 operational requirements. The team has put together many great articles. I hope you enjoy them! +Until next time, stay safe and stay well. +Daniel Desforges +Chief Architect +Executive Director, Architecture Innovation, Information and Technology Branch + + + Chief Architect +Daniel Desforges (daniel.desforges@hrsdc-rhdcc.gc.ca) + + + + EA Strategy and Roadmap Lead +Paul Middleton (paul.middleton@hrsdc-rhdcc.gc.ca) + + + + Director Responsible for the EA Strategy and Roadmap +Christiane Faucher (christiane.faucher@hrsdc-rhdcc.gc.ca) + + + The EA Roadmap Workbook [English only] provides the EA Strategy activity details for each of the three horizons, with a directorate-specific Roadmap view. It also includes a Responsible, Accountable, Consulted and Informed (RACI) matrix of each Roadmap activity. + + + The Integrated Horizon 1 (H1) Work Plan [English only] delivers an integrated viewpoint of Horizon 1 activities along with the provisional quarterly achievements of each activity. + + + The EA Strategy (Executive Summary) [English only] provides an overview of the drivers and key themes of the strategy. + + + The EA Strategy (Detailed) [English only] describes the finer points of the strategy. + + + The EA Horizons Strategy Outcomes [English only] illustrates the strategic goals of each horizon as well as the goals of each tenet across the horizons. + + + Data that can be both searched and processed by machine. + +Structured data typically resides in databases, including spreadsheets, and is used for both transaction and analytical processing. The latter normally conforms to an enterprise-wide semantics and syntax that transcends specific business processes and functions and includes the representation of Knowledge (e.g., decision trees and rule bases). This data model or structure is defined prior to the ingestion of associated data. + + + A human-readable sequence of characters + + + + An electronic document in which data is arranged in the rows and columns of a grid and can be manipulated and used in calculations + + + A picture that has been created or copied and stored in electronic form (e.g., JPEG, GIF) + + + A visual media product featuring moving images + + + Refers to voice communications that can be transcribed and analyzed to discover customer insights + + + Information from social networks that show how users share, view or engage with content in addition to data individuals create that is knowingly and voluntarily shared by them + + + Data extracted from websites + + + A resource, such as applications and storage, which is available online through a licensing agreement. + + + A resource, such as applications and storage, which is available online to the general public. + + + ESDC data and information hosted externally (e.g., Canada Student Loan Program) + + + Enables the access, integration, and preparation of data from source systems and transformation for downstream use + + + Data Quality - Profiling, cleansing, enriching, certifying, and correcting of data to improve quality and consistency for fit for a purpose business requirements + + + Extracting, processing, and loading data in bulk, batch data movement includes two styles: extract-load-transform (ELT) and extract-transform-load (ETL). Batch data movement often combines with data cleaning processes, such as reconciling semantic disparity, merging master data entities or correcting erroneous data + + + + Typically through change data capture (CDC), this process replicates and synchronizes data among database management systems (DBMSs). Schemas and other data structures in DBMS may be identical or slightly different. This pattern keeps operational data current across multiple systems + + + Stores the persistent data, metadata, and models that provide the analytical capabilities and orchestrate the operation of the architecture +Stores persistent and transient information, of prepared and accessible business information that are ready for use by respective use cases + + + + A data warehouse is a storage architecture designed to hold data extracted from transaction systems, operational data stores and external sources. The warehouse then combines that data in an aggregate, summary form suitable for enterprise-wide data analysis and reporting for predefined business needs + + + Special-purpose data marts that are standalone are oriented to a specific business line within an organization + + + Dependent data marts are a subset of the data warehouse and are usually oriented to a specific business line + + + Conditional data marts require data feeds from the data warehouse and other source systems to serve a specific business need + + + A data lake is a collection of storage instances of various data assets. These assets are stored in a near-exact, or even exact, copy of the source format. + + + + Instead of physically moving the data, data federation/virtualization executes queries against multiple data sources to create virtual integrated views of data on the fly. DV/DF requires adapters to various data sources, a metadata repository and a query engine that can provide results in various ways (for example, as an SQL row set, XML or a Web services interface) + + + Leverages the intelligence of Data Virtualization software to access data sources directly to create an optimal execution path + + + Refers to in-memory database to create virtual integrated view of data on the fly. This may require physically moving data to an environment (e.g., SAP Hana) before conducting data virtualization + + + Enables the analysis of data and delivery to the ultimate consumption users + + + Ability to create highly formatted and print-ready reports on a regular basis + + + Scorecards help organizations measure and align the strategic and tactical aspects of their businesses, processes and individuals via goals and targets + + + Ability to report and conduct analysis using real-time dat + + + Alertsare notifications for data thresholds for (e.g., performance) + + + Dashboards are a style of reporting that graphically depicts operational or strategic information + + + Ability to deliver flat filesfor downstream analytics + + + Refers to the capability that allows business users to query data and create personalized reports in a data warehouse or data marts environment + + + + + + + Decision model management describes the systems used by data scientists and business analysts as they configure analytics models and rules to execute inside the data reservoir. Advanced analytics and data mining is managed from decision model management. These teams need access to samples of the data. This data must be formatted for analysis tools and the environment must have sufficient performance capacity to handle intense, lumpy workloads from the mining and testing processing. + + + Consists of policies, rules or standards that govern which data is collected, and how it is stored, arranged, integrated, and put to use in data systems and across the enterprise + + + Data governance is a decision-making framework for assigning rights, responsibilities and authorities to ensure that an enterprise, its regulators and its stakeholders receive reliable, authentic, accurate and timely data + + + The information governance, risk, and compliance team use a reporting environment to demonstrate compliance in industry regulations and business policies. Some of these policies apply to the management of information. These policies are defined and managed in the data reservoir’s catalog. + + + The data reservoir operations team maintains the data reservoir behind the scenes + + + + + Includes (Enterprise) Solution Architecture. + + + + + A technology-enabled discipline in which business and IT work together to ensure the uniformity, accuracy, stewardship, semantic consistency and accountability of the enterprise's official shared master data assets. Master data is the consistent and uniform set of identifiers and extended attributes that describes the core entities of the enterprise including customers, prospects, citizens, suppliers, sites, hierarchies and chart of accounts. + + + A technology-enabled discipline in which business and IT work together to ensure the uniformity, accuracy, stewardship, semantic consistency and accountability of the enterprise's official shared metadata. Metadata is a set of data that describes and gives information about other data. + + + An individual or group of people in the organization that are maintaining the catalog information. This activity includes advertising new sources, enhancing and categorizing existing data descriptions, and helping people locate the data they need. + + + Privacy and Security Management involves the following: prioritizing risk-mitigating actions based on the data's sensitivity levels and manner of use, document clearly personal information processing purposes and subsequently used data, and clarifying roles and responsibilities in the various processes involved. + + + Technical Standards for Data Integration (opengroup.org): https://publications.opengroup.org/white-papers/architecture/w211 +Copy available in SP2010: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Governance/Training/TOGAF%209.2/The%20Open%20Group%20Documents + + + An Information Architecture Vision: From Data Rich to Information Smart, White Paper (W132), published by The Open Group, April 2013; refer to: www.opengroup.org/library/w132 + + + Data Management Body of Knowledge (DMBOK®), Version 1.2, 2017, published by DAMA International, Inc.; refer to: https://www.dama.org/cpages/body-of-knowledge + + + Encyclopedia of Computer Science, January 2003; refer to: https://dl.acm.org/doi/pdf/10.5555/1074100.1074312 + + + Gartner Identifies Top Ten Data and Analytics Technology Trends for 2021, Gartner Newsroom Press Release, March 2021; refer to: https://www.gartner.com/en/newsroom/press-releases/2021-03-16-gartner-identifies-top-10-data-and-analytics-technologies-trends-for-2021 + + + Information Architecture: Business Intelligence & Analytics and Metadata Management Reference Models, The Open Group Guide (G201), published by The Open Group, January 2021; refer to: www.opengroup.org/library/g201 + + + ISO/IEC 10646:2020: Information Technology – Universal Coded Character Set (UCS); refer to: https://www.iso.org/standard/76835.html + + + ISO/IEC 11179-1:2015: Information Technology – Metadata Registries (MDR) – Part 1: Framework; refer to: https://www.iso.org/standard/61932.html + + + Merriam-Webster Dictionary; refer to: https://www.merriam-webster.com/ + + + O-DEF™, the Open Data Element Framework, Version 2.0, The Open Group Standard (C202), published by The Open Group, February 2020; refer to: www.opengroup.org/library/c202 + + + The Rise of Big Data, by Kenneth Cukier and Viktor Mayer-Schoenberger, 2013, published by Foreign Affairs; refer to: http://www.foreignaffairs.com/articles/139104/kenneth-neil-cukier-and-viktor-mayer-schoenberger/the-rise-of-big-data + + + Chris Harding, Principal, Lacibus Ltd. + +Dr. Chris Harding founded Lacibus to develop, promote, and exploit a new data platform paradigm, the Virtual Data Lake, following many years as a Forum Director of The Open Group. Virtual data lakes enable applications to mix and match data from different sources, applying distributed access control to ensure the right people have the right data. The core virtual data lake implementation is open source, and incorporates ideas developed by Chris during his work at The Open Group. + +Chris started his career as a software engineer, and was then a consultant. He has a long and wide experience of the IT industry, on which he draws in his contributions toward The Open Group work, and in online blogs and articles. + + + Plan: includes representing information holdings and identifying shortfalls, such as a lack of requisite quality + + + Discover & Extract: includes analyzing the shortfalls, finding sources and information quality (often through metadata), assessing privacy and legality of extraction, cost-benefit analysis, and getting the information required directly or indirectly (e.g., through data as a service) + + + Transform & Integrate: includes transforming data into a standard enterprise format, assessing information loss and resultant quality, information sub-integration (e.g., multi-sensor), creating metadata for integrated data, and integration with existing information holdings + + + Verify: includes establishing the legal/privacy/policy framework, determining whether the integration is legal, determining whether the integration is in line with enterprise values and brand, and determining the need to transform (e.g., anonymize) integrated data + + + Use: includes operations, decision support, and analytics; for example, Business Intelligence (BI) and Machine Learning (ML) + + + + + + + + + Includes Data Architecture. + + + + + + + SharePoint Migration Project Team + - Creates new URL for site in SharePoint Online + - Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation + - Consults with Branch/Regional IM Leads to schedule sites in migration waves + - Migrates site to new SharePoint Online environment + - Point of contact to Site Owners/Designers through the migration process + - May assign additional resources to support Site Owners/Designers of more complex sites + + + Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online + + + IM Lead + - Reviews sites and proposed migration dates with the Project Team + - May update name(s) “Site Owner” role for migration, in the site metadata + - Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) + - Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Point of contact to Site Owners/Designers through the migration process + + + The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online + + + Site Owner + - Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities + - Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed: https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-Site-Remediation.aspx + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Confirms completion of final steps in SharePoint Online, with the Project Team + + + + The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site + + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Robertson, Kristin K [NC] + - Simard, Marie-Claire T [NC] + - Cyr, Melissa M [NC] + - Bisang, Stephen S [NC] + - McNaughton, Meredith M [NC] +http://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Robertson, Kristin K [NC] + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Simard, Marie-Claire T [NC] + + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - McNaughton, Meredith M [NC] + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Cyr, Melissa M [NC] + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - Bisang, Stephen S [NC] + + + + + + + + + + + + + + Standard Generalized Markup Language (SGML) +Defined in ISO 8879:1986: Information Processing – Text and Office Systems – Standard Generalized Markup Language (SGML); refer to: https://www.iso.org/standard/16387.html. + + + HyperText Markup Language (HTML™) +Recommended by the World-Wide Web Consortium (W3C®); refer to: https://www.w3.org/TR/html52/, and also https://html.spec.whatwg.org/. + + + Open Document Format (ODF) +Published as ISO/IEC 26300-1:2015: Information Technology – Open Document Format for Office Applications (Open Document) v1.2 – Part 1: Open Document Schema; refer to: https://www.iso.org/standard/66363.html. + + + Microsoft® Office Word +ISO/IEC 29500-1:2016: Information Technology – Document Description and Processing Languages – Open Office XML File Formats – Part 1: Fundamentals and Markup Language Reference; refer to: https://www.iso.org/standard/71691.html. + + + + + + Governance authority +Identifies and evaluates feasibility and value of an opportunity. + + + 2.2.4 Program Alignment Architecture: +5.1.7 Information Technology Services +The migration of ESDC’s solutions to the EDCs and to cloud, going through an evaluation and adaptation of the solutions, will ensure proper IT service continuation and improve ESDC security Posture. + + + + + + SharePoint Online Learning Essentials +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + + + Explore the Resource Centre and be sure to see the Frequently Asked Questions. +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx + + + Full Control - Has full control. +NOT AVAILABLE to non-System Administration staff (i.e. M365), for security reasons. +Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. +Users have the ability to run code, delete the entire SharePoint instance, etc. ("SAS_Owner"). + + + + Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4). + + + View Web Site Statistics (SharePoint Permission) (Business Role) +View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents. + + + Everyone Except External Users +DOMAIN Group: ContributeWithoutDelete + + + This Permission has been deactivated (via enterprise configuration) for ESDC's tenant of M365. + +This Permission might have been used to: +1. Share with other GC Departments, Partners, etc. +2. Share with System Integrators who may not have an ESDC Network Account +3. Share with Public (use caution here). +There should be a strong Use Case here, with permissions set only at the lowest-level folder, to ensure permissions are not inherited by mistake. + + + Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. + + + + Contribute: Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents. + + + + Architect selects principles affecting EA work throughout the ADM cycle. + +The TOGAF® Standard, Version 9.2, The Open Group Standard (C182), published by The Open Group, April 2018; refer to: www.opengroup.org/library/c182 + + + Data Encoding +Digital computer data consists of sequences of zeros and ones. A data encoding standard states how data values such as numbers, text strings, and images should be represented as sequences of zeros and ones, and how such a sequence should be parsed to create data values; for example, ISO®/IEC® 10646:2020: Information Technology – Universal Coded Character Set (UCS) (see References) states how text characters are represented as sequences of zeros and ones in various formats, including UTF-8. +A list of media types (formerly known as Multipurpose Internet Mail Extensions (MIME) types) that includes the data decoding standards in common use is maintained by the Internet Assigned Numbers Authority (IANA).1 These standards are not listed here. The reader should consult the IANA media type registries. +Some data encoding standards also define content display or data structure. The media type standards listed by IANA include content display standards and data structure standards as well as data encoding standards. + + + Content Display +A content display standard states how human-readable content should be represented by data values (and therefore, in conjunction with a data encoding standard, as binary zeros and ones). +The most common content display conventions are not formally standardized; for example, conventional English text consists of words, sentences, and paragraphs delimited by spaces and punctuation marks. +Table 1 contains examples of formal standards that extend these conventions. +Table 1: Content Display Standards + + + HyperText Markup Language (HTML™) +Recommended by the World-Wide Web Consortium (W3C®); refer to: https://www.w3.org/TR/html52/, and also https://html.spec.whatwg.org/. + + + Standard Generalized Markup Language (SGML) +Defined in ISO 8879:1986: Information Processing – Text and Office Systems – Standard Generalized Markup Language (SGML); refer to: https://www.iso.org/standard/16387.html. + + + Open Document Format (ODF) +Published as ISO/IEC 26300-1:2015: Information Technology – Open Document Format for Office Applications (Open Document) v1.2 – Part 1: Open Document Schema; refer to: https://www.iso.org/standard/66363.html. + + + Microsoft® Office Word +ISO/IEC 29500-1:2016: Information Technology – Document Description and Processing Languages – Open Office XML File Formats – Part 1: Fundamentals and Markup Language Reference; refer to: https://www.iso.org/standard/71691.html. + + + Hybrid Data +Data primarily intended for human consumption but conforming, or partly conforming, to a data structure standard is hybrid data. Email is a prime example: it is intended to be read by people but includes headers (“From”, “To”, etc.) that enable machine processing. In most cases, the structured data is metadata (see Structure Standards) describing the content that is for human consumption. + + + Generic Data Structure Standards +Relational databases are the most common way of storing data, and there is universal agreement that data in relational databases is structured data. Other important forms of structured data, at least according to some practitioners, are spreadsheets and Comma-Separated Value (CSV) files, Resource Description Framework (RDF) triple stores, JavaScript™ Object Notation (JSON) and YAML (a recursive acronym for “YAML Ain’t Markup Language”) files, Extensible Markup Language (XML) files, and text files in Backus-Naur Form (BNF). + + + Relational Data +A relational database contains tables. A table is a tuple (finite sequence) of named columns, each containing data of a particular type. Each row of the table is a sequence of data values, one for each column. +Table 2: Key Standards for Relational Data + + + Name: Structured Query Language (SQL) +Description: Defines the structure of relational databases, obtaining data from them, and creating or modifying data in them. +Source/URL: ISO/IEC 9075-1:2016: Information Technology – Database Languages – SQL – Part 1: Framework (SQL/Framework); refer to: https://www.iso.org/standard/63555.html. + + + Name: SQL/CLI, or Call-Level Interface (CLI) +Description: An extension to the SQL standard that defines common interfacing components that can be used to execute SQL statements from applications written in other programming languages. +Source/URL: Refer to: https://www.iso.org/standard/63475.html. + + + Name: Open Database Connectivity (ODBC) +Description: A programming language-independent programming interface to databases originally derived from CLI. It has much in common with it, and is more widely used. ODBC can also provide connectivity to some data sets that do not support SQL, including spreadsheets. +Source/URL: Refer to: https://docs.microsoft.com/en-us/sql/odbc/reference/odbc-programmer-s-reference. + + + Under Structure Standards: +Spreadsheets +A spreadsheet file similarly contains data in rows and columns: columns need not be named, and a column can contain data of several different types and have empty cells. One common format for keeping data with these characteristics is the CSV file. + +Under Relational Data: +Spreadsheets +A convention is sometimes used in spreadsheets and CSV files that one row (the header row) contains the names of the columns, and the cells beneath it contain the values. When a spreadsheet or CSV file has consistently-typed columns (so that it is like a relational database table) the ISO/IEC 11179 standard could apply to its semantics. + + + RDF Triple Stores +Table 3: Key RDF Standards + +Note: RDF is not a language. RDF descriptions are often written in XML, but other languages such as Terse RDF Triple Language (Turtle) can be used. + + + Name: Resource Description Framework (RDF) +Description: Strictly speaking, a semantic standard, rather than a data structure standard, but RDF implies a data structure that is a collection of triples, each of which has a subject data value, a verb data value, and an object data value. +Source/URL: Refer to: https://www.w3.org/RDF. + + + Name: SPARQL Protocol and RDF Query Language (SPARQL) +Description: RDF triples are stored in triple stores. Just as SQL is a standard for obtaining data from a relational database, SPARQL specifies how data can be obtained from RDF triple stores. +Source/URL: Refer to: https://www.w3.org/TR/rdf-sparql-query. + + + + Name: RDF Mapping +Description: A W3C recommendation that defines a direct mapping of relational data to RDF. +Source/URL: Refer to: https://www.w3.org/TR/rdb-direct-mapping. + + + JSON and YAML +Table 4: JSON and YAML + +Note: JSON does not have a schema standard, though the Internet Engineering Task Force (IETF) is working to develop one (see https://json-schema.org/). Work is also taking place to extend the draft JSON Schema standard to cover YAML. + + + Name: JavaScript Notation Object (JSON) +Description: Functionally equivalent to a subset of Javascript (but with a slightly different syntax). Data is described in JSON as collections of name-value pairs, where a value can be null, a text string, a number, a boolean, a collection of name-value pairs, or an array of values. The data thus has a recursively nested structure. +Source/URL: Refer to: https://www.json.org/json-en.html. + + + Name: YAML (a recursive acronym for “YAML Ain’t Markup Language”) +Description: Functionally a superset of JSON that is intended to serve similar applications to XML, but with a more human-friendly syntax. Its syntax also differs from that of JSON. It is commonly used for configuration files and in applications where data is being stored or transmitted. +Source/URL: Refer to: https://yaml.org. + + + XML +Table 5: Key XML Standards + + + Name: Extensible Markup Language (XML) +Description: Data described in XML is structured as a tree of elements with content and attribute data values. The content of an element includes child elements and content data values. +Refer to: https://www.w3.org/XML. + + + Name: Document Type Definition (DTD) +Description: An XML document can have either a DTD or an XSD, each of which defines its structure and its legal elements and attributes. +Refer to: https://www.w3.org/XML. + + + + Name: XML Schema Definition (XSD) Language +Description: An XML document can have either a DTD or an XSD, each of which defines its structure and its legal elements and attributes. +Refer to: https://www.w3.org/TR/xmlschema/. + + + Name: XML Query (XQuery) +Description: A language for finding and extracting elements and attributes from XML documents. It is to XML what SQL is to relational databases. +Refer to: https://www.w3.org/XML/Query/. + + + Name: XML Path Language (XPath) +Description: A query language for selecting nodes from an XML document. +Refer to: https://www.w3.org/TR/1999/REC-xpath-19991116/. + + + Name: XPath Data Model (XDM) +Description: The data model of XPath and some other W3C standards. +Refer to: https://www.w3.org/TR/xpath-datamodel-31/. + + + Domain-Specific Standards +Domain-specific data structure standards define data structures appropriate to specific application domains. They are generally based on generic data structure standards, and add requirements for identified constructs that contain application-specific data. This implies particular semantics for that data. Examples are shown in Table 7. +Table 7: Examples of Domain-Specific Standards + + + Name: Fast Healthcare Interoperability Resources (FHIR®) +Description: A standard for healthcare data exchange, published by Health Level Seven® International (HL7®). It has equivalent representations of data using XML, JSON, and RDF. +Source/URL: Refer to: https://www.hl7.org/fhir/. + + + Name: Open Financial Exchange (OFX) +Description: A standard for exchanging financial information. It is based on XML. +Source/URL: Refer to: https://www.ofx.net/. + + + Name: Open Banking Standard +Description: Has JSON and YAML data representations and is documented using Swagger, now the OpenAPI Specification (OAS).3 +Source/URL: Refer to: https://standards.openbanking.org.uk/. + + + Name: United Nations/Electronic Data Interchange for Administration, Commerce and Transport (UN/EDIFACT) +Description: Based on XML, with documented data models. +Source/URL: Refer to: https://unece.org/introducing-unedifact. + + + Dictionaries +There are a number of dictionaries that provide precise definitions for terms that may be used in textual descriptions of data. They may be required to be used for specific purposes by industry associations and corporations. Table 11 provides examples. +Table 11: Dictionaries + + + Name: ISO 22745 +Description: Defines open technical dictionaries and their application to master data for industrial automation systems and integration. +Source/URL: ISO 22745-1:2010: Industrial Automation Systems and Integration – Open Technical Dictionaries and their Application to Master Data – Part 1: Overview and fundamental principles; refer to: https://www.iso.org/standard/53995.html. + + + Name: ECCMA® Open Technical Dictionary (EOTD) +Description: A technical dictionary that complies with ISO 22745. +Source/URL: Refer to: https://eccma.org/resources/. + + + + Metadata Registries +International Standard ISO/IEC 11179-1: 2015: Information Technology – Metadata Registries (MDR) – Part 1: Framework (see References) defines a framework for data semantics that is in practice used in connection with relational databases, but in theory could be applied more widely. +In this framework, data encodes information about real-world objects and their properties. A data element is a unit of data that is considered in context to be indivisible. It is a logical specification to which a data value can conform, and that states what a conforming data value means. The meaning of a data element value is a combination of an object class and a property, such as person and name. A data element also has a value domain – its set of permissible values. +When ISO/IEC 11179 is applied to a relational database, each table represents an object class, each column represents a data element, and each row represents an object and contains the values of the column data elements for that object. +Usually, the table names and column names suggest the meaning of the data in a relational database. Formal documentation can describe the meaning more rigorously. Such documentation is a kind of metadata. ISO/IEC 11179 documents the standardization and registration of metadata to make data understandable and shareable. + + + O-DEF™ Standard +The Open Data Element Framework (O-DEF) (see References) is a standard of The Open Group based on ISO/IEC 11179 that defines a framework for describing common data element concepts, with an initial index (to be extended over time) of object classes, properties, and roles. (A data element concept is a generic data element, with an object class and property, but no defined value domain.) +The O-DEF Standard aids interoperability by enabling basic units of data to be classified, using specific object class and property codes, so that equivalences and similarities between the data can be easily determined. +The O-DEF Standard also incorporates codes from existing international standards that can become plug-ins; for example, the product codes in the O-DEF Standard are drawn from the UNSPSC. + + + ERA Models +Entity-Relationship-Attribute (ERA) models are often used to describe relational database structures. ERA modeling is a well-established practice. There is no formal standard for it, although ISO/IEC 11179 defines some modeling terms. + + + Standard Data Models +A standard data model13 or Industry Standard Data Model (ISDM) is a data model that is widely applied in some industry, and shared amongst competitors to some degree. There are a number of standard data models, defined by industry bodies, vendors, and others. Many use ERA modeling notations to describe relational structures. Others take the form of hierarchical vocabularies. A particularly extensive standard data model is the US National Information Exchange Model™ (NIEM™).14 The NIEM model includes core elements and elements specific to particular communities. + + + RDF Triple Stores +In the RDF, the subject of a triple represents a real-world object, the triple’s verb represents a property, and the triple’s object represents the value of the property for the subject. This value can be a real-world object or a data value such as a number, a text string, or an image. +Real-world objects and properties that are triple subjects, verbs, and objects are identified by Internationalized Resource Identifiers (IRI).15 An IRI can be a Uniform Resource Identifier (URI) that gives the location of a web page, so that the value representing the object or property points to a web page that describes it.16 +The RDF Schema (RDFS)17 standard defines the meaning of object class and property for the RDF. Fundamentally, this is not very different to what is meant in ISO/IEC 11179. The Web Ontology Language (OWL)18 is a standard language, based on RDF, for defining ontologies. An ontology describes object classes and properties, and relationships between them. An OWL ontology can be a powerful collection of metadata. +RDF, RDFS, and OWL can be used to define standard vocabularies, including the examples given in Table 12. +Table 12: Example Standard Vocabularies + + + Name: Dublin Core™ Vocabulary +Description: The most notable, and possibly the most widely-used metadata standard, which defines a core set of common terms. +Source/URL: The Dublin Core Metadata Initiative (DCMI); refer to: https://dublincore.org/. + +Dublin Core is a trademark of the Dublin Core Metadata Initiative. + + + Name: Friend Of A Friend (FOAF) Vocabulary Specification +Description: A standard vocabulary with a wide take-up that is defined using RDF. +Source/URL: Refer to: http://xmlns.com/foaf/spec/. + + + JSON and YAML +Data described using JSON corresponds to a collection of objects, each of which has attributes, each of which is a data value, an object, or an array of objects. +There are no formal semantic standards for JSON or YAML, but data described by these languages includes the names of the objects and properties and so, to some extent, is semantically “self-documenting”. + + + XML +Each XML element represents an object, and its attributes are typed data entities that are the values of properties. The content of an element includes child elements that can be regarded as objects that are the values of other properties. As with the names of tables and columns in a relational database schema, the names of elements and attributes in a DTD or XML Schema Definition (XSD) imply some correspondence with the real world. +An approach to XML semantics was proposed in the W3C in 2001,19 but this appears not to have resulted in a formal standard. + +19 XML with Relational Semantics: Bridging the Gap to RDF and the Semantic Web; refer to: https://www.w3.org/2001/05/xmlrs/. + + + BNF +The meaning of BNF-structured data is generally described in textual documents; for example, IETF RFC 822, the original Internet email standard, describes the meanings of the fields of an email message. + +Refer to: https://tools.ietf.org/html/rfc822. + + + Domain-Specific Structures +Domain-specific structure standards, including FHIR, HL7, OFX, the Open Banking Standard, and UN/EDIFACT generally define metadata for their respective domains. + + + Hybrid Data +The structured component of hybrid data sets is often there to provide metadata. +Word processor files often include metadata, such as the name of the author. The HTML standard defines the <meta> tag to include metadata in web pages, and also allows linked data, which is structured data that is incorporated in web pages so that they become more useful through semantic queries. JavaScript Object Notation for Linked Data (JSON-LD)21 is a standard method of encoding linked data using JSON. +Refer to: https://www.w3.org/TR/json-ld11/. + + + DMBOK +Data Management (DM) is an overarching term that describes the processes used to plan, specify, enable, create, acquire, maintain, use, archive, retrieve, control, and purge data. Data analysis and transformation are data management activities. Data Management Association (DAMA) International24 is a not-for-profit association dedicated to advancing the concepts and practices of information and data management that has produced the DMBOK.25 This includes, in its Data Integration and Interoperability knowledge area, guidance related to the transformation of data. + +24 Refer to: https://www.dama.org/. +25 Refer to: https://www.dama.org/cpages/body-of-knowledge, or see References. + + + Data Science +Data analysis and transformation are related to data science,26 which is an inter-disciplinary field that uses scientific methods, processes, algorithms, and systems to extract knowledge and insights from collections of structured and unstructured data. +The Data Science Association27 has formed a committee to define formal standards for data science. +The Open Group has defined the Open Certified Data Scientist (Open CDS) certification program,28 to provide certification of the competence of data science professionals. + + + Structured Data Query Languages +Data structure query standards can be used to parse data, or to define the structure of the source and target of a transformation. So, for example, a program can be written in SQL, SPARQL,29 or XML Query (XQuery)30 in order to read data from a source and write it to a destination after transformation. + + + Transformation Utilities +Table 13: Transformation Utilities + + + Name Description Source/URL +Name: UNIX Utilities +Description: The UNIX Standard defines some text transformation utilities and associated transformation specifications, including sed and awk. Linux® contains similar utilities. +Source/URL: Refer to: http://www.unix.org/ and https://en.wikipedia.org/wiki/Linux. + + + + Name: Perl™ +Description: A family of two high-level, general-purpose, interpreted, dynamic programming languages. It was originally partly based on UNIX utilities and the C programming language, but also incorporated ideas from other sources. It came to prominence as a means of creating Command Gateway Interface (CGI) scripts in the early days of the World-Wide Web, and is now used in a variety of system administration, network programming, and other applications. It can be used as a flexible and powerful language for transforming data represented using text. +Refer to: https://www.perl.org/. + + + Name: Turing eXtender Language (TXL) +Description: A programming language designed to support computer software analysis and source transformation tasks. A TXL program specifies the structure of the input to be transformed using an extended form of BNF, and gives rules for rewriting the input to produce output. It enables structural analysis and transformation of formal notations, and has been used in a wide range of applications, including database schema translation. +Source/URL: Refer to: https://www.txl.ca/. + + + Name: eXtensible Stylesheet Language (XSL) +Description: A family of W3C recommendations for defining XML document transformation and presentation. It includes XSL Transformations (XSLT), which is a language for transforming an XML document into another XML document, or another type of document, such as HTML or Extensible HyperText Markup Language (XHTML™) that is recognized by a browser. A transformation is defined in a transformation template, which contains rules to apply when an XML node is matched in the input. XSLT is a powerful language, capable of arbitrary computations. It is widely supported by web browsers. +Source/URL: For XSL, refer to: https://www.w3.org/Style/XSL/. +For XSLT, refer to: https://www.w3.org/TR/xslt-30/. +For XHTML, refer to: https://www.w3.org/TR/xhtml1/. + + + Template Languages +A template processor31 (also known as a template engine or template parser) is software designed to combine templates with a data model to produce result documents. The language in which the templates are written is known as a template language or templating language. Examples are shown in Table 14. + +31 Refer to: https://en.wikipedia.org/wiki/Template_processor. +Table 14: Examples of Template Languages + + + + + + Name Source/URL +Django® Template Processor +Refer to: https://www.djangoproject.com/start/overview/. + + + Name Source/URL +The Apache FreeMarker™ +Refer to: https://freemarker.apache.org/. + + + Name Source/URL +Hugo Templating +Refer to: https://gohugo.io/templates/introduction/. + + + Name Source/URL +Liquid Template Language +Refer to: https://shopify.github.io/liquid/. + + + Machine Learning +With programs such as UNIX sed and implementations of XSLT, the analysis or transformation is defined by a fixed specification, such as a sed script or transformation template, which is interpreted by an application-agnostic program. In an ML system, the definition of the analysis or transformation is modified in the light of results; the system learns what it has to do. ML is a branch of Artificial Intelligence (AI) that can be used for data analysis and transformation. +A particular form of data analysis that is relevant to data integration is the analysis of human-readable content. This is a branch of Natural Language Processing (NLP). It includes Sentiment Analysis, which assesses whether a piece of human-readable content is positively or negatively disposed towards a product or proposition. +ISO/IEC JTC 1/SC 4232 is the sub-committee of the joint technical committee of International Organization for Standardization (ISO) and the International Electrotechnical Commission (IEC) responsible for standardization in the area of AI. Its work program includes: +• AI framework, concepts, terminology, and computational approaches +• Quality model for AI-based systems +• Robustness of neural networks +• Analytics using AI and big data +• Functional safety, risk management, ethical and societal concerns, bias, and governance +• Use-cases + + + + Enables the analysis of data and delivery to the ultimate consumption users + + + Decision model management describes the systems used by data scientists and business analysts as they configure analytics models and rules to execute inside the data reservoir. Advanced analytics and data mining is managed from decision model management. These teams need access to samples of the data. This data must be formatted for analysis tools and the environment must have sufficient performance capacity to handle intense, lumpy workloads from the mining and testing processing. + + + + + Refers to the capability that allows business users to query data and create personalized reports in a data warehouse or data marts environment + + + + Alertsare notifications for data thresholds for (e.g., performance) + + + Scorecards help organizations measure and align the strategic and tactical aspects of their businesses, processes and individuals via goals and targets + + + Ability to report and conduct analysis using real-time dat + + + Ability to create highly formatted and print-ready reports on a regular basis + + + Dashboards are a style of reporting that graphically depicts operational or strategic information + + + Ability to deliver flat filesfor downstream analytics + + + + + + + + + + + + + + + + + May include: + - When to input a Description into an Epic / Task / etc.? + + + + + + + + + + Avoid burnout +Meet client expectations + + + + + Under Feature 807, "Emergencies", under Epic +Create new (Child) Task +RH: Emergency is an emergency, within a couple of hours. Typically our work is not immediately due. If too many too soon, an issue. Capture frequency of emergencies. +KC: Sprint: Fire is an unplanned Task. Harder to I.D. Capture for the Backlog? Prioritization? Everything in ADO is Priority 2. +OT: Emergency is always Priority 1. + + + + + + • Develop and manage strategic architectural direction (reference architectures, standards, patterns). +• Research work of architectural significance (initiatives, products, technologies). +• Review technical architecture collaboratively with other EA Domains as needed. + + + • Lead or support the preparation of Enterprise Architecture Review Board (EARB and GC EARB) presentation content. +• Architectural information discovery, capture, development and maintenance in ESDC EA Repository and architecture deliverables and artifacts. +• Review project/initiative proposals; collaborate with EA domains and proposal originators to provide assessment responses. +• Provide advice/feedback/recommendations upon receipt of requests for advice on Enterprise and/or Architecture. + + + • Assess architecture alignment through participation in Architecture Review Committee (ARC), EA Working Groups and architecture work. +• Evaluate, review and provide architecture-related feedback on procurement-related requests. +• Engagement with EA Community through collaboration with ESDC Enterprise Architecture domains and GC EARB community. + + + + + Appendix A: Glossary +This section is normative. + +This appendix contains definitions for all of the significant/important/unfamiliar terms used in the normative parts of this standard, including terms used in the Conformance section. Please consult http://www.w3.org/TR/qaframe-spec/ for more information on the role of definitions in standards quality. + +accessibility problems +ATAG 2.0 recognizes two types of accessibility problems: +authoring tool user interface accessibility problems: Aspects of an authoring tool user interface that does not meet a success criterion in Part A of ATAG 2.0. +web content accessibility problems (WCAG): Aspects of web content that does not meet a WCAG 2.0 success criterion (Level A, AA or AAA). +accessibility information (WCAG) +Information that web content must contain in order to meet a WCAG 2.0 success criterion (Level A, AA or AAA). Examples include: programmatically associated alternative content (e.g. text alternatives for images), role, and state information for widgets, relationships within complex tables). +Note: For the purposes of ATAG 2.0, only programmatically determinable accessibility information qualifies. For additional examples, see Appendix A of the Implementing ATAG 2.0 document. +accessible content support features +Any features of an authoring tool that directly support authors in increasing the accessibility of the web content being edited. These are features that must be present to meet the success criteria in Part B of ATAG 2.0. +alternative content +Web content that is used in place of other content that some people are not able to access. Alternative content fulfills essentially the same function or purpose as the original content. WCAG 2.0 recognizes several general types of alternative content: +text alternatives for non-text content: Text that is programmatically associated with non-text content or referred to from text that is programmatically associated with non-text content. For example, an image of a chart might have two text alternatives: a description in the paragraph after the chart and a short text alternative for the chart indicating in words that a description follows. +alternatives for time-based media: Web content that serves the same function or purpose as one or more tracks in a time-based media presentation. This includes: captions, audio descriptions, extended audio descriptions, sign language interpretation as well as correctly sequenced text descriptions of time-based visual and auditory information that also is capable of achieving the outcomes of any interactivity in the time-based presentation. +media alternative for text: Media that presents no more information than is already presented in text (directly or via text alternatives). A media alternative for text is provided for people who benefit from alternate representations of text. Media alternatives for text may be audio-only, video-only (including sign-language video), or audio-video. +Importantly, from the perspective of authoring tools, alternative content may or may not be: +programmatically associated alternative content: Alternative content whose location and purpose can be programmatically determined from the original content for which it is serving as an alternative. For example, a paragraph might serve as a text alternative for an image, but it is only programmatically associated if this relationship is properly encoded (e.g. by "aria-labeledby"). +Note: ATAG 2.0 typically refers to programmatically associated alternative content. +assistive technology +Software (or hardware), separate from the authoring tool, that provides functionality to meet the requirements of people with disabilities (authors and end users). Some authoring tools may also provide direct accessibility features. Examples include: +screen magnifiers, and other visual reading assistants, which are used by people with visual, perceptual, and physical print disabilities to change text font, size, spacing, color, synchronization with speech, etc. in order improve the visual readability of rendered text and images; +screen readers, which are used by people who are blind to read textual information through synthesized speech or Braille; +text-to-speech software, which is used by some people with cognitive, language, and learning disabilities to convert text into synthetic speech; +speech recognition software, which are used by some people who have some physical disabilities; +alternative keyboards, which are used by some people with physical disabilities to simulate the keyboard (including alternate keyboards that use head pointers, single switches, sip/puff, and other special input devices); +alternative pointing devices, which are used by some people with physical disabilities to simulate mouse pointing and button activations. +audio +The technology of sound reproduction. Audio can be created synthetically (including speech synthesis), recorded from real-world sounds, or both. +author actions preventing generation of accessible web content +When the actions of authors prevent authoring tools from generating accessible web content (WCAG). Examples include: turning off accessible content support features, ignoring prompts for accessibility information (WCAG), providing faulty accessibility information (WCAG) at prompts, modifying the authoring tool (e.g. via scripting, macros), and installing plug-ins. +authors +People who use authoring tools to create or modify web content. The term may cover roles such as content authors, designers, programmers, publishers, testers, etc. (see Part B Conformance Applicability Note 6: Multiple authoring roles). Some authoring tools control who may be an author by managing author permissions. +author permission +Authorization that allows modification of given web content. +authoring action +Any action that authors can take using the authoring tool user interface that results in editing web content (e.g. typing text, deleting, inserting an element, applying a template). In contrast, most authoring tool user interfaces also enable actions that do not edit content (e.g. saving, publishing, setting preferences, viewing documentation). +reversible authoring action: An authoring action that can be immediately and completely undone by the authoring tool upon a cancel request by an author. Examples of cancel requests include: "cancel", "undo", "redo" (when it used to reverse "undo"), "revert", and "roll-back" +Note: It is acceptable for an authoring tool to collect a series of text entry actions (e.g. typed words, a series of backspaces) into a single reversible authoring action. +authoring outcome +The content or content modifications that result from authoring actions. Authoring outcomes are cumulative (e.g. text is entered, then styled, then made into a link, then given a title). +authoring practice +An approach that authors follow to achieve a given authoring outcome (e.g. controlling presentation with style sheets). Depending on the design of an authoring tool, authoring practices may be chosen by authors or by the authoring tool. Authoring practices may or may not be: +accessible authoring practices (WCAG): An authoring practice in which the authoring outcome conforms to WCAG 2.0 at Level A, AA, or AAA. Some accessible authoring practices require accessibility information (WCAG). +authoring session +A state of the authoring tool in which web content can be edited by an author. +end of an authoring session: The point at which the author has no further opportunity to make authoring actions without starting another session. The end of an authoring session may be determined by authors (e.g. closing a document, publishing) or by the authoring tool (e.g. when the authoring tool transfers editing permission to another author on a collaborative system). +Note: The end of the authoring session is distinct from publishing. Automatic content generation may continue after the end of both the authoring session and initial publishing (e.g. content management system updates). +authoring tool +Any web-based or non-web-based application(s) that can be used by authors (alone or collaboratively) to create or modify web content for use by other people (other authors or end users). +Note 1: "application(s)": ATAG 2.0 may be conformed to by stand-alone applications or by collections of applications. If a conformance claim is made, then the claim must provide identifying information for each application and also for any required extensions, plug-ins, etc. +Note 2: "alone or collaboratively": Multiple authors may contribute to the creation of web content and, depending on the authoring tool, each author may work with different views of the content and different author permissions. +Note 3: "to create or modify web content": This clause rules out software that collects data from a person for other purposes (e.g. online grocery order form) and then creates web content from that data (e.g. a web-based warehouse order) without informing the person (however, WCAG 2.0 would still apply). This clause also rules out software used to create content exclusively in non-web content technologies. +Note 4: "for use by other people": This clause rules out the many web applications that allow people to modify web content that only they themselves experience (e.g. web-based email display settings) or that only provide input to automated processes (e.g. library catalog search page). +Examples of software that are generally considered authoring tools under ATAG 2.0: +web page authoring tools (e.g. WYSIWYG HTML editors) +software for directly editing source code +software for converting to web content technologies (e.g. "Save as HTML" features in office document applications) +integrated development environments (e.g. for web application development) +software that generates web content on the basis of templates, scripts, command-line input or "wizard"-type processes +software for rapidly updating portions of web pages (e.g. blogging, wikis, online forums) +software for generating/managing entire websites (e.g. content management systems, courseware tools, content aggregators) +email clients that send messages using web content technologies +multimedia authoring tools +software for creating mobile web applications +Examples of software that are not considered authoring tools under ATAG 2.0 (in all cases, WCAG 2.0 still applies if the software is web-based): +customizable personal portals: ATAG 2.0 does not apply because the web content being edited is only available to the owner of the portal +e-commerce order forms: ATAG 2.0 does not apply because the purpose of an e-commerce order form is to order a product, not communicate with other people via web content, even if the data collected by the form actually does result in web content (e.g. online tracking pages) +stand-alone accessibility checkers: ATAG 2.0 does not apply because a stand-alone accessibility checker with no automated or semi-automated repair functionality does not actually modify web content. An accessibility checker with repair functionality or that is considered as part of a larger authoring process would be considered an authoring tool. +authoring tool user interface +The display and control mechanism that authors use to operate the authoring tool software. User interfaces may be non-web-based or web-based or a combination (e.g. a non-web-based authoring tool might have web-based help pages): +authoring tool user interface (non-web-based): Any parts of an authoring tool user interface that are not implemented as web content and instead run directly on a platform that is not a user agent (e.g. Windows, Mac OS, Java Virtual Machine, iOS, Android). +authoring tool user interface (web-based): Any parts of an authoring tool user interface that are implemented using web content technologies and are accessed by authors via a user agent. +Authoring tool user interfaces may or may not be: +accessible authoring tool user interfaces: Authoring tool user interfaces that meet the success criteria of a level in Part A of ATAG 2.0. +checking, accessibility +The process by which web content is evaluated for web content accessibility problems (WCAG). ATAG 2.0 recognizes three types of checking, based on increasing levels of automation of the tests: +manual checking: Checking in which the tests are carried out by authors. This includes the case where authors are aided by instructions or guidance provided by the authoring tool, but where authors must carry out the actual test procedure. +semi-automated checking: Checking in which the tests are partially carried out by the authoring tool, but where authors' input or judgment is still required to decide or help decide the outcome of the tests. +automated checking: Checking in which the tests are carried out automatically by the authoring tool without any intervention by authors. +An authoring tool may support any combination of checking types. +content (web content) +Information and sensory experience to be communicated to the end user by means of a user agent, including code or markup that defines the content's structure, presentation, and interactions. In ATAG 2.0, the term is primarily used to refer to the output that is produced by the authoring tool. Content produced by authoring tools may include web applications, including those that act as web-based authoring tools. Content may or may not be: +accessible content (WCAG): Content that would conform to WCAG 2.0, at either Level A, AA, or AAA, assuming that any web content technologies relied upon to satisfy the WCAG 2.0 success criteria are accessibility supported. +Note 1: If accessibility support for the relied upon technologies is lacking, then the content will not conform to WCAG 2.0 and one or more groups of end users with disabilities will likely experience difficulty accessing the content. +Note 2: Conformance to WCAG 2.0, even at the highest level (i.e. Level AAA), still may not make content "accessible to individuals with all types, degrees, or combinations of disability". +content being edited: The web content that an author can modify during an authoring session. The content being edited may be a complete piece of content (e.g. image, style sheet) or only part of a larger piece of content (e.g. a status update). The content being edited only includes content in web content technologies that the authoring tool supports (e.g. a WYSIWYG HTML editor allows editing of the HTML content of a web page editable, but not the images). +content properties +The individual pieces of information that make up the web content (e.g. the attributes and contents of elements, style sheet information). +content (structured) +Web content that includes machine-readable internal structure (e.g. markup elements), as opposed to unstructured content, such as raster image formats or plain human language text. +content generation (content authoring, content editing) +The act of specifying the actual web content that will be rendered, played or executed by the end user's user agent. While the precise details of how content is created in any given system may vary widely, responsibility for the generation of content can be any combination of the following: +author generated content: Web content for which authors are fully responsible. The author may only be responsible down to a particular level (e.g. when asked to type a text label, the author is responsible for the text, but not for how the label is marked up; when typing markup in a source editing-view, the author is not responsible for the fact that UNICODE is used to encode the text ). +automatically-generated content: Web content for which developer-programmed functionality is fully responsible (e.g. what markup to output when an author requests to start a new document, automatically correcting markup errors). +third-party content generation: Web content for which a third-party author is responsible (e.g. community shared templates). +content rendering +User interface functionality that authoring tools present if they render, play or execute the web content being edited. ATAG 2.0 recognizes several types of content renderings: +conventional renderings (or "WYSIWYG"): When content is rendered in a way that is similar to the default rendering a user agent would create from the same content. While "WYSIWYG", standing for "What-you-see-is-what-you-get" is the common term, differences between user agents and end user settings mean that in reality there is no single typical end user experience; or +unconventional renderings: When content is rendered differently than it would be in a typical user agent (e.g. rendering an audio file as a graphical waveform); or +partial renderings: When some aspects of the content are rendered, played, or executed, but not others (e.g. a frame-by-frame video editor renders the graphical, but not the timing aspects, of a video). +content transformations +Processes that take content in one web content technology or non-web content technology (e.g. a word processing format) as input and produce content that has been optimized, restructured or recoded: +Optimizing Content Transformations: Transformations in which the content technology is not changed and the structural features of the content technology that are employed also stay the same. Changes would not be expected to result in information loss (e.g. removing whitespace, replacing in-line styles with an external style sheet). +Restructuring Content Transformations: Transformations in which the content technology stays the same, but the structural features of the technology used to markup the content are changed (e.g. linearizing tables, splitting a document into pages. +Recoding Content Transformations: Transformations in which the content technology used to encode the content is changed (e.g. HTML to XHTML, a word processing format to HTML). +Note: Clipboard operations, in which content is copied to or pasted from the platform clipboard, are not considered content transformations. +control settings +Settings that relate to how authors operate the authoring tool, for example using the keyboard or mouse. +developer +Any entities or individuals responsible for programming the authoring tool. This includes the programmers of any additional software components included by the Claimant in the conformance claim. In some cases, development of the authoring tool is complete before authors can use it to publish web content. However, in other cases (e.g. some web-based authoring tools), the developer may continue to modify the authoring tool even after content has been published, such that the content experienced by the end user is modified. +direct accessibility features +Features of an authoring tool that provide functionality to meet the requirements of authors with disabilities (e.g. keyboard navigation, zoom features, text-to-speech). Additional or specialized functionality may still be provided by external assistive technology. +display settings +Settings that relate to how authors perceive the authoring tool. These include: +audio display settings: the characteristics of audio output of music, sounds, and speech. Examples include volume, speech voices, voice speed, and voice emphasis. +visual display settings: the characteristics of the on-screen rendering of text and graphics. Examples include fonts, sizes, colors, spacing, positioning, and contrast. +tactile display settings: the characteristics of haptic output. Examples include the magnitude of the haptic forces and the types of vibration. +documentation +Any information that supports the use of an authoring tool. This information may be provided electronically or otherwise and includes help, manuals, installation instructions, sample work flows, tutorials, etc. +document object +The internal representation of data in the source by a non-web based authoring tool or user agent. The document object may form part of a platform accessibility service that enables communication with assistive technologies. Web-based authoring tools are considered to make use of the document object that is maintained by the user agent. +element +A pair of markup tags and its content, or an "empty tag" (one that requires no closing tag or content). +end user +A person who interacts with web content once it has been authored. This includes people using assistive technologies. +human language +Language that is spoken, written or signed (through visual or tactile means) to communicate with humans. +informative +For information purposes and not required for conformance. +keyboard interface +Keyboard interfaces are programmatic services provided by many platforms that allow operation in a device independent manner. A keyboard interface can allow keystroke input even if particular devices do not contain a hardware keyboard (e.g. a touchscreen-controlled device can have a keyboard interface built into its operating system to support onscreen keyboards as well as external keyboards that may be connected). +Note: Keyboard-operated mouse emulators, such as MouseKeys, do not qualify as operation through a keyboard interface because these emulators use pointing device interfaces, not keyboard interfaces. +keyboard trap +A user interface situation in which a keyboard interface may be used to move focus to, but not from, a user interface component or group of components. +label +Text or other component with a text alternative that is presented to users to identify a component. A label is presented to all users whereas the name may be hidden and only exposed by assistive technology. In many (but not all) cases the name and the label are the same. +live +Information captured from a real-world event that is published with no more than a broadcast delay. +Note: A broadcast delay is a short (usually automated) delay, for example used in order to give the broadcaster time to queue or censor the audio (or video) feed, but not sufficient to allow significant editing. +markup language +A system of text annotations (e.g. elements in HTML) and processing rules that may be used to specify the structure, presentation or semantics of content. Examples of markup languages include HTML and SVG. +markup of some content is the set of annotations that appear in the content. +name +Text by which software can identify a user interface component to the author or end user. The name may be hidden and only exposed by assistive technology, whereas a label is presented to all users. In many (but not all) cases, the label and the name are the same. +non-text content +Any content that is not a sequence of characters that can be programmatically determined or where the sequence is not expressing something in human language. This includes ASCII Art (which is a pattern of characters), emoticons, and images representing text. +normative +Required for conformance. One may conform in a variety of well-defined ways to ATAG 2.0. Content identified as "informative" or "non-normative" is never required for conformance. +option +When an author is presented with choices. +default option: A setting or value for an option that is assigned automatically by the authoring tool and remains in effect unless canceled or changed by the author. +platform +The software environment within which the authoring tool operates. Platforms provide a consistent operational environment on top of lower level software platforms or hardware. For web-based authoring user interfaces, the most relevant platform will be a user agent (e.g. browser). For non-web-based user interfaces, the range of platforms includes, but may not be limited to, desktop operating systems (e.g. GNOME desktop on Linux, Mac OS, Windows), mobile operating systems (e.g. Android, BlackBerry, iOS, Windows Phone), or cross-OS environments (e.g. Java), etc. +Note 1: Many platforms mediate communication between applications operating on the platform and assistive technology via a platform accessibility service. +Note 2: Accessibility guidelines for developers exist for many platforms. +platform accessibility service +A programmatic interface that is specifically engineered to provide communication between applications and assistive technologies (e.g. MSAA, IAccessible2 and UI Automation for Windows applications, AXAPI for Mac OS X applications, GNOME Accessibility Toolkit API for GNOME applications, Java Access for Java applications). On some platforms, it may be conventional to enhance communication further by implementing a document object. +plug-in +A program that runs as part of the authoring tool (e.g. a third-party checking and repair tool) and that is not part of web content being edited. Authors generally choose to include or exclude plug-ins from their authoring tool. +pre-authored content +Pieces of web content, created prior to an authoring session, that the authoring tool developer makes available to authors to use in the content being edited. Examples include clip art, sample videos, user interface widgets. +Note 1: For templates, an incomplete form of pre-authored content, see Guideline B.2.4. +Note 2: If the authoring tool uses pre-authored content automatically, see Guideline B.1.1. +accessible pre-authored content (WCAG): Pre-authored content that is either already accessible web content (WCAG) or would be accessible, if it was appropriately inserted into an empty document. +Note: If extensive author input is required to make use of pre-authored content, then the content may in fact be a template. +pre-authored content selection mechanism +A function beyond standard file selection that allows authors to select pre-authored content to use in an authoring session (e.g. clip art gallery, widget palette). +presentation +Rendering of the content in a form to be perceived by authors or end users. +programmatically determined (programmatically determinable) +Information that is encoded in a way that allows different software, including assistive technologies, to extract and present the information in different modalities. ATAG 2.0 uses this term in two contexts: +Processing content: Whether the authoring tool is able to extract information from the web content (e.g. to extract the language of content from the markup). +Communication between the authoring tool and assistive technology: For non-web-based user interfaces, this means making use of platform accessibility services, APIs, and, in some cases, document object models. For web-based user interfaces, this means ensuring that the user agent can pass on the information (e.g. through the use of WAI-ARIA). +prominence +A heuristic measure of how likely authors are to notice a user interface component in a user interface that they are operating. Prominence is affected by numerous factors, including: the number of navigation steps required, the reading order position, visual properties (e.g. size, spacing, color), and even the modality of use (e.g. mouse vs. keyboard use). +at least as prominent: For ATAG 2.0, a user interface component A is considered to be "at least as prominent" as another component B when, from a default state, component A becomes displayed (and enabled) with the same number or less "opening" actions than are required for component B to become displayed (and enabled). +Note 1: When a container is open, all of the enabled components in the container (e.g. items in a list, items in a menu, buttons in a toolbar, all components in a dialog box) are considered to be displayed (and therefore are at least as prominent as each other), even if the container must be scrolled for them to become visible. This takes into account that different screen sizes and author settings will affect which components are visible at a given time. +Note 2: "Opening actions" are actions made by authors on components within the user interface that result in new components becoming displayed or enabled. For example: (a) keyboard shortcut to a top-level menu item to display a sub-menu, (b) keyboard selection on a button to display a dialog box, (c) mouse click on a checkbox to enable previously disabled sub-items, etc. Actions that do not cause new components to become actionable (e.g. moving focus, scrolling a list), are not counted as "opening actions". +Note 3: Keyboard shortcuts to components in closed containers are not counted as "opening actions" because the components have no prominence when they are not displayed. The same is true when authors must use "search" to reveal components in closed containers. +Note 4: The "default state" is the state of the authoring tool at the beginning of an authoring session as set by the developer. The default state of many document authoring tools is an editing-view. +prompt +Any authoring tool initiated request for a decision or piece of information from authors. The term covers both requests that must be responded to immediately (e.g. modal dialog boxes) as well as less urgent requests (e.g. underlining a misspelled word). +publishing +Any point at which the authors or authoring tool make web content available to end users (e.g. uploading a web page, committing a change in a wiki, live streaming). +range +More than one item within a multi-item set. +Informative Note: ATAG 2.0 uses the term "range" where absolute measurements may not be practical (e.g. the set of all help documentation examples, the set of all templates). While the strict testable requirement is the definition "More than one item within a multi-item set", implementers are strongly encouraged to implement the success criteria more broadly. +relationships +Meaningful associations between distinct pieces of content. +repair (accessibility) +The process by which web content accessibility problems that have been identified within web content are resolved. ATAG 2.0 recognizes three types of repair, based on increasing levels of automation: +manual repair: Where the repairs are carried out by authors. This includes the case where authors are aided by instructions or guidance provided by the authoring tool, but where authors carry out the actual repair procedure; +semi-automated repair: Where the repairs are partially carried out by the authoring tool, but where authors' input or judgment is still required to complete the repair; and +automated repair: Where the repairs are carried out automatically by the authoring tool without any intervention by authors. +restrictions, restricted web content authoring +When the web content that authors can specify with an authoring tool either must include or must not include certain content (e.g. elements, attributes, widgets). Many authoring tools restrict authoring in some way, which can either benefit accessibility (e.g. if text alternatives for non-text content are required) or detract from accessibility (e.g. if attributes for defining text alternatives are not available). In contrast, authoring tools that allow unrestricted web content authoring do not require any particular content to be included or not included (e.g. many source editing-views). +role +Text or a number by which software can identify the function of a component within web content (e.g. a string that indicates whether an image functions as a hyperlink, command button, or check box). +sequential keyboard access +Using a keyboard interface to navigate the focus one-by-one through all of the items in an ordered set (e.g. menu items, form fields) until the desired item is reached and activated. This is in contrast to direct keyboard access methods such as keyboard shortcuts and the use of bypass links. +technology (web content) +A mechanism for encoding instructions to be rendered, played or executed by user agents. Web content technologies may include markup languages, data formats, or programming languages that authors may use alone or in combination to create end user experiences that range from static web pages to multimedia presentations to dynamic web applications. Some common examples of web content technologies include HTML, CSS, SVG, PNG, PDF, Flash, Silverlight, Flex, and JavaScript. +template +Content patterns that are filled in by authors or the authoring tool to produce web content for end users (e.g. document templates, content management templates, presentation themes). Often templates will pre-specify at least some authoring decisions. +accessible templates (WCAG): Templates that can be filled in to create web content that meets the WCAG 2.0 success criteria (Level A, AA or AAA), when both of the following are true: +The author correctly follows any instructions provided (e.g. correctly responding to prompts, correctly replacing highlighted placeholders); and +No further authoring occurs +Note: Under these conditions, some templates will result in completely empty documents, which are considered accessible by default. +template selection mechanism +A function beyond standard file selection that allows authors to select templates to use as the basis for new content or to apply to existing content. +time limit +The amount of time that an authoring tool provides to authors to perform a task (e.g. read a message, select an item, save a change). Examples include: authoring session timeouts, time-based presentations (e.g. tutorial video). +tutorial +A type of documentation that provides step-by-step instructions for performing multi-part tasks. +user agent +Any software that retrieves, renders and facilitates end user interaction with web content (e.g. web browsers, browser plug-ins, media players) +In-Market User Agent: A user agent that can be procured by members of the public (free or otherwise). Usually, an in-market user agent will be a separate software from the authoring tool; however, sometimes a software may combine user agent and authoring tool functionality. These cases include: +Preview-Only: If the user agent can only render web content that it receives from the associated authoring functionality, then the software is an authoring tool with a preview feature. Such preview-only features are not considered in-market user agents. +User Agent with Authoring Tool Mode: If the user agent functionality must retrieve and open web content before it can be sent to the authoring tool functionality, then the software is a user agent with an authoring tool mode. If the user agent is used to preview content produced by the authoring tool mode, then it is to be considered an in-market user agent. +Combined User Agent/Authoring Tool: A user agent in which the default mode of user interaction enables editing the web content. These tools do not need previews because the author is already experiencing the content in the same way as end users. +user interface component +A part of the user interface or content display (including content renderings) that is perceived by authors as a single control for a distinct function. +video +The technology of moving pictures or images. Video can be made up of animated or photographic images, or both. +view +A user interface function that authors use to interact with the web content being edited. ATAG 2.0 categorizes views according to whether they support editing: +editing-views: Views in which some or all of the content is editable; or +previews: Views in which no authoring actions are provided (i.e. the view is not editable). Previews are provided to present the web content being edited by the authoring tool as it would appear to end users of user agents. Previews may be implemented using actual in-market user agents, but this is not necessary. +ATAG 2.0 also recognizes several approaches to presenting the content in a view: +source views: The content is presented in unrendered form (e.g. plain text editors); or +rendered views: Content renderings (conventional, unconventional or partial) are presented; or +property views: Only properties of the content are presented. The authoring tool then uses these properties to automatically generate the content to be published (e.g. CMS calendar widget that generates a calendar from the numeric month and year). +workflow +A customary sequence of steps or tasks that authors follow to produce a content deliverable. If an authoring tool is composed of a collection of applications (e.g. markup editor, image editor, and validation tool), then its workflows may include use of one or more of the applications. + + + Managing content + + + Ongoing improvements. + + + SharePoint Group: DesignerPlus + + + SharePoint Group: Design, Contribute + + + This role has no one associated with it. Users are to not have Full Control, for security reasons. + + + + + CSDContributers - Edit and view with disabled create new items + + + ContributeWithoutDelete - Contribute Level, no delete, no deletion of versions, no browser directories + + + APM_DesignerPlus - All permissions + + + Edit - Can add, edit and delete lists; can view, add, update and delete list items and documents. + + + Restricted View - Can view pages, list items, and documents. Documents can be viewed in the browser but not downloaded. + + + View Only - Can view pages, list items, and documents. Document types with server-side file handlers can be viewed in the browser but not downloaded. + + + SharePoint Group: ContributeWithoutDelete + + + + + + + + + + + + + + + + KEEP EXPORTED CONTENT TO A MINIMUM. REMOVE "ZOMBIE" OBJECTS. +• Consider creating an *.archimate file that contains *ONLY* content to be moved to QualiWare. This is important as it will overwrite any existing content of the same name, and appear as though there is only 1 revision ("Revision 0") created at import time. +• Ensure that no "Zombie" components exist in the file. These can be identified in Archi as the objects appear *in italics* and under "Analysis", there is no associated view for the object. If these are not removed, they may be imported into QualiWare. +• +• +• + + + • <process of Exporting> +• +• +• +• + + + • <process to import into SA Workspace> Tools --> Import From ArchiMate File +• +• +• +• + + + Content imported from ArchiMate will not appear the same as it looked in Archi. Notes are stripped out. +• Reformat the content as desired. +• Add all notes back to the imported diagrams. +• +• + + + • +• +• +• +• + + + • +• +• +• +• + + + + Trusted and governed data +Multi-source, near-real-time +Standardized and linked +Optimized for analysis & self-service +Supports repeatable analytics needs +Addresses mostly known questions +Insight for broad consumption + + + • Raw, curated, near-real-time data +• Some standardization, few linkages +• Multiple data sources +• Well suited for data science +• Supports exploratory analysis +• Addresses unknown questions and hypotheses + +1.4.3.1. Data Lake +The advent of “big data” tools is enabling organizations to detect patterns in data that may otherwise escape human recognition. This is being further advanced with new tools in machine learning and artificial intelligence described below. These tools are designed to access large data sets in a range of native formats, but such access cannot generally target mission critical systems for fear of adverse performance effects. This long-standing performance issue remains true for supporting more traditional reporting and analytics techniques as well. To enable state-of-the-art tools to operate, the industry has begun to co-locate large volumes of data in “raw” forms. Such a repository is called a data lake, and by “raw” form it is meant that few, if any, operations are performed when the data is copied from operational systems into the data lake. As a result, the data lake contains a complete and detailed copy of the organization’s assets, but stored in a very human-unfriendly form. This is well suited to support two activities: big-data, machine learning and artificial intelligence operations performed by highly-skilled specialists, and extraction of key data into a data warehouse without interfering with mission critical systems as described below. In the absence of a data lake, it is not possible to bring to bear many modern technological tools, and consequently there are likely many opportunities to improve service that remain hidden. There is a business need to provide secure access to authorized users, including executives and analysts, to easy-to-use, reporting, dash-boarding, and visualization tools that require few technical skills and yet provide answers to basic business questions, in near-real-time, in a manner that does not adversely affect performance of operational systems, and enables access to integrated, enterprise-shared data. + + + + Data describing all assets: internal, external, open data and shares +Includes glossaries and diagrams +Identifies data authorities +Links to access request initiation + + + Data Science & Machine Learning Platform + + + + + Digital Experience & Client Data +New digital channel +Respect and empower clients +Single access page +Direct support and interactive assistance options +16 initiatives for service excellence +Provide employees more meaningful work + +Digital Experience & Client Data: Foundations +Launch Alpha digital channel +Launch Service Analytics Evidence Base +Stand up the Virtual Concierge +Procure ancillary technologies required to deliver the first end to end benefit + + + + Technology Platform +Establishes the project engagement model and operating model +Cloud enablement - benefits delivery within cloud environments +Interoperability - exchange of data/information securely +Legacy readiness - connecting new and current benefit delivery solutions +Technology infrastructure - implementation beginning with “core” capabilities + +Technology Platform: Foundations +Foundational technology infrastructure, interoperability and security +Flexibility to meet future service requirements +Scalability to perform at a high level during periods of intense demand  +Builds common interoperability capabilities for connecting and communicating between BDM solutions and legacy systems +Promotes collaboration and automation to support rapid deployment of products and services +Delivers a consistent end-user experience – ensures clients have the same positive experience + + + + Identity Management and Integrity +Accomplished by: +A dynamic digital ecosystem +A secure sign-in portal +Sophisticated integrity tools and techniques +Up-front compliance controls +Benefits to Canadians: +Simple user experience +Effective ID proofing +Secure login +Faster access to programs and services +Personalized profile and secure file management +Increased accuracy and trust + +Identity Management and Integrity: Foundations +Procure third-party solution for real-time client identity validation +Procure solution to provide a single secure access point to ESDC programs and services +Enable access to Social Insurance Register to do SIN/SIR look-up for the first onboarded benefit +Develop foundational Integrity-by-Design capabilities + + + Service Delivery Hub +Improved, seamless and timely service delivery for clients +Increased self-serve results supported by real-time support options +An integrated view of the organization’s workload and workforce to support decision-making +A central repository of program information for employees +A user-experience feedback system for clients and employees +Service Delivery Hub “showcase” sites + +Service Delivery Hub: Foundations +Develop new SDH operating model +Develop foundational frameworks to support integrated workforce and workload management +Develop SDH training strategy +Procure new Knowledge Management, Feedback, Telephony and Workforce Management solutions + + + + + + + + + Information + + + + + + + + + + + + + + + The Benefits Knowledge Hub will start as a Data Mart, possibly becoming the Enterprise Data Warehouse. + + + 1.2.6. Transformation and Business Delivery Modernization (BDM) +The CDO is a part of a larger departmental and governmental transformation agenda. In particular, the largest department transformation program, Business Delivery Modernization (BDM), has requirements that CDO will work toward collaboratively to fulfill while keeping line of sight to enterprise outcomes. Initially identified BDM future state capabilities and enablers will be coordinated synergistically with CDO data foundations. This will be equally true for other transformation activities. Table 1 summarizes data relevant BDM capabilities and enablers identified by that program area. + + + Data Management +Defined and applied standards for data and data management practices +Increased clarity of data inventory and use +Increased data quality, consistency and trust +Data management expedites policy modelling and speed of implementation +Capabilities in place to support proper data management practices, operations and governance (aligned with office of the CDO) + + + Reference: https://canada-ca.github.io/PCTF-CCP/ + + + General requirements for the identity domain atomic processes + + + Identity Information Determination is the process of determining the identity context, the identity information requirements, and the identifier. + + + Identity Information Validation is the process of confirming the accuracy of identity information about a Subject as established by the Issuer. + + + Identity Resolution is the process of establishing the uniqueness of a Subject within a program/service population through the use of identity information. + + + Identity Evidence Determination is the process of determining the acceptable evidence of identity (whether physical or electronic). + + + Identity Verification is the process of confirming that the identity information is under the control of the Subject. + + + Identity Linking is the process of mapping one or more assigned identifiers to a Subject. + + + Identity Evidence Acceptance is the process of confirming that the evidence of identity presented (whether physical or electronic) is acceptable. + + + Identity Establishment is the process of creating a record of identity of a Subject within a program/service population that may be relied on by others for subsequent programs, services, and activities. + + + Identity Continuity is the process of dynamically confirming that the Subject has a continuous existence over time (i.e., “genuine presence”). This process can be used to ensure that there is no malicious or fraudulent activity (past or present) and to address identity spoofing concerns. + + + Identity Maintenance is the process of ensuring that a Subject’s identity information is accurate, complete, and up-to-date. + + + General requirements for the relationship domain atomic processes. + + + Relationship Information Determination is the process of determining the relationship context, the relationship information requirements, and the relationship identifier. + + + + Relationship Evidence Determination is the process of determining the acceptable evidence of a relationship (whether physical or electronic). + + + Relationship Evidence Acceptance is the process of confirming that the evidence of a relationship presented (whether physical or electronic) is acceptable. + + + Relationship Information Validation is the process of confirming the accuracy of information about a relationship between two or more Subjects as established by the Issuer. + + + Relationship Resolution is the process of establishing the uniqueness of a relationship instance within a program/service population through the use of relationship information and identity information. + + + Relationship Establishment is the process of creating a record of a relationship between two or more Subjects. + + + Relationship Verification is the process of confirming that the relationship information is under the control of the Subjects. + + + Relationship Continuity is the process of dynamically confirming that a relationship between two or more Subjects has a continuous existence over time. + + + Relationship Maintenance is the process of ensuring that the information about a relationship between two or more Subjects is accurate, complete, and up-to-date. + + + Relationship Suspension is the process of flagging a record of a relationship as temporarily no longer in effect. + + + Relationship Reinstatement is the process of transforming a suspended relationship back to an active state. + + + Relationship Revocation is the process of flagging a record of a relationship as no longer in effect. + + + General requirements for the credential domain atomic processes. + + + Credential Issuance is the process of creating a Credential from a set of Claims and assigning the Credential to a Holder. + + + Credential Authenticator Binding is the process of associating a Credential issued to a Holder with one or more authenticators. This process also includes authenticator life-cycle activities such as suspending authenticators (caused by a forgotten password or a lockout due to successive failed authentications, inactivity, or suspicious activity), removing authenticators, binding new authenticators, and updating authenticators (e.g., changing a password, updating security questions and answers, having a new facial photo taken). + + + Credential Validation is the process of verifying that the issued Credential is valid (e.g., not tampered with, corrupted, modified, suspended, or revoked). The validity of the issued Credential can be used to generate a level of assurance. + + + Credential Verification is the process of verifying that a Holder has control over an issued Credential. Control of an issued Credential is verified by means of one or more authenticators. The degree of control over the issued Credential can be used to generate a level of assurance. + + + Credential Maintenance is the process of updating the credential attributes (e.g., expiry date, status of the credential) of an issued Credential. + + + Credential Suspension is the process of transforming an issued Credential into a suspended Credential by flagging the issued Credential as temporarily unusable. + + + Credential Recovery is the process of transforming a suspended Credential back to a usable state (i.e., an issued Credential). + + + Credential Revocation is the process of ensuring that an issued Credential is permanently flagged as unusable. + + + Consent Domain General. + + + Consent Notice Formulation is the process of producing a consent notice statement that describes what personal information is being, or may be, collected; with which parties the personal information is being shared and what type of personal information is being shared (as known at the time of presentation); for what purposes the personal information is being collected, used, or disclosed; the risk of harm and other consequences as a result of the collection, use, or disclosure; how the personal information will be handled and protected; the time period for which the consent notice statement is applicable; and under whose jurisdiction or authority the consent notice statement is issued. This process should be carried out in accordance with any requirements of jurisdictional legislation and regulation. + + + Consent Notice Presentation is the process of presenting a consent notice statement to a person. + + + Consent Request is the process of asking a person to agree to provide consent (“Yes”) or decline to provide consent (“No”) based on the contents of a presented consent notice statement, resulting in either a “yes” or “no” consent decision. + + + Consent Registration is the process of storing the consent notice statement and the person’s related consent decision. In addition, information about the person, the version of the consent notice statement that was presented, the date and time that the consent notice statement was presented, and, if applicable, the expiration date for the consent decision may be stored. Once the consent information has been stored, a notification on the consent decision made is issued to the relevant parties to the consent decision. + + + Consent Review is the process of making the details of a stored consent decision visible to the person who provided the consent. + + + Consent Renewal is the process of extending the validity period of a “yes” consent decision by means of increasing an expiration date limit. + + + Consent Expiration is the process of suspending the validity of a “yes” consent decision as a result of exceeding an expiration date limit. + + + Consent Revocation is the process of suspending the validity of a “yes” consent decision as a result of an explicit withdrawal of consent by the person (i.e., a “yes” consent decision is converted into a “no” consent decision). + + + + Signature Creation is the process of creating a signature. + + + Signature Checking is the process of confirming that the signature is valid. + + + The College@ESDC opened its doors in September 2006 as Service Canada's national corporate learning institution. The Service Canada College (since renamed College@ESDC) sets the direction for and integrates all learning activities and learning priorities within the organization. Modeled on the "corporate university" concept, the College@ESDC weaves service excellence throughout all its activities. +It is the organization's strategic lever for achieving cultural change. The objective is to change attitudes, behaviors and mindsets and give our employees the tools and confidence to deliver service that goes beyond client expectations. + +The College@ESDC is distinctive in the sense that: + It is the first federal organization to recognize service as a key competency in addition to valuing knowledge. + It formally recognizes the role of service providers as a profession and a career in the federal public service. + It is the first in government to centralize a learning, training and development function based on a corporate university model. + It consists of a nation-wide network of physical and virtual learning centres to accommodate the needs of staff across the country; and + It is recognized as one of seven "noteworthy department – specific examples" of public service renewal by the Clerk of the Privy Council. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + CDN is short for content delivery network. A content delivery network (CDN) is a system of distributed servers (network) that deliver pages and other web content to a user, based on the geographic locations of the user, the origin of the webpage and the content delivery server. (https://www.webopedia.com/TERM/C/CDN.html) + + + Application performance management, commonly known as APM, is also sometimes called application performance monitoring. A key element of DevOps, APM allows developers and operations project stakeholders to monitor and review the backend of applications in real-time. (https://www.bmc.com/blogs/application-performance-management-in-devops/) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + CDN is short for content delivery network. A content delivery network (CDN) is a system of distributed servers (network) that deliver pages and other web content to a user, based on the geographic locations of the user, the origin of the webpage and the content delivery server. (https://www.webopedia.com/TERM/C/CDN.html) + + + Application performance management, commonly known as APM, is also sometimes called application performance monitoring. A key element of DevOps, APM allows developers and operations project stakeholders to monitor and review the backend of applications in real-time. (https://www.bmc.com/blogs/application-performance-management-in-devops/) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The message processor is essentially the engine that receives and processes all your API requests, applies the policies to the runtime requests and serves the response.​ + + + + The Synchronizer fetches configuration data about an API environment from the management plane and propagates it across the runtime plane. This downloaded data is also called the contract and is stored on the local file system​ + + + + The Universal Data Collection Agent (UDCA) is a service running within the data collection pod in the runtime plane that extracts analytics, trace, and deployment status data and sends it to the UAP. + + + + The MART server (Management API for Runtime data) processes the API calls against the runtime datastore.​ + + + + Cassandra is a free and open-source, distributed, wide column store, NoSQL database management system designed to handle large amounts of data across many commodity servers, providing high availability with no single point of failure. + + + + + + + + + + + + + Hybrid UI: Apigee hybrid UI: Provides a UI for developers to create and deploy API proxies, configure policies, create API products, and create developer apps. Administrators can use the Apigee hybrid UI to monitor deployment status​ + + + Management Server: The Synchronizer periodically polls the Management Server for changes and downloads a new configuration whenever changes are detected. The configuration data is retrieved and stored locally as a JSON file on the local file system, where the Message Processors can access it.​ + + + Unified Analytics Platform: Unified Analytics Platform (UAP): Receives and processes analytics and deployment status data from the runtime plane. + + + Logging helps provide insight to the current and past activities taking place within the services. By default, Edge components use a logging level of INFO. However, you can set the logging level for each Edge component. For example, you might want to set it to DEBUG for the Message Processor, or to ERROR for the Management Server. the associated message level helps increase or decrease the verboseness of the outputted information to help debug a situation that may be taking place, or monitor ongoing activities of a solution to catch any errors as they occur + + + Identity Credential Authentication User account authentication uses Google Cloud Platform accounts. Authorization uses GCP service accounts.​ + + + + Role Access Management: Access management for hybrid uses Google’s roles engine, IAM, and supports default Apigee roles.​ + + + Resource Hierarchy: Resources are organized in GCP projects (linked to Apigee organizations). + + + Metrics: the measurement of API traffic relating to usage rates, date/time related usage, error rates, availability rates + + + + + + + + + + + + + + + + + + + + + + + + CSD Link: +CSD Description: + + + + + Data Sets +Seletions (Observations) + +IBAD - Integrity Business Analytics Division + + + Security Objectives: + - Confidentiality + - Integrity + - Availability + + + + • Enforcement function +Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes. + +§Note: +Recommendation 29: Enforcement reviews and replaces the existing case management system (MISCIS) to better meet the needs of the potential future new “Investigations”* function. +Recommendation 41: Enforcement segregates sensitive investigations that follow an administrative verification stream from those that follow an “investigation”* stream and be reporting through dedicated but separate National Headquarters (NHQ) functions. +*The term “investigation” is used here to describe any investigation with the predominant purpose of determining criminal liability under either ESDC-administered legislation or the Criminal Code of Canada. + + + + + + GC Definition: The components of an information system, including business applications, data, hardware, and software. + + + + + + + + + + + Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca. + + + As new data is imported into the data reservoir, the data ingestion processes ensure the data is transformed, logged, and copied into the appropriate data repositories. +The ability to easily import data from a multitude of sources is one of the selling points of the data reservoir. You want to be able to capture anything easily, and to allow decisions about how that data can be used later in the process. That being said, information needs to be incorporated into the reservoir in a controlled manner. During the process, metadata must be captured. It is also important to ensure appropriate separation between other systems and the reservoir to ensure an issue in one does not impact both. The Information Ingestion component is responsible for managing this. A staging area will often be used as part of the process to support loose coupling and ensure that delays in processing will not affect the source system. +The information ingestion component will apply appropriate policies to the incoming data, including masking, quality validation, deduplication, and will push appropriate metadata to the reservoir catalog. +Data with a known structure can be stored in a more structured repository such as a relational database, whereas less structured or mixed data can end up in a file system such as HDFS. + + + The information broker is a runtime server environment for executing the integration processes (such as the information deployment process). These processes move data in and out of the data reservoir and among the components within the reservoir. + + + Harvested data includes data from other systems that has been extracted and is being transformed, consolidated, aggregated, and analyzed to create new insight + + + The reporting data marts provide departmental/subject-oriented data marts targeted at supporting frequent line of business reports. The data is often structured as a dimensional model such as star or snowflake, and are easily used by common business reporting packages. Data in marts will be updated incrementally as new data is made available. typically from an information + + + Landing pad areas are used to manage movement of data into, out of, and around the Logical Data Warehouse, and to provide appropriate decoupling between systems. The implementation can include database tables, directories within Hadoop, message queues, or similar structures + + + Deposited data are information collections that have been stored by the data reservoir information users. These information collections may contain new types of information, analysis results, or notes. + + + Historical data contains read-only records of historical activity + + + Harvested data includes data from other systems that has been extracted and is being transformed, consolidated, aggregated, and analyzed to create new insight + + + + + The data reservoir could process events in real time and produce insight that could be stored in the data reservoir’s repositories, and published externally for other systems to act upon. + + + Streaming analytics is the component responsible for running the analytics on streaming data in real-time. + + + Event correlation provides for complex event processing based on business events that can occur over an extended period and can correlate these events to develop additional insight. Some of these events can come from insight obtained by the streaming analytics component. + + + These systems could also make API calls to the data reservoir to access/update data or insight. These APIs might interact with a single data repository or may federate data from multiple repositories. Service interfaces provide the ability for outside systems to access data in the reservoir repositories, and for systems within the reservoir to query data from both inside and outside. These interfaces can be REST web services, SQL style through JDBC, or various other forms + + + Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. This data can be triggered by upstream changes, or run on a schedule or on demand from a user request. A subscription table is used to manage the list of sources and the destinations they need to be published to. The destinations can involve populating a table, creating files, or messages to be posted to a queue. During the publishing process, data transformation can occur, for example by resolving code values to alternate representations. + + + View-based interaction provides access to data in the data reservoir (subject to security permissions) for line-of-business teams that want to perform ad hoc queries, search, simple analytics, and data exploration. The structure of this information has been simplified and it is labeled using business relevant terminology. + + + Data scientists usually have a solid foundation in computer science, mathematics, and statistics, rather than substantial business knowledge. Their role is to explore different kinds of data to look at patterns so that they can understand the meaning of relationships between sets of data. They often have a thirst for new information sources to develop new ideas on how to gain value from combining that data with other sources. The tools used by the data scientists include capabilities for preparing and transforming data for analysis. They typically work with data in its original (raw) format. Data can be accessed through the creation of a sandbox copy of the data for the data scientist to use because the data scientist will subset and transform the data as part of their work. Their activity should not affect the shared version of the data in the data reservoir. The sandbox will be accessible as an area in a file system such as Hadoop Distributed File System (HDFS) or accessible by using common mechanisms such as Java Database Connectivity (JDBC) or Open Database Connectivity (ODBC). As the data scientists explore samples of this data, they will develop analytical models and try them out against test data. Those models can then be deployed to refinery services within the data reservoir or to operational systems outside the data reservoir. + + + Raw data interaction provides access to most of the data (security permitting) in the data reservoir for advanced analytics. It is responsible for masking sensitive personal information where appropriate. + + + + Information integration and governance provide the libraries to support different provisioning, transformation, and governance capabilities that are used in the data reservoir, particularly the data refineries. + + + A repository and applications for managing the information flow and information governance within the data reservoir. This information node supports the metadata service. + + + + Workflow consists of a server running stewardship processes that coordinate the work of the individuals responsible for fixing any problems with the data in the data reservoir. Successful use of a data reservoir depends on various processes involving systems, users, and administrators. For example, provisioning new data into the data reservoir might involve an information curator defining the catalog entry to describe and classify the data. An information owner must approve the classifications, and an integration developer must create the data ingestion process. Workflow coordinates the work of these people. + + + The monitor watches over the overall function and responsiveness of the data reservoir to ensure a consistent working environment. The data reservoir has many monitor components deployed that record the activity in the data reservoir along with its availability, functionality, and performance. The management of any alerts that the monitors raise can be resolved using workflow. + + + Shared operational data contains consolidated operational data that is being shared by multiple systems. The data reservoir may host the master copy of this data, or a reference copy of this data supplied from one or more operational systems. + + + The catalog interfaces provide information about the data in the data reservoir. The catalog includes details of the information collections (both repositories and views), the meaning and types of information stored, and the profile of the information values within each information collection. + + + ApplicationInterface:ArchiMate + + + + The descriptive data is sometimes referred to as metadata because it describes the data in the data reservoir. Descriptive data provides the definitions used to create information views and access the data in the data reservoir using the information view. http://www.redbooks.ibm.com/redpapers/pdfs/redp5120.pdf + + + The catalog is a repository and a set of applications used to maintain details about the data in the data reservoir. + + + + Definitions of simplified subsets of information stored in the data reservoir repositories. These views are created with the information consumer in mind. + + + Guards are controls within the reservoir to enforce restrictions on access to data and related protection mechanisms. These guards can include ensuring the requesting user is authorized, data masking being applied, or certain rows of data being filtered out. + + + Information Management Office Portal +https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + Source Data +The source data comes from two or more sources. They may have differing representations, structures, data models, and semantics. They may be data sets that are read, or data Application Program Interfaces (APIs) that are queried. + + + Contextual Metadata +Data from a source may include some metadata. Contextual metadata is additional metadata that is not related to a particular source data set or API method. It determines how the source data is to be interpreted and processed in a wider context. + + + Integrated Data +The integrated data is often written to a single data set, posted to a single data API, or made available to clients through a single data API. Where there are multiple data sets or APIs, they will have a common data model and semantics. + + + Operation +A data integration operation may take several forms, including: +• Discrete operation – all the source data and contextual metadata is read, and the source data is analyzed and transformed, to produce the integrated data in a single step +• Continual synchronization – the integrated data is initially created as in a discrete operation, and subsequent changes to the source data trigger corresponding changes to the integrated data +• Dynamic query – specific queries of the integrated data trigger queries of the source data, for which responses are transformed and returned + + + Structure-Independent Metadata + + + Identification Codes +There are a number of standards defining codes that identify particular classes of things. Some examples are shown in Table 10. +Table 10: Identification Codes + + + + + Data Warehouse +The Common Warehouse Metamodel (CWM™)11 is a standard of the Object Management Group® (OMG®)12 that defines a specification for modeling metadata for relational, non-relational, multi-dimensional, and most other objects found in a data warehousing environment. It enables interchange of metadata, including lineage metadata, between data warehouse tools and repositories. + + + Name: ISO 3166 Country Codes +Description: Widely used to identify countries. +Source/URL: Refer to: https://www.iso.org/iso-3166-country-codes.html. + + + Name: Global Trade Item Numbers (GTIN) +Description: Used by companies to identify their trade items – particularly in barcodes. +Source/URL: Refer to: https://www.gs1.org/standards/id-keys/gtin. + + + Name: Harmonized System (HS) Codes +Description: A standardized numerical method of classifying traded products used by customs authorities around the world to identify products when assessing duties and taxes and for gathering statistics. +Source/URL: Refer to: http://www.wcoomd.org/en/topics/nomenclature/overview/what-is-the-harmonized-system.aspx. + + + Name: Standard Industrial Classification (SIC) Codes +Description: Used to indicate a company's type of business. +Source/URL: Refer to: https://www.sec.gov/info/edgar/siccodes.htm. + + + Name: United Nations Standard Products and Services Code® (UNSPSC®) +Description: Identifies products and services. +Source/URL: Refer to: https://www.unspsc.org/. + + + The Common Warehouse Metamodel (CWM™) is a standard of the Object Management Group® (OMG®)12 that defines a specification for modeling metadata for relational, non-relational, multi-dimensional, and most other objects found in a data warehousing environment. It enables interchange of metadata, including lineage metadata, between data warehouse tools and repositories. +Refer to: https://www.omg.org/spec/CWM/1.1/PDF. + + + Data scientists usually have a solid foundation in computer science, mathematics, and statistics, rather than substantial business knowledge. Their role is to explore different kinds of data to look at patterns so that they can understand the meaning of relationships between sets of data. They often have a thirst for new information sources to develop new ideas on how to gain value from combining that data with other sources. The tools used by the data scientists include capabilities for preparing and transforming data for analysis. They typically work with data in its original (raw) format. Data can be accessed through the creation of a sandbox copy of the data for the data scientist to use because the data scientist will subset and transform the data as part of their work. Their activity should not affect the shared version of the data in the data reservoir. The sandbox will be accessible as an area in a file system such as Hadoop Distributed File System (HDFS) or accessible by using common mechanisms such as Java Database Connectivity (JDBC) or Open Database Connectivity (ODBC). As the data scientists explore samples of this data, they will develop analytical models and try them out against test data. Those models can then be deployed to refinery services within the data reservoir or to operational systems outside the data reservoir. + + + Raw data interaction provides access to most of the data (security permitting) in the data reservoir for advanced analytics. It is responsible for masking sensitive personal information where appropriate. + + + + View-based interaction provides access to data in the data reservoir (subject to security permissions) for line-of-business teams that want to perform ad hoc queries, search, simple analytics, and data exploration. The structure of this information has been simplified and it is labeled using business relevant terminology. + + + The data reservoir could process events in real time and produce insight that could be stored in the data reservoir’s repositories, and published externally for other systems to act upon. + + + Streaming analytics is the component responsible for running the analytics on streaming data in real-time. + + + Event correlation provides for complex event processing based on business events that can occur over an extended period and can correlate these events to develop additional insight. Some of these events can come from insight obtained by the streaming analytics component. + + + Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. This data can be triggered by upstream changes, or run on a schedule or on demand from a user request. A subscription table is used to manage the list of sources and the destinations they need to be published to. The destinations can involve populating a table, creating files, or messages to be posted to a queue. During the publishing process, data transformation can occur, for example by resolving code values to alternate representations. + + + These systems could also make API calls to the data reservoir to access/update data or insight. These APIs might interact with a single data repository or may federate data from multiple repositories. Service interfaces provide the ability for outside systems to access data in the reservoir repositories, and for systems within the reservoir to query data from both inside and outside. These interfaces can be REST web services, SQL style through JDBC, or various other forms + + + + + Security and Integrity Data +Secure Trusted Digital Identities ecosystem supported +Cyber security protocols in place to prevent unauthorized access and the misuse of personal information +Data supports ongoing integrity management + + + + Partner and Relationship Data +Authorized partners have access to client data +ESDC can manage and assess partners through partner relationship data and reduced agreements +Streamlined and consistent/common agreements to reduce burden on partners and ESDC + + + + Benefit Processing Data: Evidence, activity, interactions, decisions, payments +Integrated system management of information used and produced across end-to-end process +Application of common standards and standardization of data across processes and benefit programs +Consistent and integrated data for benefit processing + + + + Knowledge/Reference and Document Data +Accessible central repositories of authoritative program and operational knowledge will facilitate consistency and accuracy of service delivery +Access and use of consistent metadata across systems and programs +Consistency in data will eliminate data silos and barriers to data use + + + + + + Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml) + + + Selenium is a portable framework for testing web applications. Selenium provides a playback tool for authoring functional tests without the need to learn a test scripting language (Selenium IDE). It also provides a test domain-specific language (Selenese) to write tests in a number of popular programming languages, including C#, Groovy, Java, Perl, PHP, Python, Ruby and Scala. The tests can then run against most modern web browsers. Selenium runs on Windows, Linux, and macOS. It is open-source software released under the Apache License 2.0 +https://en.wikipedia.org/wiki/Selenium_(software) + + + Cypress is a JavaScript-based end-to-end testing framework that doesn't use Selenium at all. It is built on top of Mocha, which is again a feature-rich JavaScript test framework running on and in the browser, making asynchronous testing simple and fun. https://www.cypress.io/ + + + + + Mocha is a JavaScript Test Framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) +Mocha is a feature-rich JavaScript test framework running on Node.js and in the browser, making asynchronous testing simple. Mocha tests run serially, allowing for flexible and accurate reporting, while mapping uncaught exceptions to the correct test cases. Hosted on GitHub. https://mochajs.org/ + + + Postman is an open source API testing tool. It can work with any given endpoint even if it’s Restful or XML based. It has an easy to use interface to make the request to the given endpoints. It offers a rich variety of features. Creating a collection from requests, extracting data from any response and storing in a variable are the least you can do with Postman. +https://loadium.com/blog/performance-testing-with-postman/ + + + + LoadRunner is a software testing tool from Micro Focus. It is used to test applications, measuring system behaviour and performance under load. LoadRunner can simulate thousands of users concurrently using application software, recording and later analyzing the performance of key components of the application. +https://en.wikipedia.org/wiki/LoadRunner + + + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Aqua Security - Full lifecycle security for containers and cloud-native applications. https://github.com/aquasecurity + + + JFrog Xray is a universal binary analysis product that works with JFrog Artifactory to analyze software components and reveal a variety of vulnerabilities at any stage of the software application lifecycle. Unlike traditional binary analysis tools, JFrog Xray is a fully automated product with a rich REST API. +https://jfrog.com/whitepaper/jfrog-xray-universal-component-analysis/ + + + Nexus Vulnerability Scanner - Instantly generates an inventory of your open source and third party components to determine potential security and license risk. https://www.sonatype.com/appscan + + + HCL AppScan, previously known as IBM AppScan, is a family of web security testing and monitoring tools formerly from the Rational Software division of IBM. AppScan is intended to test Web applications for security vulnerabilities during the development process. The product learns the behavior of each application, whether an off-the-shelf application or internally developed, and develops a program intended to test all of its functions for both common and application-specific vulnerabilities. https://en.wikipedia.org/wiki/Security_AppScan + + + Chai is BDD/TDD assertion library. Can be paired with any javascript testing framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) + + + SonarLint is an IDE extension that helps you detect and fix quality issues as you write code. Like a spell checker, SonarLint squiggles flaws so that they can be fixed before committing code. https://www.sonarlint.org/ +SonarLint lives only in the IDE (IntelliJ, Eclipse and Visual Studio). Its purpose is to give instantaneous feedback as you type your code. For this, it concentrates on what code you are adding or updating. https://stackoverflow.com/questions/39828609/sonarqube-and-sonarlint-difference + + + SonarQube is an open-source platform for continuous inspection of code quality. Using static code analysis, it tries to detect bugs, code smells and security vulnerabilities. Many plugins are available to use it as part of continuous integration pipelines, including for Maven, Jenkins and GitHub. https://www.sonarqube.org/ + + + Automated static code analysis helps developers eliminate vulnerabilities and build secure software. Code securely with integrated SAST. Covers multiple languages. Performs automated scans. Fix at the speed of DevOps. Automate security within CI/CD. https://www.microfocus.com/en-us/products/static-code-analysis-sast/overview + + + Axe is an accessibility testing engine for websites and other HTML-based user interfaces. It's fast, secure, lightweight, and was built to seamlessly integrate with any existing test environment so you can automate accessibility testing alongside your regular functional testing. +https://github.com/dequelabs/axe-core + + + Compliance Sheriff is a web application that will help perform automated accessibility assessments on website. It can crawl through all the pages on website and generates reports on the accessibility issues associated with each page. This tool also helps validate broken links on website. http://www.compliancesheriff.com/ + + + JAWS ("Job Access With Speech") is a computer screen reader program for Microsoft Windows that allows blind and visually impaired users to read the screen either with a text-to-speech output or by a refreshable Braille display. JAWS is produced by the Blind and Low Vision Group of Freedom Scientific. https://en.wikipedia.org/wiki/JAWS_(screen_reader) + + + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + JFrog Artifactory is a universal DevOps solution providing end-to-end automation and management of binaries and artifacts through the application delivery process that improves productivity across development ecosystem. https://www.jfrog.com/confluence/display/JFROG/JFrog+Artifactory + + + Maven is a build automation tool used primarily for Java projects. Maven can also be used to build and manage projects written in C#, Ruby, Scala, and other languages. The Maven project is hosted by the Apache Software Foundation, where it was formerly part of the Jakarta Project. https://en.wikipedia.org/wiki/Apache_Maven + + + NuGet is a free and open-source package manager designed for the Microsoft development platform. NuGet is distributed as a Visual Studio extension. Starting with Visual Studio 2012, NuGet comes pre-installed by default. NuGet is also integrated with SharpDevelop. NuGet can also be used from the command line and automated with scripts. +It supports multiple programming languages. https://en.wikipedia.org/wiki/NuGet + + + npm (originally short for Node Package Manager) is a package manager for the JavaScript programming language. It is the default package manager for the JavaScript runtime environment Node.js. It consists of a command line client, also called npm, and an online database of public and paid-for private packages, called the npm registry. The registry is accessed via the client, and the available packages can be browsed and searched via the npm website. The package manager and the registry are managed by npm, Inc. https://en.wikipedia.org/wiki/Npm_(software) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + Team Foundation Server (Microsoft TFS) helps manage teams and their code. It's because TFS offers a combo of version control, issue tracking, and application lifecycle management. https://www.perforce.com/blog/vcs/what-team-foundation-server + + + The Spring Framework is an application framework and inversion of control container for the Java platform. https://en.wikipedia.org/wiki/Spring_Framework +Spring Boot is an open source Java-based framework used to create a micro Service. It is developed by Pivotal Team and is used to build stand-alone and production ready spring applications. https://www.tutorialspoint.com/spring_boot/spring_boot_introduction.htm +Spring Cloud is a framework for building robust cloud applications. https://www.baeldung.com/spring-cloud-bootstrapping + + + + Node.js is a JavaScript runtime built on Chrome's V8 JavaScript engine. (https://nodejs.org/en/) + + + Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml) + + + TypeScript is an open-source programming language developed and maintained by Microsoft. It is a strict syntactical superset of JavaScript and adds optional static typing to the language. TypeScript is designed for development of large applications and transcompiles to JavaScript. As TypeScript is a superset of JavaScript, existing JavaScript programs are also valid TypeScript programs. https://en.wikipedia.org/wiki/TypeScript + + + + LoopBack is a platform for building APIs and microservices in Node.js (https://loopback.io/doc/en/lb4/index.html) + + + OpenAPI = Specification +Swagger = Tools for implementing the specification +(https://swagger.io/blog/api-strategy/difference-between-swagger-and-openapi/) + + + + .NET Core is a free and open-source, managed computer software framework for Windows, Linux, and macOS operating systems. It is a cross-platform successor to .NET Framework. The project is primarily developed by Microsoft and released under the MIT License. https://en.wikipedia.org/wiki/.NET_Core + + + + JavaScript, often abbreviated as JS, is a programming language that conforms to the ECMAScript specification. JavaScript is high-level, often just-in-time compiled, and multi-paradigm. It has curly-bracket syntax, dynamic typing, prototype-based object-orientation, and first-class functions. https://en.wikipedia.org/wiki/JavaScript + + + + C# (C Sharp) is a general-purpose, multi-paradigm programming language encompassing strong typing, lexically scoped, imperative, declarative, functional, generic, object-oriented (class-based), and component-oriented programming disciplines. https://en.wikipedia.org/wiki/C_Sharp_(programming_language) + + + + Angular (commonly referred to as "Angular 2+" or "Angular v2 and above") is a TypeScript-based open-source web application framework led by the Angular Team at Google and by a community of individuals and corporations. Angular is a complete rewrite from the same team that built AngularJS. https://en.wikipedia.org/wiki/Angular_(web_framework) + + + + React (also known as React.js or ReactJS) is a JavaScript library for building user interfaces. It is maintained by Facebook and a community of individual developers and companies. https://en.wikipedia.org/wiki/React_(web_framework) + + + + Visual Studio Code is a source-code editor developed by Microsoft for Windows, Linux and macOS. It includes embedded Git and support for debugging, syntax highlighting, intelligent code completion, snippets, and code refactoring. It is highly customizable, allowing users to change the theme, keyboard shortcuts, preferences, and install extensions that add additional functionality. The source code is free and open-source, released under the permissive MIT License. The compiled binaries are freeware for any use. +https://en.wikipedia.org/wiki/Visual_Studio_Code + + + Eclipse is an integrated development environment (IDE) used in computer programming. It contains a base workspace and an extensible plug-in system for customizing the environment. Eclipse is written mostly in Java and its primary use is for developing Java applications, but it may also be used to develop applications in other programming languages via plug-ins, including Ada, ABAP, C, C++, C#, Clojure, COBOL, D, Erlang, Fortran, Groovy, Haskell, JavaScript, Julia, Lasso, Lua, NATURAL, Perl, PHP, Prolog, Python, R, Ruby, Rust, Scala, and Scheme. It can also be used to develop documents with LaTeX (via a TeXlipse plug-in) and packages for the software Mathematica. Development environments include the Eclipse Java development tools (JDT) for Java and Scala, Eclipse CDT for C/C++, and Eclipse PDT for PHP, among others. +https://en.wikipedia.org/wiki/Eclipse_(software) + + + + Ansible is an open source IT Configuration Management, Deployment & Orchestration tool. It aims to provide large productivity gains to a wide variety of automation challenge. +https://www.edureka.co/blog/what-is-ansible/ + + + Apache ZooKeeper is a software project of the Apache Software Foundation. It is essentially a service for distributed systems offering a hierarchical key-value store, which is used to provide a distributed configuration service, synchronization service, and naming registry for large distributed systems. https://en.wikipedia.org/wiki/Apache_ZooKeeper + + + Enterprise Grade File Transfer Server https://www.crushftp.com/index.html + + + Swagger allows you to describe the structure of your APIs so that machines can read them. By reading your API’s structure, Swagger can automatically build interactive API documentation, automatically generate client libraries for API in many languages and explore other possibilities like automated testing. Swagger does this by asking your API to return a YAML or JSON that contains a detailed description of your entire API. This file is essentially a resource listing of your API which adheres to OpenAPI Specification. https://swagger.io/docs/specification/2-0/what-is-swagger/ + + + Secure, store and tightly control access to tokens, passwords, certificates, encryption keys for protecting secrets and other sensitive data using a UI, CLI, or HTTP API. https://www.vaultproject.io/ + + + Key Vault Safeguard cryptographic keys and other secrets used by cloud apps and services. https://azure.microsoft.com/en-us/services/key-vault/ + + + Terraform enables you to safely and predictably create, change, and improve infrastructure. It is an open source tool that codifies APIs into declarative +https://www.terraform.io/ + + + Amazon Web Services (AWS) is the world’s most comprehensive and broadly adopted cloud platform, offering over 175 fully featured services from data centers globally. Customers are using AWS to lower costs, become more agile, and innovate faster. https://aws.amazon.com/what-is-aws/ + + + Microsoft Azure is an ever-expanding set of cloud services to help your organisation meet your business challenges. It’s the freedom to build, manage and deploy applications on a massive, global network using your favourite tools and frameworks. https://azure.microsoft.com/en-ca/overview/what-is-azure/ + + + Automate Provisioning and Manage Infrastructure as Code. https://puppet.com/blog/automate-provisioning-and-manage-infrastructure-as-code-new-puppet-enterprise-3-8/ + + + Helm helps you manage Kubernetes applications — Helm Charts help you define, install, and upgrade even the most complex Kubernetes application. (https://helm.sh/) + + + Packer is a tool for creating identical machine images for multiple platforms from a single source configuration. (https://packer.io/) + + + Nomad is a simple, flexible, and production-grade work orchestrator that enables organizations to deploy, manage, and scale any application, containerized, legacy or batch jobs, across multiple regions, on private and public clouds. https://www.hashicorp.com/products/nomad/ + + + PubSub+ Event Broker: Software - Easily deploy powerful messaging in clouds and container platforms in IaaS/PaaS environments. https://solace.com/products/event-broker/software/ + + + Kafka is used for building real-time data pipelines and streaming apps. It is horizontally scalable, fault-tolerant, wicked fast, and runs in production in thousands of companies. https://kafka.apache.org/ + + + Kafka Connect, an open source component of Apache Kafka, is a framework for connecting Kafka with external systems such as databases, key-value stores, search indexes, and file systems. Using Kafka Connect, you can deploy connector implementations for common data sources and sinks to move data into and out of Kafka. https://docs.confluent.io/current/connect/index.html +Kafka Streams is a client library for building applications and microservices, where the input and output data are stored in an Apache Kafka cluster. It combines the simplicity of writing and deploying standard Java and Scala applications on the client side with the benefits of Kafka’s server-side cluster technology. https://docs.confluent.io/current/streams/index.html + + + Apache Camel is an open source Java framework that focuses on making integration easier and more accessible to developers. It does this by providing concrete implementations of all the widely used Enterprise Integration Patterns (EIPs); connectivity to a great variety of transports and APIs; easy to use Domain Specific Languages (DSLs) to wire EIPs and transports together https://camel.apache.org/manual/latest/faq/what-is-camel.html + + + Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/ + + + A Docker container image is a lightweight, standalone, executable package of software that includes everything needed to run an application: code, runtime, system tools, system libraries and settings. https://www.docker.com/resources/what-container + + + ArangoDB is a free and open-source native multi-model database system developed by ArangoDB GmbH. The database system supports three data models (key/value, documents, graphs) with one database core and a unified query language AQL (ArangoDB Query Language). The query language is declarative and allows the combination of different data access patterns in a single query. ArangoDB is a NoSQL database system but AQL is similar in many ways to SQL. https://en.wikipedia.org/wiki/ArangoDB + + + PostgreSQL also known as Postgres, is a free and open-source relational database management system (RDBMS) emphasizing extensibility and SQL compliance. https://en.wikipedia.org/wiki/PostgreSQL + + + Red Hat 3scale API Management makes it easy to manage APIs. Share, secure, distribute, control, and monetize APIs on an infrastructure platform built for performance, customer control, and future growth. Place 3scale components on-premise, in the cloud, or on any combination of the two. https://www.redhat.com/en/technologies/jboss-middleware/3scale + + + The purpose of Linux Mint is to produce a modern, elegant and comfortable operating system which is both powerful and easy to use. Based on Debian and Ubuntu, it provides about 30,000 packages and one of the best software managers. https://www.linuxmint.com/about.php + + + Not part of CNFC landscape. Fabio is an HTTP and TCP reverse proxy that configures itself with data from Consul. (https://fabiolb.net/) + + + Envoy is a high performance C++ distributed proxy designed for single services and applications, as well as a communication bus and “universal data plane” designed for large microservice “service mesh” architectures. +(https://www.envoyproxy.io/) + + + CoreDNS is a DNS server.It is written in Go.It can be used in a multitude of environments because of its flexibility. CoreDNS integrates with Kubernetes via the Kubernetes plugin. (https://coredns.io/) + + + Traefik is the leading open source reverse proxy and load balancer for HTTP and TCP-based applications. I put it here because Oracle API Gateway is here. (https://traefik.io/) + + + "Consul is a service networking solution to connect and secure services across any runtime platform and public or private cloud. +Features (Consul lingo): +* Mesh Gateway (https://www.consul.io/mesh.html). Connect between different cloud regions, VPCs and between overlay and underlay networks without complex network tunnels and NAT. +* Layer 7 Traffic Management (https://www.consul.io/docs/connect/l7-traffic-management.html) +* Consul includes its own built-in L4 proxy (https://www.consul.io/docs/connect/proxies.html)" + + + Nginx is a web server which can also be used as a reverse proxy, load balancer, mail proxy and HTTP cache. https://en.wikipedia.org/wiki/Nginx + + + Skaffold is a command line tool that facilitates continuous development for Kubernetes applications. You can iterate on your application source code locally then deploy to local or remote Kubernetes clusters. Skaffold handles the workflow for building, pushing and deploying your application. It also provides building blocks and describe customizations for a CI/CD pipeline. +(https://github.com/GoogleContainerTools/skaffold) + + + Istio lets you connect, secure, control, and observe services. At a high level, Istio helps reduce the complexity of these deployments, and eases the strain on your development teams. It is a completely open source service mesh that layers transparently onto existing distributed applications. https://istio.io/docs/concepts/what-is-istio/ + + + Fluentd is an open source data collector, which lets you unify the data collection and consumption for a better use and understanding of data. Fluentd tries to structure data as JSON as much as possible: this allows Fluentd to unify all facets of processing log data: collecting, filtering, buffering, and outputting logs across multiple sources and destinations (Unified Logging Layer). https://www.fluentd.org/architecture + + + The Elastic Stack (sometimes known as the ELK Stack) is a popular open source logging platform. https://www.elastic.co/log-monitoring + + + Logstash is an open source, server-side data processing pipeline that ingests data from a multitude of sources simultaneously, transforms it, and then sends it to your favorite "stash." https://www.elastic.co/logstash + + + Kibana is an open source data visualization dashboard for Elasticsearch. It provides visualization capabilities on top of the content indexed on an Elasticsearch cluster. Users can create bar, line and scatter plots, or pie charts and maps on top of large volumes of data. https://en.wikipedia.org/wiki/Kibana + + + Jaeger is a distributed tracing platform created by Uber Technologies and donated to Cloud Native Computing Foundation. It can be used for monitoring microservices-based distributed systems. https://github.com/jaegertracing/jaeger + + + Prometheus is a free software application used for event monitoring and alerting. It records real-time metrics in a time series database built using a HTTP pull model, with flexible queries and real-time alerting. The project is written in Go and licensed under the Apache 2 License, with source code available on GitHub, and is a graduated project of the Cloud Native Computing Foundation, along with Kubernetes and Envoy. https://en.wikipedia.org/wiki/Prometheus_(software) + + + Grafana is an open source visualization and alerting tool for time series data. It was designed with a plugin architecture that allows you to capture data across many different sources and visualize it on a single dashboard. https://blogs.oracle.com/cloudnative/data-source-grafana + + + Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ + + + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + osTicket seamlessly routes inquiries created via email, web-forms and API. Simple and easy-to-use web-based customer support platform. osTicket comes packed with more features and tools than most of the expensive (and complex) support ticket systems on the market. https://osticket.com/ + + + Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ + + + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence + + + Odoo Helpdesk is optimized for team's productivity: Create SLA rules and let Odoo take action automatically. Automate emails or actions at different stages of ticket resolution. Define dynamic email templates to automate the most common responses. https://www.odoo.com/page/helpdesk + + + Slack is a collaboration hub that can replace email to help you and your team work together seamlessly. It’s designed to support the way people naturally work together, so you can collaborate with people online as efficiently as you do face-to-face. https://slack.com/intl/en-ca/help/articles/115004071768-What-is-Slack- + + + Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence + + + Zoom is a cloud-based video conferencing, group messaging, and online meetings solution for the educational, financial, health care, and government sectors. It is compatible with both PC and mobile devices. Users can incorporate HD videos and audio to meetings and make them interactive. https://zoom.us/ + + + Jenkins X is an open source system that offers software developers continuous integration, automated testing, and continuous delivery, known as CI/CD, in Kubernetes. Jenkins X-managed projects get a complete CI/CD process with a Jenkins pipeline that builds and packages project code for deployment to Kubernetes and access to pipelines for promoting projects to staging and production environments. https://opensource.com/article/18/11/getting-started-jenkins-x + + + OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm + + + Spring is a framework that helps you to "wire" different components together. It is most useful in cases where you have a lot of components and you might decide to combine them in different ways, or wish to make it easy to swap out one component for another depending on different settings or environments. +(https://softwareengineering.stackexchange.com/questions/92393/what-does-the-spring-framework-do-should-i-use-it-why-or-why-not) + + + A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/) + + + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + .NET programming languages include: +C# (C sharp) is a simple, modern, object-oriented, and type-safe programming language. +F# (F sharp) is a cross-platform, open-source, functional programming language. It also includes object-oriented and imperative programming. +VB Visual Basic is an approachable language with a simple syntax for building type-safe, object-oriented apps. +https://dotnet.microsoft.com/languages + + + + Azure Quickstart Templates. Deploy Azure resources through the Azure Resource Manager with community-contributed templates to get more done. Deploy, learn, fork and contribute back. https://azure.microsoft.com/en-ca/resources/templates/ + + + AWS CloudFormation simplifies provisioning and management on AWS. You can create templates for the service or application architectures you want and have AWS CloudFormation use those templates for quick and reliable provisioning of the services or applications (called “stacks”). You can also easily update or replicate the stacks as needed. https://aws.amazon.com/cloudformation/resources/templates/ + + + Trello is a collaboration tool that organizes your projects into boards. In one glance, Trello tells you what's being worked on, who's working on what, and where something is in a process. https://help.trello.com/article/708-what-is-trello + + + Microsoft Teams is a unified communication and collaboration platform that combines persistent workplace chat, video meetings, file storage (including collaboration on files), and application integration. The service integrates with the Office 365 subscription office productivity suite and features extensions that can integrate with non-Microsoft products. https://en.wikipedia.org/wiki/Microsoft_Teams + + + Apigee is an API gateway management tool offered by Google to exchange data across cloud services and applications. Apigee is one tool that can manage the API gateway and make it easier to produce and deploy modern, developer-friendly apps. https://cloud.google.com/apigee + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Microsoft Visual Studio is an integrated development environment (IDE) from Microsoft. It is used to develop computer programs, as well as websites, web apps, web services and mobile apps. Visual Studio uses Microsoft software development platforms such as Windows API, Windows Forms, Windows Presentation Foundation, Windows Store and Microsoft Silverlight. It can produce both native code and managed code. +https://en.wikipedia.org/wiki/Microsoft_Visual_Studio + + + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Aqua Security - Full lifecycle security for containers and cloud-native applications. https://github.com/aquasecurity + + + JFrog Xray is a universal binary analysis product that works with JFrog Artifactory to analyze software components and reveal a variety of vulnerabilities at any stage of the software application lifecycle. Unlike traditional binary analysis tools, JFrog Xray is a fully automated product with a rich REST API. https://jfrog.com/whitepaper/jfrog-xray-universal-component-analysis/ + + + Nexus Vulnerability Scanner - Instantly generates an inventory of your open source and third party components to determine potential security and license risk. https://www.sonatype.com/appscan + + + HCL AppScan, previously known as IBM AppScan, is a family of web security testing and monitoring tools formerly from the Rational Software division of IBM. AppScan is intended to test Web applications for security vulnerabilities during the development process. The product learns the behavior of each application, whether an off-the-shelf application or internally developed, and develops a program intended to test all of its functions for both common and application-specific vulnerabilities. https://en.wikipedia.org/wiki/Security_AppScan + + + Micro Focus® Fortify Static Code Analyzer (SCA) pinpoints the root cause of security vulnerabilities in the source code, prioritizes the most serious issues, and provides detailed guidance on how to fix them so developers can resolve issues in less time with centralized software security management. (https://www.microfocus.com/) + + + Zed Attack Proxy (ZAP) is a free, open-source penetration testing tool being maintained under the umbrella of the Open Web Application Security Project (OWASP). ZAP is designed specifically for testing web applications and is both flexible and extensible. (https://www.zaproxy.org/) + + + ThreadFix helps correlate results across applications and the network infrastructure assets that supports them using test results from a variety of sources: static, dynamic, interactive, software composition analysis and network/infrastructure (https://threadfix.it) + + + Nexus IQ Server is a policy engine powered by precise intelligence on open source components. It provides a number of tools to improve component usage in the software supply chain, allowing to automate processes and achieve accelerated speed to delivery while also increasing product quality (https://help.sonatype.com/iqserver). + + + Sonatype Nexus Repository is used for managing binaries and building artifacts across the software supply chain (https://www.sonatype.com/product-nexus-repository) + + + "Axe is an accessibility testing engine for websites and other HTML-based user interfaces. It's fast, secure, lightweight, and was built to seamlessly integrate with any existing test environment so you can automate accessibility testing alongside your regular functional testing. +https://github.com/dequelabs/axe-core" + + + Compliance Sheriff ensures online content complies with web accessibility standards (http://www.compliancesheriff.com/) + + + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Automated integration tests for message protocols and data formats! +HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more! +(https://citrusframework.org/) + + + Selenium is a portable framework for testing web applications. Selenium provides a playback tool for authoring functional tests without the need to learn a test scripting language (Selenium IDE). It also provides a test domain-specific language (Selenese) to write tests in a number of popular programming languages, including C#, Groovy, Java, Perl, PHP, Python, Ruby and Scala. The tests can then run against most modern web browsers. Selenium runs on Windows, Linux, and macOS. It is open-source software released under the Apache License 2.0. https://en.wikipedia.org/wiki/Selenium_(software) + + + Cypress is a JavaScript-based end-to-end testing framework that doesn't use Selenium at all. It is built on top of Mocha, which is again a feature-rich JavaScript test framework running on and in the browser, making asynchronous testing simple and fun. https://www.cypress.io/ + + + + Mocha is a JavaScript Test Framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) + +Mocha is a feature-rich JavaScript test framework running on Node.js and in the browser, making asynchronous testing simple. Mocha tests run serially, allowing for flexible and accurate reporting, while mapping uncaught exceptions to the correct test cases. Hosted on GitHub. https://mochajs.org/ + + + Postman is an open source API testing tool. It can work with any given endpoint even if it’s Restful or XML based. It has an easy to use interface to make the request to the given endpoints. It offers a rich variety of features. Creating a collection from requests, extracting data from any response and storing in a variable are the least you can do with Postman. https://loadium.com/blog/performance-testing-with-postman/ + + + LoadRunner is a software testing tool from Micro Focus. It is used to test applications, measuring system behaviour and performance under load. LoadRunner can simulate thousands of users concurrently using application software, recording and later analyzing the performance of key components of the application. https://en.wikipedia.org/wiki/LoadRunner + + + Chai is BDD/TDD assertion library. Can be paired with any javascript testing framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71) + + + SonarLint is an IDE extension that helps you detect and fix quality issues as you write code (https://www.sonarlint.org/) + + + SonarQube is an open-source platform developed by SonarSource for continuous inspection of code quality to perform automatic reviews with static analysis of code to detect bugs, code smells, and security vulnerabilities on 20+ programming languages (https://www.sonarqube.org/) + + + Automated static code analysis helps developers eliminate vulnerabilities and build secure software. Code securely with integrated SAST. Covers multiple languages. Performs automated scans. Fix at the speed of DevOps. Automate security within CI/CD. https://www.microfocus.com/en-us/products/static-code-analysis-sast/overview + + + JFrog Artifactory is a universal DevOps solution providing end-to-end automation and management of binaries and artifacts through the application delivery process that improves productivity across development ecosystem. https://www.jfrog.com/confluence/display/JFROG/JFrog+Artifactory + + + Maven is a build automation tool used primarily for Java projects. Maven can also be used to build and manage projects written in C#, Ruby, Scala, and other languages. The Maven project is hosted by the Apache Software Foundation, where it was formerly part of the Jakarta Project. https://en.wikipedia.org/wiki/Apache_Maven + + + NuGet is a free and open-source package manager designed for the Microsoft development platform. NuGet is distributed as a Visual Studio extension. Starting with Visual Studio 2012, NuGet comes pre-installed by default. NuGet is also integrated with SharpDevelop. NuGet can also be used from the command line and automated with scripts. +It supports multiple programming languages. https://en.wikipedia.org/wiki/NuGet + + + npm (originally short for Node Package Manager) is a package manager for the JavaScript programming language. It is the default package manager for the JavaScript runtime environment Node.js. It consists of a command line client, also called npm, and an online database of public and paid-for private packages, called the npm registry. The registry is accessed via the client, and the available packages can be browsed and searched via the npm website. The package manager and the registry are managed by npm, Inc. https://en.wikipedia.org/wiki/Npm_(software) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + Team Foundation Server (Microsoft TFS) helps manage teams and their code. It's because TFS offers a combo of version control, issue tracking, and application lifecycle management. https://www.perforce.com/blog/vcs/what-team-foundation-server + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + The Spring Framework is an application framework and inversion of control container for the Java platform. https://en.wikipedia.org/wiki/Spring_Framework + +Spring Boot is an open source Java-based framework used to create a micro Service. It is developed by Pivotal Team and is used to build stand-alone and production ready spring applications. https://www.tutorialspoint.com/spring_boot/spring_boot_introduction.htm + +Spring Cloud is a framework for building robust cloud applications. https://www.baeldung.com/spring-cloud-bootstrapping + + + .NET Framework is the original implementation of .NET. It supports running websites, services, desktop apps, and more on Windows. The two major components of .NET Framework are the Common Language Runtime and the .NET Framework Class Library.(https://dotnet.microsoft.com/learn/dotnet/what-is-dotnet-framework) + + + OpenAPI = Specification +Swagger = Tools for implementing the specification +(https://swagger.io/blog/api-strategy/difference-between-swagger-and-openapi/) + + + .NET Core is a free and open-source, managed computer software framework for Windows, Linux, and macOS operating systems. It is a cross-platform successor to .NET Framework. The project is primarily developed by Microsoft and released under the MIT License. https://en.wikipedia.org/wiki/.NET_Core + + + + LoopBack is a platform for building APIs and microservices in Node.js (https://loopback.io/doc/en/lb4/index.html) + + + React (also known as React.js or ReactJS) is a JavaScript library for building user interfaces. It is maintained by Facebook and a community of individual developers and companies. https://en.wikipedia.org/wiki/React_(web_framework) + + + + Angular (commonly referred to as "Angular 2+" or "Angular v2 and above") is a TypeScript-based open-source web application framework led by the Angular Team at Google and by a community of individuals and corporations. Angular is a complete rewrite from the same team that built AngularJS. https://en.wikipedia.org/wiki/Angular_(web_framework) + + + + Node.js is a JavaScript runtime built on Chrome's V8 JavaScript engine. (https://nodejs.org/en/) + + + JavaScript, often abbreviated as JS, is a programming language that conforms to the ECMAScript specification. JavaScript is high-level, often just-in-time compiled, and multi-paradigm. It has curly-bracket syntax, dynamic typing, prototype-based object-orientation, and first-class functions. https://en.wikipedia.org/wiki/JavaScript + + + + C# (C Sharp) is a general-purpose, multi-paradigm programming language encompassing strong typing, lexically scoped, imperative, declarative, functional, generic, object-oriented (class-based), and component-oriented programming disciplines. https://en.wikipedia.org/wiki/C_Sharp_(programming_language) + + + + Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml) + + + .NET programming languages include: +C# (C sharp) is a simple, modern, object-oriented, and type-safe programming language. +F# (F sharp) is a cross-platform, open-source, functional programming language. It also includes object-oriented and imperative programming. +VB Visual Basic is an approachable language with a simple syntax for building type-safe, object-oriented apps. +https://dotnet.microsoft.com/languages + + + + TypeScript is an open-source programming language developed and maintained by Microsoft. It is a strict syntactical superset of JavaScript and adds optional static typing to the language. TypeScript is designed for development of large applications and transcompiles to JavaScript. As TypeScript is a superset of JavaScript, existing JavaScript programs are also valid TypeScript programs. https://en.wikipedia.org/wiki/TypeScript + + + Eclipse is an integrated development environment (IDE) used in computer programming. It contains a base workspace and an extensible plug-in system for customizing the environment. Eclipse is written mostly in Java and its primary use is for developing Java applications, but it may also be used to develop applications in other programming languages via plug-ins, including Ada, ABAP, C, C++, C#, Clojure, COBOL, D, Erlang, Fortran, Groovy, Haskell, JavaScript, Julia, Lasso, Lua, NATURAL, Perl, PHP, Prolog, Python, R, Ruby, Rust, Scala, and Scheme. It can also be used to develop documents with LaTeX (via a TeXlipse plug-in) and packages for the software Mathematica. Development environments include the Eclipse Java development tools (JDT) for Java and Scala, Eclipse CDT for C/C++, and Eclipse PDT for PHP, among others. +https://en.wikipedia.org/wiki/Eclipse_(software) + + + + Visual Studio Code is a source-code editor developed by Microsoft for Windows, Linux and macOS. It includes embedded Git and support for debugging, syntax highlighting, intelligent code completion, snippets, and code refactoring. It is highly customizable, allowing users to change the theme, keyboard shortcuts, preferences, and install extensions that add additional functionality. The source code is free and open-source, released under the permissive MIT License. The compiled binaries are freeware for any use. +https://en.wikipedia.org/wiki/Visual_Studio_Code + + + Microsoft Visual Studio is an integrated development environment (IDE) from Microsoft. It is used to develop computer programs, as well as websites, web apps, web services and mobile apps. Visual Studio uses Microsoft software development platforms such as Windows API, Windows Forms, Windows Presentation Foundation, Windows Store and Microsoft Silverlight. It can produce both native code and managed code. +https://en.wikipedia.org/wiki/Microsoft_Visual_Studio + + + Ansible is an open source IT Configuration Management, Deployment & Orchestration tool. It aims to provide large productivity gains to a wide variety of automation challenge. +https://www.edureka.co/blog/what-is-ansible/ + + + Apache ZooKeeper is a software project of the Apache Software Foundation. It is essentially a service for distributed systems offering a hierarchical key-value store, which is used to provide a distributed configuration service, synchronization service, and naming registry for large distributed systems. https://en.wikipedia.org/wiki/Apache_ZooKeeper + + + Packer is a tool for creating identical machine images for multiple platforms from a single source configuration. (https://packer.io/) + + + Secure, store and tightly control access to tokens, passwords, certificates, encryption keys for protecting secrets and other sensitive data using a UI, CLI, or HTTP API. https://www.vaultproject.io/ + + + Key Vault Safeguard cryptographic keys and other secrets used by cloud apps and services. https://azure.microsoft.com/en-us/services/key-vault/ + + + Terraform enables you to safely and predictably create, change, and improve infrastructure. It is an open source tool that codifies APIs into declarative. https://www.terraform.io/ + + + Automate Provisioning and Manage Infrastructure as Code. https://puppet.com/blog/automate-provisioning-and-manage-infrastructure-as-code-new-puppet-enterprise-3-8/ + + + Helm helps you manage Kubernetes applications — Helm Charts help you define, install, and upgrade even the most complex Kubernetes application. (https://helm.sh/) + + + Azure Quickstart Templates. Deploy Azure resources through the Azure Resource Manager with community-contributed templates to get more done. Deploy, learn, fork and contribute back. https://azure.microsoft.com/en-ca/resources/templates/ + + + AWS CloudFormation simplifies provisioning and management on AWS. You can create templates for the service or application architectures you want and have AWS CloudFormation use those templates for quick and reliable provisioning of the services or applications (called “stacks”). You can also easily update or replicate the stacks as needed. https://aws.amazon.com/cloudformation/resources/templates/ + + + Nomad is a simple, flexible, and production-grade work orchestrator that enables organizations to deploy, manage, and scale any application, containerized, legacy or batch jobs, across multiple regions, on private and public clouds. https://www.hashicorp.com/products/nomad/ + + + Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/ + + + OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm + + + A Docker container image is a lightweight, standalone, executable package of software that includes everything needed to run an application: code, runtime, system tools, system libraries and settings. https://www.docker.com/resources/what-container + + + ArangoDB is a free and open-source native multi-model database system developed by ArangoDB GmbH. The database system supports three data models (key/value, documents, graphs) with one database core and a unified query language AQL (ArangoDB Query Language). The query language is declarative and allows the combination of different data access patterns in a single query. ArangoDB is a NoSQL database system but AQL is similar in many ways to SQL. https://en.wikipedia.org/wiki/ArangoDB + + + PostgreSQL also known as Postgres, is a free and open-source relational database management system (RDBMS) emphasizing extensibility and SQL compliance. https://en.wikipedia.org/wiki/PostgreSQL + + + Red Hat 3scale API Management makes it easy to manage APIs. Share, secure, distribute, control, and monetize APIs on an infrastructure platform built for performance, customer control, and future growth. Place 3scale components on-premise, in the cloud, or on any combination of the two. https://www.redhat.com/en/technologies/jboss-middleware/3scale + + + Swagger allows you to describe the structure of your APIs so that machines can read them. By reading your API’s structure, Swagger can automatically build interactive API documentation, automatically generate client libraries for API in many languages and explore other possibilities like automated testing. Swagger does this by asking your API to return a YAML or JSON that contains a detailed description of your entire API. This file is essentially a resource listing of your API which adheres to OpenAPI Specification. https://swagger.io/docs/specification/2-0/what-is-swagger/ + + + Apigee is an API gateway management tool offered by Google to exchange data across cloud services and applications. Apigee is one tool that can manage the API gateway and make it easier to produce and deploy modern, developer-friendly apps. https://cloud.google.com/apigee + + + The purpose of Linux Mint is to produce a modern, elegant and comfortable operating system which is both powerful and easy to use. Based on Debian and Ubuntu, it provides about 30,000 packages and one of the best software managers. https://www.linuxmint.com/about.php + + + Not part of CNFC landscape. Fabio is an HTTP and TCP reverse proxy that configures itself with data from Consul. (https://fabiolb.net/) + + + Envoy is a high performance C++ distributed proxy designed for single services and applications, as well as a communication bus and “universal data plane” designed for large microservice “service mesh” architectures. +(https://www.envoyproxy.io/) + + + CoreDNS is a DNS server.It is written in Go.It can be used in a multitude of environments because of its flexibility. CoreDNS integrates with Kubernetes via the Kubernetes plugin. (https://coredns.io/) + + + Traefik is the leading open source reverse proxy and load balancer for HTTP and TCP-based applications. I put it here because Oracle API Gateway is here. (https://traefik.io/) + + + "Consul is a service networking solution to connect and secure services across any runtime platform and public or private cloud. +Features (Consul lingo): +* Mesh Gateway (https://www.consul.io/mesh.html). Connect between different cloud regions, VPCs and between overlay and underlay networks without complex network tunnels and NAT. +* Layer 7 Traffic Management (https://www.consul.io/docs/connect/l7-traffic-management.html) +* Consul includes its own built-in L4 proxy (https://www.consul.io/docs/connect/proxies.html)" + + + Nginx is a web server which can also be used as a reverse proxy, load balancer, mail proxy and HTTP cache. https://en.wikipedia.org/wiki/Nginx + + + Istio lets you connect, secure, control, and observe services. At a high level, Istio helps reduce the complexity of these deployments, and eases the strain on your development teams. It is a completely open source service mesh that layers transparently onto existing distributed applications. https://istio.io/docs/concepts/what-is-istio/ + + + Microsoft Azure is an ever-expanding set of cloud services to help your organisation meet your business challenges. It’s the freedom to build, manage and deploy applications on a massive, global network using your favourite tools and frameworks. https://azure.microsoft.com/en-ca/overview/what-is-azure/ + + + Amazon Web Services (AWS) is the world’s most comprehensive and broadly adopted cloud platform, offering over 175 fully featured services from data centers globally. Customers are using AWS to lower costs, become more agile, and innovate faster. https://aws.amazon.com/what-is-aws/ + + + Kafka is used for building real-time data pipelines and streaming apps. It is horizontally scalable, fault-tolerant, wicked fast, and runs in production in thousands of companies. https://kafka.apache.org/ + + + Apache Camel is an open source Java framework that focuses on making integration easier and more accessible to developers. It does this by providing concrete implementations of all the widely used Enterprise Integration Patterns (EIPs); connectivity to a great variety of transports and APIs; easy to use Domain Specific Languages (DSLs) to wire EIPs and transports together https://camel.apache.org/manual/latest/faq/what-is-camel.html + + + Kafka Connect, an open source component of Apache Kafka, is a framework for connecting Kafka with external systems such as databases, key-value stores, search indexes, and file systems. Using Kafka Connect, you can deploy connector implementations for common data sources and sinks to move data into and out of Kafka. https://docs.confluent.io/current/connect/index.html +Kafka Streams is a client library for building applications and microservices, where the input and output data are stored in an Apache Kafka cluster. It combines the simplicity of writing and deploying standard Java and Scala applications on the client side with the benefits of Kafka’s server-side cluster technology. https://docs.confluent.io/current/streams/index.html + + + Enterprise Grade File Transfer Server https://www.crushftp.com/index.html + + + PubSub+ Event Broker: Software - Easily deploy powerful messaging in clouds and container platforms in IaaS/PaaS environments. https://solace.com/products/event-broker/software/ + + + Fluentd is an open source data collector, which lets you unify the data collection and consumption for a better use and understanding of data. Fluentd tries to structure data as JSON as much as possible: this allows Fluentd to unify all facets of processing log data: collecting, filtering, buffering, and outputting logs across multiple sources and destinations (Unified Logging Layer). https://www.fluentd.org/architecture + + + The Elastic Stack (sometimes known as the ELK Stack) is a popular open source logging platform. https://www.elastic.co/log-monitoring + + + Logstash is an open source, server-side data processing pipeline that ingests data from a multitude of sources simultaneously, transforms it, and then sends it to your favorite "stash." https://www.elastic.co/logstash + + + Kibana is an open source data visualization dashboard for Elasticsearch. It provides visualization capabilities on top of the content indexed on an Elasticsearch cluster. Users can create bar, line and scatter plots, or pie charts and maps on top of large volumes of data. https://en.wikipedia.org/wiki/Kibana + + + Jaeger is a distributed tracing platform created by Uber Technologies and donated to Cloud Native Computing Foundation. It can be used for monitoring microservices-based distributed systems. https://github.com/jaegertracing/jaeger + + + Prometheus is a free software application used for event monitoring and alerting. It records real-time metrics in a time series database built using a HTTP pull model, with flexible queries and real-time alerting. The project is written in Go and licensed under the Apache 2 License, with source code available on GitHub, and is a graduated project of the Cloud Native Computing Foundation, along with Kubernetes and Envoy. https://en.wikipedia.org/wiki/Prometheus_(software) + + + Grafana is an open source visualization and alerting tool for time series data. It was designed with a plugin architecture that allows you to capture data across many different sources and visualize it on a single dashboard. https://blogs.oracle.com/cloudnative/data-source-grafana + + + Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ + + + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + osTicket seamlessly routes inquiries created via email, web-forms and API. Simple and easy-to-use web-based customer support platform. osTicket comes packed with more features and tools than most of the expensive (and complex) support ticket systems on the market. https://osticket.com/ + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ + + + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Odoo Helpdesk is optimized for team's productivity: Create SLA rules and let Odoo take action automatically. Automate emails or actions at different stages of ticket resolution. Define dynamic email templates to automate the most common responses. https://www.odoo.com/page/helpdesk + + + Slack is a collaboration hub that can replace email to help you and your team work together seamlessly. It’s designed to support the way people naturally work together, so you can collaborate with people online as efficiently as you do face-to-face. https://slack.com/intl/en-ca/help/articles/115004071768-What-is-Slack- + + + Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence + + + Zoom is a cloud-based video conferencing, group messaging, and online meetings solution for the educational, financial, health care, and government sectors. It is compatible with both PC and mobile devices. Users can incorporate HD videos and audio to meetings and make them interactive. https://zoom.us/ + + + Trello is a collaboration tool that organizes your projects into boards. In one glance, Trello tells you what's being worked on, who's working on what, and where something is in a process. https://help.trello.com/article/708-what-is-trello + + + Microsoft Teams is a unified communication and collaboration platform that combines persistent workplace chat, video meetings, file storage (including collaboration on files), and application integration. The service integrates with the Office 365 subscription office productivity suite and features extensions that can integrate with non-Microsoft products. https://en.wikipedia.org/wiki/Microsoft_Teams + + + A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/) + + + GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/) + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html) + + + Jenkins X is an open source system that offers software developers continuous integration, automated testing, and continuous delivery, known as CI/CD, in Kubernetes. Jenkins X-managed projects get a complete CI/CD process with a Jenkins pipeline that builds and packages project code for deployment to Kubernetes and access to pipelines for promoting projects to staging and production environments. https://opensource.com/article/18/11/getting-started-jenkins-x + + + OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm + + + Skaffold is a command line tool that facilitates continuous development for Kubernetes applications. You can iterate on your application source code locally then deploy to local or remote Kubernetes clusters. Skaffold handles the workflow for building, pushing and deploying your application. It also provides building blocks and describe customizations for a CI/CD pipeline. +(https://github.com/GoogleContainerTools/skaffold) + + + A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/) + + + Spring is a framework that helps you to "wire" different components together. It is most useful in cases where you have a lot of components and you might decide to combine them in different ways, or wish to make it easy to swap out one component for another depending on different settings or environments. +(https://softwareengineering.stackexchange.com/questions/92393/what-does-the-spring-framework-do-should-i-use-it-why-or-why-not) + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + API Gateway Cloud Agent – Cloud Install : Installation of all components relating to the API Gateway are installed in the Cloud​ + + + + Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/ Kubernetes is acontainer-orchestration system for automating application deployment, scaling, and management. It was originally designed by Google, and is now maintained by the Cloud Native Computing Foundation​ + + + + + + + https://www.rabbitmq.com/ + +RabbitMQ is an open-source message-broker software (sometimes called message-oriented middleware) that originally implemented the Advanced Message Queuing Protocol (AMQP) and has since been extended with a plug-in architecture to support Streaming Text Oriented Messaging Protocol (STOMP), MQ Telemetry Transport (MQTT), and other protocols. The RabbitMQ server program is written in the Erlang programming language and is built on the Open Telecom Platform framework for clustering and failover. Client libraries to interface with the broker are available for all major programming languages. + + + + + + + + + + Collect, analyze, and act on telemetry data from your Azure and on-premises environments. Azure Monitor helps you maximize performance and availability of your applications and proactively identify problems in seconds. () + + + Microsoft Azure Sentinel is a scalable, cloud-native, security information event management (SIEM) and security orchestration automated response (SOAR) solution. Azure Sentinel delivers intelligent security analytics and threat intelligence across the enterprise, providing a single solution for alert detection, threat visibility, proactive hunting, and threat response. (https://docs.microsoft.com/en-gb/azure/sentinel/overview) + + + + + Definition: A security control that is primarily implemented by the use of technology. (adapted from ITSG-33/HTRA) + + + Definition: A security control that is primarily implemented and executed by people and is typically supported by the use of technology, such as supporting software. (ITSG-33/HTRA) + + + Definition: A security control that is primarily implemented by the use of technology. (adapted from ITSG-33/HTRA) + + + Definition: A security control that is primarily implemented and executed by people and is typically supported by the use of technology, such as supporting software. (ITSG-33/HTRA) + + + + + + + + + + + + + + + + + Secure Access Virtual Environment - Desktop +https://dialogue/proj/ITCD-RMTI/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=947 +Description (Purpose of business) + SAVE-D is a cloud-based environment of domain-connected virtual machines for desktop use. It provides a connectivity option for users who may not have access an ESDC physical platform (laptop/desktop/VPN) + + + QualiWare Lifecycle Manager + + + The code hub is a repository of common code tables and mappings used for joining information sources to create information views + + + A server supporting the staging areas that are used to move information around the data reservoir. + + + repository optimized for high-speed analytics. This data is structured and contains a correlated and consolidated collection of information. + + + A repository providing a historical record of the data from an operational application. This data is stored in the same format and with the same level of quality as is found in the application itself. This approach makes it possible to use this data to investigate activity around a specific application. + + + A repository used to keep a record of the activity in the data reservoir. It is used for auditing the use of data and who is accessing it, when, and for what purpose + + + A repository holding a copy of most of the data in the data reservoir. It provides a place where raw data can be located for analysis. The data may be annotated, linked, and consolidated in deep data. Data may be mapped to data structures after it is stored, so effort is spend as needed rather than at the time of storing. This repository is designed for flexibility, supporting both high volumes and variety of data + + + To improve performance and availability to applications, some views of data can be made available through a cache. The object cache is particularly suited for systems of engagement applications because it is document-oriented, typically using the JSON format. + + + A sandbox is an area of personal storage where a copy of requested data is placed for the requester to use. These sandboxes are the same as the sandboxes in raw data interaction. They are populated from the simplified information collections designed for business users. + + + Self-service provisioning helps to get information to business users with minimal delay, known characteristics, and without any additional IT involvement. To support this and improve the usefulness of the reservoir, users are able to request access to additional data and feedback on the data within the reservoir through comments, tagging, rating, and other collaboration. This can be done through interfaces such as the catalog as they search for data, or through other collaboration tools and social media. Information views provide simplified subsets of the data reservoir repositories that are labeled with business friendly terms. + + + A sandbox is used to provide a user with a copy of data from selected repositories that allows for a greater level of isolation from changes to the underlying data and to limit the workload impact on the rest of the reservoir + + + + A repository of documents, media files, and other content that has been managed under a content management repository and is classified with relevant metadata to understand its content and status. + + + A repository for slowly changing operational master data (information assets) such as, customer profiles, product definitions, and contracts. This repository provides authoritative operational master data for the real-time interfaces, real-time analytics and for data validation in data ingestion. If it is a reference repository of the operational master data management (MDM) systems it might also be extended with new attributes that are maintained by the reservoir. When this hub is taking data from more than one operational system, there may also be additional quality and de-duplication processes running that improve the data. These changes are published from the asset hub for distribution both inside and outside the reservoir. + + + A repository for storing recent activity related to a master entity. This repository is needed to support the real-time interfaces and real-time analytics. It may be loaded through the data ingestion process and through the real-time interfaces. However, many of its values were derived from analytics running inside the data reservoir. + + + A repository of common code tables and mappings that are available through the data reservoir's application programming interfaces (APIs). + + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/ + + + + + + + + Data Fabric +A data fabric enables frictionless access and sharing of data in a distributed data environment. It enables a single and consistent data management framework, which allows seamless data access and processing by design across otherwise siloed storage. It may use analytics to constantly monitor data pipelines and support the design, deployment, and utilization of diverse data. Gartner® Data and Analysis Trends, 2021 (see References) claim that this can reduce time for integration by 30%, deployment by 30%, and maintenance by 70%. +A data fabric has an application interface, and often also a user interface. It gives the ability to write data, as well as to read it. The sources may be on-premise or in the cloud. Data fabrics deliver a unified, intelligent, and integrated end-to-end platform to support data use-cases. They provide the ability to deliver use-cases quickly by leveraging innovation in dynamic integration, distributed, and multi-cloud architectures, graph engines, and distributed in-memory and persistent memory platforms. Data fabric focuses on automating the process integration, transformation, preparation, curation, security, governance, and orchestration to enable analytics and insights quickly for business success. It minimizes complexity by automating processes, workflows, and pipelines, generating code, and streamlining data to accelerate various use-cases. +An application can read data from or update data in multiple sources, describing the data in terms of a common data model. The read and update requests are converted by data platforms to requests that describe the data in terms of the source data models. The data is then obtained from the sources and integrated, or updated in the sources, by continual synchronization or dynamic query. + + + Data Mesh +The concept of data mesh is related but slightly different to that of data fabric. A data mesh consists of data products, each of which meets a set of user needs and has assured levels of quality and security. A data product is a computing unit that includes data, code, and metadata, and uses a data platform. (A data platform can be shared by multiple data products.) +A data mesh has domain-oriented, decentralized data ownership and management. It does not necessarily provide uniform access to the data, but the data products of a mesh can be exposed by data platforms as sources in a data fabric. + + + Data Platforms +Data platforms are architecture components that connect to multiple sources and provide access to their data. They are key components of data fabrics and data meshes. They may import data from the sources but more usually, and more effectively, they use data virtualization. In either case, they transform the source data to fit a target schema, or expose the source schema to applications. +Figure 3 shows how data platforms enable applications to access data. They may communicate with each other or use common metadata to make the access uniform. +Figure 3: Data Platforms + + + + + + Name: UNIX® File Store +Source/URL: Refer to: http://www.unix.org/. + + + Name: Apache™ Hadoop® Distributed File System (HDFS™) +Source/URL: Refer to: https://hadoop.apache.org/docs/r1.2.1/hdfs_design.html. + + + Name: A Blockchain System +Source/URL: For more information, refer to: https://en.wikipedia.org/wiki/Blockchain. + + + + + A sandbox is used to provide a user with a copy of data from selected repositories that allows for a greater level of isolation from changes to the underlying data and to limit the workload impact on the rest of the reservoir + + + A sandbox is an area of personal storage where a copy of requested data is placed for the requester to use. These sandboxes are the same as the sandboxes in raw data interaction. They are populated from the simplified information collections designed for business users. + + + Self-service provisioning helps to get information to business users with minimal delay, known characteristics, and without any additional IT involvement. To support this and improve the usefulness of the reservoir, users are able to request access to additional data and feedback on the data within the reservoir through comments, tagging, rating, and other collaboration. This can be done through interfaces such as the catalog as they search for data, or through other collaboration tools and social media. Information views provide simplified subsets of the data reservoir repositories that are labeled with business friendly terms. + + + To improve performance and availability to applications, some views of data can be made available through a cache. The object cache is particularly suited for systems of engagement applications because it is document-oriented, typically using the JSON format. + + + + + + + + + + + New MAIN site for SAS-SAS, which will need to be owned & managed wholly by SAS. + + + + + + + + - General (Default Channel in EACH Team, cannot be changed in name, must exist) + + + - DA CoP (<Enterprise> Data Architecture Community of Practice) + + + Other Channels: + - ESA CoP (Enterprise Security Architecture Community of Practice) + - LITE PROJECT + - SA PEER REVIEW + - SA MEETINGS + - TRAINING & LEARNING + - ADO + - HR & Finance + - HR Management & Staffing (Possibly Private Channel) + + + + + + + + + This is actually SharePoint, with a different interface. + + + + + + + + + + + + + + + + + + + v2.9.4 October 6, 2021 +https://desktop.github.com/release-notes/ + + + + https://www.archimatetool.com/download/ + +Archi 4.9.1: October 26 2021 + + + + + + + + + + + + + + + + + The Principles catalog captures principles of the Business and Architecture Principles that describe what a "good" solution or architecture should look like. Principles are used to evaluate and agree an outcome for architecture decision points. Principles are also used as a tool to assist in architectural governance of change initiatives https://pubs.opengroup.org/architecture/togaf9-doc/arch/chap31.html + + + + + + Providing a secure platform that ensures safety and protection of systems and data hosted (physical and virtual) within the converged Government of Canada’s (GC) network environment. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This is to ensure build tool appropriately access repository in addition to MFA request and push notification. + + + + Mutual authentication should be implemented for applications to secure service communication by passing end user context, to share user context between micro services in different trust domains. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The first foundation of the Government’s approach is protecting Canadians from COVID-19. +This is priority number one. +It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort. +Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals. +Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. +The Government will continue to have people’s backs just like Canadians have each other’s backs. +Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. +The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. +At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. +Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. +The Government will also continue to work on what communities need more broadly. +The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. +To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. +These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. +At the same time, the Government will continue to support Canadians as they take action to keep each other safe. +Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. +The Government will also continue to work on getting Canadians the PPE they need. +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. +Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise. + +VACCINE EFFORTS +In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. +From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way. + + + The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family. +So the second foundation of the Government’s approach is supporting Canadians through this crisis. +The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived. +This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. +Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder. + +CREATING JOBS +People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced. +The CERB helped people stay healthy at home while being able to keep food on the table. +The CEWS helped people keep their jobs, or be rehired if they had been laid off. +But there is still more to be done. +Unemployment is in the double digits, and underemployment is high. +Women, racialized Canadians, and young people have borne the brunt of job losses. +Canadians need good jobs they can rely on. +To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers. +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. +Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians. +Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work. + +SUPPORTING WORKERS AND THEIR FAMILIES +With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. +Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy. + +WOMEN IN THE ECONOMY +Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession. +Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home. +We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure. +The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach. +It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system. +The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour leaders, that the time is now. +The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever. +The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses. + +SUPPORTING BUSINESSES +As the Government invests in people, it will continue to support job-creating businesses. +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. +COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments. +The Government will help businesses adapt for the future and thrive. +This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by: +• Expanding the Canada Emergency Business Account to help businesseswith fixed costs; +• Improving the Business Credit Availability Program; +• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts. + +FISCAL SUSTAINABILITY +This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less. +With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence. +There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy. +The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly. +In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants. +Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing. +This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech. +This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success. + + + + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. +The Government will create a resiliency agenda for the middle class and people working hard to join it. +This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society. + +ADDRESSING GAPS IN OUR SOCIAL SYSTEMS +Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity. +Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories. +The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger. +The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; +• And take additional action to help people stay in their homes longer. +The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. +The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society. +COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have: +• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors; +• A robust employment strategy for Canadians with disabilities; +• And a better process to determine eligibility for Government disability programs and benefits. +Over the last six months, it has become clearer than ever why Canadians need a resilient health care system. +The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care. +The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it. +The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that. +The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. +In addition to good health infrastructure, Canadians also need strong, safe communities to call home. +The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. +Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence. +To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities. +In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet. +The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet. +And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this. +Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter. +This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. +At the same time, the Government will also make substantial investments in housing for Canadians. +The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home. +Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities. +Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table. +The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada. +The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow. + +A STRONGER WORKFORCE +This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce. +We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. +From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability. +The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need. +Government must remain agile, and ready for what lies ahead. + +TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE +Climate action will be a cornerstone of our plan to support and create a millionjobs across the country. +This is where the world is going. Global consumers and investors are demanding and rewarding climate action. +Canadians have the determination and ingenuity to rise to this challenge and global market opportunity. +We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond. +Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050. +As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses; +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; +• Help deliver more transit and active transit options; +• And make zero-emissions vehicles more affordable while investing in more charging stations across the country. +A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge. +The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies. +Additionally, the Government will: +• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal; +• And support investments in renewable energy and next-generation clean energy and technology solutions. +Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs; +• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience. +The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute. +This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees. +The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act. +When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure. +At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper. + + + + This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone. +Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries. +Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism. + +RECONCILIATION +Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019. +However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by: +• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy; +• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action; +• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment. +The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; +• And support additional capacity-building for First Nations, Inuit, and the Métis Nation. +The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year. + +ADDRESSING SYSTEMIC RACISM +For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard. +Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change. +They are telling us we must do more. The Government agrees. +The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples. +The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape. +The Government will redouble its efforts by: +• Taking action on online hate; +• Going further on economic empowerment for specific communities, and increasing diversity on procurement; +• Building a whole-of-federal-government approach around better collection of disaggregated data; +• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service; +• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. +Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are +overrepresented in the criminal justice system. That has to change. +The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive. +The Government will: +• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records; +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; +• Modernize training for police and law enforcement, including addressing standards around the use of force; +• Move forward on RCMP reforms, with a shift toward community-led policing; +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + +PROTECTING TWO OFFICIAL LANGUAGES +Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. +In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French. + +A WELCOMING CANADA +Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian. +Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities. +The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together. +As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage. + +CANADA IN THE WORLD +We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity. +The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. +The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united. +The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. +Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well. + + + The medical and scientific fight against this virus is crucial. And so are the +livelihoods of every single Canadian, worker, and family. + + + The economic impact of COVID-19 on Canadians has already been worse +than the 2008 financial crisis. These consequences will not be short-lived. + + + Unemployment is in the double digits, and underemployment is high. + + + Unemployment is in the double digits, and underemployment is high. + + + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. + +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. + + + + The first foundation of the Government’s approach is protecting Canadians from COVID-19. +This is priority number one. +It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort. +Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals. +Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. +The Government will continue to have people’s backs just like Canadians have each other’s backs. +Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. +The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. +At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. +Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. +The Government will also continue to work on what communities need more broadly. +The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. +To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. +These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. +At the same time, the Government will continue to support Canadians as they take action to keep each other safe. +Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. +The Government will also continue to work on getting Canadians the PPE they need. +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. +Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise. + +VACCINE EFFORTS +In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. +From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way. + + + The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family. +So the second foundation of the Government’s approach is supporting Canadians through this crisis. +The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived. +This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. +Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder. + +CREATING JOBS +People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced. +The CERB helped people stay healthy at home while being able to keep food on the table. +The CEWS helped people keep their jobs, or be rehired if they had been laid off. +But there is still more to be done. +Unemployment is in the double digits, and underemployment is high. +Women, racialized Canadians, and young people have borne the brunt of job losses. +Canadians need good jobs they can rely on. +To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers. +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. +Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians. +Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work. + +SUPPORTING WORKERS AND THEIR FAMILIES +With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. +Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy. + +WOMEN IN THE ECONOMY +Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession. +Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home. +We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure. +The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach. +It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system. +The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour leaders, that the time is now. +The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever. +The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses. + +SUPPORTING BUSINESSES +As the Government invests in people, it will continue to support job-creating businesses. +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. +COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments. +The Government will help businesses adapt for the future and thrive. +This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by: +• Expanding the Canada Emergency Business Account to help businesseswith fixed costs; +• Improving the Business Credit Availability Program; +• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts. + +FISCAL SUSTAINABILITY +This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less. +With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence. +There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy. +The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly. +In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants. +Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing. +This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech. +This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success. + + + + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. +The Government will create a resiliency agenda for the middle class and people working hard to join it. +This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society. + +ADDRESSING GAPS IN OUR SOCIAL SYSTEMS +Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity. +Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories. +The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger. +The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; +• And take additional action to help people stay in their homes longer. +The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. +The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society. +COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have: +• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors; +• A robust employment strategy for Canadians with disabilities; +• And a better process to determine eligibility for Government disability programs and benefits. +Over the last six months, it has become clearer than ever why Canadians need a resilient health care system. +The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care. +The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it. +The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that. +The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. +In addition to good health infrastructure, Canadians also need strong, safe communities to call home. +The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. +Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence. +To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities. +In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet. +The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet. +And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this. +Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter. +This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. +At the same time, the Government will also make substantial investments in housing for Canadians. +The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home. +Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities. +Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table. +The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada. +The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow. + +A STRONGER WORKFORCE +This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce. +We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. +From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability. +The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need. +Government must remain agile, and ready for what lies ahead. + +TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE +Climate action will be a cornerstone of our plan to support and create a millionjobs across the country. +This is where the world is going. Global consumers and investors are demanding and rewarding climate action. +Canadians have the determination and ingenuity to rise to this challenge and global market opportunity. +We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond. +Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050. +As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses; +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; +• Help deliver more transit and active transit options; +• And make zero-emissions vehicles more affordable while investing in more charging stations across the country. +A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge. +The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies. +Additionally, the Government will: +• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal; +• And support investments in renewable energy and next-generation clean energy and technology solutions. +Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs; +• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience. +The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute. +This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees. +The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act. +When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure. +At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper. + + + + This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone. +Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries. +Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism. + +RECONCILIATION +Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019. +However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by: +• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy; +• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action; +• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment. +The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; +• And support additional capacity-building for First Nations, Inuit, and the Métis Nation. +The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year. + +ADDRESSING SYSTEMIC RACISM +For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard. +Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change. +They are telling us we must do more. The Government agrees. +The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples. +The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape. +The Government will redouble its efforts by: +• Taking action on online hate; +• Going further on economic empowerment for specific communities, and increasing diversity on procurement; +• Building a whole-of-federal-government approach around better collection of disaggregated data; +• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service; +• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. +Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are +overrepresented in the criminal justice system. That has to change. +The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive. +The Government will: +• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records; +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; +• Modernize training for police and law enforcement, including addressing standards around the use of force; +• Move forward on RCMP reforms, with a shift toward community-led policing; +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + +PROTECTING TWO OFFICIAL LANGUAGES +Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. +In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French. + +A WELCOMING CANADA +Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian. +Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities. +The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together. +As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage. + +CANADA IN THE WORLD +We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity. +The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. +The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united. +The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. +Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well. + + + The medical and scientific fight against this virus is crucial. And so are the +livelihoods of every single Canadian, worker, and family. + + + The economic impact of COVID-19 on Canadians has already been worse +than the 2008 financial crisis. These consequences will not be short-lived. + + + Unemployment is in the double digits, and underemployment is high. + + + Unemployment is in the double digits, and underemployment is high. + + + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. + +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. + + + + Legislative guidance on the conduct of enforcement investigations by federal organizations has been provided by the Supreme Court of Canada: +Jarvis and Ling (2002): Supreme court rulings requiring the separation of administrative powers and criminal investigations, thus creating a segregated function to avoid Charter breaches. +To address this guidance and other best practice recommendations, ISB sought and was awarded funding from Treasury Board Secretariat (TBS) Canada to refine its enforcement investigation processes and tools. The TBS mandate required that the processes and tools (specifically a case management system) be deployed no later than March 2022. + + + Currently, the enforcement case management function at ISB is presided over cases using Microsoft Excel and various SharePoint sites (all sites are not uniform in their design) to track and manage these cases regionally and nationally. For ISB to be effective in its obligation to conduct proper enforcement activities, a tool set more suited to the unique needs of enforcement investigations is necessary. + +The electronic solution is required to collect and track evidence, control system access, and protect data together with providing support for multi-jurisdictional collaboration while operating within the given legal and Charter constraints. +A uniform national enforcement case management solution is required and must: +1. Be available within time and budget constraints provided by TBS. +2. Ensure that information collected in an investigation is stored and tracked in such a way as to be suitable for use in any case brought to court. +3. Ensure that information collected in an investigation is controlled such that only authorized individuals may have access (Jarvis and Ling (2002)). +4. Ensure that the manner in which information is collected, stored, and reported on is consistent nationally and reports are readily available. + +The estimated project completion date for the recommended option is December 2022 with the solution being available to support the Beta testing starting in June 2021 and full production availability by March 2022 at a total cost estimate of 2.8 million dollars. + +ISB is seeking the approval from Director General Project Oversight Committee (DGPOC) to proceed to stage 2/3 – Initiation and Planning with the recommended solution of selecting a third-party vendor product that is specialized in the Enforcement workspace. + +ISB needs a solution to address the following key challenges: +• National consistency of information contained in the system +• Control over the information maintained in the system, keeping an audit trail on evidence contained such that its utility in court proceedings is assured +• Elevated risk of securing data across diverse case systems +• Compatibility with external agencies +• National standards for reporting and quality monitoring + +The Enforcement function is in need of an effective case management system capable of supporting effective workload management, unified case management, the release of quality court documents, tracking of evidence and reporting. The Office of the Auditor General (OAG), in its 2017 spring report “Managing the Risk of Fraud”, noted the following “fraud in a federal government organization can cause the loss of public money or property, hurt employee morale, and undermine Canadians’ confidence in public services. Therefore, federal organizations must manage their fraud risks.”1 The lack of an effective case management system within ISB is limiting the ability of ISB to support robust investigations and achieve ESDC strategic objectives. +In 2016, ISB completed an audit of the enforcement function that was executed by former Canada Revenu Agency (CRA) executive Dennis Meunier. This audit resulted in what has been termed the Meunier Report. The Meunier report provides 44 recommendations to ISB on how to improve the enforcement function and a related project – Enforcement as a Practice (EaaP) has been started to implement these improvements. The EaaP project has scheduled a Beta trial starting on June 7, 2021 and has requested that the electronic solution be in place so the software and new processes can be validated together. +Finally, an internal audit conducted by ISB in 2014 highlighted that the results of investigations could be better leveraged to strengthen program integrity and prevention measures. In addition, mechanisms are required to support the alignment of regional investigative practices to national standards for the consistent treatment of all Canadians. The legacy case management systems in use today were not designed to enable statistical or data analysis of the case data, including results of investigations, thus severely limiting the ability of ISB to detect fraud trends and other anomalies that could have otherwise been used to strengthen fraud prevention. +1 Office of the Auditor General of Canada (OAG), Managing the Risk of Fraud, Report 1 in Reports of the Auditor General of Canada – Spring 2017, para. 1.1. +The lack of a case management system for the Enforcement function under ISB, inconsistent case management, and the outdated legacy and manual systems used by the branch for EI, CPP, and OAS, provide an opportunity to improve the way that ISB manages its investigations. A new, modern case management system will improve workload and quality management, allow for the tracking of evidence, support real-time reporting and give ESDC the ability to better leverage its investigation data in support of enforcement activities. + + + The desired end state includes a series of standardized business processes within the Enforcement environment, mapped to an electronic solution that supports these new processes. + +Finally, an internal audit conducted by ISB in 2014 highlighted that the results of investigations could be better leveraged to strengthen program integrity and prevention measures. In addition, mechanisms are required to support the alignment of regional investigative practices to national standards for the consistent treatment of all Canadians. The legacy case management systems in use today were not designed to enable statistical or data analysis of the case data, including results of investigations, thus severely limiting the ability of ISB to detect fraud trends and other anomalies that could have otherwise been used to strengthen fraud prevention. +1 Office of the Auditor General of Canada (OAG), Managing the Risk of Fraud, Report 1 in Reports of the Auditor General of Canada – Spring 2017, para. 1.1. +The lack of a case management system for the Enforcement function under ISB, inconsistent case management, and the outdated legacy and manual systems used by the branch for EI, CPP, and OAS, provide an opportunity to improve the way that ISB manages its investigations. A new, modern case management system will improve workload and quality management, allow for the tracking of evidence, support real-time reporting and give ESDC the ability to better leverage its investigation data in support of enforcement activities. + + + + + + + + + + + + Name ESDC Clients +Type External +Quantity up to 500 cases during a fiscal year, from 36 million Canadians +Description All Canadians will benefit from increased trust or confidence on the collection, use, and retention of data by the Canadian Government as well as ensuring that their ESDC programs are safeguarded through effective means to address fraud. All Canadians will benefit by the improvements made in the standardization of the treatment of cases. + +o Reduction of taxpayer dollars lost due to fraud +o Standardization of treatment of all Canadians leading to national fairness + + + o Demonstrated privacy compliance when collaborating with PMD; and +o Use cases, processes, and controls involving data security built into the planning and designs of the case management system. + + + Name External Law Enforcement (LE) Agencies and PPSC +Type External +Quantity 500 +Description Recipient of reports generated from the new CMS + + +o Fewer cases returned to ISB due to a reduction of errors (i.e., terms and conditions non-compliance); +o Secure repository of case data; and +o Confirmation of compliance with legal conditions mandated in R. V Stinchcomb case law. + + + Name External Law Enforcement (LE) Agencies and PPSC +Type External +Quantity 500 +Description Recipient of reports generated from the new CMS + +o Fewer cases returned to ISB due to a reduction of errors (i.e., terms and conditions non-compliance); +o Secure repository of case data; and +o Confirmation of compliance with legal conditions mandated in R. V Stinchcomb case law. + + + Name ESDC Personnel – National Enforcement and Intelligence Division (NEID) +Type Internal +Quantity 20 +Description The branch which is ultimately responsible for the program and rendering decisions on reviews and inspections performed by Integrity investigators to protect the integrity of the program, will benefit from capacity to receive information in real-time, reduced follow-ups, reduced wait times, and quicker decisions. + +Objective Statement +ISB requires a national solution that will support the execution of Enforcement activities within the legal and process boundaries that constrain its National Enforcement and Intelligence Division (NEID). + +o Easier reporting and validation of regional data; +o Support costs to maintain Software over time; +o Increase trend analysis capabilities; +o Enforcement Management enhance personal information safeguarding practices; +o Improved alignment of regional investigation practices to national standards; +o Improved tracking and reporting on prosecution cases; +o Better compliance with court case terms and conditions; and +o Compliance with legal conditions mandated in R. V Stinchcomb case law. + + + Name ESDC Personnel – Regional Enforcement Investigators +Type Internal +Quantity 65 +Description The individuals who perform the Enforcement investigations and will be using the system to track and support their efforts. + +o Structured and nationally consistent tool for the capture of investigative information; +o Standardization of workflow/process steps in the conduct of an enforcement investigation; +o Secure repository of case data; +o Ability to attach images, video files, audio files, scanned documents and photos; +o Customizable hardcopy printouts; +o Elimination of duplicate reporting – Increasing efficiencies; and +o Timely access to reference material, training and support. + + + With the introduction of the case management system, ESDC will be able to deliver Integrity Services in a standardized manner using a modern solution and standard operations manuals. + +Benefit Assumptions: +• Implementation of structured and nationally consistent tool for the capture of investigative information; +• Continue support for the ongoing work of Enforcement as a Practice (EaaP) by the standardization of workflow/process steps in the conduct of an enforcement investigation +• A series of documented steps for handling the various types of cases will be created, each type of case will be mapped in the new solution; +• Integrity manuals will be created for each business line; +• The implementation of the case management application will provide assistance in effective and efficient oversight of case handling and business work flows; +• The system will keep an audit trail on evidence contained in the system, including auditing of activities or actions taken on a case such that its utility in court proceedings is assured; +• The case management solution will provide case selection tools for the Quality Management Team, management of the quality control process and maintenance of corporate records for quality control process; +• Reporting capabilities will be increased and enable increased trend analysis capabilities; +• Law enforcement agencies and PPSC will receive outputs that are nationally consistent; + + + + + Metric Name: Increase in the rate of cases meeting the ISB conformity standard +Metric Type: Qualitative +Description: ISB will perform a year-over-year comparison of the number of cases that meet the conformity standards + +Metric Formula +Combine the conformity rates for each month, then divide by 12 to get a yearly rate and then subtracting the rate from the previous year to get the annual increase + +Assumptions +All regions will use the new system +All regions will be rated on the cases they deliver against the standards +The conformity rate will be established after one year of systems/process usage. +Quality Control sample of cases per region per month will be defined + +Baseline +The baseline will be established after the first year of using the new system and processes + +Target +The compliance group has a target of 85% conformity rate and the Enforcement group will use the same measurements. + +Strategic objectives link +Support the workforce to meet the demands of the future + + + + The new case management solution will provide a positive economic impact to fraud enforcement at ISB through reduced case errors and improved compliance to legal documentation requirements as indicated by fewer returned cases. + +Benefit Assumptions: +• Implementation of the new system will enable national consistency of information contained in the system; +• Integration of mapped workflows, based on a standard operating procedure, used to process the Enforcement case; +• The new solution will allow better compliance with documentation requirements for use by law enforcement. +• The new solution will improve compliance with legal conditions required by having quality evidence without hiding evidence that was weak as mandated in case law +• One solution will eliminate the elevated risk of securing data across diverse case systems and eliminate the uncertainty as to the admissibility of evidence due to a failure in the chain of custody +• The system will keep an audit trail on evidence contained in the system such that its utility in court proceedings is assured; +• The case management solution will provide case selection tools for Quality Monitoring Team, management of the QC process and maintenance of corporate records for QC process; +• Reporting capabilities will be increased and enable increased trend analysis capabilities; +• The Commercial Of The Shelve (COTS) products are designed to be used for LE processes and should be isolated for such purposes to maintain the integrity of the evidence being presented to Court; + + + Outcome Description +With the introduction of the Enforcement case management system, ESDC will be able to improve security and control over the data in support of Enforcement cases. + + + Metric Name: Consistency of data +Metric Type: Qualitative +Description: ISB will perform a year-over-year comparison of the number of cases that pass the validation checks + +Metric Formula: A random selection of cases will be extracted for validation against the new processes and data security procedures. +Baseline: The baseline of process/data security compliance in extracted cases will be established after one year of system usage. + +Target +The target will be set at 90% compliance during the first review. + +Assumptions +All regions will use the new system +All regions will be rated on the cases they deliver against the standards +Quality Control sample of cases closed per region per year will be defined + +Strategic objectives link +Engage our employees and various stakeholders in the work that we do + + + Benefit Assumptions: +• Implementation of the new system will enable national consistency of information contained in the system; +• Integration of mapped workflows, based on a standard operating procedure, used to process the Enforcement case; +• The new solution will allow better compliance with documentation requirements for use by law enforcement. +• The new solution will improve compliance with legal conditions required by having quality evidence without hiding evidence that was weak as mandated in case law +• One solution will eliminate the elevated risk of securing data across diverse case systems and eliminate the uncertainty as to the admissibility of evidence due to a failure in the chain of custody +• The system will keep an audit trail on evidence contained in the system such that its utility in court proceedings is assured; +• The case management solution will provide case selection tools for Quality Monitoring Team, management of the QC process and maintenance of corporate records for QC process; +• Reporting capabilities will be increased and enable increased trend analysis capabilities; +• The Commercial Of The Shelve (COTS) products are designed to be used for LE processes and should be isolated for such purposes to maintain the integrity of the evidence being presented to Court; + + + Outcome Name +Reducing the overall cost of enforcement + +Outcome Description +The new case management solution will provide a positive economic impact to fraud enforcement at ISB through reduced case errors and improved compliance to legal documentation requirements as indicated by fewer returned cases. + + + Metric Name +Quality assessment of cases provided to external agencies for processing + + + + 2.2.1 Primary Strategic Priority +ESDC/SC – Strategic Framework +The framework, Priorities for Transformation 2019-2020, represented the Department’s change agenda. +Under the Quality Section of the Priorities for Transformation 2019-2020 the following is documented: +Accurate and consistent service +• Pursue service improvements (e.g., BDM and OAS Stabilization initiatives) in support of modernizing benefits delivery systems for ESDC’s statutory programs (EI, Pensions); and +• Implement Integrity Case Management System. + + + 2.2.2 Senior Level Commitment +ISB senior management, in addition to approving the creation of this project and undertaking the work required to complete the Enforcement Maturity Model (EMM) changes, as outlined in the Meunier report, have established the necessary internal governance committees and will be using existing project review committees. ISB is using the existing Integrity Services National Committee (InSNC) to provide guidance to the EMM team as they revise the enforcement processes and will be using the DGPOC committee to ensure the project follows EPMO project guidelines as a new Case Management System (CMS) is selected and implemented. + + + 2.2.3 Investment Category +Business Improvement + + + 2.2.4 Program Alignment Architecture +This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools. + + + 2.2.4 Program Alignment Architecture +This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools. + +This investment aligns with the ESDC mission, which is to build a stronger, more competitive Canada. Under the Department’s Program Alignment Architecture (PAA), there is alignment with Strategic Outcome #5; Internal Services. + + + 2.3 Business Context +2.3.1 Business Environment +ISB maintains trust by ensuring that ESDC protects the integrity of programs, services, people and assets, and that costly errors, abuse and fraud are prevented, detected and managed. +To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + + + + + + + + + + + as part of a "security by design" philosophy for all API development. Outside of this baseline set of security controls, additional controls (e.g., message-level encryption, mutual authentication, and digital signatures) may be required based on the sensitivity of the data + + + Consistent metadata and encoding ensures that APIs are interoperable across organizations and helps to maintain data consistency. + + + ESDC APIs must be published to the Government of Canada API store to be discoverable. The documentation MVP for ESDC APIs includes everything the API does, including resources, endpoints and methods, parameters, error codes, and example requests and responses + + + The best way to validate your API design is to consume it with a production application within your organization. Ideally, once the data layer is built, the next step is to build the application on top of an API + + + APIs will change over time as corresponding source systems evolve. To provide a robust and durable interface to applications, API lifecycle management must include a standard versioning scheme such that any changes to an API do not break the contract with existing consumers + + + API performance should be benchmarked periodically to ensure the performance and capacity meets the expectations of the SLO. + + + + + + + strive to make the API the best way for clients to consume your data + + + design API's with a common look and feel using a consistent style and syntax + + + adopt a philosophy where security is inherent in API development + + + actively improve and maintain API's over time by incorporating consumer feedback + + + avoid short-term optimizations at the expense of unnecessary client-side obligations + + + adopt a simple, consistent and durable API specification and endpoint naming standard that includes API meta informatio + + + adopt a simple, consistent and durable API specification and endpoint naming standard that includes API meta information + + + stay compliant with the standard HTTP methods including status and error codes + + + always send data over a secure and encrypted network connection, regardless of data classification; enable TLS 1.2 or higher + + + durable API design will include protection against common API attacks such as buffer overflows, SQL injection and cross site scripting. Treat all submitted data as untrusted and validate before processing. Data validation (for both input parameters and inbound data) should be considered in the service tier but should also extend into the data model itself, with such considerations as data staging, mandatory values and referential integrity constraints as appropriate +See here for the OWASP REST Security Cheat Sheet Project: https://github.com/OWASP/CheatSheetSeries/blob/master/cheatsheets/REST_Security_Cheat_Sheet.md + + + + use the JSON payload to submit queries for sensitive data rather than putting it in the URI string + + + ensure only privileged or authorized users can invoke your API once they are properly authenticated using either an API key or OAUTH token +o Ensure that the API key/secret is adequately secured +o Use API keys with all data API's to track and meter usage +o For each API key, rate limits are applied across all API requests +o For system-to-system integrations consider key/secret revocation and reissue capabilities +o See here for TBS directives on identity management: https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=16577 +o See here for TBS directives on general IT security: https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=16578 + + + + avoid using custom or proprietary tokens in favor of open industry standards such as JSON Web Token (JWT). All access tokens must expire within a reasonable amount of time (less than 24 hours) and refresh intervals should reflect the security characteristics of the data being accessed. Use fine grained access and the principle of least permission when defining tokens + + + the ability to inject consumer defined query strings or objects into an API must be limited to open data, reporting, and statistical APIs only, and strictly prohibited on master data, transactional or business APIs. Dynamic and open queries create dangerous attack surfaces for APIs. It's better to invest more effort in identifying all the valid query use cases and design the API to specifically meet them + + + wildcard queries in APIs can be dangerous from a data performance perspective. If wildcard characters are allowed, ensure there are restrictions on which and how many parameters can have wildcard input to prevent large data query sizes + + + When exposing APIs to the internet, use a secure gateway layer to provide a security control point instead of simply whitelisting inbound Internet Protocol addresses (IPs). When consuming external APIs, route flows through a forward (egress) proxy instead of using IP address whitelisting on the outbound firewall + + + automate security testing to validate any new changes to API source code and to ensure robustness of requested changes. Assess the change impact and conduct testing accordingly + + + all API based access to non-public data must be logged and retained for audit purposes. Logging attributes must include the source system, client identifier and associated timestamp from the target system + + + track API usage and activity to identify performance bottlenecks, peak usage periods and abnormal access patterns. Use open standards-based logging frameworks such as CEF (Common Event Format) and collect logs in a central repository +o When usage limits are exceeded, by default, a 1-hour timeout (block) will be used +o X-RATELIMIT-LIMIT and X-RATELIMIT-REMAINING can be inspected in the HTTP response to view current usage + + + + run performance tests against the API using a simulated workload to determine the response time and throughput. Performance tests should be integrated into the development lifecycle, preferably through an automated CI/CD pipeline +• Publish Performance Data – performance summaries (e.g., average response time) should be included in the metadata record for the API as well as the SLO + + + performance summaries (e.g., average response time) should be included in the metadata record for the API as well as the SLO + + + performance should be monitored and reported on routinely, particularly as part of major releases + + + throttling mechanisms should be implemented to control throughput against the stated SLO (e.g. number of requests per second). This is typically handled by an API Gateway. + + + + each iteration of an API that changes the response type, data format, API functionality or breaks the contract with consumers must be versioned. Follow the v<Major>.<Minor>.<Patch> versioning structure whereby: + o Major = Significant release that introduces incompatible API changes + o Minor = Addition of optional attributes or new functionality that is backwards compatible, but should be tested + o Patch = Internal fix which should not impact the schema and/or contract of the API + For example: + o moving from v1.1.0 to v1.1.1 would allow a simple deploy-in-place upgrade +moving from v1.1.0 to v2.0.0 would be a major release and would require the legacy version to be kept while consumers test and migrate to the new version + + + both URI and Accept Header versioning are acceptable and the following guidelines are recommended: + o Using a resource specific header approach can be used to maintain a single and consistent URI for an API. This method also allows for other parameters such as caching, compression and content negotiation + o The base URI for the API should always correspond to the latest version + § e.g. https://api.example.com + o Previous versions of an API can use a versioned style URI + o e.g. https://api.example.com/v1 +Accept header versioning is recommended for API's designed exclusively for machine to machine interfaces as well as non breaking changes (minor/patch) + + + support at least one previous major version (N-1) to ensure consuming systems have time to migrate to the latest version of the API + o Set and publish a version deprecation policy and timeline so consumers can plan their dependencies accordingly + o Ensure adequate testing on all minor and major releases + o Backport high value changes to the previous (N-1) version where version integrity can be maintained +Provide a way to gather feedback from consumers to inform future development + + + publish and maintain a designated point of contact to the API Registry as part of the metadata record; including name, organization, email and phone (for high critically API's) + + + each API should have a clearly defined Service Level Objective (SLO), which should include: + o Support contact and availability + o Service uptime objective (e.g., 99%) + o Support response time (e.g., within the hour, 24 hours, best effort) + o Scheduled outages (e.g., nightly, weekly, every 2nd Sunday evening) + o Throughput limit (e.g., 100 requests per second per consumer) + o Message size limit (e.g., <1Mb per request) +all APIs should be published to the API Registry for the purposes of discovery and lifecycle management. APIs must be tagged with the appropriate metadata to indicate their desired audience (security classification) and appropriate usage patterns + o Publishing a metadata record to the Government of Canada API store helps people discover your API and promote its use https://api.canada.ca/en/homepage + o If the API is an Open Data API, publish a terms of use, such as the example found here https://clmi-explore-icmt.ca/viz?page=nac-terms&lang=en + + + + each API should have a clearly defined Service Level Objective (SLO), which should include: + o Support contact and availability + o Service uptime objective (e.g., 99%) + o Support response time (e.g., within the hour, 24 hours, best effort) + o Scheduled outages (e.g., nightly, weekly, every 2nd Sunday evening) + o Throughput limit (e.g., 100 requests per second per consumer) + o Message size limit (e.g., <1Mb per request) + + + + APIs should be designed in such a way that they can be consumed by systems internal to ESDC, external agencies and the broader public. Design should accommodate for all levels of access to encourage reuse + + + build your application on top of an API layer that connects to the data layer rather than creating hard dependencies. This ensures the API is production ready for consumers outside of the line of business + + + Consistent metadata and encoding ensures that APIs are interoperable across organizations and helps to maintain data consistency. + + + Unicode Transformation Format-8 (UTF-8) is the standard encoding type for all text and textual representations of data through APIs. + + + +use the ISO 8601 Standard for datetime representation in all ESDC APIs. The standard date format is YYYY-MM-DD while timestamp format YYYY—MM-DD HH24:MI:SS. If other formats are required due to source system limitations, convert it to the standard format within the API + + + + + ensure the API can return responses in both English and French. External facing APIs must reply with content in the requested language if the backend data support it. APIs must interpret the ACCEPT-LANGUAGE HTTP header and return the appropriate content. If the header is not set, then content in both languages should be returned + + + + + + + + + + + + + + + + + + + + The documentation MVP for ESDC APIs includes everything the API does, including resources, endpoints and methods, parameters, error codes, and example requests and responses + + + OpenAPI is a machine-readable interface specification for RESTful APIs. There are open source tools (e.g., Swagger) which can then generate human-readable documentation from this specification which avoids the need to create and maintain separate documentation + + + the most effective way to document the scope and functionality of an API is to publish the code and data examples used to validate it alongside the API contract +- Be sure to include standard and custom error response codes and interpret their specific meaning + + + + + if there is a need to extend the API documentation beyond the OpenAPI specification, this is an indication that the API is too large and/or too complex +- Be sure to document differences between versions of the API +- Include documentation on any consumption constraints such as availability, authorization and rate limiting + + + + + provide a clear mechanism to allow consumers to provide feedback, issue identification and enhancement requests +- + + + + + + + GC Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations. + + + Assessed value of an IT asset + + + GC Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. + + + + + Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations. (ITSG-33/HTRA) + + + Definition: Assessed value of an IT asset (concept from ITSG-33/HTRA) + + + Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. (ITSG-33/HTRA) + + + Definiton: The potential that a given threat will compromise IT assets and cause injury.(ITSG-33/HTRA) + + + Definition: A driver represents an external or internal condition that motivates an organization to define its goals and implement the changes necessary to achieve them. + + + Definition: Any protection or compliance requirement associated with a business activity that can be satisfied by security controls. Business needs for security are derived from laws (e.g., Employment Insurance Act, Financial Administration Act), policies (e.g., Policy on Financial Management, Information and Reporting), and any other regulatory instruments such as directives and standards governing GC business activities. Business needs for security can also be derived from departmental missions, objectives, priorities, the need to preserve the organization’s image and reputation, and various obligations that may have been contracted. (ITSG-33) + + + A constraint represents a factor that limits the realization of goals. + + + Goal is an end state that a stakeholder intends to achieve. + + + + Definition: Any need, stated in a standardized language, that an information system must satisfy through IT Security that contributes to achieving a business need for security. (ITSG-33/HTRA) +Note: This is part of SA&A process. (ITSG-33) + + + + + + + Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations. (ITSG-33/HTRA) + + + Definition: Assessed value of an IT asset (concept from ITSG-33/HTRA) + + + Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. (ITSG-33/HTRA) + + + Definiton: The potential that a given threat will compromise IT assets and cause injury.(ITSG-33/HTRA) + + + + + + + v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + +Enterprise Architecture Framework +The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital. + +The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital. + +4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture. + +4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment. + +4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures. + +The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework. + + + + BDM Architecture Principles + +Proposed to BDM-ARC for endorsement (1-5 out of 10) +1) BDM will implement a new Target Operating Model designed for the future. Transition will be gradual and iterative ensuring service continuity. +2) BDM will consume a GC or ESDC enterprise solution/service where it exists and meets all BDM mandatory and majority of non-mandatory functional and non-functional requirements, as well as, when there is a commitment and plan for long-term investment in sustainment and support. +3) BDM will favour investment in strategic solutions and technologies over investment in interim and tactical ones. +4) Data is at the center of BDM. BDM embraces Data Management-by-design by building services and processes that support and enable appropriate data access, standards and quality for ESDC clients, partners and staff. BDM advocates leveraging data from an authoritative source. +5) Digital First. BDM will design and implement digital interfaces to enable and encourage submission of information in a digital format through the digital channel and third-party systems and end-user applications. +6) Open solutions by default, proprietary by exception. SaaS and COTS that support open standards are considered open solutions. Open source will be considered where appropriate. +7) Balance Service and Security. Balance proactive and personalized Service Experience and Privacy. +8) BDM will embed integrity and quality controls up-front and throughout processes and services. +9) Cloud First. BDM will leverage cloud where appropriate and available. +10) Minimize changes and write-back to legacy. + + + + + + + + v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + +Enterprise Architecture Framework +The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital. + +The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital. + +4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture. + +4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment. + +4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures. + +The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework. + + + Build security into the system life cycle across all architectural layers + - identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability + - implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary + - apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit + - design systems to be resilient and available in order to support service continuity + + + Ensure secure access to systems and services + - identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework + - constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection + - implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security + - establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services + + + Maintain secure operations + - establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance + - enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks + - establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security + + + Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs + - clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service + - include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service + - perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making + - Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels + + + Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada + - identify which departmental/GC business services, outcomes and strategies will be addressed + - establish metrics for identified business outcomes throughout the life cycle of an investment + - translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation + + + Promote horizontal enablement of the enterprise + - identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders + - reuse common business capabilities, processes and enterprise solutions from across government and private sector + - publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services + + + Collect data to address the needs of the users and other stakeholders + - assess data requirements‑based program objectives, as well users, business and stakeholder needs + - collect only the minimum set of data needed to support a policy, program, or service + - reuse existing data assets where permissible and only acquire new data if required + - ensure data collected, including from third-party sources, are of high quality + + + Manage and reuse data strategically and responsibly + - define and establish clear roles, responsibilities, and accountabilities for data management + - identify and document the lineage of data assets + - define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + - ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + - contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data + + + Use and share data openly in an ethical and secure manner + - share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + - ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + - ensure that combined data does not risk identification or re‑identification of sensitive or personal information + + + Design with privacy in mind for the collection, use and management of personal Information + - ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments + - assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed + - only collect personal information if it directly relates to the operation of the programs or activities + - notify individuals of the purpose for collection at the point of collection by including a privacy notice + - personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act + - personal information must be available to facilitate Canadians’ right of access to and correction of government records + - design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information + - design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required + - de‑identification techniques should be considered prior to sharing personal information + - in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals + - establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office + + + Use cloud first + - adopt the use of the GC Accelerators to ensure proper security and access controls + - enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) + - fulfill cloud services through SSC Cloud‑Brokering Services + - enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions + - design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + + + Design for performance, availability and scalability + - ensure response times meet user needs, and critical services are highly available + - support zero‑downtime deployments for planned and unplanned maintenance + - use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively + - establish architectures that supports new technology insertion with minimal disruption to existing programs and services + - control technical diversity; design systems based on modern technologies and platforms already in use + + + Follow DevSecOps principles + - use continuous integration and continuous deployments + - ensure automated testing occurs for security and functionality + - include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + + + Use open source solutions hosted in public cloud + - select existing solutions that can be reused over custom built + - contribute all improvements back to the communities + - register open source software to the Open Resource Exchange + + + Use software as a service (SaaS) hosted in public cloud + - choose SaaS that best fit for purpose based on alignment with SaaS capabilities + - choose a SaaS solution that is extendable + - configure SaaS and if customization is necessary extend as open source modules + + + Design for Interoperability + - design systems as highly modular and loosely coupled services + - expose services, including existing ones, through APIs + - make the APIs discoverable to the appropriate stakeholders + + + Enable Interoperability, Proposed amendment March 23, 2021 + - expose data and functionality through service interfaces + - applications must communicate with each other via those interfaces + - services interfaces must be published and discoverable + + + ESDC EA Principles V0.18.1- Final.docx +https://dialogue/grp/BU5946064/EA%20Reference%20Material/02%20-%20ESDC%20EA%20Principles/ESDC%20EA%20Principles%20V0.18.1-%20Final.docx +2019-12-12 + + + + + Architect selects principles affecting EA work throughout the ADM cycle. + +The TOGAF® Standard, Version 9.2, The Open Group Standard (C182), published by The Open Group, April 2018; refer to: www.opengroup.org/library/c182 + + + <European-Specific> + + + + Context: a rapidly changing digital landscape +Today’s digital landscape is marked by change of unprecedented pace and scope. Rapid technological, digital and data transformation are now part of Canadians’ daily lives, revolutionizing the way they access information and services and the way they live, socialize and work. + +Canadians expect to be able to access any government service, at any time and on any device. Most citizens agree that personal information should be shared between GC departments to enable faster, more accurate service.Footnote2 However, while they recognize the potential of technological, digital and data transformation, citizens are concerned about how the GC uses and manages their personal information and about what it does to ensure their privacy and security.Footnote3 + +In the 2020 Speech from the Throne, the government committed to ensuring that all Canadians, no matter where they live, have access to high-speed Internet. It also committed to making generational investments to update outdated IT systems to modernize the way government serves Canadians, from the elderly to the young, and from people looking for work to those living with a disability. + +Canada plays a leadership role on digital government internationally, through forums such as the Digital Nations, the International Council for Information Technology in Government Administration (ICA), the Organisation for Economic Co‑operation and Development (OECD), and the United Nations. + +In recent years, Canada has also emerged as a leading voice in the global open government community. Since 2012, it has been a member of the Open Government Partnership (OGP). This multilateral initiative by 75 member nations and a number of sub‑national government members aims to secure concrete commitments to promote transparency, empower citizens, fight corruption, and harness new technologies to strengthen governance, in partnership with civil society and the private sector. So far, Canada has released three OGP action plans outlining how it will make government more open. A fourth action plan is under development. + +The world is moving toward using cleaner technologies. The 2021–2024 DOSP goes hand in hand with the Greening Government Strategy, which seeks to make GC operations low-carbon through green procurement and clean technologies. + + + The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + + + The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + + + https://www.canada.ca/en/government/system/digital-government/government-canada-digital-standards.html +Government of Canada Digital Standards: Playbook +From Treasury Board of Canada Secretariat + +Improving government services in the Digital Age +Our goal is to provide public services to Canadians which are simple to use and trustworthy. The Government of Canada’s Digital Standards form the foundation of the government’s shift to becoming more agile, open, and user-focused. They will guide teams in designing digital services in a way that best serves Canadians. + +These digital standards were co-created with the public and key stakeholder groups. They are living standards and they will continue to evolve over time as we better understand the complexities involved in putting them into practice. + + + Design with users +Research with users to understand their needs and the problems we want to solve. Conduct ongoing testing with users to guide design and development. + +Guidance: Design with users +Services should not be built based on internal constraints or complexities of government, they should be built to address the needs of users. In order to deliver value to users, one must understand and prioritize their needs. Everything is a hypothesis until tested with the users of services. + +To validate one's hypotheses, one must validate their assumptions through direct and frequent interactions with those who will be using the services. Users may be members of the public, or government employees or a combination thereof. Keeping in mind that users will come from diverse backgrounds, varying in location, experience, knowledge, and abilities, requirements for services are built first and foremost with the needs of all users. When designing services, one must take a holistic approach to service delivery -- from each member's individual contributions to the end goal, as defined by user requirements. + +Aligned Behaviours +1. End-user feedback is used to establish the requirements of our service(s). +2. Our team has processes or tools in place for user feedback, including anonymous user feedback, to be incorporated into the design of the service. +3. Our team conducts user research prior to deciding upon a given implementation. +4. Our team has tested our primary systems in the users’ context with a wide range of users including users with varying needs and representing diverse backgrounds. +5. Our team considers user needs and feedback in defining key service metrics. +6. Our team uses automation to anticipate and detect operational or quality-of-service issues before our users tell us. +7. Our team has within it, or direct access to, the expertise required to conduct user research and usability testing. + +Misaligned Behaviours +1. Our team receives requirements through extensive documentation and builds against them. +2. Our team does not involve internal or external users to collaborate on the design of the service. +3. The technical development resources or IT senior management are prioritizing features. +4. Our team's prioritization of tasks is driven by senior management. +5. Senior executives and teams rely exclusively on desk-based research, or other proxy sources of information to inform policy, program and/or service design. + + + Iterate and improve frequently +Develop services using agile, iterative and user-centred methods. Continuously improve in response to user needs. Try new things, start small and scale up. + +Guidance: Iterate and improve frequently +In contrast to high risk and long lead time ‘big bang’ deployments, working services must be put in the hands of users as early as possible to get rapid feedback. Said feedback is then used to iterate upon to improve the service. + +One sets a north star to define a clear direction, then begins iterating towards this north star, keeping in mind that the path is not clear, and unexpected circumstances will require adjustments to be made along the way. By leveraging modern technologies and modern approaches to working, risk can be reduced by limiting the size of changes and increasing their frequency. Processes should empower teams to deliver value to services as often as possible, rather than increase risk by creating prolonged processes that use documentation in place of demonstrably functioning software. Focus on working software over comprehensive documentation and remember that perfect is the enemy of good. + +Aligned Behaviours +1. There are processes in place to prioritize and implement feedback from peers, stakeholders and end-users. +2. When a new or updated service or feature is being created our team understands the minimum requirements for the system to be of value to users. +3. Our team experiments with new approaches based on team reflections, lessons learned, and user feedback. +4. Our team collects metrics to improve upon which are used throughout the development and lifecycle of the service. +5. When resolving problems our team dedicates time to identify the root cause of the issue and address it. +6. Our team is relentlessly inspecting, adapting, and automating their processes to increase the speed at which our team can deliver value to users. +7. Our team has access to environments and resources to allow for rapid prototyping while initial requirements are being sought. +8. Our team embraces learning about and using new digital skills, approaches, and tools to incorporate into our daily work. + +Misaligned Behaviours +1. Our team only shares their work once it has been finalized and approved. +2. Decisions regarding the direction of our team are made without reference to any collected performance metrics. +3. Our team identifies solutions before it is clear what outcomes our team is working towards and how to measure them. +4. Processes are rarely, if ever, reviewed to find and implement efficiencies. +5. Our team must wait for the project to be approved and funded prior to environments being made available to teams to begin experimenting with solutions. +6. Our team fully architects the end to the service delivery solution prior to starting to build. + + + Work in the open by default +Share evidence, research and decision making openly. Make all non-sensitive data, information, and new code developed in delivery of services open to the outside world for sharing and reuse under an open licence. + +Guidance: Work in the open by default +Working in the open increases the transparency of services, increases trust in government, creates an ecosystem that promotes innovation, prevents needing to reinvent the wheel by increasing collaboration within, and external to, government. Working in the open promotes understanding of government processes and services and creates an environment whereby innovation can take place throughout the Government of Canada and through non-governmental organizations leveraging the government data and information to improve service delivery for Canadians. + +This way of working aligns Canada with the Digital Nations Charter, of which it is a signatory and promotes “transparency and citizen participation and uses open licences to produce and consume open data”, and the Open Data Charter. Further, by working in the open the Government of Canada can increase its reuse of existing public solutions and allow others to reuse work conducted by the Government of Canada. + +Aligned Behaviours +1. Teams continually makes all non-sensitive and non-personal data, information, and new code publicly available, or at a minimum accessible across the GC, for sharing and reuse. +2. Our team contributes back to the public projects from which they borrow content. +3. Our team tracks and makes public the metrics upon which our team measures its success. +4. Our team tracks, and makes publicly available, or at a minimum accessible across the GC, information regarding how often a change to our services fails (e.g., the deployment or rollout of a service or feature experiences issues or complications). +5. Our team makes visual displays which show what they’re working on and the status of their work available publicly, or at least throughout the Government of Canada. +6. Our team publicly documents, including examples of reuse, how others can use their service’s APIs, open data, or information. + +Misaligned Behaviours +1. All of the team's work is done on systems behind the corporate firewall. +2. The work of our team has permissions set so that only members of our team can access the team's work. +3. Our team does not contribute to, or collaborate on, work being done by our colleagues. +4. Team applies blanket security classification for the digital system to all data stored by the application. +5. Our team has no process by which to declassify and release records when they are no longer protected or classified. +6. The documentation for our APIs is only available to internal approved consumers. + + + Use open standards and solutions +Leverage open standards and embrace leading practices, including the use of open source software where appropriate. Design for services and platforms that are seamless for Canadians to use no matter what device or channel they are using. + +Guidance: Use open standards and solutions +To maintain the trust of Canadians, the government must continually learn and improve by embracing leading practices to simplify access to government services to match the rising expectations of Canadians. + +In alignment with the Digital Nations Charter, which calls for both the use of Open Standards and Open Source, this Digital Standard aligns with the ultimate Digital Vision which reads, “The Government of Canada is an open and service-oriented organization that operates and delivers programs and services to people and businesses in simple, modern and effective ways that are optimized for digital and available anytime, anywhere and from any device.” By leveraging open source software, and leveraging open standards and solutions, the Government of Canada can mitigate vendor lock-in and expand its vendor pool from which to acquire digital services. + +Aligned Behaviours +1. Our team prioritizes solutions using open standards over solutions that do not. +2. Team members give back to the open source community as active contributors. +3. Our team designs their services to be interoperable with other services. +4. When searching for a new product, service or solution, our team considers open source solutions. +5. Our team supports clients using any device, from anywhere and at any time. + +Misaligned Behaviours +1. Our team renews existing contracts with vendors without first investigating open source tooling. +2. Our team does not have the competencies within it to deliver its services without the help of consultants or closed source vendor software. + + + Address security and privacy risks +Take a balanced approach to managing risk by implementing appropriate privacy and security measures. Make security measures frictionless so that they do not place a burden on users. + +Guidance: Address security and privacy risks +Digital services are core to service delivery, and they must securely store and manage the information of Canadians to maintain trust in government services. + +Security and privacy should be taken as a consideration from the onset of work for a given service, in alignment with Iterate and Improve. The implementation of security and privacy controls should be considered part of daily work. Similarly, processes should promote and monitor the continuous implementation of security and privacy controls throughout the lifecycle of a service. This will demonstrably increase the security and privacy posture of digital services by leveraging automated testing and real time reporting and monitoring over anecdotal document-heavy manual processes. Said processes, and the security and privacy controls themselves, should be frictionless, ensuring that services are designed first and foremost for users, not to satisfy existing legacy government procedures, tooling, or processes. Furthermore, by creating frictionless processes and permitting services to be iterated and improved upon quickly, the government is better situated to respond quickly to security or privacy risk. By responding to these operational needs within hours or minutes rather than months, the government can improve its security and privacy posture. + +Aligned Behaviours +1. Our team considers security and privacy throughout the service design process. +2. When implementing or enforcing security or privacy controls, our team takes into consideration how they would impact the quality or efficiency of the service and how it will impact the end users of the service. +3. Security measures are frictionless so that they do not place a burden on users. +4. Our team has privacy and security knowledge and understanding as a competency within the team. +5. The service has implemented automated security checks and privacy protections include role-based access and audit functions against the service. +6. There are procedures and processes in place to quickly respond to security or privacy breaches or incidents. + +Misaligned Behaviours +1. Team has no internal privacy or security knowledge, relying on other teams to identify nearly all security or privacy controls and best practices. +2. The core services upon which our team works have no automated security checks or privacy protections. +3. Our team relies on security through obscurity, hiding services or information rather than improving the security posture of the service. +4. Our team implements or enforces security or privacy controls without considering the impact on service usability. + + + Build in accessibility from the start +Services should meet or exceed accessibility standards. Users with distinct needs should be engaged from the outset to ensure what is delivered will work for everyone. + +Guidance: Build in accessibility from the start +Quality should be built in from the start, preventing the need to revisit previously implemented components due to issues, such as accessibility. The faster and earlier issues are found the less costly they are to fix. + +Accessibility in Canada is about creating communities, workplaces and services that enable everyone to participate fully in society without barriers. The Government of Canada is committed to taking a proactive and systemic approach for identifying, removing and preventing barriers to accessibility without delay complementing the rights of persons with disabilities under the Canadian Human Rights Act. To meet these commitments, accessibility should be a consideration throughout the service development lifecycle. This requires that accessibility be monitored and built into our processes to continually promote alignment with accessibility standards. While iterating and improving frequently and designing with users, accessibility should be a key consideration, and become a source of work items throughout the service design lifecycle. When designing with users, efforts should be made to identify a wide variety of users with a wide variety of needs, to ensure accessibility standards are met or exceeded. + +Aligned Behaviours +1. Starting at the outset, our team's service and platform design continually considers the lowest levels of digital skill, confidence and access. +2. Our team understands how to make their services or products accessible. +3. Our team considers accessibility throughout the service design process. +4. Research and testing are conducted to ensure our service is accessible to people of all abilities no matter how, where, or when they access the service. +5. Our team conducts ongoing user research with users with low level digital literacy, people with disability, and people from different cultural and linguistic backgrounds. +6. Our team implements automated accessibility checks for our services. + +Misaligned Behaviours +1. Our team has no competency with accessibility and relies on another team to identify accessibility shortcomings. +2. Accessibility compliance is added at the end of the development cycle in order to pass compliance checks or audits. + + + Empower staff to deliver better services +Make sure that staff have access to the tools, training and technologies they need. Empower the team to make decisions throughout the design, build and operation of the service. + +Guidance: Empower staff to deliver better services +To promote innovation and create agility within our organizations the teams that makeup our organizations must be empowered. Innovation increasingly flows from the bottom up rather than from the top down, and to benefit from this trend teams must be empowered. + +Don’t hire good people to tell them what to do, hire good people to have them tell you what to do. The government manages large, highly complex and crucially important services for their users. A top-down command and control approach to service delivery and designs enforces a structure that aligns to the structure itself, rather than to the needs of the users, or based on the expertise of those building the services. Rather than bringing information to authority, bring authority to the information. Those best suited to solve a given problem, are those closest to the problem. By removing decision-making authority from the teams into complex governance structures, the innovative potential of teams is mitigated by legacy governance procedures and processes. To create organizations that can iterate and improve frequently, teams must be empowered to make decisions for themselves. Complex architectures that are responsive to the needs of users, including users within the organization, are emergent and are not derived through the compilation of hypotheses lacking the expertise of those closest to the complex problems needing to be solved. + +Aligned Behaviours +1. Team members self-organize and self-manage through self-assigning tasks. +2. Team members meet with liberty to openly discuss challenges without fear of blame or reproach. +3. Team members feel safe to challenge the status quo. +4. Our team values learning as part of daily work. +5. Team members can articulate how their work contributes to business outcomes. +6. Our team can choose the tools they use to deliver their service. +7. Our team's management actively removes impediments that prevent the team from focusing on delivering value. +8. Our team has access to environments to experiment with new approaches, tooling, or solutions. +9. Our team feels their feedback is valued. +10. Failures are treated in our team as opportunities to improve and learn. + +Misaligned Behaviours +1. Work is assigned directly to members of our team from management. +2. Our team is required to get a series of approvals prior to being able to make routine changes to their service. +3. Learning in our team is largely done through week or day long courses periodically throughout the year. +4. Our team is unable, or finds it difficult, to acquire productivity tooling. +5. Our team does not have access to Software as a Service (SaaS) productivity tools as they are blocked by the department. +6. On our team, learning through reading books, blogs, or watching videos, talks, or tutorials is not viewed as work. +7. Our team has restricted access to tools, training and software based on job classification. + + + Be good data stewards +Collect data from users only once and reuse wherever possible. Ensure that data is collected and held in a secure way so that it can easily be reused by others to provide services. + +Guidance: Be good data stewards +Good data stewardship is required to ensure data is clean, reusable, and managed responsibly to be leveraged for data driven decision making and promote reuse of information rather than duplication of efforts. + +This involves managing data and information responsibly and securely, which supports the sharing and reuse of data throughout the Government of Canada and through promoting its use through innovative new solutions within the private sector. In alignment with working in the open by default, data and information should be published to be readable, by humans or by machines by publishing well organized data in machine readable formats. In alignment with iterating and improving frequently, efforts should be made to continually improve the quality of the data, and the quality of the processes used to manage and publish said data. Further, by working in the open by default and properly managing data and information sources, issues such as duplication of data and information and rework can be mitigated, while promoting the creation of innovative solutions which are able to leverage information collected and published by the government. + +Aligned Behaviours +1. Our team strives to leverage data to continuously improve decision-making, operations, or service delivery. +2. Our team identifies what data is needed to support decision-making, operations, or service delivery and reuses existing data as appropriate before acquiring new data. +3. Our team strives to identify and remove barriers to data sharing and release. +4. Our team ensures that users of our services can make corrections to their personal information. +5. Our team publishes data and information on the open government portal. +6. Our team publishes data in plain language and machine-readable formats. +7. Our team has clearly defined roles, responsibilities, and accountabilities for data and information management and use. +8. Our team captures appropriate metadata to provide context for the information and data we create and capture, thereby enabling its discovery and reuse by others. +9. Our team has processes in place to regularly assess, maintain, and improve data quality. +10. Our service has in place processes for ensuring proper management of information and data prior to being collected, used, disclosed, retained, disposed of, or declassified. +11. Our team ensures that information and data of business value are saved in systems where it can be properly managed. +12. Our team has processes in place for determining the classification of data and information. +13. Our team is aware of which information and data has business value and prioritizes its management. + +Misaligned Behaviours +1. Our team, or the service our team manages, asks users for the same information more than once. +2. The service, or services, our team is responsible for collects all the data or information required without reusing existing data or information. +3. The documentation for our APIs is only available to internal approved consumers. +4. Our team does not have the data it needs to make informed policy, program, or service decisions. + + + Design ethical services +Make sure that everyone receives fair treatment. Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence). + +Guidance: Design ethical services +Designing ethical systems means that systems created by the government ensures that everyone receives equitable treatment. + +Services should address client needs and provide public benefits. In the digital age, the underlying systems that run Canada’s services come to conclusions that can be opaque to both the external users, and those managing the systems. Efforts are required to increase the transparency and address potential biases of computational decisions, and to ensure that decisions made or supported using these systems are legal, consistent, accurate and align with the expectations and intents of those managing them. The responsible use of automated-decision systems includes being open about their use and being able to explain how decisions are made. Through iterative service design where results are continuously monitored against expected and desired outcomes, the organization positions itself to ensure it is designing ethical services. Furthermore, with extensive monitoring solutions, one must ensure their services are not enforcing biases, whether conscious or unconscious. + +Aligned Behaviours +1. Our team continually seeks out indicators of bias and ensures their services are not reinforcing unintended biases. +2. Our team continually seeks out evidence of unintended consequences to the user in service design and delivery and works to mitigate these consequences for the user. +3. When automated decision-making is being leveraged by our team, possible biases in the data and algorithms are acknowledged, accounted for, and mitigated. +4. Our team designs services which address cultural, linguistic, geographical, disability, technological, socioeconomic, or other access barriers to uptake. +5. Our team has considered the impacts of decisions on the users and negative outcomes are reduced, when encountered. +6. Our team uses data in a manner consistent with the purpose of its collection. + +Misaligned Behaviours +1. No training is provided to our team regarding the potential impacts of the service they are designing or delivering. +2. Our team conducts little to no monitoring of outcomes of the service to identify implicit bias. +3. Our team delegates ethical analysis to a vendor or external service, without direct accountability to management. +4. Our team designs and deliver services without fully considering relevant legislation +5. Our team delivers services without assessing the impacts of negative outcomes. + + + Collaborate widely +Create multidisciplinary teams with the range of skills needed to deliver a common goal. Share and collaborate in the open. Identify and create partnerships which help deliver value to users. + +Guidance: Collaborate widely +Collaborating widely allows us to learn from others to minimize mistakes already experienced and reduces work through identifying and sharing existing solutions. The problems that government solves are often unique, though they are not unique amongst governments. + +Many of the same solutions by the same, or similar vendors, are used throughout the world, or at varying levels of government within different jurisdictions. When designing a service, or implementing a service using tools or systems, identify which other departments, jurisdictions, or organizations, have leveraged similar technologies to solve similar use cases in order to collaborate widely, reduce work, share solutions, and benefit from lessons already learned by others. Furthermore, using multidisciplinary teams, especially when coupled with the empowerment of staff, the government improves its posture to deliver modern and innovative services. Through wide collaboration, organizations begin to break down the silos developed over time through the overreliance on functionally based teams. Going forward, working across skill sets, and leveraging work from others, while learning from their lessons, promotes the development of modern services better able to meet the changing needs of citizens in the digital age. + +Aligned Behaviours +1. Our team is multidisciplinary, having all the skills and capabilities required to fully deliver our service to users. +2. Our team is active in communities of practice, events, or groups that pertain to the areas of expertise of team members. +3. Our team has identified, and collaborates with, other teams, in or outside of our organisation, including other levels of government, other governments, the public, or private sector organizations, who have done, or are doing, similar work. +4. Our team documents any APIs for our service using modern and common protocols and standards and provides examples to others regarding their use. +5. Our team uses data from performance monitoring tools to inform business decisions. + +Misaligned Behaviours +1. Our team develops most of the service on our own, without leveraging existing solutions and services to reduce duplication of effort. +2. Our team overwhelmingly relies on tickets to manage collaboration between internal stakeholders or teams. +3. The team does not consider the impacts on teams working across the value stream, or on the outcome of the service. + + + + Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca. + + + Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic. + + + Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic. + + + Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic. + + + + 2.1. Enterprise First + +Name: Enterprise First +Statement: Provide maximum long-term benefits to the enterprise as a whole, while optimizing total costs of ownership and risks. +Rationale: +• Enterprise needs over business unit or project needs +• Enterprise priorities are above priorities of a business unit or a project +• Decisions based on the whole government have a greater long-term value than decisions with a certain perspective of a group with a specific interest + +Implications: +• Client needs must be addressed and opportunities leveraged for creating value by considering and selecting the appropriate approach and solutions in the following order: + o Pan-Canadian ; then; + o Government of Canada whole-of-government; then + o Government of Canada Cluster; then + o Department-wide, holistic and horizontal; then + o Program or project specific. +• The reach of an architecture should allow for Act as one +• Solutions must aim to maximize the cumulative business benefits over their entire lifecycle. +• Investment proposals must link to business/IT strategy and goals. +• Business value realization must be tracked and demonstrated on all major investments. +• Common solutions and shared services that benefit the enterprise over one-off solutions for one sector or region are preferred. +• Organizational readiness for adopting new solutions are analyzed and taken into account. + +References: +• TOGAF 9 Principle 2 +• DFO PRN_ARC_01: Enterprise value focus + + + 2.2. Client Centric + +Name: Client-Centric +Statement: Deliver high-quality, timely and accurate services that are responsive to current and emerging client needs and to continue to innovate and meet new standards of excellence. +Rationale: +• Clients expect seamless access to a suite of integrated programs and services based on their individual needs and abilities. +Implications: +• Services must be built around client needs +• Clients must be provided with a “one-stop service” that is simple and intuitive. +• Client and employee feedback data must be collected and analyzed to improve services and inform implementation. +• Clients are able to determine their level of engagement with the government and/or department as permitted by legislation, public policy and program policy +• Services must be delivered across multiple channels using modern architectures. +• Where appropriate, clients are directed into lower cost channels. +• Service levels must be defined for client services provided. +• Services must be measured to improve performance. +• A cross-government strategy must be built for common citizen and business data sets (e.g. name, address) and common client applications (e.g. authentication, payments, notifications). +• Services should be accessible by the client at anytime, anywhere and on any device. + +References: +• ESDC Service Strategy +• The OASIS Transformational Government Framework, Guiding Principles +• Digital Services Playbook - from the U.S. Digital Service +• DFO PRN_ARC_02: Citizen centered service + + + 2.3. Digital First + +Name: Digital First +Statement: +Create and optimize the design of services and communications for delivery via responsive digital channels (i.e., web, mobile, social media, etc.) over the traditional channels, such as mail, fax, or in-person. +Rationale: +• Clients expect secure and easy-to-use online options to access services from the information and application stage up to a decision on their file. +• ESDC is committed to providing Canadians with access to high-quality online services, while ensuring that those who require additional assistance to access services online receive it. +• Clients can complete services using digital self-service.( Goal 1 of the ESDC Service Strategy ) + +Implications: Digital First means: +• We must optimize to digital channel +• We must embrace decisions enabling its fullest control +• We must design the channel to support +• We must ensure the full spectrum of services covers the non-digital +• We must enable business transformation to grow take up + +GC Digital Architectural Standards +o Align to the GC Business Capability model +  Define program services as business capabilities to establish a common vocabulary between business, development, and operation +  Identify capabilities that are common to the GC enterprise and can be shared and reused +  Model business processes using Business Process Modelling Notation (BPMN) to identify common enterprise processes +o Design for Users First & Deliver with Multidisciplinary Teams +  Focus on the needs of users, using agile, iterative, and user-centred methods +  Conform to both accessibility and official languages requirements +  Include all skillsets required for delivery, including for requirements, design, development, and operations +  Work across the entire application lifecycle, from development and testing to deployment and operations +  Ensure quality is considered throughout the Software Development Lifecycle +  Ensure accountability for privacy is clear +  Encourage and adopt Test Driven Development (TDD) to improve the trust between Business and IT +o Design Systems to be Measurable and Accountable +  Publish performance expectations for each IT service +  Make an audit trail available for all transactions to ensure accountability and non-repudiation +  Establish business and IT metrics to enable business outcomes +  Apply oversight and lifecycle management to digital investments through governance +o Data Collection +  Ensure data is collected in a manner that maximizes use and availability of data +  Ensure data collected aligns to existing enterprise and international standards +  Where enterprise or international standards don’t exist, develop Standards in the open with key subject matter experts +  Ensure collection of data yields high quality data as per data quality guidelines +  Ensure data is collected through ethical practices allowing for use that supports appropriate citizen and business-centric +  Data should only be purchased once and should align with international standards +  Where necessary, ensure collaboration with department/ agency data stewards/ custodians, other levels of government, & Indigenous people +o Data Management +  Demonstrate alignment with departmental data governance and strategies. +  Ensure accountability for data roles and responsibilities +  Design to maximize data use and availability. +o Data Storage +  Ensure data is stored in a secure manner in accordance with the National Cyber Security Strategy, and the Privacy Act. +  Follow existing retention and disposition schedules. +  Ensure data is stored in a way to facilitate easy data discoverability and accessibility. +o Data Sharing +  Data should be shared openly by default as per the Directive on Open Government. +  Ensure government-held data can be combined with data from other sources enabling interoperability and interpretability through for internal and external use +  Reduce the collection of redundant data +  Reuse existing data where possible +  Encourage data sharing and collaboration +o Use open standards and solutions by default +  Use open standards and open source software. Avoid lock-in and seek independence and substitutability where open source software or open standards are available. +  Enforce this order of preference: open source first, then platform-agnostic COTS, then proprietary COTS, and lastly custom-built +  Make source code open and reusable under an appropriate open source software license +  Expose public data to implement Open Data and Open Information initiatives +o Maximize Reuse +  Leverage and reuse existing solutions, components, and processes +  Select enterprise and cluster solutions over department-specific solutions +  Achieve simplification by minimizing duplication of components and adhering to relevant standards +  Inform the GC EARB about departmental investments and innovations +  Share code publicly when appropriate, and when not, share within the Government of Canada +o Enable Interoperability +  Expose all functionality as services +  Use micro services built around business capabilities. Scope each service to a single purpose +  Run each IT service in its own process and have it communicate with other IT services through a well-defined interface, such as an HTTPS-based application programming interface (API) as per Appendix D: Mandatory Procedures for Application Programming Interfaces +  Run applications in containers +  Leverage the GC Digital Exchange Platform for components such as the API Store, Messaging, and the GC Service Bus +o Use Cloud first +  Enforce this order of preference: Software as a Service (SaaS) first, then Platform as a Service (PaaS), and lastly Infrastructure as a Service (IaaS) +  Enforce this order of preference: Public cloud first, then Hybrid cloud, then Private cloud, and lastly non-cloud (on-premises) solutions +  Design for cloud mobility and develop an exit strategy to avoid vendor lock-in +o Design for Performance, Availability, and Scalability +  Design for resiliency +  Ensure response times meet user needs for availability +  Support zero-downtime deployments for planned and unplanned maintenance +  Use distributed architectures, assume failure will happen, handle errors gracefully, and monitor actively +o Design for Security and Privacy +  Implement security across all architectural layers +  Categorize data properly to determine appropriate safeguards +  Perform a privacy impact assessment (PIA) and mitigate all privacy risks when personal information is involved +  Balance user and business needs with proportionate security measures and adequate privacy protections. + +• Digital Principles (Canada.ca) +o Design Ethical Services +  Make sure that everyone receives fair treatment. +  Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence). +o Collaborate Widely +  Create multidisciplinary teams with the range of skills needed to deliver a common goal. +  Share and collaborate in the open. +  Identify and create partnerships which help deliver value to users. +References: +• ESDC Service Strategy +• GC Digital Standards +• GC Digital Architectural Standards +• Digital Princples (https://open.canada.ca/en/blog/digital-principles?page=1%2C0) + + + 2.4. Mission-driven + +Name: Mission-Driven +Statement: Achieving the mandate and strategic goals of ESDC +Rationale: +• A business led and focused architecture is more successful in: + o Supporting the department’s mandate + o Achieving the strategic goals + o Responding to changes in client and stakeholder needs and expectations +• For optimal Return on Investment (ROI) requires decisions to be aligned with the department’s mandate and strategic goals +• Architectures reflect the current and target state of the department so informed decisions can be made regarding achieving the department’s mandate and strategic goals +Implications: +• Architectures will demonstrate how business servers the organizational values and strategic goals +• Architecture must implement a complete vision that is focused on the business +• As new needs arise, priorities must be adjusted proportionally +• Priorities must be established by and for the entire company +• Ability to analysis the impact of change in laws, regulations, standards and directives has on the department carrying out its mission/mandate +• Ability to identify gaps between the current state and target sate +• Ability to identify barriers that impact the department’s transformation and recommendations to overcome the barriers +References: + + + 2.5. Interoperability + +Name: Interoperability +Statement: Interoperability allows the enterprise to interact, connect and operate with other parties within its business and IT ecosystem in an effective and efficient manner. +Rationale: +• Changes in the business and IT ecosystem may impact ESDC ability to meet its mandate and achieve its strategic goals. +• ESDC collaborates with other parties to meet its mandate and achieve its strategic goals. +• ESDC uses the services of 3rd Party Service Providers to meet its mandate and achieve its strategic goals. +Implications: +Service +• Interoperability requirements are defined and considered from the onset of an initiative +• Interoperability standards and industry standards must be followed unless there is a compelling business reason to implement a non-standard. +• Need to understand all the parties, including their role and responsibilities, that are part of the ESDC business and IT ecosystem. +• A party’s role and responsibilities within the ESDC ecosystem is formalized and underpinned by the appropriate vehicle (e.g. legislation, regulation, agreement, etc.). +• Need to understand how a party contributes to ESDC meeting its mandate and achieving its strategic goals. + +References: + + + 3.1. Business Continuity + +Name: Business Continuity +Statement: Operations are maintained in case of events that may or are known to cause service or system interruptions. +Rationale: +• Business activities continue regardless of external events. +• Hardware failure, natural disasters, and data corruption do not disrupt or stop enterprise activities. +• The enterprise business functions are capable of operating leveraging redundant information delivery mechanisms. + +Implications: +• The risks of business interruption must be established in advance and managed. (Management includes but is not limited to planning, testing and monitoring business continuity and IT service recovery, periodic reviews, testing for vulnerabilities and exposure, or designing mission-critical services in a way that ensures business function continuity through redundant or alternative capabilities.) +• Services and applications must be assessed for criticality and impact on the ESDC’s mission to determine which continuity level is required and which corresponding recovery plan must be implemented. +• Recoverability, redundancy, and maintainability of enabling services and systems must be considered throughout their design and use. +• Technology lifecycle must be actively managed. +• Technology must be regularly and proactively upgraded. +References: +• TOGAF 9 Principle 4 + + + 3.2. Accessibility + +Name: Accessibility +Statement: ESDC services are accessible on an equitable basis to clients +Rationale: +• Government services needs to be accessible to the widest set of consumers. Channel independence ensures that clients have a choice of access options. While information and services need to be accessed in a variety of ways, the information and services must be delivered in an integrated, consistent fashion. +Implications: +• Services should be designed to operate consistently across multiple delivery channels. +• Programs will need to resource significant additional effort in human interface design. +• In designing services, programs will need to consider accessibility by, and interoperability with, automated services. +References: +• Australian Government Enterprise Architecture Principles (PR-6) + + + 3.3. Value + +Name: Value +Statement: Government business initiatives and investments must represent value for money and return a business benefit. +Rationale: +• The value and cost of investments need to be measurable in objective terms. A government service that does not have an understood return on investment (ROI) is unlikely to receive the on-going support and commitment that will make it sustainable. +• Service delivery can create complicated cost/benefit models, particularly where there are cross-jurisdictional boundaries. The benefits realized through a service may not be recorded by the program and/or programs that are required to invest. A thorough understanding of the costs and benefits is required to establish an appropriate investment model to support the creation and on-going management of the service. +• It is mandatory for programs to meet the GC procurement rules for: + o value for money, + o encouraging competition, + o efficient, effective and ethical use of resources, and + o accountability and transparency. +Implications: +• Business initiatives will need to be fit for purpose and deliver value and benefit. +• Business initiatives will need to be prioritized in terms of their relation to the GC and department vision, policies, strategies and plans. +• The department will need to assess the ROI for each business initiative. +• Public ROI should be based on the department taking a rewards-based approach to ROI measurement and encompass the following three areas: + o Financial ROI: Traditional or “classic” measurement of financial gains with quantifiable results. These ROI is direct, measureable benefits and costs e.g., reduced transaction costs (such as in procurement by reducing the cost creating a purchase order from $28 to $21) or fewer steps in the workflow of approving a budget request + o Social ROI: Impact of government services on a societal level This ROI is indirect and difficult to measure public good benefits and costs e.g., are citizens safer? Are children in a particular jurisdiction receiving adequate social services? Are the vulnerable receiving sufficient support? + o Political ROI: Impacts the system of governing and policy decision making. This ROI is motivational feasibility of the project, or the benefits of interested parties (champions, opponents, decision makers) e.g., are we delivering government programs that match policies, legislation and mandates? Are we delivering on the promises of our politicians? +• In addition to assessing the public ROI for each business initiative, a total cost of ownership (TCO) approach will be required. The TCO will need to assess the investment against other priorities, as well as balancing the costs of development, support, security, risk mitigation, disaster recovery and retirement against the costs of government’s requirements for flexibility, scalability, ease of use and reduction of integration complexity. +• There will need to be improved whole-of-government usage of business benefit management and benchmarking, +References: +• Australian Government Enterprise Architecture Principles (PR-4) + + + 3.4. Reliable + +Name: Reliable +Statement: Departmental services are reliable, accurate, relevant and timely. +Rationale: +• The take-up and use of lower cost channels will depend on users of government services trusting the ability of the government to provide reliable, accurate, relevant and timely information to consumers. +• Reliable services that provide consistent outcomes will help to reduce complaints, reviews and appeals from consumers. +Implications: +• The department will need to deliver services and information which clients can rely upon. +• The department, and programs will need to devote effort towards service design and service performance management to ensure reliable services +• Good processes create good services and data. Processes will need to be the focus of ongoing continuous improvement (which in turn will improve reliability, accuracy, relevancy and timeliness of the service). +• The department will need to provide trusted services and information to individuals, and organizations. The outcomes of these services and information will strengthened the trust in the department and Government of Canada. +• The department and programs will need to collaboration with other departments and programs to deliver, manage and measure services to ensure the services are achieving the desired outcomes + +References: +• Australian Government Enterprise Architecture Principles (PR-3) + + + 3.5. Cohesiveness + +Name: Cohesiveness +Statement: Departments shall present a consistent and unified face of government through a common and integrated approach to service delivery. +Rationale: +• Government services are presented to clients in a consistent and cohesive manner. This means that clients of government services should only need to present a piece of information to government once. Similarly, clients will be presented with a common look, feel and experience regardless of what department service or channel they are accessing at the time. This presentation of a consistent government face will reduce the impact of internal government change (for example, department/program amalgamations and restructures) on clients, and potentially reduce the flow on costs of such changes. Adoption and continued use of a service by clients will depend, to an extent, on ease of use enhanced by consistency of service delivery. +• With the introduction of common services and the reduction of duplicate services, the Government/Department has the opportunity to reduce costs. +Implications: +• Departments and Programs will need to collaborate in the development of services. This will require open sharing of information, cross-department/program planning, and understanding of whole-of-government service channels, segments and lines of business. +• To achieve consistent and interoperable service across the whole-of-government, the government, department and its programs will need to agree and use common technologies, open industry standards and open architectures. +• The department and programs will need to align service delivery with whole-of-government policies, strategies and frameworks. +• Departments and programs will need to reduce integration complexity. +• Departments and programs will need to incorporate the seamless use of interoperable applications, data and information across various sourcing models and operating environments. + +References: +• Australian Government Enterprise Architecture Principles (PR-2) + + + 3.6. Optimize Services + +Name: Optimize Services +Statement: Across the business domain, we will enable simple, flexible, efficient and reusable services. +Rationale: +• By focusing on increasing the efficiency, effectiveness, value and quality of our processes we will increase the maturity and stability of what we do (our business capabilities). We won’t be dragged down by non-optimized solutions and designs and reduce risk. + +Implications: +• Test and iterate our models and plans more often. +• Favour small incremental pieces that integrate seamlessly and can be reused across the organization. +• Think enterprise first (instead of one-off solutions). +References: +• Business Architecture Team + + + 4.1. Accessible-by-Default + +Name: Accessible-by-Default + +Statement: Information and data is open, accessible and easy to use by default, however protected within closed environments when it includes personally identify and/or sensitive data +Rationale: +• The Government of Canada strives to provide Canadians with access to the data that is produced, collected, and used by departments and agencies across the federal government through a single and searchable window. +• Information and Data are easily findable and consumable, in the appropriate format for a variety of users and scenarios. +• Benefits of open data include: + o Support for innovation + o Advancing the government's accountability and democratic reform + o Leveraging public sector information to develop consumer and commercial products + o Better use of existing investment in broadband and community information infrastructure + o Support for research + o Support informed decisions for clients + o Proactive Disclosure +• Information and Data are ubiquitous, but to be of business value the constraints challenging its access and use must be mitigated as much as is appropriate to do so. + +Implications: +• Unless sensitive or containing personally identifiable data, the data is accessible to all employees of ESDC. +• When designing services and systems, opportunities for publishing open data must be explored. Data can be published in different formats, or made accessible through Application Programming Interfaces (APIs). +• Application Programming Interfaces (APIs) provide on-demand access to large, timely or complex data. +• Information and Data holdings must be aligned to business needs and functions. +• Information and Data are clearly catalogued, easily discoverable and easily accessible. +• Access must be closely tied to understanding of the data, otherwise inappropriate use may occur. +• Information and Data consumers’ awareness and education of data sources must be sustained. +• Information and Data are in the appropriate tool and format for use and users know how to access it. +• Efficient / timely access to information / data and its protection are not mutually exclusive concepts. +• Information and Data repositories need to be managed to reduce redundancies and duplication. +• Information and Data presentation must match generally accepted internal or external standards. +• Levels of aggregation or disaggregation are appropriate for consumption purposes. +• Timeliness of access permits the right data to be available when it is needed. +• Mashup of Information and Data will push the boundaries of user understanding and will need training and support. +• Knowledge repositories should capture enterprise information in ways to be useful as a basis for designing programs and services to improve future outcomes. +• Business and Information Professionals must partner to ensure user/consumer perspective is enabled. +• Information and data is now found in many forms and under many constraints. +• Boundaries or constraints can include legal, geographic, ownership, sovereignty, language, format, application, technology, security, privacy, etc.; the goal is to architect by considering these boundaries, not to circumvent them. +• Data architecture or lineage and flow must be such that we can utilize, process, and share data regardless of constraints. +• Data if possible should reside where it is and not re-created or moved. +• Intellectual property must be respected and maintained regardless of constraints. +• A federated management / stewardship approach may be applied in certain circumstances. +• Availability must not suffer due to insufficiently designed and implemented solutions. +• Third party processing (supply chain security) policies and architectures should be designed and monitored (i.e., our data must be under our rules at all times and locations). + +References: +• Canada's Open Data Principles +• CDO + + + 4.2. Common Understanding and Trusted + +Name: Common Understanding and Trusted +Statement: Business and program terminology and data are defined consistently throughout the Department, and the definitions and values are understandable, trusted and available to all users. +Rationale: +• A common vocabulary facilitates communications and enables effective dialogue. +• The data that will be used in the development of services must have a common definition throughout the Department to enable sharing of data. +• Information and Data are meaningfully defined from an enterprise perspective by the appropriate authorities, and are obtained from reliable, authoritative and understood data flows and sources. + +Implications: +• The Department must establish the initial common vocabulary for the business based on open standards where available. The definitions will be used uniformly throughout the Department. +• Multiple concurrent definitions must be replaced by a definition that is accepted and understood by the entire Department. +• Whenever a new definition is required, the definition effort will be co-coordinated and reconciled with the corporate "glossary". +• Clarity and integrity of information / data is crucial to supporting business processes +• Building trust in data requires a multi-faceted approach. +• Metadata capture and utilisation must be mandatory in all processes and systems +• Data and its associated metadata must be an integral part of any business process design +• Information and data lineage (flow) and applied business rules must be documented and available +• Stewards must clearly define business terms and data elements, aligned to business programs to provide a common enterprise vocabulary, thus allowing for enterprise-wide use and interoperability +• Stewards need a simple and repeatable process to define, have approved and publish definitions and other metadata for information and data elements +• Stewards and all consumers need a repository, tied to important systems to capture / consume metadata +• Stewards will direct custodians in their activities as relates data aspects +• Properly identified data custodians are solely responsible for data capture to ensure integrity and quality and reduce redundant efforts and storage/processing +• Data governance and stewardship provide the means to ensure that enterprise data can be trusted +• Enterprise Information and Data should be located in authoritative sources +• Without trust in data consumers may develop their own siloed and redundant solutions/repositories. + +References: +• TOGAF 9 Principle 14 +• CDO + + + 4.3. Shared Assets + +Name: Shared Assets +Statement: Information and Data are Shared Assets. +Rationale: +• Information and Data are valuable enterprise assets, with clear accountability, and treated as ‘our’ data not ‘my’ data to fully deliver on its benefits. + +Implications: +• Information / Data are enterprise assets, much like capital, human or intellectual property assets. +• Most enterprise assets require careful management, and Information / Data are no exception. +• Information / Data assets exist to respond to business needs, support decision-making, enhance operational efficiencies and provide effective service delivery. +• Ownership resides at the enterprise level or higher, not at the individual or business line level. +• Clearly assigned stewardship is key to managing day-to-day data activities and data quality but requires the authority and the means to do so to ensure authoritative decisions are taken by the right parties. +• Discussion and decision forums and approaches must be inclusive, transparent, holistic and at the enterprise level and no longer strictly by business line or limited scope. +• Value is derived from sharing by reducing the number of authoritative sources, obliging data quality, permitting horizontal use / re-use and aggregation / dissemination to tap into unknown potential, and by allowing faster yet secured access. +• Managing and sharing requires policies, procedures, standards, roles & responsibilities, to govern data management capabilities and a significant cultural change at all enterprise levels. +• Various artefacts and tools such as an enterprise data model and a business glossary will assist with management, communication and sharing in support of the enterprise mandate. + +References: • CDO + + + 4.4. Fit-for-Purpose + +Name: Fit-for-Purpose +Statement: +• Information and Data are Fit-for-Purpose + +Rationale: +• Information and Data are suitable and of the appropriate quality for the intended purpose, as defined by the business programs and tested as close to the source as possible. + +Implications: +• Often assumed to be a 100% data quality requirement and not the pragmatic reality. +• Approach should be to get the data ‘right’ for the need, as defined by the responsible party. +• Management and architecture of the information / data must support not only operational needs but also and analytical / research and marketing requirements, otherwise the data has no value in bettering program outcomes. +• Information and Data quality must be tested and remediated as close to the source as possible. +• Information and Data quality will degrade over time, even if nothing ‘happens’ to the actual data, therefore validation of its quality must be performed as an ongoing function, not one-time efforts and monitoring and reporting on quality metrics must be part of everyday operations. +• Data quality functional expertise (i.e., center of excellence) can establish a standardised framework and support to business programs in their quality validation processes. +• Dimensions of quality utilised to validate the appropriateness and usefulness of the data will vary by necessity (i.e., uniqueness, validity, completeness, accuracy, etc.). +• Business purpose of data must consider upstream and downstream uses, and not just the immediate use. +• Information and data repositories may need differing levels of quality if utilised for research versus operational needs. + +References: +• CDO + + + 4.5. Managed Strategically + +Name: Managed Strategically +Statement: Information and Data are Managed Strategically. +Rationale: +• Information and Data are managed across all data management capabilities and throughout its lifecycle, according to industry standards and best practices, for the purpose of answering current and future business needs. + +Implications: +• Data Management Functional leadership must exist to ensure all aspects of managing information and data are included to cover all facets of business data needs. +• Functional leadership must create and ensure their standards are applied and monitored for conformity. +• Interoperability is the target, and integration is the interim solution, to avoid data silos, replication and unnecessary processing and movement. +• Managing Information and data is often a collaborative effort between data professionals and business professionals. +• Measuring the maturity of information and data management practices is of value to ensure improvements and alignment to business needs. +• Full functional and lifecycle management is necessary to manage risks, compliance and should be auditable. + +References: +• CDO + + + 5.1. Buy what we can and build what we must + +Name: Buy what we can and build what we must. +Statement: +Implement cloud services/COTS by default, open source where practical, and reserve custom development for unique requirements; adopt shared services and common government solutions where available. + +Rationale: +• Procuring commercial solutions (Cloud Services, COTS or open source) for common applications allows ESDC to focus its resources on application with Unique Requirements related specific configurations, customizations, and as a last resort custom development. + +Implications: +• When deploying new workloads, Departments must consider cloud service models in the following order: + o Cloud Services (SaaS) + o Open source + o COTS +This means that the preference will be given to subscribing to SaaS solutions rather than buying or developing new solutions that can be hosted on a PaaS or IaaS infrastructure. +• When SaaS is not available, ESDC will explore availability of packaged solutions, both commercially available (COTS) and open source. Only if no appropriate solution is available on the market (commercial or open sauce), development of a custom solution would be considered. +• Proprietary solutions restrict reuse, reduce asset management flexibility and can prevent government organizations from switching suppliers. +• Open source will be fairly assessed against proprietary solutions alternatives. Exit, rebid and rebuild costs will be taken into consideration during procurement decisions for best value for money comparisons between open source and proprietary solutions. + +References: +• Government of Canada Information Technology Strategic Plan 2016-2020 +• GC Cloud Adoption Strategy (2016) +• Accenture Paper on Technical Debt +• Correctional Service Canada (CSC) Enterprise Architecture Principles + + + 5.2. Technology Independence + +Name: Technology Independence +Statement: Applications are independent of specific technology choices and therefore can operate on a variety of technology platforms. + +Rationale: +• Independence of applications from the underlying technology allows applications to be developed, upgraded, and operated in the most cost- effective and timely way. +• Ensure that an application is not dependent on specific hardware and operating systems software realizing that IT related decisions makes the organization dependent on that technology + +Implications: +• For SaaS and PaaS there may be limited choices given these services are technology and platform-dependent +• Interfaces will need to be developed to enable interoperability with services deployed under the enterprise architecture +• Middleware will be used to decouple services from specific software implementation. + + + 5.3. Service Orientation + +Name: Service Orientation +Statement: The architecture is based on a design of services which mirror real-world business activities comprising the enterprise (or inter-enterprise) business processes. +Rationale: +• Service orientation supports enterprise agility and boundaryless information flow + +Implications: +• Need to think in terms of APIs, application services, and service-based integration that fulfills a business need +• Service representation utilizes business description to provide context (i.e. business process, goal, rule, policy service interface and service component) and implements services using service orchestration +• Service orientation places unique requirements on the infrastructure; implementations should use open standards to realise interoperability and location transparency. +• Implementations are environment specific; they are constrained by context and must be described within that context. +• Service orientation requires strong governance of service representation and implementation. +• ESDC needs to transform its acquisition of IT solutions from siloed systems to modern, modular service-based contracts exploiting common services. + +References: +• TOGAF 9.2 Principle 6 + + + 6.1. Control Technical Diversity + +Name: Control Technical Diversity +Statement: ‘Right-size’ the variety of technology platforms to use in alignment with our partners’ strategic choices (i.e. SSC, TBS). +Rationale: +• Limiting the number of different supported technologies: + o Improves maintainability and reduces total cost of ownership. + o Enhances staff focus on standardized technologies and reduces staff competency requirements. + o Improves solution interoperability + o Improves synergy. + +Implications: +• Consider benefits of introducing a new technology versus the required additional maintenance effort, additional staff competency requirements, increased complexity, and the potential lack of interoperability with existing technologies. +• Balance controlling technical diversity and IT-enabled business innovation. +• Prefer vendor-independent technologies to enable solution interoperability and avoid vendor lock-in. +• Reduce integration complexity by utilizing standardized integration approaches. +• Policies, standards, and procedures that govern acquisition of technology must be tied directly to this principle. +• Technology options will be constrained by the choices available within the supported standards. +• Technology options and preferred choices are published as “Technology Bricks” and governed through architecture governance. The “Bricks” are refreshed regularly to reflect appearance of new technologies and sunset of legacy technologies. +• Need to define and implement a lifecycle management process for all technology products + +References: +• TOGAF 9 Principle 20 + + + 6.2. Responsive Change Management + +Name: Responsive Change Management +Statement: Changes to the enterprise information/data and technology environment are implemented in a timely manner +Rationale: +• If people are to be expected to work within the enterprise information /data and technology environment, this environment must be responsive to their needs + +Implications: +• Processes for managing and implementing change must be developed that do not create delays +• A user who feels a need for change will need to connect with a “business expert” to facilitate explanation and implementation of that need +• If changes are going to be made, the architecture must be kept updated + +References: +• TOGAF 9.2 Principle 19 + + + 6.3. Quality Level Metrics (QLM) Approach + +Name: QLM Approach +Statement: Technology implementations require quality level metrics (QLM) negotiations and tradeoff discussions to occur as early as possible in the architecture and design process between business stakeholders and systems stakeholders including application architects, technology architects, service providers and operations and maintenance staff. + +Rationale: +• Facilitates non-functional requirements gathering +• Avoids narrow discussions of requirements - business stakeholders will have a clearer idea of the system they are asking for / getting +• Better acceptance from the business on the system that is ultimately delivered – fewer surprises for both the business and I&IT +• Better fit of applications into the infrastructure +• Better security + +Implications: +• Need to ensure that processes, such as product selections, vendor of record, planning, requirements gathering, have quality level metrics as part of the requirements. The standard QLMs are: + o Scalability - The ability of the solution to scale up or down to meet the increase/ decrease in volume through increasing/decreasing the number of nodes/servers supporting the solution (horizontal scaling) or increasing/decreasing the resources of a single node/server (vertical scaling) + o Performance - The ability of the solution to meet the load and response time requires + o Availability - The ability of the solution to meet recovery time objectives, recovery point objectives and system up time + o Recoverability - The ability of the solution to transaction recovery\rollback, guarantee atomicity, transactional checkpoint logging and backup + o Integrity - The accuracy, completeness and timeliness of data at rest or in transit within a solution + o Interoperability - The degree with which the system can connect to, exchange and process data from other systems. + o Usability - The ability and extent the solution can be used by specific users to achieve specified goals effectively and efficiently + o Source-ability - The degree to which equivalent solutions/services/components can be obtained from multiple sources + o Affordability - The characteristics of a product or service that provides the government value for money and falls within their budget through the expected life span of the product or service + o Supportability - The ease with which the solution can be operated, configured and maintained by the operational staff during the useful life of the solution + o Adaptiveness / Modifiability-The degree to which a module, component or other work product ban be used in more than one solution. + o Upgradeability - The ease in which the solution in whole or components of the solutions can be modified to take advantage of new service, solution, software or hardware technologies + o Security -The ability in which the solution meets the security objectives and standards +• Need to document, publish and enforce the requirement for quality level metrics when developing solutions, services and infrastructure + + + 7.1. Security-by-Design + +Name: Security-by-Design +Statement: Enable and protect activities and assets of both people and enterprises are built-in to any business practice and corresponding IT solution +Rationale: +• ESDC’s IM/IT assets are protected against theft, loss, damage, or unauthorized modification, destruction or disclosure to assure public confidence in the Department. +• When security protection for confidentiality, availability and integrity are considered up front., it is more cost effective and results are more robust and resilient. + +Implications: +• Controls for the protection of confidentiality, integrity and availability must be designed into all aspects of solutions from initiation, not as an afterthought. +• Security must be designed in the business processes within which an IT system will be used. +• ESDC’s business solutions must be compliant with the Privacy Act; MITS; ATIP policies; FAA, etc. +• Security requirements must be determined with all stakeholders. +• Business driven security requirements based on legislation, policies, and business needs must be supported. +• A consistent, trusted and effective security model must be developed for use across all applications, data, systems, and infrastructure. +• Security Assessment and Audit (SA&A) , and Statement of Sensitivity (SoS) processes shall be used to identify threats and risks and select cost effective controls which meet control objectives. +• A Vulnerability Assessment (VA) process shall be used to identifying and quantifying vulnerabilities in a system. +• Program managers need to have business impact analysis and business continuity planning processes developed and implemented. +• Program managers need to be part of the process to conduct the business impact analysis and to select contingency and business continuity plans. +• Business impact analysis should be coordinated with value/risk analysis to identify potential countermeasures to exposures to the ESDC during the design of new business processes. +• A controlled variance process must be adhered to. +• Accountable parties are responsible for establishing or aligning to authorised purposes for their assets +• Risk tolerances, breach mitigation and breach outcomes must be clearly defined beforehand. +• Ethically and legally, ESDC is obligated to protect Information / Data under its care to retain the right to manage and use it. +• Information / Data are sheltered from unauthorised access, modification, use, disclosure or destruction. +• Intellectual property and confidentiality is safeguarded. +• Sharing must be balanced against classification, proprietariness or sensitivity of Information / Data. +• Aggregation of Information / Data, such as for residual data must also be reviewed for sensitivity. +• Security must be applied at the appropriate level, i.e., data level versus application level. +• Systems and Information / Data must be safeguarded from malevolent intentions and disaster. +• Emerging technologies such as cloud and data lakes, must be accounted for in modernised policies, standards and practices, and user awareness and training. +• Anonymization or masking techniques may be necessary and utilised before permitting certain access. +• Security controls must not hinder appropriate and timely access and sharing of assets s (e.g. Information / data). + +GC Security Architecture +• Information categorization – As the originator of a record, each department is responsible for a plan, the implementation of information categorization systems and the review of data and information prior to release on the Open Government Portal (the “Portal”) +• Should it be third-party information (government to government, government to industry, other), additional release mechanisms are up to department review +• Training and awareness on the requirements of the Portal is needed (to reduce additional work for other departmental stakeholders such as ATIP officer or Privacy analysts) +• Departments are also responsible to review the metadata and telemetry of datasets, to reduce the risk that combining smaller pieces of the data can enable a malicious user to action one of the risk scenarios +• Legal and policy framework – Departments must continue to observe all domestic and international laws as they relate to handling resources, and should be respectful when considering which resources are being shared and released on the Portal +• Respect for privacy and persons – Departments must protect personal information by not releasing it on the Portal +• Departments must ensure that all data and information released on the Portal contains no personal information or is properly de-identified/anonymized +• Departments should be transparent about how data and information will be collected, used and shared on the Portal +• Within an “Open by Default” environment, departments must identify situations and datasets which cannot be released or be made open by design +• Forward planning – Departments should consider privacy and security when releasing records on the Portal. Considerations should include: +• Consulting internally with business line and data / information owners / stewards to identify risks associated to the public, the organizations and the government as a whole +• Assessing privacy and security on an ongoing basis, as due diligence does not end with uploading a record but rather an ongoing responsibility to maintain the accuracy and completeness of all records +• Making plans prior to the release of records for their maintenance and periodic reviews of the privacy and security implications of the universe of relevant records available on the Portal +• Assigning clear accountabilities within departments and agencies for considering privacy and security implications of open government records +• Security and Privacy Incidents and Remediation – Departments and agencies will take steps to ensure their ability to respond effectively in the case of a privacy or security incident +• In the event of any real or suspected security incidents, departments and agencies will respond in accordance with the Directive on Departmental Security Management (DDSM), departmental and agency processes and procedures, and when applicable the Cyber Security Event Management Plan (GC CSEMP) +• In the event of any real or suspected privacy breach, departments and agencies will respond in accordance with the Directive on Privacy Practices. Departments and agencies should apprise themselves of TBS Guidelines for Privacy Breaches and the Privacy Breach Management Toolkit. These privacy instruments identify causes of privacy breaches, provide guidance on how to respond, contain and manage privacy breaches, delineate roles and responsibilities, and include links to relevant supporting documentation +• Considerations for maximizing release – When considering de-identifying information and data, the following should be noted: +• De-identification needs to be done by trained officials +• Software for de-identification is not always available and may need to be developed +• Effective de-identification may reduce the granularity of records and, as a result, data and information quality may decrease +• De-identification can be costly and require significant investments of resources, time, and data processing +• Extrapolation or aggregation risks may persist in spite of de-identification efforts + +References: +• Canada Border Services Agency (CBSA) defined Architecture Principles +• CDO +• See decomposition in Open Web Application Security Project (OWASP) +• GC Security and Privacy Guidelines- https://gcconnex.gc.ca/file/download/29788569 + + + 7.2. Privacy-by-Design + +Name: Privacy-by-Design +Statement: Respect and protect personal information are built-in to any business practice and corresponding IT solution. + +Rationale: +• ESDC’s IM/IT assets are protected against theft, loss, damage, or unauthorized modification, destruction or disclosure in order to assure public confidence in the Department. +• When security is considered up front the result is more cost effective, and the outcome is more robust and resilient security protections for privacy. +• Information / Data capture, access and usage processes ensure the protection of privacy without impeding or delaying access to it for justified needs. + +Implications: +• All of the Departments’ business solutions must be compliant with the Privacy Act; MITS; ATIP policies; FAA, etc. +• Privacy requirements must be determined with all stakeholders. +• Effective privacy administration processes and tools for assurance and accountability shall be required. +• A controlled variance process must be adhered to. +• Must align to necessary frameworks, both internal and external as pertains privacy protection (i.e., GDPR, Canadian laws and regulations). +• Automatic processing, trans-border and cross-entity flows of personal data create new forms of relationships among countries/entities and require compatible rules and practices be in place. +• Personal data shall not be transferred to any entity unless that entity ensures an adequate level of protection and authorisation from individuals. +• Current legislation and competing values might be a hurdle to sharing and free flow of private data. +• Data Stewards must aid in removing or avoid creating unjustified barriers to private data. +• We must prepare for breaches to permit a timely and appropriate response and course of action. +• Personal data collection needs and uses must be clearly defined up front. +• Personal data shall be adequate, relevant and not excessive in relation to the purpose. +• Private individuals must have the right and ability to view, edit their information, and the right to be forgotten in certain cases (i.e., data is disposed of at the end of the effective lifecycle of the data or process). +• Automated means of processing private data must be transparent to data subjects. +• Data classification will be necessary in all situations. +References: +• Canada Border Services Agency (CBSA) defined Architecture Principles +• CDO +• Government of Ontario. OPS Enterprise Architecture: Principles and Artefacts + + + 7.3. Integrity-by-Design + +Name: Integrity-by-Design +Statement: Provide clients with a high degree of trust that the system and its attendant data and information are correct (i.e., precise, accurate and meaningful), valid (created, modified and deleted only by authorized users) and invariant (i.e., consistent an unmodified). + +Rationale: +• Integrity is one of the three central pillars of securing corporate information assets along with confidentiality and availability. Integrity keeps data pure and trustworthy by protecting system and data from intentional or accidental changes. +• With data being the primary information asset, integrity provides the assurance that the data is accurate and reliable. Without integrity, the cost of collecting and maintaining the data cannot be justified. Therefore, policies and procedures should support ensuring that data can be trusted. +• Mechanisms put in place to ensure the integrity of the system, its data and information should prevent attacks on the storage of that data (contamination) and on its transmission (interference). Data that is altered on the network between the storage and the user's workstation can be as untrustworthy as the attacker altering or deleting the data on the storage media. Protecting data involves both storage and network mechanisms. +Implications: • Unauthorized users must be prevented from making modifications to data or programs. +• Unauthorized users must be prevented from making improper or unauthorized modifications. +• Internal and external consistency of data and programs must be maintained. +• Applying encryption to information that will be sent over the Internet or stored on digital media. +• Software must be built defensively. +• Users should be prevented from inadvertently storing inaccurate or invalid data by incorrect data entry, an incorrect decision made in running programs, or not following procedures. +• Users should be prevented from affecting integrity through system configuration errors at their workstations or even by using the wrong programs to access the data. +• Users should be taught about devicde and data integrity during their information security awareness training. +• The installation of any new software or devices must be prevented except when done by a limited set of authorized people. +• Check system integrity against a set of predefined validation policies or standards. + +References: +• Security Architecture Team + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Current systems and technology: The set of information resources deployed within the enterprise, including systems documentation, equipment inventories, network configuration diagrams, policies, and procedures. + + + Appendix B: Development of EA Principles + +The development of architecture principles is typically influenced by the following : +• Emerging industry trends: Predictions about economic, political, technical, and market factors that influence the enterprise environment. + + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization. + + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations. + + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived. + + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations. + + + Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. +• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified. + + + + + 1.2. What are Principles? +Architecture principles are a set of statements that inform architecture decisions (e.g. “Doing the Right Thing”) and work (e.g. “Doing EA Right”). + +Bizbok and TOGAF, define principles as: +• An agreed upon truth that can guide one’s reasoning. (Bizbok 7.5 glossary) +• EA principles are general rules and guidelines, intended to be enduring and seldom amended, that inform and support the way in which an organization sets about fulfilling its mission (TOGAF 9.2 Chapter 20.1). +To that end the essence of ESDC EA Principles are: +• EA Assement Principles: “Doing the Right Thing” inform architecture decisions to ensure the department is doing the right thing to acheive its strategic goals and act on its mandate. +• EA Program Principles: “Doing EA Right”, inform architure work to ensure architectures are being developed and implemented the correct way. (e.g TOGAF EA Principles, GC Architectural Standards) + +In general, the EA Principles are high-level statements of the fundamental values that guide business and IM/IT decision-making. EA Principles the foundation for architectures, policies, standards and processes. Because the EA Principles define a value system, once they are defined and agreed upon, they are not likely to change frequently; however they will be reviewed on an annual basis. + +To be effective, EA Principles must be considered as a set, not individually. It is common to have sets of principles form a hierarchy in those more detailed principles are informed by and elaborate on the principles at a higher level. + +• Enterprise Architecture Principles are comprised of: + o Domain Architecture Principles (Business, Information and Data, Application, Technology, Security & Privacy) + o Reference Architecture Principles + o Security Architecture Principles + o Solution Architecture Principles +  Design Principles + +ESDC Enterprise Architecture Principles are informed and constrained by the Government of Canada and the ESDC Service Strategy principles. Employment and Social Development Canada’s Service Strategy Overview + +1.5. Value of EA Principles +The EA Principles are intended to simplify, not complicate business decisions. They are most valuable in evaluating complex situations with multiple competing goals and where no clear rules or directives have been established. Conformance to the EA Principles as outlined in this document will: +• Optimize business value and departmental benefits realization; +• Provide a framework for assessing and prioritizing changes; +• Allow for change to be accommodated in a less disruptive manner; +• Facilitate the fulfilment of the business requirements; +• Lower the overall life cycle cost of applications; +• Improve the manageability of the architectural components; +• Support an active vs. reactive approach to planning service delivery projects. + + + BDM Architecture Principle 1: +Principle: New Target Operating Model and service continuity during the transition +Statement: BDM will implement a new Target Operating Model designed for the future. Transition will be gradual and iterative ensuring service continuity. +Rationale: BDM service modernization and service ambitions cannot be realized with technology modernization only – a new Operating Model is required. BDM will modernize services that deliver over $122B annually to Canadians, many of which are mission critical as they support most vulnerable clients in the time of need. Disruption to the delivery of these services is unacceptable. +Implications: • Architectures and solutions proposed as strategic and target state will be evaluated against the new Target Operating Model. +• To ensure service continuity, co-existence model where new solutions and legacy operate in parallel will be required. +• Co-existence model inherently leads to a greater complexity than the current or target state. Among different viable architectures that are fit to support the new Target Operating Model and co-existence, less complex ones will be favoured over more complex options. +• Evaluation of architectures and proposed solutions in regards to their ability to integrate and operate in a co-existence model will be presented to BDM-ARC. + + + BDM Architecture Principle 2: +Principle: BDM will consume GC and ESDC Enterprise Solutions/Services where appropriate and available. +Statement: BDM will consume a GC or ESDC enterprise solution/service where it exists and meets all BDM mandatory and majority of non-mandatory functional and non-functional requirements, as well as, when there is a commitment and plan for long-term investment in sustainment and support. +Rationale: With each decision to leverage an existing solution or service, BDM will inherit risks associated with the architecture, deployment, availability and operations of the solution/service. Solutions and services which may have not been designed for the scale required by BDM or lack appropriate investment commitments, product roadmaps and operational and support models, present a risk to the BDM Programme. +Implications: • GC and ESDC Enterprise Solutions/Services will be evaluated against BDM requirements. If gaps are identified, it is expected that an investment and a project plan are put in place to close the gaps. +• The architecture of the GC and ESDC Enterprise Solutions/Services will be evaluated for alignment and compatibility with the BDM solution architecture. +• BDM may present opportunities to enhance or modernize certain enterprise solutions and services. Such opportunities will be identified as architecture options and presented to BDM-ARC. + + + + BDM Architecture Principle 3: +Principle: Favour strategic over interim and tactical solutions. +Statement: BDM will favour investment in strategic solutions and technologies over investment in interim and tactical ones. +Rationale: Strategic solutions and technologies are those that are selected and deployed with a plan to support service delivery over a long term (10+ years). Tactical and interim solutions are both expected to be replaced by Strategic solutions, either in a relatively short time period (tactical) or over longer term (interim). +Implications: • Investments in interim and tactical solutions, unless required for legislative, significant business value/savings or service continuity reasons, will be presented as architecture options with generally lower score for EA alignment than strategic solutions. +• BDM will support investments in interim and tactical solutions that are expected to deliver immediate business outcomes when they do not constitute an obstacle to the BDM implementation or significantly increase BDM technical debt. We advise to establish and monitor metrics for identified business outcomes throughout the lifecycle of the investment. +• Architecture of the interim or tactical solution may be reviewed if the solution needs to integrate with the BDM solution or support BDM implementation, for instance, by generating data and insights that would inform BDM service design and/or architecture. + + + BDM Architecture Principle 6: +Principle: Open Solutions and standards. +Statement: Open solutions by default, proprietary by exception. SaaS and COTS that support open standards are considered open solutions. Open source will be considered where appropriate. +Rationale: In an ideal scenario, solutions (or their components) are interoperable and substitutable: each one can be substituted easily and independently. This can be achieved only when solutions support open standards. +Implications: • Open standards and industry best practices are and will continue to be embedded in BDM architecture and functional and non-functional requirements. +• Proprietary solutions that do not support open standards or are not substitutable for any reason must be identified and granted an exception by BDM-ARC and EARB. + + +Note on open standards and open source software (Reference: Open Standards Whitepaper on GitHub): +The following criteria define open standards: +process for the standard's development is open and transparent to all interested parties and cannot be controlled by any single person or entity with any vested interests; +platform independent, vendor neutral and usable for multiple implementations; +specifications and supporting material are freely available with limited restrictions; +supported by the community and demonstrate independence or approved through due process by rough consensus among participants. +Open source software (OSS) is a way of developing and distributing software. The code is often written collaboratively, and it can be downloaded, used and changed by anyone. +Open source software (OSS) and open standards are separate concepts, however there are strong ties between them. OSS tends to use and help define open standards and publicly available specifications. OSS are, by their nature, publicly available specifications, and the availability of their source code promotes open, democratic debate around their specifications, making them both more robust and interoperable. + + + BDM Architecture Principle 7: +Principle: Security and Privacy-by-Design. +Statement: Balance Service and Security. +Balance Service and proactive and personalized Service Experience and Privacy. +Rationale: Security measure can present constraints for data collection and client interaction. Similarly, proactive and personalized service requires collecting and analyzing client data and proactively initiating interactions with the client which can be viewed as at odds with respecting client’s privacy. +Implications: • BDM will seek to balance client and business needs with appropriate security measures. +• Evaluation of architectures and proposed solutions in regards to applicable and supported security measures will be presented to BDM-ARC. +• BDM will seek to reduce constraints related to data collection and data access and sharing, while maintaining a focus on privacy (e.g. leveraging a client consent-based model). +• Privacy considerations are key to legislation, operational policy, service and business rules design. Through architecture and solution design, BDM will ensure that their intent in regards to privacy is maintained in implementation. + + + BDM Architecture Principle 8: + +Principle: Integrity & Quality-by-Design. +Statement: BDM will embed integrity and quality controls up-front and throughout processes and services. +Rationale: Embedded approach to integrity and quality management is required to move away from “pay-and-chase” model and enable continuous service improvement. +Implications: • BDM will ease burden of proof on clients, based on risk and complexity profile, while maintaining compliance and integrity checks. +• Client risk, priority and complexity profile will result from integrity and quality controls embedded in processes and services. +• Quality and continuous improvement will be embedded in all processes. + + + + + BDM Architecture Principle 9: +Principle: Cloud First. +Statement: Cloud First. BDM will leverage cloud where appropriate and available. +Rationale: Cloud computing means providing infrastructure services and application services on demand. This is made possible through a high level of virtualization of hardware components by way of infrastructure service software. The result is highly scalable, elastic, available and programmable infrastructure. All these characteristics are of great importance to BDM. +Implications: • BDM will leverage cloud where applicable, available and where it meets BDM security requirements. +• All cloud deployment options (including SaaS) will be explored and evaluated as part of the solution design. +• BDM will ensure that requirements for performance, availability, and scalability (including peak traffic periods) are met by all BDM solutions and components (new and legacy) and the hosting infrastructure. + + + + BDM Architecture Principle 4: +Principle: Data is at the center of BDM. +Statement: Data is at the center of BDM. BDM embraces Data Management-by-design by building services and processes that support and enable appropriate data access, standards and quality for ESDC clients, partners and staff. BDM advocates leveraging data from an authoritative source. +Rationale: Data has a great potential to support and inform better decisions both in service design and continuous improvement and in adjudicating and processing client applications and requests. To realize such potential, data needs to be relevant, reliable and available. +Implications: • BDM will strive to enable data driven approach to decision making in service design and continuous improvement . +• BDM will enable data-as-a-service approach by enabling access to authoritative sources of data whenever possible. +• Data gathered once. +• Collecting the same data from the client multiple times for the use in different programs will be avoided. +• Transferring and replicating data will be done judiciously and only when necessary for functional or performance reasons. +• Proposed data architectures, models and data flows will be presented to BDM-ARC for review. + + + + BDM Architecture Principle 5: +Principle: Digital First. +Statement: Digital First. BDM will design and implement digital interfaces to enable and encourage submission of information in a digital format through the digital channel and third-party systems and end-user applications. +Rationale: BDM target state characteristics include digitally enabled services and responsive, proactive and inclusive service experience. BDM goals, among others, include: +• empowering clients to self-serve by providing an attractive, seamless and end-to-end service delivery option through the digital channel; +• leveraging the support of NGOs, public and private sector partners to optimize and deliver a better, more impactful client outcomes. +Implications: • BDM will design and implement new digital channel solutions that will enable seamless and accessible client self-service. +• Functionality will be exposed as services via APIs where applicable and of business value. +• BDM will encourage and work with service delivery partners to change their existing systems or develop new end-user applications for their staff and clients to submit data to ESDC in a digital format. +• Proposed external APIs will be presented to BDM-ARC for review. + + + + BDM Architecture Principle 10: +Principle: Minimize changes to legacy. +Statement: Minimize changes and write-back to legacy. +Rationale: Co-existence model inherently leads to significant complexity. BDM needs to design deployment strategy, transition architecture, services, processes and integration between new solutions and legacy to control complexity and risk. One of the approaches to control complexity is to minimize changes to legacy. +Implications: Architecture objectives and planning assumptions (to be validated through prototyping): +• There will be one system of record for each transaction. +• Transactions will be process either in the new or legacy system, not in both. +• Data will be accessed in the other system as needed. +• Certain amount of data will be migrated to the new system. + + + + BDM Architecture Principle 11: +Principle: Architecting for Agility +Statement: BDM solutions will be architected for agility, creating modular and flexible architecture and reducing risks of vendor lock-in. +Rationale: Architecting for agility is a fundamental shift in delivering IT services, moving away from operational inefficiencies to flexible, decoupled solutions. It will position ESDC to adapt to technology changes and ever-changing client and business needs and expectations. +Our objective is to create a flexible and resilient BDM architecture that enables agility to continuously innovate. An architecture that has greater agility will enable ESDC to have a more fluid and flexible technology landscape, setting us up to be more responsive and adaptable to future changes. +Implications: • Platforms and products that consist of individually deployable modules will be preferred over monolithic solutions. +• Solutions and modules will be decoupled whenever possible without causing performance or latency issues. +• Architecture decisions will be made just in time to enable procurement and implementation. Making them too early may create undesirable constraints on the scope and technology options. +• BDM will consider alternatives and keep them "open" as long as they remain viable. It should be recognized that not all technical decisions can be made at the same time: there is benefit to making some decisions later when they can be better informed by business decisions and through additional analysis and prototyping. +• BDM will be prepared to refactor (change) architecture. Architecture work products will evolve and be further developed throughout the BDM Programme lifecycle. We will iterate and improve architecture periodically and as needed. +• BDM will identify and analyze architectural dependencies and incorporate them into a responsive model: we will strive to integrate dependencies through loose coupling and have contingency plan when they are yet to be implemented. +• Caveat: This principle will compete with Principle #3: Favour strategic over interim and tactical solutions. Tactical solutions may be necessary to help us achieve desired level of agility. + + +BDM EA WG: The principle is well received and supported by the architecture community. It communicates that architecture practice is adapting and orienting to help enable business agility. +Recommendation: Accept + + + BDM Architecture Principle 12: +Principle: Maximize Use of Core Technology +Statement: Consider leveraging capabilities and functionality of the Core Technology (Cùram Social Program Management) before considering other solutions and applications for common benefit processing and service delivery. +Rationale: Leveraging investment in the platform and making use of OOTB business logic and processes will greatly improve ESDC agility and ability to implement new benefits and implement changes to existing benefits and processes. +Additionally, this will reduce complexity of implementation and cost of ownership minimizing the need for integration with other dependant applications. +Implications: • Business may have to accept that not all requirements will be fully met by the Core Technology solution. +• Design of some future state business processes may need to be adjusted to leverage OOTB business logic and processes. +• Evolving business needs may require moving away from specific capabilities of the Core Technology solution in the future. This situation would trigger changes in architecture, transition to either specialized best of breed or enterprise solutions and possibly procurement. Principle #11: Architecting for Agility mitigates this implication. +• Core Technology solution architecture becomes the architecture for the Common Benefit Delivery Platform. +• Enables alignment of the BDM solution evolution and improvements with the Cùram Social Program Management product roadmap and plans for future improvements. +• Supports an MVP approach. +• Caveat: Increased risk of vendor lock-in. + + +BDM EA WG: The remaining principles would lead to the same conclusions and outcomes. The principle is redundant. +Curam Capabilities Prototype did surface and supports the principle. +Recommendation: Consult BDM ARC + + + BDM Architecture Principle 13: +Principle: Adoption of Event-Driven Architecture +Statement: Preference will be given to event-driven architecture to help build decoupled, responsive, adaptive and resilient solutions. +Rationale: Modernization of digital channels and services, as well as planned advances in service delivery and common benefit processing, require ability to access data and process events and transactions in (near) real time. Solutions and services need to be designed to “react to events” and process them in (near) real time where desirable and to the extent possible. +This type of architecture adds a layer that further decouples architecture components, making the overall architecture more adaptive and resilient. +Implications: • Key objective is to move from batch to predominantly (near) real-time services and transactions. +• Every integration should be considered for event driven approach. BDM will implement the most appropriate pattern for each integration with a view to move to event-driven integrations whenever this approach is aligned with the business processes the integration enables. +• We will assess supporting solutions and dependencies for their ability of being event driven and can participate without added complexity. +• Best practices and lessons learned from previous successful implementations of these technologies will be consulted prior to making the decision. +• We do not recommend “Everything is an Event” approach. Complementary integration patterns exist and will be considered for integrations that are not natively event-driven. Data integration technologies are available too! +• Selection and implementation of an Event Broker and Messaging Platform becomes high priority for Tranche 1. +• Caveat: Cùram SPM includes OOTB batch processes that need to be implemented as defined by the platform. No previous implementations of Cùram were based on event driven architecture. +• Caveat: This type of architecture requires highly-available and resilient network and infrastructure. Cost may increase. +• Caveat: Will require high transaction rate through SCED which raises performance and bandwidth concerns. + + +BDM EA WG: The principle is well received and supported by the architecture community. Despite caveats, this is a good principle to have to communicate desire to move from batch to predominantly real-time client services and transaction processing. +Recommendation: Accept + + + BDM Architecture Principle 14: +Principle: Outcome-driven (proposed by business architecture) +Statement: Architectural decisions will seek to maximize value to clients, partners, staff, ESDC, and the GoC driven by the overall Programme strategy. +Rationale: BDM will seek to realize benefits for clients, partners, staff, ESDC, and the GoC. Decisions regarding the architecture of BDM should be primarily focused on delivering on the outcomes outlined in the strategy. +Implications: • Decisions regarding the technical and solution architecture should be weighed against their ability to achieve strategic outcomes and impact on the targeted stakeholders +• Capabilities delivered as part of the BDM programme, enabled by the technology, will be linked to the outcomes that they support, value they deliver, and benefits realized + + +BDM EA WG: The principle is covered by the new GC Architecture Standards, therefore redundant. Also, the remaining principles would lead to the same conclusions and outcomes. +Recommendation: Reject + + + + + Mature the EA Program +Address the gaps in the pillars of a mature EA program. +• Implemented the ESDC EA Meta model in QualiWare; +• Put in place Version 1 of the Enterprise Architecture Content Management Framework; +• Identified trusted stakeholders for all EA services; +• Received approval to procure and implement an enterprise data catalogue; +• Put in place a mechanism to identify business process models that are approved; +• Integrated Business Process Management (BPM) within EA; +• Added Client Journey Maps to the EA tool set; +• Developed a process to address the management of cloud and DevOps tools in the technology standards for proper and agile oversight and approvals; and +• Streamlined the process for providing a product and functionality assessment of every new product/service brought to the Operations andChange Management Committee (OCMC) for approval. + + + Department is Doing the Right Thing and Doing it Right +Provide architectural investment insights and decisions by assessing if projectsare “Doing the Right Thing” (e.g. delivering value and achieving businessoutcomes) and “Doing it Right” (e.g. aligning to standards and complyingwith guardrails). +• Received approval of ESDC Cloud Reference Architecture; +• Linked Benefits Delivery Modernization (BDM) tranche outcomes to the programme benefits; +• Received approval of the revised terms of references for the Architecture +• Review Committee (ARC); +• Onboarded System Integrators supporting the BDM pilot phase ontoQualiWare; +• Developed the foundation of the data architecture for BDM that reconciles enterprise data with program data; +• Assessed all technology standards and identified gaps in baseline technologies; +• Started putting in place the Enterprise Requirements Management framework; +• Shaped project proposals to align with and achieve departmental strategic goals; +• Ensured project benefits were identified and aligned to the project’s scope,business needs and drivers; and +• Received approval of the Open Source Software (OSS) framework and the associated OSS tool for compliancy of OSS code/solutions. + + + Client-Centric and Client Self-Service +Deliver EA value that meets the needs of clientsin a timely manner. Clients in all levels of the organization can access architectural services, information, material, deliverables and insights through client self-service channels anytime, anywhere and with any device. +• Implemented and experimented with quick wins for streamlining the Enterprise Architecture Review Board processes; and +• Put in place a self-serve dashboard for tracking the progress of option-analysis requests. + + + Capitalizing on Opportunities +Identify: when business solutions can be reused; outcome achievement gaps and associated risks; as well as opportunity exploitation. Research products, services, business and IT trends that would deliver value to the organization. +• Participated in the BDM working group; +• Implemented a plan that revises quarterly all technology standards in retirement against what exists on the network for gaps assessment and removal; +• Identified alternative technologies for contained or retired technologies; +• Used Business Reference Architectures for horizontal analysis; +• Started defining the EA Staff Development Framework; and +• Started developing the architect onboarding process. + + + COVID-19 impact extending past September 2020, the date initially assumed fornormal business to resume + + + • Reduction in staffing capacity, resulting in work reallocation to remaining employees; + + + • Staffing changes across EA, with new people transitioning into key positions.This directly affected the pace of maturing EA; + + + • EA demand is greater than the supply, resulting in an increase in the numberof projects needing EA involvement and a reduction in timelines to completeCOVID-related projects. + + + + + + • pulse of Canadians + + + • business agility + + + • innovative organization that capitalizes on opportunities + + + • EA is the fabric of the organization + + + Year 1 (2020-2021 fiscal year) +• BDM System Integrators (SIs) Onboard onto QualiWare: SIs are using the QualiWare tool to create architecture information/data, models/diagrams, and deliverables for defining the BDM architecture. + + + Year 1 (2020-2021 fiscal year) +• BDM Data Architecture: Foundational concepts of the information/data architecture are leveraged to develop the BDM data architecture. + + + Year 1 (2020-2021 fiscal year) +• BDM Outcomes Integration: The program’s benefits and dependencies between projects are linked to BDM tranche outcomes. + + + Year 2 (2021-2022 fiscal year) +• Emerging Technologies for Ancillary Components for BDM: Research of suitable technologies for BDM ancillary components continues. + + + Year 3 (2022-2023 fiscal year) +• Digital Government Platforms: Develop the Digital Government Platform architecture and the associated roadmap for the department while leveraging the BDM target-state architecture. + + + Connecting to Benefits Delivery Modernization Milestones +Benefits Delivery Modernization (BDM) is a large-scale transformation of the Employment Insurance (EI), Canada Pension Plan (CPP), and Old Age Security (OAS) programs and services, designed to deliver an improved client service delivery experience. Did you know that one of Enterprise Architecture’s main priorities for the next three years is the alignment and realization of the BDM programme? As Enterprise Architecture (EA) practitioners, we will be able to claim success when architectural investments: +• contribute to or accelerate the realization of the target state of BDM outcomes; and +• align to the BDM target state. +It can be daunting for an architect to have more questions than answers on the meaning of “BDM alignment and realization.” To help you wrap your head around this, here’s a look at how EA connects to BDM milestones: + + + The speed of change in today’s world requires Enterprise Architecture (EA) team members to become trusted advisors in helping ESDC become an integral part of a digital government. + + + “Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• focus on the delivery of client value and business outcomes; + + + Acceptance of the Status Quo obstructs EA in moving forward in its maturity andevolution by not addressing currentchallenges and pain points. Statements like“Why fix it? It is not broken” or “The processworks fine as is” ignore the fact that EA isnot being effective, efficient or valued. + + + Analysis Paralysis Mindset means concentrating on research and/or analysis somuch that it prevents making an architectural decision and/or recommendation quickly enough. This mindset also manifests itself in being paralyzed due to unfinished work, waiting for formal sign-off, or following a rigid process. This analysis paralysis mindset is rooted in the fear and the associated consequences of being wrong, failing, or not having the answer to every possible scenario. +Overcoming this mindset requires fostering a culture that allows: +1. saying “I do not know, but I will find out;” +2. learning through experimenting and failing; +3. taking initiative and using advantages and resources; and +4. making decisions based on evidence and calculated intuition. + + + Expect and Require Perfection is the ESDC culture in which detail and quality prevail over the review of ideas, concepts and insights. To defeat this barrier, we need to promote a culture of delivering just enough architecture (e.g. Minimum Viable Architecture) that achieves value and business outcomes, as well as embracing the benefit, experience and learning that comes from experimentation. Another possible approach is the adoption of the 80/20 rule, where 80 percent of value is achieved with 20 percent of the total allocated time. The hardest 20 percent of value takes 80 percent of the time. + + + Perception and Misconceptions of EA affect and influence the perceived value of EA as well as what architecture does, says and thinks. Demonstrating EA’s true value to inform, decide and transform by providing architectural insight instead of architectural information is a strategy to conquer this barrier. + + + + Principle 1 - Increase Return on Investment by Focusing on Making Continuous Flow of Value +Anybody associated with a change initiative (e.g. project, program) should focus the change initiative’s return on investment to the organization. The organization receives something of value. + + + Principle 2 - Engage Clients in Frequent Interactions and Shared Ownership +It’s critical that a digital enterprise moves the client to the centre ofattention for feedback that can be acted upon. The problem with many projects is defining a client. The client in this case is the set of individuals or groups who will actually end up involved in using the software or adopting the changed business process. + + + Principle 3 - Expect Uncertainty, and Manage for It Through Iterations, Anticipation and Adaptation +People like linearity: They generally like knowing what is expected of them atwork, and they like mastery of the work they do. They also like not having to think all the time because thinking is exhausting work. This has led to a trend in technology based on the belief that projects can be delivered consistently. To combat these people challenges, because change initiatives are inherently complex and uncertain, change initiatives in a business-Agile mindset need to be: +• iterative: helps to ease the cognitive load that uncertainty entails. An iteration is defined as a unit of valuable work; +• anticipable: based on intuition and “gut feeling,” a project team has theability to identify early warning signs that the iteration/project will not deliver value, and course-correct; and +• adaptive: relates to doing something different based on a change in circumstances. An organization with a business-Agile mindset takes advantage of a change in circumstances to do things better, more quickly or with potentially greater business value and better business outcomes. + + + Principle 4 - Unleash Creativity and Innovation by Recognizing That Individuals Are the Ultimate Source of Value, and Create an Environment Where They Can Make a Difference +The essence of this principle is to, at all times, commit to the concept of “doing with” rather than “doing to.” A relentless focus on the “source of the problem” keeps organizations locked in “us versus them” thinking, and through blame trivializes the contribution of the people who currently work in the organization. + + + Principle 5 - Boost Performance Through Group Accountability for Results and Shared Responsibility for Team Effectiveness +Group accountability requires that individuals bring all of who they are and all of their respective backgrounds, skills and capabilities to the service of the group. + + + Principle 6 - Improve Effectiveness and Reliability Through Situation-Specific Strategies, Processes and Practices +While change and uncertainty are continuous, organizations still must have some level of reliable operational performance. + + + “Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• business and IT moving towards a “we” culture; + + + “Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• efficient and effective response to changes in business and IT ecosystems, and environmental conditions (e.g. social-economic, risk events, etc. ); + + + “Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include: +• improved business outcomes. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. + + + By listing relevant standards, this document provides a useful body of reference. It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. It also provides a basis for future work from The Open Group to identify and describe data integration best practices. + + + By listing relevant standards, this document provides a useful body of reference. + + + Understanding the Data +The first challenge of data integration is to understand the data. This is a problem at two levels. +At a higher level, there is the need to understand the business context and the value of the data: to know which parts of it are important, and which combinations of it can contribute to business deliverables. +At the most basic level, the problem is a lack of data models and documentation. The data is often described only by cryptic entity, attribute, and domain field names that meant something to the business subject matter expert, programmer, or database administrator who hurriedly created them to satisfy system constraints or a production deadline, but are incomprehensible to those conducting the data integration or data migration effort. +As discussed in An Information Architecture Vision: Moving from Data Rich to Information Smart (see References), possibly 10% of data holdings are documented, and the cryptic definition of entities, attributes, and domain values is often incomprehensible. In addition, without overarching data models there tends to be major redundancy, leading to poor data quality. + +There are four main issues that are encountered: +• Enterprise-structured data holdings are embedded within individual applications using incoherent tables in separate database files +• In some legacy systems, data may be embedded in the system code or retained using flat or indexed file paradigms that are inaccessible by current standard structured query languages +• When Commercial Off-The-Shelf (COTS) applications or cloud services are used, often the data structures are not provided and there is only limited data download access +• There is often no or limited metadata + +Metadata provides a context for the data, addressing items such as who created the data and when, the security classification, the data quality, and so on. Metadata is key to effective data integration, especially when redundant data must be consolidated, and new metadata generated. + + + Mapping Between Different Data Models + +Typically, independently created data sources are based on different data models. This reflects the fact that they have different scopes, though often with some common elements, and represent different views of the world. For the sources to be integrated, there must be mappings between their data models and a third, common data model. +When the number of sources to be integrated is large, the problem of mapping them is extremely complex and difficult. There are, however, technologies that can help the data engineer to perform this task. + + + Synchronizing Data +Often, different systems, or different applications on the same system, use the same data and maintain their own copies. These may be exact copies, or they may include only part of the data, or the data they include may be transformed from the original. +For example, a company may maintain core data as a “single source of truth” and different divisions and departments may transform it in different business-specific ways so that it has relevance and purpose for them. +Keeping these versions synchronized as the data changes can be a major challenge. + + + Organizational and Cultural Issues +Even with the support of technology, data integration requires skill, and its results may impact different parts of the enterprise. Ensuring that the right people are in place, with the right training, and that the affected departments are prepared for the change, is a major challenge. +There may well be a need to review the enterprise’s data governance regimen. For major data integration projects in areas fundamental to the enterprise, there may be a need to review its culture, especially executive willingness to maintain and share data. + + + Data Quality +Poor quality data will sabotage any data integration effort and subsequently harm the business. This is an issue for data integration projects that combine data from sources of variable quality. The quality of the result is crucial to its success. This means keeping track of the lineage of the integrated data, and always paying attention to its quality. + + + Data Defense +Maintaining data quality is just one of the aspects of good data defense – minimizing the risks to a company that arise from its data. This also includes ensuring compliance with regulations, using analytics to detect and limit fraud, and building systems to ensure the security and integrity of the data. Data integration systems must be robust and secure, and contribute to the overall defense of the data. +Legislative compliance is a particular issue. Integrated data may contravene privacy or other legislation. Consequently, it may need to be further processed (e.g., anonymized) before it can be used, or perhaps even restructured to accommodate potentially costly legal requirements such as data subject access requests. + + + Data Fabric +A data fabric enables frictionless access and sharing of data in a distributed data environment. It enables a single and consistent data management framework, which allows seamless data access and processing by design across otherwise siloed storage. It may use analytics to constantly monitor data pipelines and support the design, deployment, and utilization of diverse data. Gartner® Data and Analysis Trends, 2021 (see References) claim that this can reduce time for integration by 30%, deployment by 30%, and maintenance by 70%. +A data fabric has an application interface, and often also a user interface. It gives the ability to write data, as well as to read it. The sources may be on-premise or in the cloud. Data fabrics deliver a unified, intelligent, and integrated end-to-end platform to support data use-cases. They provide the ability to deliver use-cases quickly by leveraging innovation in dynamic integration, distributed, and multi-cloud architectures, graph engines, and distributed in-memory and persistent memory platforms. Data fabric focuses on automating the process integration, transformation, preparation, curation, security, governance, and orchestration to enable analytics and insights quickly for business success. It minimizes complexity by automating processes, workflows, and pipelines, generating code, and streamlining data to accelerate various use-cases. +An application can read data from or update data in multiple sources, describing the data in terms of a common data model. The read and update requests are converted by data platforms to requests that describe the data in terms of the source data models. The data is then obtained from the sources and integrated, or updated in the sources, by continual synchronization or dynamic query. + + + + + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/MigrationReports/dialogue_proj_ITCD-RMTI_SAS-SAS.aspx + +Site Report / Rapport de site + +General Info / Informations générales +Site URL / Lien du site : https://dialogue/proj/ITCD-RMTI/SAS-SAS +New planned URL / Nouveau ien planifié : https://014gc.sharepoint.com/sites/ITCD-RMTI/SAS-SAS +Site Title / Titre du site : SAS-SAS +Description : +Created on / Créé le : 2016-12-22 9:01:46 PM +Last Content Modified / Dernière de modification du contenu : 2021-06-25 5:05:07 PM +Litigation Status / Statut du litige : +Department / Ministère : Employment and Social Development Canada_Prior to 2021 +Branch/Region / Direction générale/région : Innovation, Information and Technology Branch +Directorate / Direction : Business Solutions Innovation +Division: +Site Collection Administrator / Administrateurs de collection de sites : +Site Content Owner / Propriétaire du site : +Template / Modèle : STS#0 +Indended Use / Utilisation du site : Community +Client Scope / Utilisateurs du site : +All Regions +Content Database / Contenu de la base de données : SP_Dialogue2-2010 +Is top level site / Site de premier niveau : False +Parent Site / Site de parent : https://dialogue/proj/ITCD-RMTI +Number Of Subsites / Nombre des sous sites : 0 +Site Collection Size / Taille de la collection du site : 15945.632033 MB / Mo +Storage Quota Used / Limite de stockage utilisé : 63.36% +Number Of Document Libraries / Nombre de bibliothèques de documents : 4 +Number of Documents / Nombre de documents : 4196 +Master Page / Page maître : None, /proj/itcd-rmti/SAS-SAS/_catalogs/masterpage/gcBranding2010v4.master +SP Designer Enabled / SharePoint Designer activé : True + +Active Directory Groups / Groupes Active Directory: +Group Name: domain users - Owner: - Permission: Limited Access, ContributeWithoutDelete +Group Name: na-iitb-dgiit-spam-spag-ta-at - Owner: Lipskie, Robert - Permission: Limited Access +na-iitb-dgiit-spam-spag-ta-at-dsr-rbl - does not exist + +Checked Out Files / Fichiers extraits: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.4-Checked-out-files.aspx?csf=1&web=1&e=Pqv9DL + +Alerts / Alertes: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.2-Alerts.aspx?csf=1&web=1&e=dqpXIT + +Customized Pages / Pages personnalisées: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.8-Customized-Pages.aspx?csf=1&web=1&e=Xlcg4B + +File Versions / Versions des fichiers: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.11-File-Versions.aspx?csf=1&web=1&e=PFsUeY + +In addition to the items above, some remediation items cannot be discovered via the scan tool. Please review the information below to determine if any apply to your site. / En plus des éléments ci-dessus, certains éléments de correction ne peuvent pas être découverts via l'outil d'analyse. Veuillez consulter les informations ci-dessous pour déterminer si certaines s'appliquent à votre site. + +Absolute URLs / URL absolues: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.1-Absolute-URL%E2%80%99s.aspx?csf=1&web=1&e=AIMu5v + +Client Dependencies / Dépendances des clients: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.5-Client-Dependencies.aspx?csf=1&web=1&e=erRnoS + +Custom Navigation / Navigation personnalisée: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.6-Custom-Navigation.aspx?csf=1&web=1&e=VkBlVi + +Data Connection Libraries / Bibliothèques de connexion de données: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.9-Data-Connection-Libraries.aspx?csf=1&web=1&e=LSAc0w + +Site Collection Settings / Paramètres de la collection du site: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.24-Site-Collection-Settings.aspx?csf=1&web=1&e=7GSela + +Web Part Maintenance / Maintenance du composant web part: +For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.29-Web-Part-Maintenance.aspx?csf=1&web=1&e=M9GM5r + + + • Evolving Business Models: +— Driven by changing business, regulatory, and technical environments +— Evolution of Digital as the single most disruptive element for organizations and the biggest driver for Zero Trust +— Outside-in business strategy emphasizing providing value to customers + + + • Emerging Partnerships: +— Emerging partnerships, relationships, customers, supply chains, and organizational ecosystems; e.g., evolving integration of data and applications with partners + + + • Rapidly Changing Technology: +— Cloud computing, often hybrid-cloud, and the adoption of Software as a Service (SaaS), serverless computing, edge computing, and microservices +— Complex communication patterns; e.g., REST, file, streaming, message-oriented, event-driven +— Artificial Intelligence (AI) and its variants; e.g., Robotic Process Automation (RPA), Machine Learning (ML), Natural Language Processing (NLP), Internet of Things (IoT), Industry 4.0 + + + • Regulatory, Geopolitical, and Cultural Forces: +— Evolving and often lagging regulatory requirements driven by geopolitical forces, cultural forces, and maturation of the Internet +— Privacy policies, such as California Consumer Privacy Act (CCPA) and General Data Protection Regulation (GDPR), Chinese privacy laws +— Impacts to organizations selling in multiple environments or operating across multiple jurisdictions + + + • Disruptive Events: +— Events such as 9/11, 2008 Great Recession, or the COVID-19 pandemic + + + • Paradigm Shift to Remote Work: +— Shifting to remote work, driven by organizational intent and laws +— Enabling mobility so that individuals can work or collaborate wherever they are +— Support for families and improved employee productivity +— Savings in real estate and maintenance +— Reduced impact on climate change + + + • Exponentially Increasing Need for Agility: +— Business models are rapidly evolving and must include strategic and tactical planning +— People organizations must plan for training and working with employees to adapt to continuous change and new capabilities +— Both business and technology processes must be agile and measurable +— Technology decisions must consider the rapid rate of change and disruption from ever-evolving technologies +— Risk models must be able to adapt to the continuous, rapid rate of change + + + • Mounting Complexity Requiring Increasing Need to Simplify: +— New business models +— Organizational ecosystems +— Diverse communication patterns +— Multiple and diverse data sources, with data becoming more critical for new technologies, such as AI + + + • Support for Remote Work: +— Bring Your Own X (BYOX); e.g., device, application +— Unpredictable networks + + + • Regulatory Requirements: +— New business and technology models driving new regulations, but often with delays between the new models and the new regulations +— Rapid and unpredictable geopolitical changes +— Local cultural or political changes expressed in jurisprudence (e.g., CCPA, GDPR) + + + • Support for Unpredictability: +— Unpredictability driven by disruptive events; e.g., 9/11, 2008 Great Recession, Dodd-Frank Act, Basel III, the COVID-19 pandemic + + + • Real-Time/Near Real-Time Response: +— Real-time/near real-time response to new and evolving threats + + + • Measurable Controls and Automated Audit + + + + Advantages of a Zero Trust-Driven Future +Zero Trust enables mobility and user choice because people can work anywhere on any (secure) device they choose, using the applications and data they need. This leads to improved organizational productivity, agility, and the ability to proactively support new and evolving capabilities. +Zero Trust improves confidence in the security mechanisms used to protect data and applications, further enabling the business. +Zero Trust provides support for quickly evolving organizational ecosystems, by enabling rapid creation and dissolution of business-to-business relationships. +As Figure 5 shows, in this digitized world, remote work is part of the norm. The digitization of organizations introduces complexity and the need for agility driven by, for example: +• Migration to the cloud +• The need to leverage SaaS providers +• Continued leveraging of legacy assets + + + Organizational Value and Risk Alignment +1. Modern Work Enablement – Users in organizational ecosystems must be able to work on any network in any location with the same security assurances, increasing productivity. +* Users include enterprise users, partners, and any other consumers including intelligent agents, humans, and IoT devices. + + + Organizational Value and Risk Alignment +2. Goal Alignment – Security must align with and enable organization goals within risk tolerance and threshold. + + + Guardrails and Governance +4. People Guidance and Inspiration – Organizational governance frameworks must guide people, process, and technology decisions with clear ownership of decisions, policy, and aspirational visions. + + + Organizational Value and Risk Alignment +3. Risk Alignment – Security risk must be managed and measured consistently using the organization’s risk framework and considering organizational risk tolerance and thresholds. + + + Guardrails and Governance +5. Risk and Complexity Reduction – Governance must both reduce complexity (i.e., simplify) and reduce threat surface area. + + + Guardrails and Governance +6. Alignment and Automation – Policies and security success metrics must map directly to organizational mission and risk requirements and should favor automated execution and reporting. + + + Guardrails and Governance +7. Security for the Full Lifecycle – Risk analysis and confidentiality, integrity, and availability assurances must be sustained for the lifetime of the data, transaction, or relationship. Asset sensitivity must be reduced where possible (removing sensitive/regulated data, privileges, etc.), and assurances should be provided for the risk of data in use, in-flight, and at rest. + + + Technology +9. Least Privilege – Access to systems and data must be granted only as required and removed when no longer required. + + + Security Controls +11. Explicit Trust Validation – Assumptions of integrity and trust level must be explicitly validated against organization risk threshold and tolerance. Assets and/or data systems must be validated before being allowed to interact with anyone/anything else. + + + Security Controls +10. Simple and Pervasive – Security mechanisms must be simple, scalable, and easy to implement and manage throughout the organizational ecosystem (whether internal or external). + + + Technology +8. Asset-Centric Security – Security must be as close to the assets as possible (i.e., data-centric and application-centric approaches instead of network-centric strategies) to provide a tailored approach that minimizes productivity disruption. + + + This is for System Administration, only. +Any non-SysAdmin's previously granted this permission will have their permission downgraded. + + + + Scope of this Document +This document is about technical standards. Its main scope is standards and practices that apply to IT systems and their components. +In terms of the problems listed above, the clarity arising from having components that conform to the standards listed in this document can help people understand the data, map between different data models, provide synchronization, and preserve data characteristics and relationships in the face of change. They cannot create higher-level understanding, ensure data quality, provide data defense, or cope completely with change. The final section of the document discusses some of the considerations for standards in these areas. + + + Structure of this Document +The remaining sections of this document identify and briefly describe the relevant standards and discuss some wider considerations. They are: +• Representation Standards – dealing with how information is represented as data at a fundamental level in data sets and APIs +These standards can apply to source data, integrated data, and contextual metadata. +• Structure Standards – dealing with how data is structured in data sets and APIs +These standards also can apply to source data, integrated data, and contextual metadata. +• API Standards – dealing with additional considerations where data is obtained from or posted to APIs, rather than being read from or written to data sets +• Metadata Standards – applying mainly to contextual metadata but in some cases also to metadata included in source data or integrated data +• Data Analysis and Transformation Standards – applying to software components that perform analysis or transformation +• Wider Considerations for Data Integration Standards – discussing some existing standards and best practices that might be relevant, and new standards work that might be useful in relation to non-technical aspects of data integration + + + Acronyms and Abbreviations +ABB Architecture Building Block +ADM Architecture Development Method +AI Artificial Intelligence +AIDM Airline Industry Data Model +API Application Program Interface +BI Business Intelligence +BNF Backus-Naur Form +BoK Body of Knowledge +COBIT Control Objectives for Information and Related Technologies +CGI Command Gateway Interface +CLI Call-Level Interface +COTS Commercial Off-The-Shelf +CSV Comma-Separated Values +CWM Common Warehouse Metamodel +DAMA Data Management Association +DCMI Dublin Core Metadata Initiative +DII Data Integration and Interoperability +DM Data Management +DMBOK Data Management Body of Knowledge +DTD Document Type Definition +EIF European Interoperability Framework +EOTD ECCMA Open Technical Dictionary +ERA Entity-Relationship-Attribute +FAIR Factor Analysis of Information Risk +FHIR Fast Healthcare Interoperability Resources +FOAF Friend Of A Friend +GDPR General Data Protection Regulation +GTIN Global Trade Item Number +HDFS Hadoop Distributed File System +HL7 Health Level Seven +HTML Hypertext Markup Language +HS Harmonized System +HTTP HyperText Transfer Protocol +HTTPS HyperText Transfer Protocol Secure +IANA Internet Assigned Numbers Authority +IATA International Air Transport Association +IEC International Electrotechnical Commission +IETF Internet Engineering Task Force +IRI Internationalized Resource Identifier +ISDM Industry Standard Data Model +ISO International Organization for Standardization +JSON JavaScript Object Notation +JSON-LD JavaScript Object Notation for Linked Data +LDAP Lightweight Directory Access Protocol +MDR Metadata Registry +MIME Multipurpose Internet Mail Extensions +ML Machine Learning +NIEM National Information Exchange Model +NIST National Institute of Standards and Technology +NLP Natural Language Processing +OAS OpenAPI Specification +OData Open Data Protocol +ODBC Open Database Connectivity +O-DEF Open Data Element Framework +ODF Open Document Format +OFX Open Financial Exchange +OMG Object Management Group +O-RA The Open Group Risk Analysis Standard +O-RT The Open Group Risk Taxonomy Standard +OWL Web Ontology Language +RAML RESTful API Modeling Language +RDF Resource Description Framework +RDFS RDF Schema +REST Representational State Transfer +SAML Security Assertion Markup Language +SBB Solution Building Block +SGML Standard Generalized Markup Language +SIC Standard Industrial Classification +SOX Sarbanes-Oxley +SPARQL SPARQL Protocol and RDF Query Language +SPDI Sensitive Personal Data or Information +SQL Structured Query Language +TDQM Total Data Quality Management +Turtle Terse RDF Triple Language +TXL Turing eXtender Language +UCS Universal Coded Character Set +UNDP United Nations Development Programme +UN/EDIFACT United Nations/Electronic Data Interchange for Administration, Commerce and Transport +UNSPSC United Nations Standard Products and Services Code +URI Uniform Resource Identifier +URL Uniform Resource Locator +W3C World-Wide Web Consortium +XDM XPath Data Model +XHTML Extensible HyperText Markup Language +XML Extensible Markup Language +XPath XML Path Language +XQuery XML Query +XSD XML + + + This assessment will identify the appropriate disposition of each application as per the GC guidelines (i.e. Tolerate (maintain), Invest, Move, or Eliminate) and based on ESDC medium and longer term business requirements. + + + 2.1.2 Consequence of Inaction + - Continued use of the legacy Data Centres would increase risks to security and service delivery. The aging datacentres are expensive to maintain and present an increasing risk to its data protection, disaster recovery capacity, and service delivery + + + Develop and implement modern IT infrastructure and platforms that enables the effective and timely availability of information across ESDC. +The workload migration to the new EDC and to cloud, going through an evaluation and adaptation of the solutions, is in line with the IT Infrastructure +Refresh project to provide a modernized and secured environment to the department. + + + In Budget 2018, $110 million was earmarked over six years to support SSC’s Workload Migration program, with the objective to modernize and enhance the government’s digital services. These funds are to be accessed by SSC’s partner departments to help them to modernize and to migrate their applications from older data centres to cloud solutions or to more modern data centres. +Through the Benefits Delivery Modernization (BDM) program and the Technical Debt Remediation (TDR) initiatives, ESDC will be addressing many of the legacy systems and applications currently residing in legacy data centre. However, it will not address all of it; some applications will remain in the legacy data centres and will continue to present risks related to infrastructure, architecture as well as technology used. The WLM program plans on dealing with these remaining applications. +The preliminary assessment shows that out of 333 applications in the Montréal and Moncton Data Centres, 22 require immediate attention due to aging IT, and 162 require a high level of attention in the coming years. The application life cycle indicates that 272 of them will need to be replatformed/replaced/rebuilt/revised/retired in a near future in order to adapt to the ongoing and growing demands in IT. +Applications need to be hosted in a secured and stable environment, which they will not have if we leave them in the legacy data centres. + + + 2.3 Business Context +Applications need to be hosted in a secured and stable environment, which they will not have if we leave them in the legacy data centres. + + + + + Reduction of Technical Debt +The ESDC technical debt of the applications in scope will be reduced by updating the technological architecture and infrastructure of the solutions moved to cloud or EDC. + + + WLM-and-CE's Ecosystem +Due to the scale of operations tha will be carired out within WLM, WLM is working closely with its partners to align on scope and interdependencies. + + + Once the WLM project is complete it will help ESDC align with the Treasury Board Secretariat Cloud Adoption Policy and the Government of Canada Modernization Plan. + + + WLM-and-CE Project 202000009 +IITB is co-leading the project initiative with SSC. This project will focus on modernization of the solutions and infrastructure to support ESDC's business into the future (i.e. cloud, data strategy, AI, channel convergence, mobile service offerings, etc.). In addition to the IITB WLM project team, services from other parts of IITB including, Architecture, IT Security, Development teams, Cloud Center of Expertise (CCOE), Application Portfolio Management (APM), Enterprise Operations, Strategic Partnership Management, Data and Analytics Services, Business Relationship Management, Branch PMO, and Testing Services. + + + WLM-and-CE Project 202000009 +A key initial step is consultation with Business leaders in ESDC to ensure the project aligns and supports their future policy and strategic directions as well as the Service Delivery Vision. Ensures all impacts from ESDC are captured and will be considered. + + + WLM-and-CE Project 202000009 +Central agencies as well as departmental enabling services and oversight services (such as project management COE, EPMO, FMAs, MPIB) are all critical to the successful delivery of this +project. PSDC, CFOB Contracting, CFOB Procurement, Legal and HR will also be consulted (if/when required). + + + WLM-and-CE Project 202000009 +SSC is the GC infrastructure provider. They are a leading partner on this project. The Data Centres (VM/Servers) will be upgraded by SSC. It will require the support of their Network Development and Architecture, Security, Project Management, Application Management, Cloud Center of Expertise, and Data Centres teams. + + + WLM-and-CE Project 202000009 +The Treasury Board of Canada Secretariat will be a key stakeholder ensuring the broader government perspective alignment and assisting with insights and learning in exercising +their oversight role. + + + + WLM-and-CE Project 202000009 +Alignment to Cloud First GC priority +Not all applications can be moved to the cloud. Tools, mechanism and resources are in place to support the decision process for each application. + + + Description +Number of applications moved out of the legacy data centres (Decommissioned, Cloud, EDC) +Assumptions +Technology and architecture in the destination centre is more up to date than the one in in the current legacy data centres. +All applications in scope will go through an update of its architecture to properly function in the destination. +The current WLM scope is 125 applications + + + Description +Number of application moved to cloud +Assumptions +GoC will continue to promote the cloud first priority +Procurement vehicle in place for cloud service provider will align with the requirements of the selected applications. +55 applications (or more) will be moved to a cloud environment through the WLM project. +Metric Name: Cloud Usage +Metric Formula: Cloud app count +Baseline: 0 +Target: 55 +Metric Type: Non-Monetary +Benefit: Alignment with digital transformation + + + WLM-and-CE Project 202000009 +Improve IT Security Posture and Compliance +All clouds and EDC applications will require a revision of their authorization to operate (ATO) +The cloud and EDC environments support the new ITSG33 standard +The network and firewalls configuration will support the ITSG33 for up to PBMM. + + + Description +Reduction of the number of IT security mitigations in the application's authorization to operate (ATO). +Assumptions +Each applications moved to EDC or Cloud will require a refresh of their ATO +The destination architecture will support a more compliant architecture + +Metric Name: Increase security compliance +Metric Formula: level of compliance in the ATO +Baseline: No ATO or multiple mitigations +Target: To be better defined *** + + + + Improved agile development capability +Outcome Description +IITB will have control over its Virtual Machines and Environments in the cloud +Cloud environments will support a faster turnaround time when requirements ask for a change in configuration or infrastructure (memory, hard drive space, environments). + + + Time to provision environments +Description +Time required to complete the release of an application, from its release request to its full implementation. +Assumptions +SSC will not require to be involved in each Cloud releases +The cloud release process, approved by Release Management Services (RMS), will be the one used by WLM +Cloud environments can be generated by IITB with no delay required. + + + Risk Description: +Due to the collaborative nature of the work that is to be done within the scope of the WLM project, there is a risk that the partner processes outside of IITB may impact the progress of the work being done. These partners currently include SSC. A delay in the process of any of these partners could potentially affect the WLM Project timelines and cause delays and unexpected financial costs. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. The scope might also need to be revised if partners cannot proceed with the required activities. + + + Risk Description: +Due to the nature of the current environment and how it has some differences with the new environments, there is a risk that there will be a lack of interoperability between the old and new systems. +Impact Description: +The solution might require significant adaptation in order to perform in the new environment. There is a risk that the timeline is affected, also impacting the project costs. The level of change might affect the project benefits realisation + + + Risk Description: +Due to the high volume of applications that are very complex, the change in architecture for both EDC and cloud destination, there is a risk that the schedule will not be maintained as some applications may require more time than others or that ESDC might not have the required expertise. This would lead to delays in the project timelines and unexpected financial costs, in addition to delays to the benefits realization. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. Additional modification to the architecture at the application and infrastructure level might be required. + + + Risk Description: +Due to the long-term nature of the project and the possibility of changing priorities, there is a risk that the project funding might need to be adjusted throughout the project lifecycle or not sufficient for the full completion of the project and benefit realisation. +Impact Description: +If funding is not sufficient, the scope will need to be adjusted, affecting the level of benefits and project timelines + + + Risk Description: +Due to the many factors that could cause delays to the project, there is a risk that the project schedule will need to be changed and adjusted throughout the project lifecycle. +Impact Description: +There is a risk that the timeline is increased, also impacting the project costs. + + + Risk Description: +Due to the collaborative nature of the work that is to be done within the scope of the WLM project, there is a risk that the partner processes within IITB may impact the progress of the work being done. These partners currently include the following teams: Application Portfolio Management, IT Security, IT Accessibility, Enterprise Architecture, BRM, CCOE, and Testing Services. A delay in the process of any of these partners could potentially affect the WLM Project timelines and cause delays and unexpected financial costs. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. + + + Risk Description: +Due to the dependency of the project on the support of teams such as Application Portfolio Management and the Cloud Centre of Expertise, there is a risk that a disturbance in their environments may result in delays to the operation and progression of the WLM Project. +Impact Description: +There is a risk that the timeline is affected, also impacting the project costs. + + + Risk Description: +Due to current problems related to the ESDC network performance and complexity, there is a risk that the level of difficulty may increase with workload migration activities and/or limit the ability of EDC to migrate the applications away from legacy datacentres and to EDCs or Cloud. +Impact Description: +There is a risk that the timeline is affected, either caused by delays on delivery or added work required, also impacting the project costs. + + + Risk Description: +Due to the migration to cloud and to new environments, there is a risk that IT Security policies and procedures may need to be taken into consideration, thus potentially altering the project operations and timelines. Additional work might be required to respect security standards. The timeline and project costs might be affected. +Impact Description: +Additional work might be required to respect security standards. The timeline and project costs might be affected. The security implications might affect the level of benefits realised. + + + Risk Description: +Due to the scale of operations that will be carried out within the WLM project scope, there is a risk that Tech Debt & BDM may overlap the WLM scope when working on their respective mandates. This could result in the same application being picked up by multiple groups if there is a lack of clear communication and planning. +Impact Description: +There is a risk that the scope and timeline are affected, also impacting the project costs. + + + Risk Description: +Due to the large amount of applications that are included in the WLM scope, there is a risk that the knowledge & expertise required to effectively execute the work required may not be readily available. This could affect the project timeline, costing, and level of benefits realization. +Impact Description: +Lack of knowledge might affect the timeline, also impacting the project costs. + + + Risk Description: +There is a risk that the decommissioning of application do not respect the established processes regarding information management or that the server remains active due to improper respect of procedures. +Impact Description: +Unused, yet active servers, will result in a reduction of benefit realisation. Added/delayed work will have an impact on schedule and project costs. + + + 6.2.2. - Implementation and Capacity Considerations +Stakeholder Impacts: +1. IITB is currently working to modernize its service delivery and addressing its technical debt. This option would enable IITB to support the technical debt efforts by moving out of the legacy datacenters. +2. There is no planned changes to any interfaces or data manipulation. Clients should not perceive any changes, other than potential increase in network efficiency or application response time. +3. SSC has initiated the WLM program and requested ESDC to participate. SSC has provided a benefit map, reflecting the multiple possible gains from leaving the legacy datacentres. Due to the difference in infrastructure and architecture, this option would enable only part of the SSC benefits. + +Project Management Capacity +1. IITB has appointed a project management to supervise and manage the project. +2. IITB solution managers will act as subject matter expert for their respective solutions, providing plan, costs, risks and regular updates to the management team. +3. IITB project management is working in collaboration with SSC to plan and coordinate the project. + +Based on the Implementation and Capacity listed considerations above, the ability to implement this option is rated as: HIGH + + + 1. Migration of data up to and including Protected B. +2. Connectivity to remain same or better +3. The discovery and analysis of the application configuration, interdependencies and data centre infrastructure environment as well as application readiness for migration. +4. Assessment of Cloud and enterprise data centre environments to develop a migration strategy +5. Decommission of application services +6. The design and build of the end state environment +7. The final operational transition and cutover of workloads including system monitoring, incident management, change management, and help desk processes and procedures that are affected by the migration in order to preserve equivalent service levels +8. Completion of the Authority to Operate and Security Assessment as required +9. Provision of all infrastructure by SSC to meet the existing service levels as a minimum + + + 1. Any application projects included in plans for Technical Debt, BDM, or included in business and/or IT operational plans +2. Upgrade and enhancements to business application functionality, upgrade to application products or versions of technologies from current “N” levels +3. Upgrade of infrastructure outside of end state environment standards required for WLM +4. Interactions with external third party services associated with business functionality +5. Migration of secret level data and workloads + + + https://www.scaledagileframework.com/portfolio-backlog/ + + + https://www.scaledagileframework.com/program-and-solution-backlogs/ + + + https://www.scaledagileframework.com/team-backlog/ + + + [12:12 p.m.] Tupitsyn, Oleg O [NC] ATTENTION - Non-Work Items in ADO +Team, please do not capture your non-work items (vacations/stat holidays and the like in ADO). We have SP Team Calendar and PeopleSoft+CATS to do this. Rabih, if you disagree, please voice your concerns. I am trying to minimize ADO Work Items down to ... well... Work Items. + + + + + + Design with users +Research with users to understand their needs and the problems we want to solve. Conduct ongoing testing with users to guide design and development. + +Guidance: Design with users +Services should not be built based on internal constraints or complexities of government, they should be built to address the needs of users. In order to deliver value to users, one must understand and prioritize their needs. Everything is a hypothesis until tested with the users of services. + +To validate one's hypotheses, one must validate their assumptions through direct and frequent interactions with those who will be using the services. Users may be members of the public, or government employees or a combination thereof. Keeping in mind that users will come from diverse backgrounds, varying in location, experience, knowledge, and abilities, requirements for services are built first and foremost with the needs of all users. When designing services, one must take a holistic approach to service delivery -- from each member's individual contributions to the end goal, as defined by user requirements. + +Aligned Behaviours +1. End-user feedback is used to establish the requirements of our service(s). +2. Our team has processes or tools in place for user feedback, including anonymous user feedback, to be incorporated into the design of the service. +3. Our team conducts user research prior to deciding upon a given implementation. +4. Our team has tested our primary systems in the users’ context with a wide range of users including users with varying needs and representing diverse backgrounds. +5. Our team considers user needs and feedback in defining key service metrics. +6. Our team uses automation to anticipate and detect operational or quality-of-service issues before our users tell us. +7. Our team has within it, or direct access to, the expertise required to conduct user research and usability testing. + +Misaligned Behaviours +1. Our team receives requirements through extensive documentation and builds against them. +2. Our team does not involve internal or external users to collaborate on the design of the service. +3. The technical development resources or IT senior management are prioritizing features. +4. Our team's prioritization of tasks is driven by senior management. +5. Senior executives and teams rely exclusively on desk-based research, or other proxy sources of information to inform policy, program and/or service design. + + + Iterate and improve frequently +Develop services using agile, iterative and user-centred methods. Continuously improve in response to user needs. Try new things, start small and scale up. + +Guidance: Iterate and improve frequently +In contrast to high risk and long lead time ‘big bang’ deployments, working services must be put in the hands of users as early as possible to get rapid feedback. Said feedback is then used to iterate upon to improve the service. + +One sets a north star to define a clear direction, then begins iterating towards this north star, keeping in mind that the path is not clear, and unexpected circumstances will require adjustments to be made along the way. By leveraging modern technologies and modern approaches to working, risk can be reduced by limiting the size of changes and increasing their frequency. Processes should empower teams to deliver value to services as often as possible, rather than increase risk by creating prolonged processes that use documentation in place of demonstrably functioning software. Focus on working software over comprehensive documentation and remember that perfect is the enemy of good. + +Aligned Behaviours +1. There are processes in place to prioritize and implement feedback from peers, stakeholders and end-users. +2. When a new or updated service or feature is being created our team understands the minimum requirements for the system to be of value to users. +3. Our team experiments with new approaches based on team reflections, lessons learned, and user feedback. +4. Our team collects metrics to improve upon which are used throughout the development and lifecycle of the service. +5. When resolving problems our team dedicates time to identify the root cause of the issue and address it. +6. Our team is relentlessly inspecting, adapting, and automating their processes to increase the speed at which our team can deliver value to users. +7. Our team has access to environments and resources to allow for rapid prototyping while initial requirements are being sought. +8. Our team embraces learning about and using new digital skills, approaches, and tools to incorporate into our daily work. + +Misaligned Behaviours +1. Our team only shares their work once it has been finalized and approved. +2. Decisions regarding the direction of our team are made without reference to any collected performance metrics. +3. Our team identifies solutions before it is clear what outcomes our team is working towards and how to measure them. +4. Processes are rarely, if ever, reviewed to find and implement efficiencies. +5. Our team must wait for the project to be approved and funded prior to environments being made available to teams to begin experimenting with solutions. +6. Our team fully architects the end to the service delivery solution prior to starting to build. + + + Work in the open by default +Share evidence, research and decision making openly. Make all non-sensitive data, information, and new code developed in delivery of services open to the outside world for sharing and reuse under an open licence. + +Guidance: Work in the open by default +Working in the open increases the transparency of services, increases trust in government, creates an ecosystem that promotes innovation, prevents needing to reinvent the wheel by increasing collaboration within, and external to, government. Working in the open promotes understanding of government processes and services and creates an environment whereby innovation can take place throughout the Government of Canada and through non-governmental organizations leveraging the government data and information to improve service delivery for Canadians. + +This way of working aligns Canada with the Digital Nations Charter, of which it is a signatory and promotes “transparency and citizen participation and uses open licences to produce and consume open data”, and the Open Data Charter. Further, by working in the open the Government of Canada can increase its reuse of existing public solutions and allow others to reuse work conducted by the Government of Canada. + +Aligned Behaviours +1. Teams continually makes all non-sensitive and non-personal data, information, and new code publicly available, or at a minimum accessible across the GC, for sharing and reuse. +2. Our team contributes back to the public projects from which they borrow content. +3. Our team tracks and makes public the metrics upon which our team measures its success. +4. Our team tracks, and makes publicly available, or at a minimum accessible across the GC, information regarding how often a change to our services fails (e.g., the deployment or rollout of a service or feature experiences issues or complications). +5. Our team makes visual displays which show what they’re working on and the status of their work available publicly, or at least throughout the Government of Canada. +6. Our team publicly documents, including examples of reuse, how others can use their service’s APIs, open data, or information. + +Misaligned Behaviours +1. All of the team's work is done on systems behind the corporate firewall. +2. The work of our team has permissions set so that only members of our team can access the team's work. +3. Our team does not contribute to, or collaborate on, work being done by our colleagues. +4. Team applies blanket security classification for the digital system to all data stored by the application. +5. Our team has no process by which to declassify and release records when they are no longer protected or classified. +6. The documentation for our APIs is only available to internal approved consumers. + + + Use open standards and solutions +Leverage open standards and embrace leading practices, including the use of open source software where appropriate. Design for services and platforms that are seamless for Canadians to use no matter what device or channel they are using. + +Guidance: Use open standards and solutions +To maintain the trust of Canadians, the government must continually learn and improve by embracing leading practices to simplify access to government services to match the rising expectations of Canadians. + +In alignment with the Digital Nations Charter, which calls for both the use of Open Standards and Open Source, this Digital Standard aligns with the ultimate Digital Vision which reads, “The Government of Canada is an open and service-oriented organization that operates and delivers programs and services to people and businesses in simple, modern and effective ways that are optimized for digital and available anytime, anywhere and from any device.” By leveraging open source software, and leveraging open standards and solutions, the Government of Canada can mitigate vendor lock-in and expand its vendor pool from which to acquire digital services. + +Aligned Behaviours +1. Our team prioritizes solutions using open standards over solutions that do not. +2. Team members give back to the open source community as active contributors. +3. Our team designs their services to be interoperable with other services. +4. When searching for a new product, service or solution, our team considers open source solutions. +5. Our team supports clients using any device, from anywhere and at any time. + +Misaligned Behaviours +1. Our team renews existing contracts with vendors without first investigating open source tooling. +2. Our team does not have the competencies within it to deliver its services without the help of consultants or closed source vendor software. + + + Address security and privacy risks +Take a balanced approach to managing risk by implementing appropriate privacy and security measures. Make security measures frictionless so that they do not place a burden on users. + +Guidance: Address security and privacy risks +Digital services are core to service delivery, and they must securely store and manage the information of Canadians to maintain trust in government services. + +Security and privacy should be taken as a consideration from the onset of work for a given service, in alignment with Iterate and Improve. The implementation of security and privacy controls should be considered part of daily work. Similarly, processes should promote and monitor the continuous implementation of security and privacy controls throughout the lifecycle of a service. This will demonstrably increase the security and privacy posture of digital services by leveraging automated testing and real time reporting and monitoring over anecdotal document-heavy manual processes. Said processes, and the security and privacy controls themselves, should be frictionless, ensuring that services are designed first and foremost for users, not to satisfy existing legacy government procedures, tooling, or processes. Furthermore, by creating frictionless processes and permitting services to be iterated and improved upon quickly, the government is better situated to respond quickly to security or privacy risk. By responding to these operational needs within hours or minutes rather than months, the government can improve its security and privacy posture. + +Aligned Behaviours +1. Our team considers security and privacy throughout the service design process. +2. When implementing or enforcing security or privacy controls, our team takes into consideration how they would impact the quality or efficiency of the service and how it will impact the end users of the service. +3. Security measures are frictionless so that they do not place a burden on users. +4. Our team has privacy and security knowledge and understanding as a competency within the team. +5. The service has implemented automated security checks and privacy protections include role-based access and audit functions against the service. +6. There are procedures and processes in place to quickly respond to security or privacy breaches or incidents. + +Misaligned Behaviours +1. Team has no internal privacy or security knowledge, relying on other teams to identify nearly all security or privacy controls and best practices. +2. The core services upon which our team works have no automated security checks or privacy protections. +3. Our team relies on security through obscurity, hiding services or information rather than improving the security posture of the service. +4. Our team implements or enforces security or privacy controls without considering the impact on service usability. + + + Build in accessibility from the start +Services should meet or exceed accessibility standards. Users with distinct needs should be engaged from the outset to ensure what is delivered will work for everyone. + +Guidance: Build in accessibility from the start +Quality should be built in from the start, preventing the need to revisit previously implemented components due to issues, such as accessibility. The faster and earlier issues are found the less costly they are to fix. + +Accessibility in Canada is about creating communities, workplaces and services that enable everyone to participate fully in society without barriers. The Government of Canada is committed to taking a proactive and systemic approach for identifying, removing and preventing barriers to accessibility without delay complementing the rights of persons with disabilities under the Canadian Human Rights Act. To meet these commitments, accessibility should be a consideration throughout the service development lifecycle. This requires that accessibility be monitored and built into our processes to continually promote alignment with accessibility standards. While iterating and improving frequently and designing with users, accessibility should be a key consideration, and become a source of work items throughout the service design lifecycle. When designing with users, efforts should be made to identify a wide variety of users with a wide variety of needs, to ensure accessibility standards are met or exceeded. + +Aligned Behaviours +1. Starting at the outset, our team's service and platform design continually considers the lowest levels of digital skill, confidence and access. +2. Our team understands how to make their services or products accessible. +3. Our team considers accessibility throughout the service design process. +4. Research and testing are conducted to ensure our service is accessible to people of all abilities no matter how, where, or when they access the service. +5. Our team conducts ongoing user research with users with low level digital literacy, people with disability, and people from different cultural and linguistic backgrounds. +6. Our team implements automated accessibility checks for our services. + +Misaligned Behaviours +1. Our team has no competency with accessibility and relies on another team to identify accessibility shortcomings. +2. Accessibility compliance is added at the end of the development cycle in order to pass compliance checks or audits. + + + Empower staff to deliver better services +Make sure that staff have access to the tools, training and technologies they need. Empower the team to make decisions throughout the design, build and operation of the service. + +Guidance: Empower staff to deliver better services +To promote innovation and create agility within our organizations the teams that makeup our organizations must be empowered. Innovation increasingly flows from the bottom up rather than from the top down, and to benefit from this trend teams must be empowered. + +Don’t hire good people to tell them what to do, hire good people to have them tell you what to do. The government manages large, highly complex and crucially important services for their users. A top-down command and control approach to service delivery and designs enforces a structure that aligns to the structure itself, rather than to the needs of the users, or based on the expertise of those building the services. Rather than bringing information to authority, bring authority to the information. Those best suited to solve a given problem, are those closest to the problem. By removing decision-making authority from the teams into complex governance structures, the innovative potential of teams is mitigated by legacy governance procedures and processes. To create organizations that can iterate and improve frequently, teams must be empowered to make decisions for themselves. Complex architectures that are responsive to the needs of users, including users within the organization, are emergent and are not derived through the compilation of hypotheses lacking the expertise of those closest to the complex problems needing to be solved. + +Aligned Behaviours +1. Team members self-organize and self-manage through self-assigning tasks. +2. Team members meet with liberty to openly discuss challenges without fear of blame or reproach. +3. Team members feel safe to challenge the status quo. +4. Our team values learning as part of daily work. +5. Team members can articulate how their work contributes to business outcomes. +6. Our team can choose the tools they use to deliver their service. +7. Our team's management actively removes impediments that prevent the team from focusing on delivering value. +8. Our team has access to environments to experiment with new approaches, tooling, or solutions. +9. Our team feels their feedback is valued. +10. Failures are treated in our team as opportunities to improve and learn. + +Misaligned Behaviours +1. Work is assigned directly to members of our team from management. +2. Our team is required to get a series of approvals prior to being able to make routine changes to their service. +3. Learning in our team is largely done through week or day long courses periodically throughout the year. +4. Our team is unable, or finds it difficult, to acquire productivity tooling. +5. Our team does not have access to Software as a Service (SaaS) productivity tools as they are blocked by the department. +6. On our team, learning through reading books, blogs, or watching videos, talks, or tutorials is not viewed as work. +7. Our team has restricted access to tools, training and software based on job classification. + + + Be good data stewards +Collect data from users only once and reuse wherever possible. Ensure that data is collected and held in a secure way so that it can easily be reused by others to provide services. + +Guidance: Be good data stewards +Good data stewardship is required to ensure data is clean, reusable, and managed responsibly to be leveraged for data driven decision making and promote reuse of information rather than duplication of efforts. + +This involves managing data and information responsibly and securely, which supports the sharing and reuse of data throughout the Government of Canada and through promoting its use through innovative new solutions within the private sector. In alignment with working in the open by default, data and information should be published to be readable, by humans or by machines by publishing well organized data in machine readable formats. In alignment with iterating and improving frequently, efforts should be made to continually improve the quality of the data, and the quality of the processes used to manage and publish said data. Further, by working in the open by default and properly managing data and information sources, issues such as duplication of data and information and rework can be mitigated, while promoting the creation of innovative solutions which are able to leverage information collected and published by the government. + +Aligned Behaviours +1. Our team strives to leverage data to continuously improve decision-making, operations, or service delivery. +2. Our team identifies what data is needed to support decision-making, operations, or service delivery and reuses existing data as appropriate before acquiring new data. +3. Our team strives to identify and remove barriers to data sharing and release. +4. Our team ensures that users of our services can make corrections to their personal information. +5. Our team publishes data and information on the open government portal. +6. Our team publishes data in plain language and machine-readable formats. +7. Our team has clearly defined roles, responsibilities, and accountabilities for data and information management and use. +8. Our team captures appropriate metadata to provide context for the information and data we create and capture, thereby enabling its discovery and reuse by others. +9. Our team has processes in place to regularly assess, maintain, and improve data quality. +10. Our service has in place processes for ensuring proper management of information and data prior to being collected, used, disclosed, retained, disposed of, or declassified. +11. Our team ensures that information and data of business value are saved in systems where it can be properly managed. +12. Our team has processes in place for determining the classification of data and information. +13. Our team is aware of which information and data has business value and prioritizes its management. + +Misaligned Behaviours +1. Our team, or the service our team manages, asks users for the same information more than once. +2. The service, or services, our team is responsible for collects all the data or information required without reusing existing data or information. +3. The documentation for our APIs is only available to internal approved consumers. +4. Our team does not have the data it needs to make informed policy, program, or service decisions. + + + Design ethical services +Make sure that everyone receives fair treatment. Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence). + +Guidance: Design ethical services +Designing ethical systems means that systems created by the government ensures that everyone receives equitable treatment. + +Services should address client needs and provide public benefits. In the digital age, the underlying systems that run Canada’s services come to conclusions that can be opaque to both the external users, and those managing the systems. Efforts are required to increase the transparency and address potential biases of computational decisions, and to ensure that decisions made or supported using these systems are legal, consistent, accurate and align with the expectations and intents of those managing them. The responsible use of automated-decision systems includes being open about their use and being able to explain how decisions are made. Through iterative service design where results are continuously monitored against expected and desired outcomes, the organization positions itself to ensure it is designing ethical services. Furthermore, with extensive monitoring solutions, one must ensure their services are not enforcing biases, whether conscious or unconscious. + +Aligned Behaviours +1. Our team continually seeks out indicators of bias and ensures their services are not reinforcing unintended biases. +2. Our team continually seeks out evidence of unintended consequences to the user in service design and delivery and works to mitigate these consequences for the user. +3. When automated decision-making is being leveraged by our team, possible biases in the data and algorithms are acknowledged, accounted for, and mitigated. +4. Our team designs services which address cultural, linguistic, geographical, disability, technological, socioeconomic, or other access barriers to uptake. +5. Our team has considered the impacts of decisions on the users and negative outcomes are reduced, when encountered. +6. Our team uses data in a manner consistent with the purpose of its collection. + +Misaligned Behaviours +1. No training is provided to our team regarding the potential impacts of the service they are designing or delivering. +2. Our team conducts little to no monitoring of outcomes of the service to identify implicit bias. +3. Our team delegates ethical analysis to a vendor or external service, without direct accountability to management. +4. Our team designs and deliver services without fully considering relevant legislation +5. Our team delivers services without assessing the impacts of negative outcomes. + + + Collaborate widely +Create multidisciplinary teams with the range of skills needed to deliver a common goal. Share and collaborate in the open. Identify and create partnerships which help deliver value to users. + +Guidance: Collaborate widely +Collaborating widely allows us to learn from others to minimize mistakes already experienced and reduces work through identifying and sharing existing solutions. The problems that government solves are often unique, though they are not unique amongst governments. + +Many of the same solutions by the same, or similar vendors, are used throughout the world, or at varying levels of government within different jurisdictions. When designing a service, or implementing a service using tools or systems, identify which other departments, jurisdictions, or organizations, have leveraged similar technologies to solve similar use cases in order to collaborate widely, reduce work, share solutions, and benefit from lessons already learned by others. Furthermore, using multidisciplinary teams, especially when coupled with the empowerment of staff, the government improves its posture to deliver modern and innovative services. Through wide collaboration, organizations begin to break down the silos developed over time through the overreliance on functionally based teams. Going forward, working across skill sets, and leveraging work from others, while learning from their lessons, promotes the development of modern services better able to meet the changing needs of citizens in the digital age. + +Aligned Behaviours +1. Our team is multidisciplinary, having all the skills and capabilities required to fully deliver our service to users. +2. Our team is active in communities of practice, events, or groups that pertain to the areas of expertise of team members. +3. Our team has identified, and collaborates with, other teams, in or outside of our organisation, including other levels of government, other governments, the public, or private sector organizations, who have done, or are doing, similar work. +4. Our team documents any APIs for our service using modern and common protocols and standards and provides examples to others regarding their use. +5. Our team uses data from performance monitoring tools to inform business decisions. + +Misaligned Behaviours +1. Our team develops most of the service on our own, without leveraging existing solutions and services to reduce duplication of effort. +2. Our team overwhelmingly relies on tickets to manage collaboration between internal stakeholders or teams. +3. The team does not consider the impacts on teams working across the value stream, or on the outcome of the service. + + + + E.g.: Team Velocity + + + + + + + Avoid items of less than 1 hour, especially ones of low value / criticality. + + + + + Guideline A.1.1: (For the authoring tool user interface) Ensure that web-based functionality is accessible. +[Implementing A.1.1] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a11 +Rationale: When authoring tools (or parts of authoring tools) are web-based, conforming to WCAG 2.0 (https://www.w3.org/TR/ATAG20/#conf-rel-wcag) will facilitate access by all authors, including those using assistive technologies. + +A.1.1.1 Web-Based Accessible (WCAG): If the authoring tool contains web-based user interfaces, then those web-based user interfaces meet the WCAG 2.0 success criteria. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing A.1.1.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a111 + + + Guideline A.1.2: (For the authoring tool user interface) Ensure that non-web-based functionality is accessible. +[Implementing A.1.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a12 +Rationale: When authoring tools (or parts of authoring tools) are non-web-based, following existing platform accessibility guidelines and implementing communication with platform accessibility services facilitates access by all authors, including those using assistive technologies. + +A.1.2.1 Accessibility Guidelines: If the authoring tool contains non-web-based user interfaces, then those non-web-based user interfaces follow user interface accessibility guidelines for the platform. (Level A) +Note: The (optional) explanation of conformance claim results (https://www.w3.org/TR/ATAG20/#conf-explanation-results) should record the user interface accessibility guidelines that were followed. +Implementing A.1.2.1 +A.1.2.2 Platform Accessibility Services: If the authoring tool contains non-web-based user interfaces, then those non-web-based user interfaces expose accessibility information through platform accessibility services. (Level A) +Note: The (optional) explanation of conformance claim results (https://www.w3.org/TR/ATAG20/#conf-explanation-results) should record the platform accessibility service(s) that were implemented. +Implementing A.1.2.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a122 + + + + Guideline A.2.1: (For the authoring tool user interface) Make alternative content available to authors. +[Implementing A.2.1] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a21 +Rationale: Some authors require access to alternative content in order to interact with the web content that they are editing. + +A.2.1.1 Text Alternatives for Rendered Non-Text Content: If an editing-view renders non-text content, then any programmatically associated text alternatives for the non-text content can be programmatically determined. (Level A) +Implementing A.2.1.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a211 +A.2.1.2 Alternatives for Rendered Time-Based Media: If an editing-view renders time-based media, then at least one of the following is true: (Level A) +(a) Option to Render: The authoring tool provides the option to render alternatives for the time-based media; or +(b) User Agent Option: Authors have the option to preview the time-based media in a user agent that is able to render the alternatives. +Implementing A.2.1.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a212 + + + Guideline A.2.2: (For the authoring tool user interface) Ensure that editing-view presentation can be programmatically determined. +[Implementing A.2.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a22 +Rationale: Some authors need access to details about the editing-view presentation, via their assistive technology, when that presentation is used to convey status messages (e.g. underlining misspelled words) or provide information about how the end user will experience the web content being edited. + +A.2.2.1 Editing-View Status Indicators: If an editing-view adds status indicators to the content being edited, then the information being conveyed by the status indicators can be programmatically determined. (Level A) +Note: Status indicators may indicate errors (e.g. spelling errors), tracked changes, hidden elements, or other information. +Implementing A.2.2.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a221 +A.2.2.2 Access to Rendered Text Properties: If an editing-view renders any text formatting properties that authors can also edit using the editing-view, then the properties can be programmatically determined. (Level AA) +Implementing A.2.2.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a222 + + + + Guideline A.3.1: (For the authoring tool user interface) Provide keyboard access to authoring features. [Implementing A.3.1] +Rationale: Some authors with limited mobility or visual disabilities do not use a mouse and instead require keyboard interface access to all of the functionality of the authoring tool. + +A.3.1.1 Keyboard Access (Minimum): All functionality of the authoring tool is operable through a keyboard interface without requiring specific timings for individual keystrokes, except where the underlying function requires input that depends on the path of the user's movement and not just the endpoints. (Level A) +Note 1: Keyboard interfaces are programmatic services provided by many platforms that allow operation in a device independent manner. This success criterion does not imply the presence of a hardware keyboard. +Note 2: The path exception relates to the underlying function, not the input technique. For example, if using handwriting to enter text, the input technique (handwriting) requires path-dependent input, but the underlying function (text input) does not. The path exception encompasses other input variables that are continuously sampled from pointing devices, including pressure, speed, and angle. +Note 3: This success criterion does not forbid and should not discourage other input methods (e.g. mouse, touch) in addition to keyboard operation. +Implementing A.3.1.1 +A.3.1.2 No Keyboard Traps: If keyboard focus can be moved to a component using a keyboard interface, then focus can be moved away from that component using only a keyboard interface. If it requires more than unmodified arrow or tab keys or other standard exit methods, authors are advised of the method for moving focus away. (Level A) +Implementing A.3.1.2 +A.3.1.3 Efficient Keyboard Access: The authoring tool user interface includes mechanisms to make keyboard access more efficient than sequential keyboard access. (Level AA) +Implementing A.3.1.3 +A.3.1.4 Keyboard Access (Enhanced): All functionality of the authoring tool is operable through a keyboard interface without requiring specific timings for individual keystrokes. (Level AAA) +Implementing A.3.1.4 +A.3.1.5 Customize Keyboard Access: If the authoring tool includes keyboard commands, then those keyboard commands can be customized. (Level AAA) +Implementing A.3.1.5 +A.3.1.6 Present Keyboard Commands: If the authoring tool includes keyboard commands, then the authoring tool provides a way for authors to determine the keyboard commands associated with authoring tool user interface components. (Level AAA) +Implementing A.3.1.6 + + + Guideline A.3.2: (For the authoring tool user interface) Provide authors with enough time. +[Implementing A.3.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a32 +Rationale: Some authors who have difficulty typing, operating the mouse, or processing information can be prevented from using systems with short time limits or that require fast reaction speeds, such as clicking on a moving target. + +A.3.2.1 Auto-Save (Minimum): The authoring tool does not include session time limits or the authoring tool can automatically save edits made before the session time limits are reached. (Level A) +Implementing A.3.2.1 +A.3.2.2 Timing Adjustable: The authoring tool does not include time limits or at least one of the following is true: (Level A) +(a) Turn Off: Authors are allowed to turn off the time limit before encountering it; or +(b) Adjust: Authors are allowed to adjust the time limit before encountering it over a wide range that is at least ten times the length of the default setting; or +(c) Extend: Authors are warned before time expires and given at least 20 seconds to extend the time limit with a simple action (e.g. "press the space bar"), and authors are allowed to extend the time limit at least ten times; or +(d) Real-time Exception: The time limit is a required part of a real-time event (e.g. a collaborative authoring system), and no alternative to the time limit is possible; or +(e) Essential Exception: The time limit is essential and extending it would invalidate the activity; or +(f) 20 Hour Exception: The time limit is longer than 20 hours. +Implementing A.3.2.2 +A.3.2.3 Static Input Components: The authoring tool does not include moving user interface components that accept input where the movement of these components cannot be paused by authors. (Level A) +Implementing A.3.2.3 +A.3.2.4 Content Edits Saved (Extended): The authoring tool can be set to automatically save web content edits made using the authoring tool. (Level AAA) +Implementing A.3.2.4 + + + Guideline A.3.3: (For the authoring tool user interface) Help authors avoid flashing that could cause seizures. [Implementing A.3.3] +Rationale: Flashing can cause seizures in authors with photosensitive seizure disorder. + +A.3.3.1 Static View Option: If an editing-view can play visual time-based content, then playing is not necessarily automatic upon loading the content and playing can be paused. (Level A) +Implementing A.3.3.1 + + + Guideline A.3.4: (For the authoring tool user interface) Enhance navigation and editing via content structure. [Implementing A.3.4] +Rationale: Some authors who have difficulty typing or operating the mouse benefit when authoring tools make use of the structure present in web content to simplify navigating and editing the content. + +A.3.4.1 Navigate By Structure: If editing-views expose the markup elements in the web content being edited, then the markup elements (e.g. source code, content renderings) are selectable and navigation mechanisms are provided to move the selection focus between elements. (Level AA) +Implementing A.3.4.1 +A.3.4.2 Navigate by Programmatic Relationships: If editing-views allow editing of programmatic relationships within web content, then mechanisms are provided that support navigation between the related content. (Level AAA) +Note: Depending on the web content technology and the nature of the authoring tool, relationships may include, but are not limited to, element nesting, headings, labeling, programmatic definitions, and ID relationships. +Implementing A.3.4.2 + + + Guideline A.3.7: (For the authoring tool user interface) Ensure that previews are at least as accessible as in-market user agents. [Implementing A.3.7] +Rationale: Preview features are provided by many authoring tools because the workflow of authors often includes periodically checking how user agents will display the web content to end users. Authors with disabilities need the same opportunity to check their work. + +A.3.7.1 Preview (Minimum): If a preview is provided, then at least one of the following is true: (Level A) +(a) In-Market User Agent: The preview renders content using a user agent that is in-market; or +(b) UAAG (Level A): The preview conforms to the User Agent Accessibility Guidelines 1.0 Level A [UAAG10]. +Implementing A.3.7.1 +A.3.7.2 Preview (Enhanced): If a preview is provided, then authors can specify which user agent performs the preview. (Level AAA) +Implementing A.3.7.2 + + + + Part A Conformance Applicability Notes: +Scope of "authoring tool user interface": The Part A success criteria apply to all aspects of the authoring tool user interface that are concerned with producing the "included" web content technologies. This includes views of the web content being edited and features that are independent of the content being edited (e.g. menus, button bars, status bars, user preferences, documentation). +Reflected content accessibility problems: The authoring tool is responsible for ensuring that editing-views display the web content being edited in a way that is more accessible to authors with disabilities (e.g. ensuring that text alternatives in the content can be programmatically determined). However, where an authoring tool user interface accessibility problem is caused directly by the content being edited (e.g. if an image in the content lacks a text alternative), then this would not be considered a deficiency in the accessibility of the authoring tool user interface. +Developer control: The Part A success criteria only apply to the authoring tool user interface as it is provided by the developer. They do not apply to any subsequent modifications by parties other than the authoring tool developer (e.g. user modifications of default settings, third-party plug-ins). +User agent features: Web-based authoring tools may rely on user agent features (e.g. keyboard navigation, find functions, display preferences, undo features) to satisfy success criteria. Conformance claims are optional, but any claim that is made must record the user agent(s). +Accessibility of features provided to meet Part A: The Part A success criteria apply to the entire authoring tool user interface, including any features added to meet the success criteria in Part A (e.g. documentation, search functions). The only exemption is for preview features, as long as they meet the relevant success criteria in Guideline A.3.7. Previews are treated differently than editing-views because all authors, including those with disabilities, benefit when preview features accurately reflect the functionality of user agents that are actually in use by end users. +Unrecognizable content: When success criteria require authoring tools to treat web content according to semantic criteria, the success criteria only apply when these semantics are encoded programmatically (e.g. text describing an image can only be considered a text alternatives for non-text content when this role is encoded within markup). + + + Guideline A.3.5: (For the authoring tool user interface) Provide text search of the content. [Implementing A.3.5] +Rationale: Some authors who have difficulty typing or operating the mouse benefit from the ability to use text search to navigate to arbitrary points within the web content being edited. + +A.3.5.1 Text Search: If the authoring tool provides an editing-view of text-based content, then the editing-view enables text search, such that all of the following are true: (Level AA) +(a) All Editable Text: Any text content that is editable by the editing-view is searchable (including alternative content); and +(b) Match: Matching results can be presented to authors and given focus; and +(c) No Match: Authors are informed when no results are found; and +(d) Two-way: The search can be made forwards or backwards. +Implementing A.3.5.1 + + + Guideline A.3.6: (For the authoring tool user interface) Manage preference settings. [Implementing A.3.6] +Rationale: Some authors need to set their own display settings in a way that differs from the presentation that they want to define for the published web content. Providing the ability to save and reload sets of keyboard and display preference settings benefits authors who have needs that differ over time (e.g. due to fatigue). + +A.3.6.1 Independence of Display: If the authoring tool includes display settings for editing-views, then the authoring tool allows authors to adjust these settings without modifying the web content being edited. (Level A) +Implementing A.3.6.1 +A.3.6.2 Save Settings: If the authoring tool includes display and/or control settings, then these settings can be saved between authoring sessions. (Level AA) +Implementing A.3.6.2 +A.3.6.3 Apply Platform Settings: The authoring tool respects changes in platform display and control settings, unless authors select more specific display and control settings using the authoring tool. (Level AA) +Implementing A.3.6.3 + + + Guideline A.4.1: (For the authoring tool user interface) Help authors avoid and correct mistakes. [Implementing A.4.1] +Rationale: Some authors with disabilities may be more susceptible to input errors due to factors such as difficulty making fine movements and speech recognition system errors. + +A.4.1.1 Content Changes Reversible (Minimum): All authoring actions are either reversible or the authoring tool requires author confirmation to proceed. (Level A) +Implementing A.4.1.1 +A.4.1.2 Settings Change Confirmation: If the authoring tool provides mechanisms for changing authoring tool user interface settings, then those mechanisms can reverse the setting changes, or the authoring tool requires author confirmation to proceed. (Level A) +Implementing A.4.1.2 +A.4.1.3 Content Changes Reversible (Enhanced): Authors can sequentially reverse a series of reversible authoring actions. (Level AAA) +Note: It is acceptable to clear the authoring action history at the end of authoring sessions. +Implementing A.4.1.3 + + + Guideline A.4.2: (For the authoring tool user interface) Document the user interface, including all accessibility features. [Implementing A.4.2] +Rationale: Some authors may not be able to understand or operate the authoring tool user interface without documentation. + +A.4.2.1 Describe Accessibility Features: For each authoring tool feature that is used to meet Part A of ATAG 2.0, at least one of the following is true: (Level A) +(a) Described in the Documentation: Use of the feature is explained in the authoring tool's documentation; or +(b) Described in the Interface: Use of the feature is explained in the authoring tool user interface; or +(c) Platform Service: The feature is a service provided by an underlying platform; or +(d) Not Used by Authors: The feature is not used directly by authors (e.g. passing information to a platform accessibility service). +Note: The accessibility of the documentation is covered by Guideline A.1.1 and Guideline A.1.2. +Implementing A.4.2.1 +A.4.2.2 Document All Features: For each authoring tool feature, at least one of the following is true: (Level AA) +(a) Described in the Documentation: Use of the feature is explained in the authoring tool's documentation; or +(b) Described in the Interface: Use of the feature is explained in the authoring tool user interface; or +(c) Platform Service: The feature is a service provided by an underlying platform; or +(d) Not Used by Authors: The feature is not used directly by authors (e.g. passing information to a platform accessibility service). +Note: The accessibility of the documentation is covered by Guideline A.1.1 and Guideline A.1.2. +Implementing A.4.2.2 + + + Part B: Support the production of accessible content +Part B Conformance Applicability Notes: +Author availability: Any Part B success criteria that refer to authors only apply during authoring sessions. +Developer control: The Part B success criteria only apply to the authoring tool as it is provided by the developer. This does not include subsequent modifications by parties other than the authoring tool developer (e.g. third-party plug-ins, user-defined templates, user modifications of default settings). +Applicability after the end of an authoring session: Authoring tools are responsible for the web content accessibility (WCAG) of web content that they automatically generate after the end of an author's authoring session (see Success Criterion B.1.1.1). For example, if the developer changes the site-wide templates of a content management system, these would be required to meet the accessibility requirements for automatically-generated content. Authoring tools are not responsible for changes to the accessibility of content that the author causes, whether it is author-generated or automatically-generated by another system that the author has specified (e.g. a third-party feed). +Authoring systems: As per the ATAG 2.0 definition of authoring tool, several software tools (identified in any conformance claim) can be used in conjunction to meet the requirements of Part B (e.g. an authoring tool could make use of a third-party software accessibility checking tool). +Accessibility of features provided to meet Part B: The Part A success criteria apply to the entire authoring tool user interface, including any features that must be present to meet the success criteria in Part B (e.g. checking tools, repair tools, tutorials, documentation). +Multiple authoring roles: Some authoring tools include multiple author roles, each with different views and content editing permissions (e.g. a content management system may separate the roles of designers, content authors, and quality assurers). In these cases, the Part B success criteria apply to the authoring tool as a whole, not to the view provided to any particular authoring role. Accessible content support features should be made available to any authoring role where it would be useful. +Unrecognizable content: When success criteria require authoring tools to treat web content according to semantic criteria, the success criteria only apply when these semantics are encoded programmatically (e.g. text describing an image can only be considered a text alternatives for non-text content when this role is encoded within markup). + + + Guideline B.1.1: Ensure that automatically-specified content is accessible. [Implementing B.1.1] +Rationale: If authoring tools automatically produce web content that includes accessibility problems (WCAG), then this will impose additional repair tasks on authors. + +B.1.1.1 Content Auto-Generation After Authoring Sessions (WCAG): The authoring tool does not automatically generate web content after the end of an authoring session, or, authors can specify that the content be accessible web content (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: This success criterion applies only to automatic processes specified by the authoring tool developer. It does not apply when author actions prevent generation of accessible web content (WCAG). +Implementing B.1.1.1 +B.1.1.2 Content Auto-Generation During Authoring Sessions (WCAG): If the authoring tool provides the functionality for automatically generating web content during an authoring session, then at least one of the following is true: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +(a) Accessible: The content is accessible web content (WCAG) without author input; or +(b) Prompting: During the automatic generation process, authors are prompted for any required accessibility information (WCAG); or +(c) Automatic Checking: After the automatic generation process, accessibility checking is automatically performed; or +(d) Checking Suggested: After the automatic generation process, the authoring tool prompts authors to perform accessibility checking. +Note 1: Automatic generation includes automatically selecting templates for authors. +Note 2: This success criterion applies only to automatic processes specified by the authoring tool developer. It does not apply when author actions prevent generation of accessible web content (WCAG). +Implementing B.1.1.2 + + + Guideline B.1.2: Ensure that accessibility information is preserved. [Implementing B.1.2] +Rationale: Accessibility information (WCAG) is critical to maintaining comparable levels of web content accessibility (WCAG) between the input and output of web content transformations. + +B.1.2.1 Restructuring and Recoding Transformations (WCAG): If the authoring tool provides restructuring transformations or re-coding transformations, and if equivalent mechanisms exist in the web content technology of the output, then at least one of the following is true: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +(a) Preserve: Accessibility information (WCAG) is preserved in the output; or +(b) Warning: Authors have the default option to be warned that accessibility information (WCAG) may be lost (e.g. when saving a vector graphic into a raster image format); or +(c) Automatic Checking: After the transformation, accessibility checking is automatically performed; or +(d) Checking Suggested: After the transformation, the authoring tool prompts authors to perform accessibility checking. +Note 1: For text alternatives for non-text content, see Success Criterion B.1.2.4. +Note 2: This success criteria only applies when the output technology is "included" for conformance. +Implementing B.1.2.1 +B.1.2.2 Copy-Paste Inside Authoring Tool (WCAG): If the authoring tool supports copy and paste of structured content, then any accessibility information (WCAG) in the copied content is preserved when the authoring tool is both the source and destination of the copy-paste and the source and destination use the same web content technology. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.1.2.2 +B.1.2.3 Optimizations Preserve Accessibility: If the authoring tool provides optimizing web content transformations, then any accessibility information (WCAG) in the input is preserved in the output. (Level A). +Implementing B.1.2.3 +B.1.2.4 Text Alternatives for Non-Text Content are Preserved: If the authoring tool provides web content transformations that preserve non-text content in the output, then any text alternatives for that non-text content are also preserved, if equivalent mechanisms exist in the web content technology of the output. (Level A). +Note: This success criterion only applies when the output technology is "included" for conformance. +Implementing B.1.2.4 + + + Guideline B.2.1: Ensure that accessible content production is possible. [Implementing B.2.1] +Rationale: To support accessible web content (WCAG) production, at minimum, it is possible to produce web content that conforms with WCAG 2.0 using the authoring tool. + +B.2.1.1 Accessible Content Possible (WCAG): The authoring tool does not place restrictions on the web content that authors can specify or those restrictions do not prevent WCAG 2.0 success criteria from being met. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.2.1.1 + + + Principle B.1: Fully automatic processes produce accessible content + + + Principle B.2: Authors are supported in producing accessible content + + + + Guideline B.2.3: Assist authors with managing alternative content for non-text content. [Implementing B.2.3] +Rationale: Improperly generated alternative content can create web content accessibility problems (WCAG) and interfere with accessibility checking. +Note: This guideline only applies when non-text content is specified by authors (e.g. inserting an image). When non-text content is automatically added by the authoring tool, see Guideline B.1.1. + +B.2.3.1 Alternative Content is Editable (WCAG): If the authoring tool provides functionality for adding non-text content, then authors are able to modify programmatically associated text alternatives for non-text content. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: An exception can be made when the non-text content is known to be decoration, formatting, invisible or a CAPTCHA. +Implementing B.2.3.1 +B.2.3.2 Automating Repair of Text Alternatives: The authoring tool does not attempt to repair text alternatives for non-text content or the following are all true: (Level A) +(a) No Generic or Irrelevant Strings: Generic strings (e.g. "image") and irrelevant strings (e.g. the file name, file format) are not used as text alternatives; and +(b) In-Session Repairs: If the repair attempt occurs during an authoring session, authors have the opportunity to accept, modify, or reject the repair attempt prior to insertion of the text alternative into the content; and +(c) Out-of-Session Repairs: If the repair attempt occurs after an authoring session has ended, the repaired text alternatives are indicated during subsequent authoring sessions (if any) and authors have the opportunity to accept, modify, or reject the repair strings prior to insertion in the content. +Implementing B.2.3.2 +B.2.3.3 Save for Reuse: If the authoring tool provides the functionality for adding non-text content, when authors enter programmatically associated text alternatives for non-text content, then both of the following are true: (Level AAA) +(a) Save and Suggest: The text alternatives are automatically saved and suggested by the authoring tool, if the same non-text content is reused; and +(b) Edit Option: The author has the option to edit or delete the saved text alternatives. +Implementing B.2.3.3 + + + Guideline B.2.4: Assist authors with accessible templates. [Implementing B.2.4] +Rationale: Providing accessible templates (WCAG) can have several benefits, including: immediately improving the accessibility of the web content (WCAG) of being edited, reducing the effort required of authors, and demonstrating the importance of accessible web content (WCAG). + +B.2.4.1 Accessible Template Options (WCAG): If the authoring tool provides templates, then there are accessible template (WCAG) options for a range of template uses. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.2.4.1 +B.2.4.2 Identify Template Accessibility: If the authoring tool includes a template selection mechanism and provides any non-accessible template (WCAG) options, then the template selection mechanism can display distinctions between the accessible and non-accessible options. (Level AA) +Note: The distinction can involve providing information for the accessible templates, the non-accessible templates or both. +Implementing B.2.4.2 +B.2.4.3 Author-Created Templates: If the authoring tool includes a template selection mechanism and allows authors to create new non-accessible templates (WCAG), then authors can enable the template selection mechanism to display distinctions between accessible and non-accessible templates that they create. (Level AA) +Note: The distinction can involve providing information for the accessible templates (WCAG), the non-accessible templates or both. +Implementing B.2.4.3 +B.2.4.4 Accessible Template Options (Enhanced): If the authoring tool provides templates, then all of the templates are accessible template (to WCAG Level AA). (Level AAA) +Implementing B.2.4.4 + + + Guideline B.2.5: Assist authors with accessible pre-authored content. [Implementing B.2.5] +Rationale: Providing accessible pre-authored content (WCAG) (e.g. clip art, synchronized media, widgets) can have several benefits, including: immediately improving the accessibility of web content (WCAG) being edited, reducing the effort required of authors, and demonstrating the importance of accessibility. + +B.2.5.1 Accessible Pre-Authored Content Options: If the authoring tool provides pre-authored content, then a range of accessible pre-authored content (to WCAG Level AA) options are provided. (Level AA) +Implementing B.2.5.1 +B.2.5.2 Identify Pre-Authored Content Accessibility: If the authoring tool includes a pre-authored content selection mechanism and provides any non-accessible pre-authored content (WCAG Level AA) options, then the selection mechanism can display distinctions between the accessible and non-accessible options. (Level AA) +Note: The distinction can involve providing information for the accessible pre-authored content, the non-accessible pre-authored content or both. +Implementing B.2.5.2 + + + Guideline B.2.2: Guide authors to produce accessible content. [Implementing B.2.2] +Rationale: By guiding authors from the outset toward the creation and maintenance of accessible web content (WCAG), web content accessibility problems (WCAG) are mitigated and less repair effort is required. + +B.2.2.1 Accessible Option Prominence (WCAG): If authors are provided with a choice of authoring actions for achieving the same authoring outcome (e.g. styling text), then options that will result in accessible web content (WCAG) are at least as prominent as options that will not. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.2.2.1 +B.2.2.2 Setting Accessibility Properties (WCAG): If the authoring tool provides mechanisms to set web content properties (e.g. attribute values), then mechanisms are also provided to set web content properties related to accessibility information (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: For the prominence of the mechanisms, see Success Criterion B.4.1.4. +Implementing B.2.2.2 + + + Guideline B.3.1: Assist authors in checking for accessibility problems. [Implementing B.3.1] +Rationale: When accessibility checking is an integrated function of the authoring tool, it helps make authors aware of web content accessibility problems (WCAG) during the authoring process, so they can be immediately addressed. + +B.3.1.1 Checking Assistance (WCAG): If the authoring tool provides authors with the ability to add or modify web content in such a way that a WCAG 2.0 success criterion can be violated, then accessibility checking for that success criterion is provided (e.g. an HTML authoring tool that inserts images should check for alternative text; a video authoring tool with the ability to edit text tracks should check for captions). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: Automated and semi-automated checking is possible (and encouraged) for many types of web content accessibility problems (WCAG). However, manual checking is the minimum requirement to meet this success criterion. In manual checking, the authoring tool provides authors with instructions for detecting problems, which authors carry out by themselves. For more information on checking, see Implementing ATAG 2.0 - Appendix B: Levels of Checking Automation. +Implementing B.3.1.1 +B.3.1.2 Help Authors Decide: If the authoring tool provides accessibility checking that relies on authors to decide whether potential web content accessibility problems (WCAG) are correctly identified (i.e. manual checking and semi-automated checking), then the accessibility checking process provides instructions that describe how to decide. (Level A) +Implementing B.3.1.2 +B.3.1.3 Help Authors Locate: If the authoring tool provides checks that require authors to decide whether a potential web content accessibility problem (WCAG) is correctly identified (i.e. manual checking and semi-automated checking), then the relevant content is identified to the authors. (Level A) +Note: Depending on the nature of the editing-view and the scope of the potential web content accessibility problem (WCAG), identification might involve highlighting elements or renderings of elements, displaying line numbers, or providing instructions. +Implementing B.3.1.3 +B.3.1.4 Status Report: If the authoring tool provides checks, then authors can receive an accessibility status report based on the results of the accessibility checks. (Level AA) +Note: The format of the accessibility status report is not specified and they might include a listing of problems detected or a WCAG 2.0 conformance level, etc. +Implementing B.3.1.4 +B.3.1.5 Programmatic Association of Results: If the authoring tool provides checks, then the authoring tool can programmatically associate accessibility checking results with the web content that was checked. (Level AA) +Implementing B.3.1.5 + + + Guideline B.3.2: Assist authors in repairing accessibility problems. [Implementing B.2.3] +Rationale: When repair is an integral part of the authoring process, it greatly enhances the utility of checking and increases the likelihood that web content accessibility problems (WCAG) will be properly addressed. + +B.3.2.1 Repair Assistance (WCAG): If checking (see Success Criterion B.3.1.1) can detect that a WCAG 2.0 success criterion is not met, then repair suggestion(s) are provided: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Note: Automated and semi-automated repair is possible (and encouraged) for many types of web content accessibility problems (WCAG). However, manual repair is the minimum requirement to meet this success criterion. In manual repair, the authoring tool provides authors with instructions for repairing problems, which authors carry out by themselves. For more information on repair, see Implementing ATAG 2.0 - Appendix C: Levels of Repair Automation. +Implementing B.3.2.1 + + + Principle B.4: Authoring tools promote and integrate their accessibility features + + + Guideline B.4.1: Ensure the availability of features that support the production of accessible content. [Implementing B.4.1] +Rationale: The accessible content support features will be more likely to be used, if they are turned on and are afforded reasonable prominence within the authoring tool user interface. + +B.4.1.1 Features Active by Default: All accessible content support features are turned on by default. (Level A) +Implementing B.4.1.1 +B.4.1.2 Option to Reactivate Features: The authoring tool does not include the option to turn off its accessible content support features or features which have been turned off can be turned back on. (Level A) +Implementing B.4.1.2 +B.4.1.3 Feature Deactivation Warning: The authoring tool does not include the option to turn off its accessible content support features or, if these features can be turned off, authors are informed that this may increase the risk of content accessibility problems (WCAG). (Level AA) +Implementing B.4.1.3 +B.4.1.4 Feature Prominence: All accessible content support features are at least as prominent as features related to either invalid markup, syntax errors, spelling errors or grammar errors. (Level AA) +Implementing B.4.1.4 + + + Guideline B.4.2: Ensure that documentation promotes the production of accessible content. [Implementing B.4.2] +Rationale: Some authors need support in determining how to use accessible content production features (e.g. how to respond to prompts for text alternatives, how to use accessibility checking tools). Demonstrating accessible authoring as routine practice, or at least not demonstrating inaccessible practices, will help to encourage acceptance of accessibility by some authors. + +B.4.2.1 Model Practice (WCAG): A range of examples in the documentation (e.g. markup, screen shots of WYSIWYG editing-views) demonstrate accessible authoring practices (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria) +Implementing B.4.2.1 +B.4.2.2 Feature Instructions: Instructions for using any accessible content support features appear in the documentation. (Level A) +Implementing B.4.2.2 +B.4.2.3 Tutorial: The authoring tool provides a tutorial for an accessible authoring process that is specific to that authoring tool. (Level AAA) +Implementing B.4.2.3 +B.4.2.4 Instruction Index: The authoring tool documentation contains an index to the instructions for using any accessible content support features. (Level AAA) +Implementing B.4.2.4 + + + In implementing the Standard on Web Accessibility, have you: +- Added the World Wide Web Consortium's draft Authoring Tool Accessibility Guidelines (ATAG) 2.0 into selection criteria when purchasing new Web authoring tools? + + + "Simple Sites" in SharePoint 2010 that contain only Lists and/or Libraries. Owners of Simple Sites will be notified at least four weeks before their migration date and, in most cases, will have a handful of items to address in their site before and after migration to SharePoint Online. + + + BusinessArchitecture IAG Assessment +Project Number: 202100024 +Project Name: Learning Management System Renewal +BizArch Lead IAG: Dan R + +Alignment to Strategy +This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries. + +BizArch Recommendations: +This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions. This will create a more enterpriseable solution to be reuse by many other solutions and supported for many years to come. + +BizArch Category: Life Cycle Management +BizArch Category Reasoning: Business Architecture consider this project as a Life Cycle Management type of initiatives. It is replacing technology at end of vendor support (SABA) with newer technology supporting GC and ESDC priorities in accessibility and security to name a few. + +BizArch Criticality: Medium +BizArch Criticality Reasoning: Business Architecture consider Criticality to Medium in view of the current solution that support most of the requirements and will still do so while this organization are addressing new concerns and priorities to be supported and implemented in the new solution. + +BizArch Alignment: Medium +BizArch Alignment Reasoning: Accessible, Cloud based and Secure solution are priorities of both GC and ESDC. Please keep in mind that opportunities to interoperate with other HR related solutions should be considered as much as possible to be relevant in the future of this organization. + +BizArch Urgency: Medium +BizArch Urgency Reasoning: August 2023 is the end of support of SABA. At this time, with a 24 months time frame to accomplish the transition to another solution is acceptable and doable. + +Business Impact Assessment +Value Stream: Develop Employee Career +Value Stage: Develop Employee +Value Item: Skills & experience improved to match career opportunity +Capability: 10.4.3 Training and Development Management +Impact Type: Improving PPIT + - People: 1 - Low + - Process: 2 - Medium + - Information: 2 - Medium + - Technology: 2 - Medium + + + This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions. + + + This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions. + + + Accessible Canada Act (S.C. 2019, c. 10) +https://laws-lois.justice.gc.ca/eng/acts/A-0.6/ + +This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries. + + + This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries. + + + Skills & experience improved to match career opportunity + + + Protected Cloud B +To provide a secure and protected learning management system for data storage, transfer, retrieval and identity and access management + +Protected B +Third Party Assurance +CSP IT Security Assessment +Data Protection +Data Isolation +Data Location +Data Transfer and Retrieval +Data Disposition and Returning to Records to Canada +Cryptographic Protection +Key Management +Endpoint Protection +Secure Development +Identity and Access Management +Privileged Access Management +Network and Communications Security +Security Incident Management and Response +Personnel Security Screening +Physical Data Security + + + System Configuration +To implement a consolidated learning management system that can meet privacy and digital standards for compliance and auditing + +API +Auditing +Content Standards +Digital Signature +Integration +Log In +Organizations +Privacy Statement +Profile +SKU Barcodes +System +System Roles +Target Audience + + + Competency Development +To implement a learning management system that improves competency development with enhanced assessment, planning and reporting capabilities + +Assessments +Expert Tagging +Job Paths +Planning and Reporting +Skills and Competencies + + + Reporting +To provide a customized, adaptable learning reporting system for managers and administrators + +Dashboards +Data +Report Types +Target Audiences + + + Learning Administration +To provide a seamless, integrated learning management system in various learning administration areas for administrators and course registrants i.e. evaluation, grading, testing and learning plans, course offerings, financial coding and course completion and progress tracking + +Authoring Tool +Certificates +Content Management +Course Catalogue +Financial Coding +Learning Plans +Notifications +Resource Management +Tests and Evaluations +Training and Administration +Transcript +UI + + + Learning Delivery +To provide a comprehensive, adaptable learning management system customized to a range of learning delivery types, grading, review and registration needs for course registrants, trainers, administrators and managers + +Assignment Review and Grading +Class Delivery +Delivery Modes +Registrations +Social Learning + + + Accessibility +To provide an accessible and inclusive learning management system for all learners and users in compliance with Departmental Accessibility Standards and Policies + + + Content Standards +Ability to support the xAPI standard, including Learning Record Stores within the LMS +Ability to support the CMI5 standard for interoperability of learning content within the LMS +Ability to support the LTI standard for interoperability of learning content with the LMS + + + Digital Signature + + + + Data Location +"The Contractor must store and protect Canada’s Data, at rest, including data in backups or maintained for redundancy purposes. This includes the ability to isolate data in Canada in approved data centers. An approved Data Centre is defined as the following: +(a) A data centre that meets all security requirements and certifications identified in Section 30 for Physical (Data Centre / Facilities) Security; +(b) Ensures the infeasibility of finding a specific customer’s data on physical media; and +(c) Employs encryption to ensure that no data is written to disk in an unencrypted form, in accordance with Section 13 - Cryptographic +Protection." +Data Location "The Contractor must certify that the delivery and provisioning of Cloud Services under this contract is from countries within the North Atlantic Treaty Organization (NATO) (https://www.nato.int/cps/en/natohq/nato_countries.htm) or the European Union (EU) (https://europa.eu/european-union/about-eu/countries_en), or from countries with which Canada has an international bilateral industrial security instrument. The Contract Security Program (CSP) has international bilateral industrial security instruments +with the countries listed on the following PSPC website: http://www.tpsgcpwgsc.gc.ca/esc-src/international-eng.html " +Data Location "The Contractor must have the ability for Canada to isolate Canada’s Data hosted in Cloud Services in data centers that are geographically located in Canada, and must: +(a) Provide the GC with an up-to-date list of the physical locations, including city, which may store Canada’s Data at rest; and +(b) Identify which portions of the Cloud Services are delivered from outside of Canada, including all locations where data is stored and processed and where the Contractor manages the service from." + + + + Third party assurance +The Contractor must ensure that Canada’s Data, Contractor Infrastructure and Service Locations are secured with appropriate security measures by providing third party assesment reports or certifications and audit reports for each layer (computers, computing environment, physical data centers) within the cloud service offering, including: + +(a) ISO/IEC 27001:2013 Information technology -- Security techniques -- Information security management systems – Certification achieved by an accredited certification body; AND +(b) ISO/IEC 27017:2015 Information technology -- Security techniques -- Code of practice for information security controls based on ISO/IEC 27002 for Cloud Services achieved by an accredited certification body; AND +(c) AICPA Service Organization Control (SOC) 2 Type II Audit Report 2 Type II for the trust principles of security, availability, processing integrity, and confidentiality - issued by an independent Certified Public Accountant + + + CSP IT Security assessment +The Contractor must demonstrate compliance with the security requirements selected in the GC Security Control Profile for Cloud-Based GC IT Services for Protected B, Medium Integrity and Medium Availability (PBMM) (https://www.canada.ca/en/government/system/digital-government/modernemergingtechnologies/cloud-computing/government-canada-security-controlprofile-cloud-based-itservices.html). Contractor compliance must be demonstrated through the mapping of +security controls to the applicable industry certifications identified below: +(a) Compliance will be assessed and validated through the Canadian Centre for Cyber Security (CCCS) Cloud Service Provider (CSP) Information Technology (IT) Security Assessment Process (ITSM.50.100) (https://cyber.gc.ca/en/guidance/cloud-service-provider-information-technologysecurity-assessment-process-itsm50100). The Contractor must demonstrate that they participated in the process by successfully on-boarded, participated in, and completed the program. This includes providing the following documentation: +(i) A copy of the confirmation letter that confirms that they have on-boarded into the program; +(ii) A copy of the most recent completed assessment report provided by CCCS; and +(iii) A copy of the most recent summary report provided by CCCS. + + + <MANDATORY> +Security Incident Management + + + Ability to provide physical access security policies recognized by the Communication Security Establishment +Ability to provide Protected B status at the Canadian Federal Department level +Is your system installed on standard server hosting, private cloud or a public cloud? (Comments section) +If you selected Cloud-based, are all of your data-cloud servers located in Canada? (Comments section) +Ability to provide encryption for data in motion +Ability to support encryption at rest +Ability to support encryption for the authentication process (2-factor) +If yes to #20, what encryption protocol do you use (list of industry protocols)? (Comments section) +Ability to provide integrated APIs in your system +If yes to #22, have they been validated by the Communication Security Establishment via the Supply Chain Integrity Assessment? (Comment section) +The system shall provide security provisions to meet the storage of data for the following classifications: Protect B, Protected A + + + Data Protection +The contractor must Transmit Canada’s Data in a secure manner including ability for the GC to implement encryption for data in transit for all transmissions of Canada’s Data, in accordance with Section 13 - Cryptographic Protection and Section 21- Network and Communications Security +The contractor must Implement security controls that restricts administrative access to Canada’s Data and Systems by the Contractor and provides the ability to require the approval of Canada before the Contractor can access Canada’s Data to perform support, maintenance or operational activities. +The contractor must take reasonable measures to ensure that Contractor Personnel do not have standing or ongoing access rights to Canada’s Data, and access is restricted to Contractor Personnel with a need-to-know, including resources that provide technical or customer support, based on approval from Canada. + + + + Data Isolation +The Contractor must provide a description of the approach for implementing controls to ensure appropriate isolation of resources such that Canada’s Data are not co-mingled with other tenant data, while in use, storage or transit, and throughout all aspects of the Cloud Services and Contractor Infrastructure’s functionality and system administration. This includes implementing access controls and enforcing appropriate logical or physical +segregation to support: +(a) The separation between Contractor’s internal administration from resources used by its customers; +(b) The separation of customer resources in multi-tenant environments in order to prevent one malicious or compromised consumer from affecting the service or data of another; and +(c) Ability for the GC to support isolation within GC-managed tenant environment + + + Organizations +Ability to have multiple organizations in the systems (multi-tenancy) +Ability to have sub organizations within an organization in the system +Ability to assign organizations and alternate organizations to a learner profile +Ability to manage the movement (permanent and temporary) of learners across organizations + + + Privacy Statement + + + + Log In + + + + System + + + + System Roles + + + + SKU Barcodes + + + + Profile + + + + Integration +Ability to integrate various Virtual Learning applications such as Webex or Zoom +Ability to integrate connectors for learning content vendors or applictions such as: Harvard Business, Linkdin Learning, Lynda.com, OpenSesame, Skillsoft, SLACK etc + + + + <MANDATORY> +Security Incident Response + + + <MANDATORY> +Peronnel security Screening + + + <MANDATORY> +Physical Data Security + + + API + + + + Auditing + + + <MANDATORY> +Identity and access management + + + Key Management + + + Data transfer and retrieval +"The Contractor must provide the capability including tools and services that allow Canada to: +(a) Extract all online, nearline, and offline Canada’s Data, including, but not limited to, databases, object and file storage, system configurations, cloud activity logs, source code hosted in a Canada code repository, and network configurations such that any Canada End User can use these instructions to migrate from one environment to another environment; and +(b) Securely transfer all Canada’s Data, including content data and associated metadata, in a machine-readable and usable format, including CSV format, and in accordance with the Library and Archives Canada Guidelines on File Formats for Transferring Information Resources of Enduring Value (https://www.baclac.gc.ca/eng/services/governmentinformationresources/guidelines/Pages/guidelines-file-formats-transferringinformationresources-enduring-value.aspx)." + + + + <MANDATORY> +Secure Development + + + Cryptographic Protection +"The Contractor must: +(a) Configure any cryptography used to implement confidentiality or integrity safeguards, or used as part of an authentication mechanism (e.g., VPN solutions, TLS, software modules, PKI, and authentication tokens where applicable), in accordance with Communications Security Establishment (CSE)-approved cryptographic algorithms and cryptographic key sizes and crypto periods; +(b) Use cryptographic algorithms and cryptographic key sizes and crypto periods that have been validated by the Cryptographic Algorithm Validation Program (http://csrc.nist.gov/groups/STM/cavp/), and are specified in ITSP.40.111 Cryptographic Algorithms for Unclassified, Protected A, and Protected B Information, or subsequent versions (https://cyber.gc.ca/en/guidance/cryptographic-algorithms-unclassifiedprotectedand-protected-b-information-itsp40111); +(c) Ensure that FIPS 140 validated cryptography is employed when encryption is required, and is implemented, configured, and operated in a Cryptographic Module, validated by the Cryptographic Module Validation Program (https://www.cse-cst.gc.ca/en/groupgroupe/crypto-module-validation-program), in an either approved or an allowed mode to provide a high degree of certainty that the FIPS 140-2 validated cryptographic module is providing the expected security services in the expected manner; and +(d) Ensure that any FIPS 140-2 modules in use have an active, current, and valid certification. FIPS 140 compliant/validated products will have certificate numbers. " + + + <MANDATORY> +Privileged access management + + + <MANDATORY> +Endpoint Protection + + + <MANDATORY> +Network and Communications security + + + Data Disposition and Returning Records to Canada +The Contractor must provide confirmation that demonstrates how they will successful erase, purge or destroy all resources, and an ability to prevent re-instantiation of any removed or destroyed system, capability (software or process), data, or information instances once Canada discontinues its use of the Cloud Services. + + + Target Audience + + + Description: Proposal reduces key department Technical Debt and/or other technology related risks + +Scoring Guide: + 0 = Adds to Department Technical Debt + 1 = No impact + 2 = Reduces Technical Debt for one system + 3 = Reduces Technical Debt for multiple systems + 4 = Reduces Technical Debt department-wide + +WHY +2020-23 Departmental IT Plan - English +http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf +Section 1.2 IT Risk Analysis +Risk :Technical Debt There is a risk that ESDC does not have the ability to continuously operate, transform, and innovate to adequately deliver on the digital government priorities that support ESDC programs and services and ensure IT Service Continuity. +Response :. Mature and improve ESDC’s EA, supported by the creation of the departmental EA function and the launch of the Department’s EA Review Board, where EA will facilitate tracking the amount of technical debt against a set of portfolio level standards and/or targets and favour advancing EA-based projects that avoid increasing technical debt. + +Digital Operations Strategic Plan: 2021-2024 +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +Priority 1.1. Strengthen the overall health of the government’s application portfolio +Several issues can weaken this health and lead to “technical debt.” Technical debt occurs when the vendor hasn’t upgraded and no longer supports an application, or when an application is so old that it’s hard to find people who have the skills to maintain it. In some cases, technical debt makes applications costly to maintain and at risk of performance and security failures. In other cases, it means that applications are too outdated to deliver fully digital services. + + + Description: Proposal operates in a standardized technical environment within department guardrails and standards + +Scoring Guide: + 0 = Creates an exception to established standards + 1 = Adds to complexity but supports standards + 2 = Supports standards. No impact on complexity + 3 = Reduces complexity using a CI/CD pipeline supporting standards + 4 = Reduces complexity of IT environment using a shared CI/CD pipeline impacting multiple systems/components while supporting standards + +WHY +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Design for performance, availability and scalability +ensure response times meet user needs, and critical services are highly available +support zero‑downtime deployments for planned and unplanned maintenance +use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively +establish architectures that supports new technology insertion with minimal disruption to existing programs and services +control technical diversity; design systems based on modern technologies and platforms already in use +Follow DevSecOps principles +use continuous integration and continuous deployments +ensure automated testing occurs for security and functionality +include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Design for Interoperability +design systems as highly modular and loosely coupled services +expose services, including existing ones, through APIs +make the APIs discoverable to the appropriate stakeholders +Enable Interoperability +expose data and functionality through service interfaces +applications must communicate with each other via those interfaces +services interfaces must be published and discoverable + + + Description: Proposal consolidates business solutions by reducing the total number of solutions in the department application portfolio + +Scoring Guide: + 0 = Proposal adds to portfolio + 1 = No portfolio impact + 2 = 1 for 1 consolidation / retirement of system + 3 = Consolidation/retirement of 2+ minor systems producing net reduction + 4 = Consolidation / retirement of 2+ major systems producing net reduction + +WHY +2020-23 Departmental IT Plan - English - for iService.pdf (esdc.prv) +http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf +Section 1.2 +Risk Service Delivery +There is a risk that ESDC will not be able to maintain the delivery of high-quality services while changing how it is delivering them. + +Utilize the APM methodology to analyze, standardize and modernize IT applications, including: +develop multi-year plans to decommission and replace redundant application; +prioritize future IT investments based on risk mitigation, cost efficiency and reusability; and, +analyze and provide standardized direction for all IT enabled projects through ESDC’s EARB. + +Utilize a holistic, multidimensional business view of capabilities and associated Business Architecture tools to better position the Department for effective service delivery to Canadians, such that: +investments and proposed investments are favourably aligned with identified priorities and strategies; +objectives are measurable and requirements traceable; and, +enterprise solutions are leveraged where possible to avoid duplication of effort. + + + Description: Proposes standard business processes + +Scoring Guide: + 0 = No process standardization + 1 = Limited process standardization / single LoB + 2 = Significant process standardization / single LoB + 3 = Limited process standardization / multi LoBs + 4 = Significant process standardization / multi LoBs + +WHY +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Promote horizontal enablement of the enterprise +identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders +reuse common business capabilities, processes and enterprise solutions from across government and private sector +publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services + + + Proposal leverages Cloud services to reduce IT run costs +Description: SaaS, PaaS, IaaS + +Scoring Guide: + 0 = No cloud + 1 = IaaS, PaaS + 2 = IaaS in public cloud using open source solutions + 3 = PaaS in public cloud using open source solutions + 4 = SaaS + +WHY +Use cloud first +adopt the use of the GC Accelerators to ensure proper security and access controls +enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) +Fulfil cloud services through SSC Cloud‑Brokering Services +enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions +design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + +Use open source solutions hosted in public cloud +select existing solutions that can be reused over custom built +contribute all improvements back to the communities +register open source software to the Open Resource Exchange + +Use software as a service (SaaS) hosted in public cloud +choose SaaS that best fit for purpose based on alignment with SaaS capabilities +choose a SaaS solution that is extendable +configure SaaS and if customization is necessary extend as open source modules + + + Description: Proposal implements or leverages an enterprise solution for a key capability that could be leveraged by more than one business line + +Scoring Guide: + 0 = No reuse + 1 = Limited reuse (e.g., single web service) + 2 = Moderate reuse + 3 = Reuses enterprise solution or creates significant reuse opportunity + 4 = Establishes reusable enterprise solution + +WHY +Digital Operations Strategic Plan: 2021-2024 +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +Strategic Pillar 3: Implement Enterprise +Priority 3.2. Plan and govern for the sustainable and integrated management of service, information, data, IT and cybersecurity + +Integrated planning using the right data, processes and technology, will help provide data‑driven insights across the GC portfolio of investments, assets and services + + + Description: Proposal is aligned with the 2020-23 Departmental IT Plan and Digital Operations Strategic Plan: 2021–2024 + +Scoring Guide: + 0 = break from direction + 1 = No impact or alignment demonstrated. + 2 =limited alignment with a few components New ABBs and SBBs + 3 = some alignment for multiple components Shared ABBs and SBBS + 4 = well aligned , all components. Reusable ABBs and SBBs + +WHY +ESDC IT Plan: +Departmental IT Plan: 2020-2023 +http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf +GC IT Plan: +Digital Operations Strategic Plan: 2021-2024 +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +GC Digital Standards website +https://www.canada.ca/en/government/system/digital-government/government-canada-digital-standards.html +GC Enterprise Architecture Framework; +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + + + TBS defined APM assessment scores for TIME (e.g. Architecture and Security): https://www.gcpedia.gc.ca/gcwiki/images/9/96/Application_Lifecycle_Management_-_English.docx + + + Description: Does the solution exist at ESDC today? + +Scoring Guide: + 0 = External solution (neither ESDC or SSC) + 1 = Existing COTS/SaaS + 2 = Existing Custom + 3 = New COTS/SaaS + 4 = New Custom + +WHY +New systems that require ESDC administration are more complex. Custom solutions are more complex than Out of the Box or SaaS solutions. + + + Description: How is the solution deployed and how widely distributed? + +Scoring Guide: + 0 = Cloud-based/external + 1 = Desktop or browser/Single location OR server-only (no UI) + 2 = Browser-based/any distribution + 3 = Desktop component/multiple offices or devices + 4 = Desktop component/enterprise wide + +WHY +If the solution requires a desktop client it will be more difficult and complex to manage. + + + Description: Interfaces with other Solution /partners + +Scoring Guide: + 0 = Completely standalone + 1 = 3 or less/internal only + 2 = > 3 internal only + 3 = Multiple interfaces/internal and GC + 4 = Multiple interfaces/multiple internal and/or external partners (non-GoC) + +WHY +GC Enterprise Architecture Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Design for Interoperability +design systems as highly modular and loosely coupled services +expose services, including existing ones, through APIs +make the APIs discoverable to the appropriate stakeholders + +Enable Interoperability +expose data and functionality through service interfaces +applications must communicate with each other via those interfaces +services interfaces must be published and discoverable + + + Description: How well are the requirements / business processes defined? + +Scoring Guide: + 0 = No requirements or processes are changing + 1 = Requirements are understood, documented, and stable + 2 = Requirements are understood, documented, but subject to change + 3 = Requirements are understood but not documented + 4 = Requirements are not understood + +WHY +Important to include both Business and Non-functional requirements in discussion. Need to be understood by business and developer / operator or complexity rises. + + + Description: How well supported is the underlying technology? + +Scoring Guide: + 0 = Well known and supported within ESDC/SSC and the broader industry + 1 = Known and supported + 2 = Known but limited support - training and/or additional resources required + 3 = New to ESDC/SSC or legacy. Limited support available - training required. + 4 = New to ESDC/SSC or legacy. No support available - training required + +WHY +<TO BE DRAFTED> + + + Description: How will this proposal use professional services / System Integrators? +Scoring Guide: + 0 = None required + 1 = Staff augmentation with minor role + 2 = Staff augmentation with major role + 3 = Partner with systems integrator + 4 = Project delivered by external partner + +WHY +<TO BE DRAFTED> + + + Description: How aggressive is the schedule and are sufficient resources available? + +Scoring Guide: + 0 = No scheduling or resource concerns + 1 = Reasonable schedule/resources available + 2 = Reasonable schedule/significant resource concerns + 3 =Aggressive schedule/resources available + 4 = Aggressive schedule/significant resource concerns + +WHY +<TO BE DRAFTED> + + + Description: + +Scoring Guide: + 0 = Custom IAM, no antibot, no MFA, not shared + 1 = Shared Custom, Antibot and MFA controls in place. + 2 = CSP provided, Antibot and MFA controls in place. + 3 = Enterprise ECAS enabled solution + 4 = iSAMS onboarding roadmap / or no external access + +WHY + + + + Description: + +Scoring Guide: + 0 = None + 4 = Enterprise Internal Access Controls (AD, IAAM, RBAC, Onboarding, Offboarding) + +WHY + + + + Description: + +Scoring Guide: + 0 = none + 4 = Enterprise Threat Intelligence (SIEM, UEBA, WAF, AI/ML) + +WHY + + + + Description: +Scoring Guide: + 0 = Custom exchange manged by point to point partners, no policy enforcement point. + 4 = API LM (API Store and Gateway used for exchange) + +WHY + + + + Description: +Scoring Guide: + 0 = no active monitoring or operations. + 4 = Enterprise Cyber Security Operations + +WHY + + + + Description: +Scoring Guide: + 0 = none + 4 = Enterprise Policy Enforcement and Management (Data Encryption, IAM, credentials, Tokens) + +WHY + + + + Description: +Scoring Guide: + 0 = none or limited. + 4 = Data Encryption, Endpoint protection, Integrated Risk Management, IT Service Management + +WHY + + + + This proposal seeks $XM in funding over the next two years to stabilize current data and analytics capacity in ESDC’s Chief Data Office, and to support an incremental increase in capacity designed to respond to gaps in ESDC data foundations that require immediate attention. + + + This proposal seeks $XM in funding over the next two years to stabilize current data and analytics capacity in ESDC’s Chief Data Office, and to support an incremental increase in capacity designed to respond to gaps in ESDC data foundations that require immediate attention. + + + The ability to trust and use data is at the core of generating value for Canadians + + + + Visualizations are dated and fail to leverage modern options. + + + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. + + + + + In addition, there is a growing need to obtain and integrate data from beyond ESDC. Efforts to better understand our clients and support vulnerable, racialized and marginalized groups can only go so far without bringing in critical pieces of data from key players, including provinces and territories, municipalities and third-party organizations. Issues such as chronic homelessness need national support, but the data to understand such issues is scattered across stakeholders. + + + + Issues such as chronic homelessness need national support, but the data to understand such issues is scattered across stakeholders. + + + This investment will provide trusted, horizontally integrated data supporting better policy analysis, including Gender-Based Analysis+ and Strategic Environmental Assessments. + + + Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions. + + + Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions. + + + Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions. + + + More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly. + + + More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly. + + + More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly. + + + The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example: +• GC, and ESDC in particular, has experienced policy development at an unprecedented speed. The pandemic touches all aspects of our business (voluntary sector, housing and homelessness, employment, early learning and child care, horizons for seniors, student benefits, etc.) and the ability to respond quickly is expected. Pressure to support accelerated research, policy and decision-making cycles to address the immediate crisis and the move towards a “new normal” is very real and the effects will be lasting. + + + The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example: +• ESDC is addressing some of the most significant changes to Employment Insurance in its history and the push to build a system for the future is even more pronounced. + + + The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example: +• The need to ensure the application of a GBA+ lens has never been greater. ESDC must ensure that gaps in data collection and analysis are identified and addressed so that ESDC can ensure that we are serving the members of our society who are most vulnerable. + + + 1.2.3. Lessons learned in response to the Covid-19 response +The experience of reporting on the Canadian Emergency Response Benefit (CERB) has highlighted weaknesses in our data foundations. Data gaps and a lack of clear and effective processes and procedures for data sharing and management delayed or prevented analysis of the socioeconomic impact of the pandemic on marginalized and racialized groups. Reporting of summary data by province, age and gender was not achievable within timeframes required for rapid analysis and response. Data from different parts of the department were in conflict, and executives did not have confidence in the quality of the data. This proposal builds on the rapidly deployed assets CDO has created to address these urgent problems, and will help the department be prepared to quickly and accurately provide consistent and reliable answers to business questions by ensuring that data is ready, detailed and reliable to support reporting and analysis needs. + + + 1.2.4. Legislative / Regulatory Context +All enterprise data foundations as proposed in this business case, and all expected outcomes, are consistent with existing provisions of the Department of Employment and Social Development Act (DESDA), the Privacy Act and all relevant program legislation. The recommended option of using internal resources to stabilize funding for data foundations development will move forward with solutions that are possible within the existing legislative framework, will be highly responsive to legislative change, and will assure a permanent advance of capability. + + + 1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. +Data use and analytics undergo waves of public interest and scrutiny, often concentrated around privacy breach incidents in the private sector. As such, transparency and effective privacy controls are central to the vision and key messages on responsible, ethical data use and public trust are an important element in an overall communications plan. ESDC’s close working relationship also positions the department to apply best practices and lessons learned from Statistics Canada’s Trust Centre. + + + 1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. +Data use and analytics undergo waves of public interest and scrutiny, often concentrated around privacy breach incidents in the private sector. As such, transparency and effective privacy controls are central to the vision and key messages on responsible, ethical data use and public trust are an important element in an overall communications plan. ESDC’s close working relationship also positions the department to apply best practices and lessons learned from Statistics Canada’s Trust Centre. + + + 1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. + + + + 1.2.5. Stakeholder and Communications Considerations +Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress. + + + + Legislative Authority +Authorities support modern data needs +Policy is simplified where required to support the use of authoritative data in benefit processing + + + • The collection, storage and analysis of data is widely dispersed across multiple branches, program areas and regions within the department. This has many consequences: +o Employees face barriers to accessing information they need to perform analysis that will benefit Canadians and the department +o Privacy controls and transparency of use of data for citizens is inconsistent across data holding and business lines +o Data from different program areas cannot be linked to accurately and efficiently support necessary, authorized policy insights requested by government +o Performance reporting, forecasting and workload management are limited and inconsistent across programs. There are inadequate performance measures that focus on outcomes. + + + • Program and project authorities take a tactical “program/project first, enterprise second” view toward data priorities resulting in little or no advancement toward strategic enterprise outcomes. + + + • In some areas where data is accessible and usable, low data literacy is limiting data value. + + + • Executives, accustomed to managing human and financial resources, lack the understanding, tools and skills needed to manage data as a resource with comparable skill. + + + • Enterprise infrastructure to support advanced and emerging data analytics, for example modern data visualization practices, forecasting, machine learning and artificial intelligence does not exist at the enterprise level and cannot be consistently or effectively implemented in small program/project silos. + + + • ESDC has a very large investment portfolio with Statistics Canada that is scattered among many divisions and branches. Data collected from surveys, research and partners is difficult to integrate with program data to derive insights into how the program is responding to intended outcomes, or unintended consequences. + + + • To get work done, employees often extract data from secure systems into network assets such as Excel work sheets to manipulate data. Executives often do not have clear line of sight into who has access to what data, and for what purpose. + + + information management +A discipline that directs and supports effective and efficient management of information in an organization, from planning and systems development to disposal or long-term preservation. Source: Policy Framework for Information and Technology +http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12452 + + + information technology +Includes any equipment or system that is used in the automatic acquisition, storage, manipulation, management, movement, control, display, switching, interchange, transmission, or reception of data or information. It includes all matters concerned with the design, development, installation and implementation of information systems and applications to meet business requirements. Source: Policy Framework for Information and Technology +http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12452 + + + Principle 1: client and service-centred design +GC solutions and services are designed from a client-centred and end-to-end digital service delivery perspective to increase the value they bring to clients through: +• early user engagement +• convenient access and availability through multiple channels +• pre-population of information when possible and where appropriate +• simplified, streamlined and joined-up workflows +• reuse of information where appropriate +• rigorous user testing + + + Principle 2: open +GC information and data is open by default, ensuring that: +• information and data are made open to the public to the greatest extent possible +• new processes are designed to enable and facilitate proactive release of government data and information by default +• the public actively participates in policy, program and service design +• citizens are consulted and engaged in government decisions and operations +• GC employees work “in the open” + + + Principle 4: secure +GC information is safeguarded for security, privacy and confidentiality, is monitored to prevent leaks, and is protected for future generations. + + + Principle 5: cloud first approach +Departments will explore “… as a service” (XaaS) cloud services before developing solutions in-house. This includes private and public cloud offerings. + + + Principle 6: enable a modern workplace: anywhere, anytime with anyone +The GC strives to be an innovative organization that: +• provides its employees with modern technology that supports information retrieval, use, sharing and collaboration by making information and data accessible when and where needed +• provides customizable tools and resources with minimized learning requirements for users +• provides automated, digital processes in support of better services +• attracts, retains and encourages public servants to work smarter and be innovative, greener and healthier so that they better serve Canadians + + + Principle 3: enterprise first +Departments will follow common standards, approaches and direction, and use existing enterprise assets, such as processes, data, contracts and solutions, as accelerators where: +• information is created once, reused numerous times, and managed GC-wide as a single-aligned asset that is consistent, standardized and interoperable +• solutions support the use of open standards, are scalable and can be rapidly deployed +• cost-effective and efficient business solutions facilitate information and data integration, reuse, management, sharing and analytics +• common business needs are addressed through enterprise or shared solutions, and departments stop investing in departmental legacy systems and refocus efforts, resources and funds on becoming ready to adopt an enterprise or shared solution and on accelerating its implementation +• efforts across the GC are more coherent, integrated, secure and effective + + + Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy. + + + Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends. + + + Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives. + + + Strategic goal 1: service +A responsive, open and innovative IM-IT environment supports the delivery of integrated, accessible, client-centred programs and services to Canadians and: +• aligns architecture and plans to a “whole of government as one enterprise” vision +• simplifies IM processes and systems to ensure that they are effective, support objectives for openness and relieve burden on GC workers +• continues the enterprise-wide approach to delivering IM-IT services +• adopts emerging technology to improve program and service delivery such as artificial intelligence and blockchain + + + Strategic goal 2: value +Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and: +• encourage collective use of resources, tools, processes and systems +• develop enterprise-wide solutions to address common business needs +• ensure sustainability of IM-IT systems and infrastructure +• strengthen data governance and accountabilities +• adopt more agile procurement approaches, where possible + + + Strategic goal 3: security +A secure and resilient enterprise infrastructure protects information and data, enables the trusted delivery of programs and services, and: +• enhances security measures to minimize risk +• provides more consistent management of government networks +• protects personal and sensitive information +• broadens awareness of cybersecurity risks + + + Strategic goal 4: agility +An agile, connected and high-performing workforce with modern tools: +• attracts and retains highly skilled and diverse IM-IT talent +• provides a technologically advanced workplace that supports mobility +• promotes digital literacy and collaboration +• pilots new practices, processes and solutions that exploit information as a strategic asset +• rethinks how data and information professionals can help meet current and future business needs + + + Strategic goal 2: value +Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and: +• strengthen data governance and accountabilities + + + Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability. + + + + Employment and Social Development Canada (ESDC) +The mission of ESDC, including the Labour Program and Service Canada, is to build a stronger and more inclusive Canada, to support Canadians in helping them live productive and rewarding lives while improving Canadians’ quality of life. + + + It is the organization's strategic lever for achieving cultural change. The objective is to change attitudes, behaviors and mindsets and give our employees the tools and confidence to deliver service that goes beyond client expectations. + + + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + Flexibility across access points for learning, whether in formally structured face-to-face, hybrid and flipped, or fully online learning, and whether for certification-seeking learners, self-directed learners, community-based social learning, or open educational resources + + + Business Requirements +b) A cloud-based SaaS that is platform and device-agnostic, accessible by all users, including system administrators, without the need for any additional software installation. + + + Business Requirements +c) Cloud-based Solution that is certified in accordance with IT security requirements for the Government of Canada Security Control profile PBMM. + + + Business Requirements +d) The LMS complies with GoC Accessibility requirements, including full accessibility in agreement with the Accessible Canada Act and industry standards WCAG 2.1 on all technology platforms used by the solution. + + + Business Requirements +e) All upgrades, including regulatory updates, are provided at no additional cost. + + + Business Requirements +f) Create and select for use course material in both official languages, all users need to be able to toggle/switch between both official languages (English / French). + + + Business Requirements +g) The Solution must scale to at least 40,000 Authorized Users and allow for scalability over the lifespan of the Contract. + + + Business Requirements +h) Allow all users (both learners and those with special access rights) to login and use the LMS solution via web browsers on laptops/tablets/computers as well as either web browser or app on a variety of mobile devices (including Android and Apple). + + + Business Requirements +i) Compatibility with external 3rd party e-learning content suppliers via single sign-on. + + + Business Requirements +j) Multiple SaaS environments (Development, Testing and Production) hosted in a secure data center environment located in Canada + + + Business Requirements +k) Multi-tenancy configurations with granular access, individual branding and roles (reflecting a departmental structure of approximately 11 organizations, each with approximately 1 to 2 sub-organizations) to distinguish between functional areas, learning activities, content, and other differences identified by the Project Authority in Phase 1. + + + Business Requirements +l) Must allow ESDC to configure and maintain the solution as required + + + Business Requirements +m) Have the capacity to host over 200 different courses??, host XXXX number of Learning objects (SCORM, MP4, MP3 etc.) provide at least 1 TB of storage. + + + Business Requirements +n) Support a wide variety of delivery methods (e.g., classroom, virtual/online classroom, blended learning, self-paced, asynchronous online, blog, e-reference, forums, webinars, micro-learning, etc.). + + + Business Requirements +o) Support social learning through blogs, forums, groups sites, Communities of Practice, file sharing, etc. + + + Business Requirements +q) Product Roadmap and Releases - Based on previous product releases, the Contractor must demonstrate continuing product investment by having a minimum of two substantive product releases per year based on previous product releases. + + + Business Requirements +s) The Contractor must demonstrate a process that defines how the user community can propose enhancements and new features and how and when product features are decided, prioritized, developed and released. + + + Business Requirements +r) The Contractor must demonstrate the availability of a product roadmap. + + + Business Requirements +p) Ability to publish content from the integrated authoring tool directly to the LMS for testing and use in course. + + + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + + https://cyber.gc.ca/en/guidance/cloud-service-provider-information-technology-security-assessment-process-itsm50100 + + + + • Curriculum – A high level grouping of courses that constitute an area of specialization. The curriculum is designed to serve as a roadmap for the courses that lead to a completion status. +• Course – A block representing a particular learning element. In Saba this could equate to all the content that makes up a simple course, or it can become a learning element that is a component of a curriculum. +• Delivery type – The method for delivering the course. Example – Instructor led, Web Based Training, or Blended. +• Class – The actual learning product that the learner registers for, completes, and is tracked in the LMS. +• Path – A grouping of modules and courses which a learner needs to complete in order to complete a Curriculum/Certification. A Curriculum/Certification can have multiple paths, but a learner only needs to acquire one path for completion. +• Module - The main component in a path, a module is logical grouping of courses (learning elements). Paths can (and usually should) have multiple modules. + +ABBREVIATIONS +ARIA techniques The purpose of this technique is to provide a label for objects that can be read by assistive technology. +ATAG Authoring Tool Accessibility Guidelines +CSS Cascading Style Sheets +CSV Comma-separated values +ESDC Employment and Social Development Canada +HTML Hyper Text Markup Language +IE 11+ Internet Explorer 11 +LMS Learning Management System +RFI Request for Information +SCORM Sharable Content Object Reference Model +WCAG Web Content Accessibility Guidelines + + + + + + Responsible for overall project management, and national direction for specialized call centre and processing operations. + + + Responsible for partnerships, digital services, national direction for in-person and outreach operations + + + + Responsible for in-person, call centre, and processing operations + + + Responsible for training needs identification and training development/ delivery + + + + Lead on the technical development of solutions + + + Accountable department for the implementation of the CDCP benefit. + + + + Responsible for letter production and delivery + + + Enabling the transmission of data to confirm eligibility of client. + + + + Category: Scope Boundaries +Status: New Identified +Transferred to: +Risk Introduced to the Department: No +Risk Event: Without an approved final scope, there is a risk that the project will not be able to deliver for the December timeline. +Risk Cause: Scope document has not been signed off for approval. +Risk Context: Risk for December 2023 Release June 30: Have addressed comments from both CRA and HC, and have sent back to both departments for final approval. +Origin of Risk: Internal +Nature of Risk: +Owner: +Date Identified: 2023-06-19 +Risk Consequence: Scope, Schedule, Cost, Benefits Realization +Risk Consequence Description: Without an approved final scope, there is a risk that the project will not be able to deliver for the December timeline. +Risk Impact Perspective: +Existing Control / Mitigation: +Current Probability: High +Current Impact: High +Current Exposure: HIGH +Risk Trigger: +Risk Trigger Date: +Risk (Score): 9 + +Response +Risk Management Action: MITIGATE (Requires Future Control/Mitigation actions) +Escalation Level: +Mitigation Plan Complete: No + + + + + + + Ability for Canadians to apply for the CDCP + + + Digital solution for Service Canada call centre and inperson / outreach staff to Find/View Applications, Assist clients, enter information (on behalf of clients) + + + Digital solution for processing CDCP client applications, validating eligibility of applicants, and communicating decision to applicants + + + Ability to provide client support through a CDCP specialized call centre + + + Eligibility Appeals Portal and Services + +There will not be an accessible digital portal through which applicants may submit an appeal request to a denial or change of membership and the supporting team to adjudicate appeals. + + + Further Program Enhancements + +Any ongoing enhancements to the Program will be handled through continuous improvement and subsequent projects may be created if needed. + + + + + + https://www.scaledagileframework.com/epic/ + + + https://www.scaledagileframework.com/features-and-capabilities/ + + + + https://www.scaledagileframework.com/strategic-themes/ + + + Federal organizations are expected to manage the risk of fraud within their programs with appropriate controls to help reduce exposure to loss. ESDC established the Integrity Services Branch (ISB) to help address this expectation. ISB’s activities can be seen as taking positive steps along a continuum of integrity elements shown below. +Education +Prevention +Detection +Admininstrative Penalties and Sanctions +ENFORCEMENT + + + In 2016, ISB completed an audit of the enforcement function that was executed by former Canada Revenu Agency (CRA) executive Dennis Meunier. This audit resulted in what has been termed the Meunier Report. The Meunier report provides 44 recommendations to ISB on how to improve the enforcement function and a related project – Enforcement as a Practice (EaaP) has been started to implement these improvements. The EaaP project has scheduled a Beta trial starting on June 7, 2021 and has requested that the electronic solution be in place so the software and new processes can be validated together. + + + 6.2.1 Option 1 – Status Quo +The Status Quo option represents the continuation of Integrity Operations using the current suite of applications including SharePoint and the Compliance legacy application, the National Integrity Investigation System (NIIS) to provide basic tombstone and case data. Enforcement needs will continue to be addressed as follows: +• Enforcement functions will continue to be managed through a SharePoint site where case workload is assigned manually to regions; +• Minimal Business Intelligence (BI) and reporting capacity will be available as it is a manual process; +• Manual processes will need to be created to support work between Enforcement and Compliance; +• Manual processes will need to be created to satisfy the legal requirements for a successful prosecution when files are referred to PPSC or external police forces; Changes will be required to SharePoint and Excel to support the new manual processes. +   +Option Dependencies: +• Current business needs are treated on a case-by-case fashion and limited to a defined scope of schedule, assigned resource level (less than $500K) and limited complexity. This is to limit the disruption impact on the legacy system, regional resources and Innovation, Information and Technology Branch (IITB) resources; +• The current SharePoint site and Excel sheets continue to operate properly; +• IITB are able to assign staff to create new SharePoint capabilities; +• The SharePoint and Excel capabilities are approved by the legal group as sufficient to support Enforcement moving forward; any new requirements can be met with SharePoint and Excel. + +Option Assumptions: +• There are sufficient IITB staff available to perform the work efforts required to maintain and enhance the systems; +• Individuals with obsolete skill sets can be retained; +• Additional developmental requirements can be identified; and +• SharePoint and Excel can provide sufficient capabilities to match legal requirements. + +Option Constraints: +• The SharePoint site is not robust enough to handle all enforcement-related requirements including standardization, case automation objectives, and legal requirements necessary for referral to PPSC when prosecution is suitable; +• Without a modern toolset the National Enforcement and Intelligence Division (NEID) business process re-engineering might not fully achieve its expected level of outcome; +• There may not be sufficient IITB staff available to maintain or change the legacy systems; +• Although a very flexible tool, SharePoint and Excel may not be able to support the rigours required by the legal aspects of each case; and +• The Department’s plan does not include using SharePoint as a tool to support program level solutions. + +Feasibility: Not feasible +Reasoning: +Option 1 – Status Quo, does not meet the criteria for supporting the commitment to implementing a robust enforcement system for the programs under ISB Integrity control. The cost to implement would require increasing staff within IITB and there could be scale-ability and adaptability issues by adding new features. It is not aligned with the strategic commitments of ISB and ESDC, and is not a sustainable model. It is therefore not a viable option. The use of the current system requires investigators to report multiple times, in different places, the same information for tracking and reporting purposes. This is not an efficient use of valuable resources and a drain on efficiency and morale. +ISB needs to be agile and be able to keep abreast of technology evolution and adapt its internal functions accordingly. +Furthermore, as previously indicated, ISB’s investigations function continues to grow, particularly in the area of Enforcement. With the recent federal governments COVID-19 response plan, there will be increased opportunities for fraud and ISB will require robust systems and processes to discover and make referrals to LE for eventual prosecution of such individuals. The existing SharePoint and Excel implementation has not been sufficient to handle the workload and many resources have been borrowed from the regions to deal with capacity. This demostrates and urgent need for a new system as the manual interventions required by the current system far outweigh the resources to manage them. The status quo poses significant challenges to workload management of investigation, intelligence gathering and security of information. Use of different systems impedes regional standardization and the ability to have a consistent approach for Integrity Operations across Canada, both increase the risk to successful prosecutions, and were challenges identified in the 2014 OAG audit of ESDC’s investigations framework. +Option 1 rating against the evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – some basic capabilities would be available by the due date but the development of SharePoint based Enforcement capabilities will continue after this date, there is uncertainty about the time required to deliver the entire solution; +2. Cost to implement, operate and retire solution –the cost to develop a solution may be higher than estimated as we do not know the entire timeframe for implementation; +3. Degree and timeliness of benefits realization – the implementation of a basic enforcement solution by the TBS due date will support some, but, not all of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – developing new code to provide a solution on the SharePoint product will have the additional risk to the project timeframe of having to test all new code and reject code that does not pass testing leading to a longer development schedule; +5. Implementation considerations – the IITB team will have to ensure sufficient knowledgeable resources are available to fulfill the Enforcement requirements on SharePoint; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will have to support the new business process revisions; +7. Ability to deliver on the following requirements : audit trail, data security, evidence security and compatibility with external agencies – the status quo does not support these requirements; and +8. Scalability of the solution and the adaptability to add new features in the future – the SharePoint system would use the newest technologies that have scalability and adaptability built in. New features will be added during subsequent releases of the solution. + +Option Cost Identification +The following table defines the estimated costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure + Salary & Services $TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services $TBD +Training of user community Implementation Services $TBD +Total Costs $TBD + + +Option Cost Summary + +The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD From IITB Cost Work Book +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once the Financial Management Advisor (FMA) approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received. + +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB.  +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements The existing solution may not have the capabilities to meet all standard business requirements as the internal processes mature. +Internal – Data migration This option does not plan for any data migration. There is a risk that some migration may be required and has not been planned. +Internal – Loss of Data There is a risk that data may be lost if issues occur with the existing legacy systems before the replacement solution is available. +Internal – Impact on Business (change management) Implementing new system changes will modify existing operational processes, embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the Transformation Management Branch (TMB), Benefits and Integrated Services Branch (BISB) and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The existing solution does not have the capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will not receive any costs savings by modifiying the existing application; +2. Canadian Citizens will not experience increased fairness; +3. IITB Development staff will obtain no new skills; +4. ESDC Personnel – ISB-NHQ and regional staff will continue to spend more time processing each case and have minimal case management with supported automation, reporting, and business rules; +5. ESDC personnel – Regional Integrity Operations will have no consistency in the delivery of services and processes; +6. ESDC Personnel will be using an outdated application that does not provide the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability; +7. IITB Development staff will be impacted by the inability to retain programmers and systems analyst talent; +8. Benefit Delivery Service Branch will have minimal reliability on the data provided by the existing Application; and +9. External LE Agencies will see minimal improvement in the cases provided by ESDC. + +Project Management Capacity: +Over the last fiscal year, ISB has created a Project Delivery Office (PDO) to centralize the function and to help increase its overall maturity level in Project Management (PM). Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s Enterprise Project Management Office (EPMO). ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The solution development will be undertaken by IITB, who will be assigning a technical manager to coordinate the development efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives. +The solution will be developed using an Agile PM approach. The list of user requirements will be tracked and software development will occur during a series of “Sprints”. The timeframes for each sprint will be defined by IITB and new software will be provided at the end of each sprint. Using an Agile process allows the development team to provide a solution quicker to the user community and tailor their development efforts on the most critical or required changes. +Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. + +  +Organizational Readiness Analysis +The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High. + + +• Enforcement function +Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes. + + + 6.2.2 Option 2 – Developing required functionality in ISB’s existing case management system (NIIS) +Option Description +This option requires assigning resources to work on the NIIS system, contrary to current departmental priorities. Development would be performed in house using existing IT resources. Changes would include: +• Making changes to the automated workload distribution module to address EI, CPP and OAS enforcement work distribution requirements; +• Database changes to handle the new data imported into the system; +• Developing a screen that would display the EI, CPP/OAS and SIN data that would be imported to the system; +• Develop mechanisms for automated loading of data/cases being referred to ISB from Information Collection and Synthesis Team (ICST); +• Development of actions/forms/correspondence to address work related to Enforcement; +• Creating a fraud module to handle criminal investigations and enforcement; and +• Integration with the Information Technology Renewal Delivery System (ITRDS) – the CPP system of record. + +Option Dependencies: +• Current business needs are treated on a case-by-case fashion and limited to a defined scope of schedule, assigned resource level (less than $500K) and limited complexity. This is to limit the disruptive impact on the legacy system and IITB resources. + +Option Assumptions: +• There are sufficient IITB staff available to perform the work efforts required to maintain the systems; +• The department is committed to supporting these older applications for 10+ years; +• Individuals with the obsolete skill sets can be retained; and +• The mainframe will be decommissioned when BDM is available. + +Option Constraints: +• There may not be sufficient IITB staff available to perform the work effort; +• Knowledgeable and trained individuals to perform this work are not readily available and the cost to hire and train individuals is too high; +• The equipment used to execute the applications is near end-of-life and may not be operational in 10+ years; difficulty in sourcing replacement parts; +• Individuals with the obsolete skill sets may not be available; and +• The Department’s plan may not allow modifications to these older applications. + +Feasibility: Not Feasible +  +Reasoning: +Option 2 meets the immediate need for supporting the commitment of implementing a robust enforcement system to support the EI, CPP/OAS and SIN programs Enforcement needs. Yet, this option goes against the current transformation effort and IT renewal initiatives undertaken in the last 10 years at ESDC. The cost to implement the system modification within NIIS would require an increase in IITB resources, adding systems and staff risks. The existing NIIS system may not be able to deliver on all key requirements and may not meet the enforcement deadline of March 31, 2022. The existing system is therefore only a partially viable option. +Option 2 rating against the evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – minimal capabilities would be available by the due date but the development of Enforcement capabilities would not be completed and it is uncertain that the system can be modified to support the new Enforcement requirements; +2. Cost to implement, operate and retire solution – the cost to develop a solution may be higher than estimated as we do not know the entire timeframe for implementation; +3. Degree and timeliness of benefits realization – the implementation of some basic enforcement capabilities by the TBS due date will support some, but, not all, of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – as the development will be completed using older technology, there is a risk of delays to the timeline and capabilities provided; +5. Implementation considerations – the IITB team will have to ensure sufficient knowledgeable resources are available to fulfill the Enforcement requirements on the existing platform; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will not match the revision timeframes; +7. Ability to deliver on the following requirements: audit trail, data security, evidence security and compatibility with external agencies – the solution would be developed to deliver full audit trails, enhance data security and improve the data provided to external agencies, but, the timeframe will be extended as the project will require additional releases in addition to the original release; and +8. Scalability of the solution and the adaptability to add new features in the future – it is uncertain if the existing application can provide the scalability and adaptability required to support the new Enforcement capabilities. + +  +Option Cost Identification + +The following table defines the estimated costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure + Salary & Services $TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services $TBD +Training of user community Implementation Services $TBD +Total Costs $TBD + +Option Cost Summary +The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD From IITB Cost Work Book +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received. + +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB. + +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements The existing solution may not have the capabilities to meet all standard business requirements as the internal processes mature. +Internal – Data migration There is a risk that the fields created in SharePoint do not exist within the existing application and some data may be lost. +Internal – Loss of Data There is a risk that data may be lost if issues occur with the existing legacy systems as they continue to age. +Internal – Impact on Business (change management) Implementing new system changes will modify existing operational processes, embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the increased efficiency in the handling of enforcement cases within the affected programs; +2. Canadian Citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. IITB Development staff will be impacted by the retention of staff with the older skill set; +4. ESDC Personnel – ISB-NHQ and regional staff will continue to use the existing application and may require additional training due to re-engineered business processes; +5. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; +6. IITB Development staff will be impacted by the retention of programmer and systems analyst talent as a by-product of keeping the older systems and development languages; and +7. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management application and the improved service access. +  +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The solution development will be undertaken by IITB, who will be assigning a technical manager to coordinate the development efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives. +The solution will be developed using an Agile PM approach. The list of user requirements will be tracked and software development will occur during a series of “Sprints”. The length timeframes for each sprint will be defined by IITB and new software will be provided at the end of each sprint. Using an Agile process allows the development team to provide a solution quicker to the user community and tailor their development efforts on the most critical or required changes. +Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. +Organizational Readiness Analysis +The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. + +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High. + + + 6.2.3 Option 3 – Onboarding to the Integrity Case Management System (ICMS). +Option Description: +This option consists of configuring the required changes to support the commitment of implementing a robust enforcement system for the EI program and the Pensions program (CPP and OAS). This option consists of starting with an instance of the existing ICMS Microsoft (MS) Dynamics system and configuring workflows for each specific program and function. There would need to be a secure wall between enforcement and the TFW/IMP/Compliance work and ISB would need to assign special roles and access to Enforcement data has to be guaranteed to be locked down. This will allow ISB to have a common case management system across its functional delivery network and leverage existing knowledge, expertise, processes, and tools to create a synergy across programs. This option builds on the success of developing a robust case management system for the TFWP and the IMP. Quality monitoring and control will be incorporated within the solution. + +This option will allow ISB to leverage the enterprise system and acquired knowledge obtained during the first phase of the project. Undertaking the configuration in-house, therefore reduces the dependency on external suppliers, and continues to build the confidence and expertise achieved during the first phase of the Modernization of Integrity Case Management (MICM). This option will also allow building additional knowledge about case management within ESDC to ensure sustainability of the developed product, and therefore reduce maintenance cost in the long term. + +In addition, onboarding all ISB’s programs to the same system ensures a common transition plan for the long-term transformation objectives of ESDC. As ESDC moves forward with innovative service delivery methods, ISB would realize economies of scale by having a common system for the delivery of all its services. + +Finally, senior developers that configured the ICMS are the same that currently maintain NIIS. This in-house expertise has gained business knowledge and deep understanding in development of investigative-oriented tools and this expertise can be leveraged. + +Option Dependencies: +• IITB areas continue to have IT capacity to develop automated data and information transfers to ISB. + +Option Assumptions: +• Government supports the established direction and visions on technology transformations; and +• Government supports moving forward with enterprise solutions and standard applications. + +Option Constraints: +• A shortage of key subject experts (program or technical) dedicated to the project could impact the project schedule and timelines; +• The ICMS solution will be reviewed to understand if the application may/may not be able to support the required documentation and processing standards required by the Enforcement team; +• The ICMS solution will be reviewed to understand if the application may/may not be able to attach images, video files, audio files, scanned documents, photos, etc. with the required security and tracking. We need to keep in mind the full suite of requirements for prosecution which also includes change tracking, security of data and evidence recording and tracking; + + +Feasibility: Feasible but not recommended +Reasoning: +Option 3 rating against the following evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – the project would be unable to deliver the basic Enforcement capabilities by the due date; Enhanced capabilities could be delivered in future releases; +2. Cost to implement, operate and retire solution – MICM2 cost is defined below; the cost to develop a solution could be higher than purchasing software; +3. Degree and timeliness of benefits realization – the implementation of a basic enforcement solution by the TBS due date will support some, but, not all, of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – developing a solution on a COTS product will have additional risks than purchasing a purpose-built solution due to the development of new code; +5. Implementation considerations – a similar application was successfully implemented for TFWP and IMP from the MICM project. ISB is using the lessons learned from that project to improve our delivery capabilities with this new project; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will be closely tied to the revision timeframes; +7. Ability to deliver on the following requirements: audit trail, data security, compatibility with external agencies – the solution will be developed to deliver full audit trails, enhance data security and improve the data provided to external agencies, but, the project will require additional releases in addition to the original release; and +8. Scalability of the solution and the adaptability to add new features in the future – the ICMS system would use the newest technologies that have scalability and adaptability built in. + +  +Option Cost Identification + +The following table defines the estimated costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure + Salary & Services TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services TBD +Training of user community Implementation Services TBD +Total Costs TBD + +Option Cost Summary +The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD From IITB Cost Work Book +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received. + +  +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB. + +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the new system may be more complex than anticipated. +Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated. +Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is depending on evolving priorities. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of compliance and enforcement cases within the affected programs; +2. Canadian Citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. IITB Development staff will be positively impacted by the new skills they will learn and the ability to support current equipment and software solutions; +4. ESDC Personnel – ISB-NHQ and regional staff will have an application that will enable case management with supported automation, such as auto-distribution, reporting, and business rules; +5. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; +6. ESDC Personnel will be using an application that provides the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability; +7. IITB Development staff will be impacted by the retention of programmer and systems analyst talent as a by-product of using modern systems and development languages; +8. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management Application and the improved service access; and +9. External LE Agencies will be impacted by the consistent service and cases provided by ESDC. + +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The solution implementation will be monitored by IITB, who will be assigning a technical manager to coordinate the efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives. +Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. + +Organizational Readiness Analysis +The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High. + + + 6.2.4 Option 4 – Selecting a third-party vendor off-the-shelf product or Software as a Solution (SaaS) implementation that is specialized in the enforcement work space +Option Description: +This option consists of creating high-level requirements, developing and distributing a Request for Proposal (RFP) with associated evaluation criteria and rating analysis, accepting proposals from external vendors or system integrators, and selecting a third-party software solution. Once selected, the winning bidder’s solution is to be acquired and implemented to IT-enable the enforcement functions for the EI, CPP, OAS, SIN programs and associated Quality Control (QC) business functions. The implementation will also consist of developing the associated level of access, workload and case management functionality. IITB will be involved to determine the best approach establish physical IT gateways and interfaces between a COTS enforcement product and other systems within the departments (if required). +In an attempt to contain costs, ISB would use the out-of-box functionalities and map/modify internal business processes to match the selected solution and then develop the necessary interfaces to other systems as required. +Option Dependencies: +A third-party solution that meets the Enforcement requirements, which can be acquired within an acceptable timeframe and within a reasonable implementation schedule, priority could be given to a Software as a Service (SaaS) implementation as this will shorten the overall implementation schedule. However, there are privacy and security concerns that will have to be assessed to ensure ISB could proceed with a SaaS implementation. +• There will be heavy reliance on the vendor to provide configuration, build and deployment services including stabilization; and +• Public Services and Procurement Canada (PSPC) will be involved for contract award including the solution, implementation and 10 years of support. + +Option Assumptions: +• Third-party vendors have IT capacity to provide training on how to use, develop or configure the selected application, if required; ISB will also need to provide training on our own processes independent of the actual software; +• The processes for Enforcement are detailed and stable enough to facilitate the configuration of the selected solution; +• The selected solution will fit within an approved Government of Canada (GoC) or ESDC systems environment; +• IITB is not constrained by existing delivery commitments so as to be able to deliver interface capabilities that connect between the new solution and existing ISB systems, if required; +• The out-of-box functionality meets the minimum requirements for Enforcement; +• Development of new interfaces is supported by the solution, ISB will perform a technical assessment and make initial inquiries with potential vendors to determine if this is even possible; +• Option to validate the product features before program-wide deployment by using a Beta test period; and +• There is support to use other-than-government standard applications and no internal governance exceptions are required or triggered. +Option Constraints: +• The processing time and resource availability to complete the Request for Information (RFI), RFP and other procurement activities; +• The selected solution may not be customizable; +• ISB may need to negotiate support and design configuration with vendor; and +• ISB may have to modify business processes and procedures to fit the capabilities of the solution. + +Feasibility: Feasible and recommended. +Reasoning: +Option 4 rating against the following evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – the project would focus on delivering the full product suite by the due date; +2. Cost to implement, operate and retire solution – the cost to purchase a solution is expected to be lower than developing a solution; +3. Degree of and timeliness of benefits realization – the implementation of an enforcement solution by the TBS due date will support accomplishment of the outlined benefits within the required timeframe; +4. Risk associated with solution implementation and benefits realization – the purchasing on an off-the-shelf software solution will minimize the risks associated with tailoring or developing a proprietary solution; +5. Implementation considerations – purchasing a COTS application will allow ISB to purchase the appropriate servers and database to support the application with our original release, if required. If the selected software is available in a SaaS environment, we will be recommending this approach as it will minimize the purchasing of servers, etc.; +6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on the recommendations and the introduction of a new software solution will be closely tied to the revised timeframes; +7. Ability to deliver on the following requirements: audit trail, data security, compatibility with external agencies – these requirements will be used as the rating criteria during product selection and we will be selecting a product that meets most requirements; and +8. Scalability of the solution and the adaptability to add new features in the future – the CMS selected will use best practices and be most suitable for ISB case processing and integration needs that have scalability and adaptability built in. + + + +  +Option Cost Identification – Estimates will be finalized with FMA guidance + +The following table defines the estimates costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Third-Party Costs Third-party software and Services Services TBD New product procurement. +Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training and closure Salary and Services TBD +Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services TBD +Training of user community Implementation Services $0 +Total Cost TBD + +Option Cost Summary +The option cost summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table +Annual Operating Cost (AOC) TBD + Assumptions based on taking the ongoing costs for Option3 and using the same figure for Annual Operating Cost +Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost +Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received +Average Annual Lifecycle Costs (AALC) TBD + Assumption for Average Lifecycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing received. +Benefits Analysis +This area will be completed once the FMA provides us the cost workbook for both ISB and IITB. + +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the COTS application may be more complex than anticipated. +Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated, or not possible +Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is depending on evolving priorities. There will be certain legal standards and requirements as well regarding how the application is used and data is captured and shared. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of enforcement cases within the affected programs; +2. Canadian citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; +4. ESDC Personnel will be using an application that provides the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability; +5. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management Application and the improved service access; and +6. External LE Agencies and PPSC will be impacted by the consistent service and cases provided by ESDC. +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The third-party vendor will provide his own internal PM staff to ensure that the implementation is delivered when required by ESDC. ESDC PM will establish ongoing project update meetings with the third-party vendor that will allow for the sharing of status information and ongoing project discussions. +Based on the implementation and capacity listed above, the ability to implement the option is rated as High. + +Organizational Readiness Analysis +The following concerns have been identified regarding ISB’s readiness to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as high. + + + 6.2.5 Option 5 – Wait for the implementation of the Benefits Delivery Modernization Program. +Option Description: +This option consists of putting this project on hold while ESDC completes the BDM. ESDC is working on the BDM program and this program will support the EI, CPP, and OAS programs in the future. ISB could decide to wait for the implementation of BDM and then migrate the existing (legacy) systems to the new solution at that time. Based on information received at the time of this writing, although this approach is feasible, it would not meet the TBS requirement to have an Enforcement solution in place by March 31, 2022. + +Thus, waiting for the completion of the BDM program is not recommended due to timing constraints. + +Option Dependencies: +• Due to the limited knowledge of the BDM solution, we cannot add any dependencies. + +Option Assumptions: +• Due to the limited knowledge of the BDM solution, we cannot add an assumption. + +Option Constraints: +• Due to the limited knowledge of the BDM solution, we cannot add any constraints. + +Feasibility: Feasible but not recommended +Reasoning: +Option 5 rating against the following evaluation criteria: +1. Delivery of an Enforcement solution by March 31, 2022 – this approach cannot deliver by the due date; +2. Cost to implement, operate and retire solution – the cost to develop the solution is unknown at this time as no service provider has been contracted; +3. Degree and timeliness of benefits realization – it is unknown at this time if BDM solution would realize the defined benefits; +4. Risk associated with solution implementation and benefits realization – waiting for the completion of BDM will add additional risks to the daily operations of the department and could result in the loss of data due to the age of the equipment and case processing delays; +5. Implementation considerations – it is unknown at this time what the implementation considerations are for the BDM solution; +6. Organizational readiness to adopt and take full advantage of solution – it is unknown at this time what the nature of the BDM solution and therefore we cannot comment on the organizational readiness; +7. Ability to deliver on the following requirements— audit trail, data security, compatibility with external agencies — due to our limited knowledge on the BDM solution we are unable to state if all key requirements will be delivered; and +8. Scalability of the solution and the adaptability to add new features in the future – due to our limited knowledge on the BDM solution we are unable to comment on the scalability of the solution. + + + +  +Option Cost Identification – Estimates cannot be provided as the project would be unable to meet the TBS commitment date and we are uncertain of the BDM product capabilities. + +The following table defines the estimates costs to proceed with this option. +Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions +Third-party costs Third-party software and services Services TBD New product procurement. +Project costs for ISB staff and consulting to support business initiatives Planning, implementation, testing, training and closure Salary and Services TBD Timing is unknown. +Project costs for IITB staff and consulting for system configuration Planning, development, testing, implementation Salary and Services TBD +Training of user community Implementation Services TBD +Total Cost TBD + +Option Cost Summary +The option cost summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs. +Cost Category Cost ($) Cost Assumptions +Implementation Cost (IC) TBD +Annual Operating Cost (AOC) TBD +Decommissioning Cost (DC) TBD +Total Lifecycle Cost (TLC) TBD +Average Annual Lifecycle Costs (AALC) TBD + +  +Preliminary Risk Identification +The following preliminary risks have been identified for this option: +Source of Risk Risk Definition / Context +Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the BDM application may be more complex than anticipated. +Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated, or not possible. +Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff. +Internal – Loss of data As the deliverable timelines are unknown at this time, there is a risk that we could have problems with the existing systems and the possibility of data loss increases as equipment ages. +External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place. +External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations. +External – Non-Compliance While waiting on the BDM solution to be implemented, there is a risk that our Enforcement may be in non-compliance with legal requirements affecting our ability to properly process cases. +External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities. There will be certain legal standards and requirements as well regarding how the application is used and data is captured and shared. + +Implementation and Capacity Considerations +Stakeholder Impacts: +1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of enforcement cases within the affected programs; +2. Canadian citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes; +3. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; and +4. External LE Agencies will be impacted by the consistent service and cases provided by ESDC. + + +Project Management Capacity: +Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience. +The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process. +The BDM vendor will provide his or her own internal PM staff to ensure that the implementation is delivered when required by ESDC. ESDC PM will establish ongoing project update meetings with the third-party vendor that will allow for the sharing of status information and ongoing project discussions. +Based on the implementation and capacity listed above, the ability to implement the option is rated as high. + +Organizational Readiness Analysis +The following concerns have been identified regarding ISB’s readiness to adopt and take full advantage of this solution option: +Organizational Readiness Considerations +1. ISB is currently executing an initiative to define the business model to process Enforcement cases; +2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue; +3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and +4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward. +Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Definition: Security control already existed and implemented in the IT system. +Note: The existence and strength of security control in the IT system need to be clarified during the SA&A process. + + + Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca. + + + Appendix B: Development of EA Principles +The development of architecture principles is typically influenced by the following : +• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). + + + + + + + + Horizon 1: Stones in EA Shoes +Overall Goals +• mature the EA program +• department is doing the right thing and doing it right +• client-centric service and client self-service +• capitalizing on opportunities +FY20/21 + +Over a year ago, the development and execution of the Enterprise Architecture (EA) Strategy and Roadmap began. Since we are now at the end of the Roadmap’s first phase, Horizon 1, it’s worth asking whether we have successfully addressed those irritants affecting EA's capability to deliver organizational value efficiently and effectively. Have we focused on putting the “EA house in order” so it can become a trusted advisor in assisting and advising the organization in strategic, tactical and operational directions and decisions? +Given the numerous COVID-19 challenges and setbacks experienced so far,EA has made great progress on the Horizon 1 Roadmap activities. <Its achievements include:> + +Unexpected challenges this year led Roadmap Leads to adjust course to capitalizefully on the Roadmap’s value. To that end, these leads will be holding review and adjustment sessions with the different Enterprise Architecture (EA) domains in the coming weeks. +During these unprecedented times, EA employees should know that the team responsible for the Strategy and Roadmap has heard you and understands that the following challenges directly affect the realization of your planned Horizon 1 activities: <Horizon 1 Constraints> + + + Horizon 2: Stones in the Department’s Shoes +Overall Goals +• strategic EA +• understanding and demonstrating EA value +• EA by design +FY21/22 - FY 22/23 + + + Horizon 3: Evolving the Organization +Overall Goals +• pulse of Canadians +• business agility +• innovative organization that capitalizes on opportunities +• EA is the fabric of the organization +FY23/24 & BEYOND + + + + + 2.1.2 Consequence of Inaction +Not proceeding with this project will further increase ESDC’s technical debt. + + + 2.1.2 Consequence of Inaction +Inaction will result in increasing ESDC’s inability to meet targets for digital transformation + - To keep up with the technical requirements of the future, in digital service delivery; + - To move to a cloud first model, and thus achieving the associated financial and operational advantages. + + + 2.1.2 Consequence of Inaction +Inaction by ESDC would prevent SSC to achieve its objective to modernise its infrastructures and close the legacy datacentres +We would not leverage the new end state datacentre technology, cloud nor migrate to the four newly created data centers + + + + Want: +- Avoid inputting Mandatory courses multiple times, for multiple people, as Tasks. + + + + Need more guidance around this: + - WHO decides / approves? + - Should we assume *automatic approval* for "Key Stakeholders?" + - What thresholds should exist for Fires (e.g. # hours, Level of Effort, Scope, etc.)? + + + + + + Migration performed as part of the IM Migration effort underway, from SharePoint 2010 to SharePoint Online (M365). +Wave 3 is due to happen on the weekend of September 2nd to September 6th, 2021. + +Countdown to Migration +The Project Team will migrate your site over a weekend – from Friday night to Sunday night. Before migration starts, your SharePoint 2010 site will be converted to Read Only. Plan for you site to be in Read Only mode for 4 days – from Wednesday night to Sunday night. +We will provide a message template you can use to alert your site contributors and visitors ahead of your site’s conversion to Read Only +You can still view all site contents while in Read Only +You will not be able to change or add content after it is converted to Read Only. If you need to work on a document, you will need to save it in a different location and then upload it to your site in SharePoint Online, after migration is complete. + + + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-the-Migration-Process.aspx + +Validate and GO! +Your Remediation Items checklist may include tasks to complete when your site is in SharePoint Online. In addition to any rebuilding of functionality after your site contents have been replicated in your new SharePoint Online environment, you should check that your contents and their metadata (e.g. Created, Created By, Modified By etc.) have moved successfully, by comparing them with the SharePoint 2010 source. This comparison should include actual content itself and the metadata associated with it. + + + +Your SharePoint Online site is live as soon as migration is complete. Before you advise your site contributors and visitors your site is ready for use, be sure to review it to make sure it is working the way you expected. + + + +Expect some final reminders from the Project Team to guide you through these last steps. + +Post-Migration Message from the Project Team Confirms your migration status with a reminder to validate your site . +Final Project Team Message A final message that includes a message template for owners to copy/paste and send to their site contributors/visitors . +Owner Experience Survey We need your insight and feedback! Help us enhance the experience for owners in future migration waves. + + + + + + + + + The runtime plane is a set of containerized runtime services that you set up and maintain in your own Kubernetes cluster running on a supported Kubernetes platform. All API traffic passes through and is processed within the runtime plane.​ + + + + Management Plane Management Plane : monitoring and configuration for all layers of stacks, centralized control area. These services include the UI, management API, and analytics.​ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way. + + + + + + As the Government invests in people, it will continue to support +job-creating businesses. + + + + + + + + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + + From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way. + + + + + + As the Government invests in people, it will continue to support +job-creating businesses. + + + + + + + + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + + + + + + + From BC Solution Context Diagram + + + From BC Solution Context Diagram + + + + 2.3.1 Business Environment +. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis. + + + + + + + + + + + + + + + + Definition: A management, operational, or technical high-level security requirement prescribed for an information system to protect the confidentiality, integrity, and availability of its IT assets. Security controls are implemented using various types of security solutions that include security products, security policies, security practices, and security procedures. (ITSG-33/HTRA) + + + Definition: A management, operational, or technical high-level security requirement prescribed for an information system to protect the confidentiality, integrity, and availability of its IT assets. Security controls are implemented using various types of security solutions that include security products, security policies, security practices, and security procedures. (ITSG-33/HTRA) + + + + + From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 11 – Digital Operations Strategic Plan – Strategic Actions + + + From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 12: Digital Operations Modernization Priorities (DOMP) + + + + + Security architecture +click here for Security Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/SecurityGuide +The GC Enterprise Security Architecture program is a government‑wide initiative to provide a standardized approach to developing IT security architecture, ensuring that basic security blocks are implemented across the enterprise as the infrastructure is being renewed. + + + Business architecture +click here for Business Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/BusinessGuide + +Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus. + + + Information architecture +click here for Information/Data Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/DataGuide + +Information architecture includes both structured and unstructured data. The best practices and principles aim to support the needs of a business service and business capability orientation. To facilitate effective sharing of data and information across government, information architectures should be designed to reflect a consistent approach to data, such as the adoption of federal and international standards. Information architecture should also reflect responsible data management, information management and governance practices, including the source, quality, interoperability, and associated legal and policy obligations related to the data assets. Information architectures should also distinguish between personal and non‑personal data and information as the collection, use, sharing (disclosure), and management of personal information must respect the requirements of the Privacy Act and its related policies. + + + Technology architecture +click here for Technology Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/TechnologyGuide +Technology architecture is an important enabler of highly available and adaptable solutions that must be aligned with the chosen application architecture. Cloud adoption provides many potential advantages by mitigating the logistical constraints that often negatively impacted legacy solutions hosted “on premises.” However, the application architecture must be able to enable these advantages. + + + Application architecture +click here for Application Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/ApplicationGuide +Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases. + + + 2. Enterprise Architecture Principles + + + 3. Business Architecture Principles + + + 4. Information Architecture Principles + + + 5. Application Architecture Principles + + + 6. Technology Architecture Principles + + + 7. Security and Privacy Architecture Principles + + + + + + + + + + + Year 1 (2020-2021 fiscal year) +• BDM System Integrators (SIs) Onboard onto QualiWare: SIs are using the QualiWare tool to create architecture information/data, models/diagrams, and deliverables for defining the BDM architecture. +• BDM Data Architecture: Foundational concepts of the information/dataarchitecture are leveraged to develop the BDM data architecture. +• BDM Outcomes Integration: The program’s benefits and dependencies between projects are linked to BDM tranche outcomes. + + + Year 2 (2021-2022 fiscal year) +• Emerging Technologies for Ancillary Components for BDM: Research of suitable technologies for BDM ancillary components continues. + + + Year 3 (2022-2023 fiscal year) +• Digital Government Platforms: Develop the Digital Government Platform architecture and the associated roadmap for the department while leveraging the BDM target-state architecture. + + + + + Lean or Agile? That is the question + - SAFe (Scaled Agile Framework). + - Lean-Agile transformation. + - Agile Manifesto. + - Lean thinking. + +These terms have been circulating since the inception of the EA Strategy and Roadmap. As Lean-Agile leaders, we need to drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential. + +Becoming a “Lean” enterprise is neither simple nor easy. Business agility requires anew approach to leadership. To inspire and motivate you to pursue a better way of working, below are the principles of the SAFe Lean-Agile Mindset. + +"The leaders of companies set the tone and direction for thepeople. Hypocrites, liars, and self-interested leaders createcultures filled with hypocrites, liars, and self-interested employees. The leaders of companies who tell the truth, in contrast, will create a culture of people who tell the truth. It is not rocket science. We follow the leader." +- Simon Sinek, Leaders Eat Last: Why Some Teams Pull Together and Others Don’t + + + Barriers can hinder the Enterprise Architecture (EA) discipline at ESDC. In theface of such adversity, we need to confront these hurdles to pave the way for the digital government transformation journey. + +“There is a need for a paradigm shift in the way we define and deliver change in the organization. We need to weigh our decisions based on their value to clients and key stakeholders, and be outcome-drivenin our design approach to ensure that our changes are properly scoped and laser-focused. Changes should be considered across the enterprise to ensure that there is always common value derived from investments. We must also ensure that we are not reinforcing silos and creating disparate architectures, essentially sacrificing long-term business agility for short-term project agility. Adopting an approach that takes all of this into consideration is key and needs to be ingrained in the way we do business to ensure future success.”- Kevin Herman (Manager, Business Architecture) + +As EA practitioners, we need to remember that we are master change agents, and innovative and out-of-box thinkers. Moving forward, architects will need strong business skills and a proficiency in human interactions to guide investments and decisions across business and IT. This will allow the organization to create value by exploiting new digital government/business opportunities and innovation. + + + + + + References +(Please note that the links below are good at the time of writing but cannot be guaranteed for the future.) +In addition to the references listed below, Table 1 through Table 17 provide comprehensive links to relevant information. + + + Data Integration Challenges +Data integration projects are often conceived at a high level; for example, “Following the merger with our major rival, we will have a large, combined customer base to which we will market our products”. Such simple high-level statements typically omit to mention some difficult problems that Technical Architects and Data Architects must solve. For example, the major rival may well identify its customers in a different way to the group that it is joining, and collect different information about them. +This section outlines some of the key data integration challenges. + + + + Further Readings +Working in the open is something we should all strive to get accustomed with. As public servants, this is a unique opportunity to change our mindset and get closer to the people we work for as well as to increase the chances of reusing existing ideas and solutions instead of starting from scratch. + +On the topic of reusability, which probably should be its own post, it’s important to realize that various jurisdictions have very similar needs and challenges, yet we work in isolation by default given our varied levels of responsibilities, mandates, and legislations. A few examples could be around signing in a government account (or many!), creating web forms, displaying web content in an accessible manner, etc. + +There are many articles and research exploring this topic so here are a few links if you are interested. Needless to say that public administrations in general are ripe for reusing solutions and ideas to increase the quality of their services to citizens! Working in the open is essential to enable the discoverability of such reusable solutions! + + + From: Domond, Christine C [NC] +Sent: July 20, 2021 11:40 AM +Subject: ticket 8013542 - FULL Access (Addition to SP2010 Group SAS_Owners) + +SharePoint Permission Levels +The first step to managing permissions in SharePoint is to understand what actions the various permission levels authorize a person to perform. As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. + + + + https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + Figure 2: Zero Trust Key Drivers + + + Zero Trust Requirements +Figure 3: Zero Trust Key Requirements +The drivers above help define the requirements to determine the capabilities that a Zero Trust must support. +As Figure 3 shows, these requirements tend to disrupt existing processes and models, defining capabilities that must be supported by a modern information security architecture for the Digital Age. + + + Zero Trust Capabilities +The Digital Age does not give us the luxury of time to meet the requirements using traditional network-based solutions, or individualized, interface, or per client, vendor, or supplier-level integrations; nor can we predict what changes it will bring. Zero Trust helps prevent lengthy audits in order to meet organizational needs. +Zero Trust provides organizations with a modern information security paradigm able to meet the capabilities that can support those requirements. Figure 4 describes the key capabilities. + + + Core Principles +When organizations undertake the journey towards a new, enterprise-wide change, a core set of principles7 provides a succinct, easily shared “North Star” to guide and coalesce the organization. +This set of Core Principles acts as a set of fundamental guidelines for organizations to adopt Zero Trust and implement ZTAs. They focus on factors specific to Zero Trust – linking people, processes, and technology – and should both be used for all new security initiatives and retroactively applied to old security activities. +The Core Principles are grouped into common themes that address different aspects of Zero Trust: +• Organizational Value and Risk Alignment principles address key goals for business, IT, and security stakeholders to address overall strategic drivers +• Guardrails and Governance principles address compliance, risk, and information security stakeholders to guide the adoption of Zero Trust and ensure sustainability of assurances, addressing: +— Rapidly evolving compliance and regulatory needs, requiring proactive integration of industry and organizational controls +— Lagging industry controls and compliance standards, resulting in an expectation to create supplemental organizational controls +— Increasing complexity and agility requirements that drive the need for rapid, near real-time or real-time audits, requiring automation of data collection, traceability, and processes +• Technology principles address the IT organization, information security, and risk and compliance stakeholders and determine technology decisions that underlie the development of a ZTA, including concerns associated with identity, access, and reduced threat surface area +• Security Controls principles address security and IT architects to ensure strong foundations of confidentiality, integrity, and availability assurances +All of the elements of the Core Principles must fit within the business strategy and organizational culture. Simple axioms are provided below to aid in communicating and remembering the principles. Guardrails and Governance help bind business goals and technical reality, and these principles are depicted to the side in Figure 7 as they should not impede direct connections between the organizational mission and the technology and security that support it. + +Figure 7: Summary of Zero Trust Core Principles +Organizational Value and Risk Alignment +1. Modern Work Enablement – Users8 in organizational ecosystems must be able to work on any network in any location with the same security assurances, increasing productivity. +2. Goal Alignment – Security must align with and enable organization goals within risk tolerance and threshold. +3. Risk Alignment – Security risk must be managed and measured consistently using the organization’s risk framework and considering organizational risk tolerance and thresholds. +Guardrails and Governance +4. People Guidance and Inspiration – Organizational governance frameworks must guide people, process, and technology decisions with clear ownership of decisions, policy, and aspirational visions. +5. Risk and Complexity Reduction – Governance must both reduce complexity (i.e., simplify) and reduce threat surface area. +6. Alignment and Automation – Policies and security success metrics must map directly to organizational mission and risk requirements and should favor automated execution and reporting. +7. Security for the Full Lifecycle – Risk analysis and confidentiality, integrity, and availability assurances must be sustained for the lifetime of the data, transaction, or relationship. Asset sensitivity must be reduced where possible (removing sensitive/regulated data, privileges, etc.), and assurances should be provided for the risk of data in use, in-flight, and at rest. +Technology +8. Asset-Centric Security – Security must be as close to the assets as possible (i.e., data-centric and application-centric approaches instead of network-centric strategies) to provide a tailored approach that minimizes productivity disruption. +9. Least Privilege – Access to systems and data must be granted only as required and removed when no longer required. +Security Controls +10. Simple and Pervasive – Security mechanisms must be simple, scalable, and easy to implement and manage throughout the organizational ecosystem (whether internal or external). +11. Explicit Trust Validation – Assumptions of integrity and trust level must be explicitly validated against organization risk threshold and tolerance. Assets and/or data systems must be validated before being allowed to interact with anyone/anything else. + + + Organizational Value and Risk Alignment +1. Modern Work Enablement – Users in organizational ecosystems must be able to work on any network in any location with the same security assurances, increasing productivity. +2. Goal Alignment – Security must align with and enable organization goals within risk tolerance and threshold. +3. Risk Alignment – Security risk must be managed and measured consistently using the organization’s risk framework and considering organizational risk tolerance and thresholds. + + + Guardrails and Governance +4. People Guidance and Inspiration – Organizational governance frameworks must guide people, process, and technology decisions with clear ownership of decisions, policy, and aspirational visions. +5. Risk and Complexity Reduction – Governance must both reduce complexity (i.e., simplify) and reduce threat surface area. +6. Alignment and Automation – Policies and security success metrics must map directly to organizational mission and risk requirements and should favor automated execution and reporting. +7. Security for the Full Lifecycle – Risk analysis and confidentiality, integrity, and availability assurances must be sustained for the lifetime of the data, transaction, or relationship. Asset sensitivity must be reduced where possible (removing sensitive/regulated data, privileges, etc.), and assurances should be provided for the risk of data in use, in-flight, and at rest. + + + Technology +8. Asset-Centric Security – Security must be as close to the assets as possible (i.e., data-centric and application-centric approaches instead of network-centric strategies) to provide a tailored approach that minimizes productivity disruption. +9. Least Privilege – Access to systems and data must be granted only as required and removed when no longer required. + + + Security Controls +10. Simple and Pervasive – Security mechanisms must be simple, scalable, and easy to implement and manage throughout the organizational ecosystem (whether internal or external). +11. Explicit Trust Validation – Assumptions of integrity and trust level must be explicitly validated against organization risk threshold and tolerance. Assets and/or data systems must be validated before being allowed to interact with anyone/anything else. + + + + + + Data Integration Context +A data integration may be architected as part of a Solution or Capability Architecture development or as part of an Enterprise Architecture development. The TOGAF® Standard (see References) defines an Architecture Development Method (ADM), and its Enterprise Continuum provides an overall context for architectures and solutions, and classifies assets that apply across the entire scope of the enterprise. +One of the key aspects of Enterprise Architecture implementation is data migration from the existing to the target environment. The target environment is generally rationalized and streamlined, entailing a major data integration effort to migrate the data. +Most data integration architectures are in the organization-specific part of that continuum, guiding and supporting organization-specific data integration solutions. Portals, integrated information environments (An Information Architecture Vision: Moving from Data Rich to Information Smart; see References), information sharing environments, and emerging data fabric/data mesh concepts are common systems architecture concepts, and they guide and support the use of vendor and open source data platforms that are common systems solutions. +A data integration is typically preceded by planning, discovery, and extraction, and followed by verification before the integrated data “goes live”. From that point, it is subject to lifecycle management, which determines its storage, use, and eventual disposal. These activities are all carried out in accordance with information governance, as illustrated in Figure 1: +• Plan: includes representing information holdings and identifying shortfalls, such as a lack of requisite quality +• Discover & Extract: includes analyzing the shortfalls, finding sources and information quality (often through metadata), assessing privacy and legality of extraction, cost-benefit analysis, and getting the information required directly or indirectly (e.g., through data as a service) +• Transform & Integrate: includes transforming data into a standard enterprise format, assessing information loss and resultant quality, information sub-integration (e.g., multi-sensor), creating metadata for integrated data, and integration with existing information holdings +• Verify: includes establishing the legal/privacy/policy framework, determining whether the integration is legal, determining whether the integration is in line with enterprise values and brand, and determining the need to transform (e.g., anonymize) integrated data +• Use: includes operations, decision support, and analytics; for example, Business Intelligence (BI) and Machine Learning (ML) + +<Figure 1: Data Integration Context> + +In a complex case – for example, following a merger – there may be many data integrations carried out in parallel, and the integration may not be a “one-off” event, but a continuous process operating on data that is continually changing. This process may be partly or entirely automated. Establishing such processes can be a significant part of a Solution or Enterprise Architecture. +The Technology Architecture phase of a TOGAF architecture development includes the identification of appropriate technical standards. The standards described in this document are candidates for inclusion in the Technology Architecture of an architecture development that covers data integration. + + + A typical data integration scenario is illustrated in Figure 2:. Source data is analyzed and transformed to produce integrated data. The nature of the analysis and transformation is determined by contextual metadata. +Figure 2: Data Integration + + + Data Fabric and Data Mesh +A data fabric is an architected system that provides uniform access to data held in multiple, disparate sources. To do this, it uses data integration as the underlying implementation. A data mesh is an architected system which, like a data fabric, uses data integration implicitly, but which need not provide uniform access, and is based on data products. Relatively few enterprises have data fabrics or data meshes today, but their use is growing. + + + + Structure Standards +According to the Encyclopedia of Computer Science (see References), a data structure is a collection of data values, the relationships among them, and the functions or operations that can be applied to the data. A data structure standard defines such a collection in general terms, so that it is possible to determine whether a particular collection of data values is an instance. +(There are differing definitions of structured data, semi-structured data, and unstructured data, and the industry has not yet reached consensus on them. Arguably, any collection of data values has some structure. How non-trivial that structure must be for the collection to qualify as structured or semi-structured is for debate.) +There are generic data structure standards that can apply to any application domain, and domain-specific data structure standards that define data structures appropriate to specific application domains. + + + API Standards +Web service APIs are interfaces for data transmission or exchange using the Web’s HyperText Transfer Protocol (HTTP).4 +An API client can obtain data from an API or post data to an API. Analysis and transformation software can obtain source data and contextual metadata from APIs, can post integrated data to APIs, or can serve APIs from which integrated data is obtained. +There were 22,000 APIs registered with the ProgrammableWeb™ API Directory5 in June 2019, with the number growing at 220 APIs per month. Many domain-specific data structure standards (including FHIR, OFX, and the Open Banking Standard) define data structures used in APIs. + + + + Metadata Standards +Metadata is data that describes and gives information about other data. It can describe structured data or human-readable content. +The Data Management Body of Knowledge (DMBOK®) (see References), defines metadata as “data used to manage and use data”, and says that it “describes what data an organization has, how it is classified, where it came from, how it moves within the organization, how it evolves through use, who can and cannot use it, and whether it is of high quality”. +Metadata is often used to describe the semantics of data. Semantics can be defined as the meaning or relationship of meanings of a sign or set of signs (Merriam-Webster Dictionary; see References). In the context of data, this is the meaning or relationship of meanings of a data value or collection of data values. Data semantics standards generally assume some kind of data structure. +Metadata can also be used to hold information that supports data management and integration processes, such as data synchronization, governance, quality control, defense, and security. For example, creation/modification time information can support data synchronization. +Metadata may be provided by a data storage system such as those shown in Table 9. +Table 9: Examples of Data Storage Systems + + + Data Analysis and Transformation Standards +Data analysis22 is a process of inspecting, cleansing, transforming, and modeling data with the goal of discovering useful information, informing conclusions, and supporting decision-making. +Data transformation23 is the process of converting data from one format or structure into another format or structure. Generally, it does so while preserving the semantics of the data. +“Datafication” is a technological trend turning many aspects of our life into data (Cukier; see References). This often includes the transformation of unstructured and semi-structured data into structured data. Examples include natural language processing, computer vision, and signal (e.g., satellite imagery) processing. +There are standards that apply to data analysis and transformation professionals and processes, and there are standards for software data analysis and transformation programs. + + + The business context diagram below represents the project drivers and scope. WLM will focus on the Montréal and Moncton Data Centres, and exclude the applications in scope of BDM and Tech Debt. Canadians and internal ESDC users will benefit from the workload migration. + + + + + + + + Content within this Grouping relates to work in preparation to present at the (GC) Enterprise Community of Practice, on 2021-09-09, as requested by the GC Chief Architect. +Includes: + - Guidance from TBS (email). + + + + + + + + + + + The IM/IT Alignment category is based on a weighted average score across 7 criteria: +1. Reducing Aging IT +2. Simplifying/Standardizing the Environment +3. Consolidating solutions +4. Standardizing business process(es) +5. Lowering overall IM/IT demand +6. Reusability across the Enterprise, and +7. Alignment to GC IM/IT strategic goals + + + A preliminary high-medium-low complexity rating based on workshop consultations and a weighted average score across 7 criteria. +http://architecture/ATS-SAT/ARPLite1516/Shared%20Documents/2015-16/Scoring/Alignment%20Scoring%20-%20Business,%20IT,%20Complexity%20SD%20scores.xlsx + + + + 1. Core – the proposed solution directly supports core departmental business or is otherwise critical to enabling the department (11-BDM) to deliver its mandate. ​ +2. Non-core – the proposed solution is not critical to fulfilling the departmental mandate or is a common, commoditized service not unique to ESDC (11-BDM). + + + 1. Enterprise/Strategic – the target state solution/architecture.​ +2. Tactical – a solution/architecture that is a step towards the target state.​ +3. Interim – a solution/architecture that is for a period of time that may or may not move towards the target state. + + + This is an indication of the preferred deployment model. The deployment models are defined in the GC Cloud Adoption Strategy.​ +1. Public Cloud – a commercially available offering procured and security-assessed for the use of all Canadian public sector organizations. Under this deployment model, the public sector will securely share tenancy with private companies, non-profits, and individuals.​ +2. Private Cloud – a non-commercially available cloud offering tailored to the GC. Under this deployment model, the GC will be the only tenant residing in the cloud.​ +3. Non-Cloud – a traditional IM/IT environment for hosting legacy applications that cannot be deployed to a cloud environment.​ + + + 1. Unclassified The data managed by the architecture has a data classification of unclassified.​ +2. Protected A The data managed by the architecture has a data classification of Protected A.​ +3. Protected B The data managed by the architecture has a data classification of Protected B.​ +4. Secret The data managed by the architecture has a data classification of Secret.​ + + + From the Government of Canada Application Portfolio Management Strategy, “GC will leverage IM/IT Plan Investment categories Run, Grow and Transform to determine the type of discretionary and non-discretionary investments being made to balance mandatory and discretionary investments to both sustain and renew existing applications and improve service delivery.”​ +1. Run – “Non-discretionary investment that is required to sustain regulatory compliance or ongoing operational and maintenance costs to support business outcomes and service delivery.”​ +2. Grow – “Discretionary investment that is required to enhance or change existing business outcomes and service delivery.”​ +3. Transform – “Discretionary investment that is required to transform business outcomes and service delivery through innovation.”​ + + + Indicates a GC-wide requirement that is not ​unique to ESDC. We should always “act as one” and seek all-of-government solutions wherever possible.​ + + + Alignment to BDM Target State Architecture (if applicable): +1. High – high degree of alignment to multiple IM/IT objectives or strong support of a major strategic objective. ​ +2. Medium – a good degree of alignment to multiple objectives.​ +3. Low – lower impact support for 1 or more objectives. ​ +4. Not aligned – vague or ambiguous relationship to objectives. + + + 1. Core – the proposed solution directly supports core departmental business or is otherwise critical to enabling the department (11-BDM) to deliver its mandate. ​ +2. Non-core – the proposed solution is not critical to fulfilling the departmental mandate or is a common, commoditized service not unique to ESDC (11-BDM). + + + This area contains Application Portfolio Management (APM) information related to affected applications (if applicable). It is used to highlight the current status of applications plus the short term and long term disposition as follows: ​ + +​1. Sustain​ - To leave as is and maintain.​ +2. Decommission ​- To retire (sunset) application.​ +3. Remediate ​- To improve code quality, developer productivity and overall reliability of application.​ +4. Re-Platform ​- To port an application from one technical platform to another by reusing (partially or fully) the code asset in the target platform.​ +5. Replace ​- Removing the existing application by decommissioning it and replacing it with another solution​ +6. Consolidate ​- Replace an application with another existing application capable of scaling.​ +7. Enhance/Expand ​- Reuse and extend functionality via development or additional software components/modules.​ + + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +​ + +In the APM context, an application is designated as Strategic, Core Delivery, or Supporting based on the top level capability within the Departmental Business Capability Model (DBCM) that it supports. It is deemed mission critical through the Business Impact Analysis (BIA) process according to TBS criteria. ​ + + + + + 1.2.7. Drivers for Change +In the first year after its creation, the CDO consulted broadly within ESDC and examined industry trends and challenges faced across Government of Canada (GC). Numerous challenges were identified by multiple stakeholders, and the following themes emerged: +• The collection, storage and analysis of data is widely dispersed across multiple branches, program areas and regions within the department. This has many consequences: +o Employees face barriers to accessing information they need to perform analysis that will benefit Canadians and the department +o Privacy controls and transparency of use of data for citizens is inconsistent across data holding and business lines +o Data from different program areas cannot be linked to accurately and efficiently support necessary, authorized policy insights requested by government +o Performance reporting, forecasting and workload management are limited and inconsistent across programs. There are inadequate performance measures that focus on outcomes. +• Program and project authorities take a tactical “program/project first, enterprise second” view toward data priorities resulting in little or no advancement toward strategic enterprise outcomes. +• Enterprise infrastructure to support advanced and emerging data analytics, for example modern data visualization practices, forecasting, machine learning and artificial intelligence does not exist at the enterprise level and cannot be consistently or effectively implemented in small program/project silos. +• ESDC has a very large investment portfolio with Statistics Canada that is scattered among many divisions and branches. Data collected from surveys, research and partners is difficult to integrate with program data to derive insights into how the program is responding to intended outcomes, or unintended consequences. +• In some areas where data is accessible and usable, low data literacy is limiting data value. +• Executives, accustomed to managing human and financial resources, lack the understanding, tools and skills needed to manage data as a resource with comparable skill. +• To get work done, employees often extract data from secure systems into network assets such as Excel work sheets to manipulate data. Executives often do not have clear line of sight into who has access to what data, and for what purpose. + +As a result of these and other challenges, ESDC is facing missed opportunities to generate strategic insights, to pursue opportunities, to reduce risks and to realize greater efficiencies. The department is also challenged to advance its commitment to open up more of its data holdings to the public and Canada’s research community. +Resources are limited and must be invested with probity and efficiency. ESDC must maximize opportunities and investments in data while reducing the burden on its own resources and on Canadian taxpayers. + + + 1.4.1. Research, Vision & Strategy +The first step in any business is “know thy customer”. For ESDC, this entails collecting information through partners, research and surveys to understand our clients: people and businesses. This information, describing client needs and the operating environment of the business, needs to be integrated with departmental data holdings. This will enable us to serve our clients, but also to meet the needs of our own executive and our partners. This critical first step, understanding both business challenges and challenges in domains such as data, policy, technology, etc., forms the first part of foundations: Research, Vision and Strategy comprising five activities: +• Demographic Data Intake Partnerships Establish the capability to obtain on a continuous basis partner available data that describes the ever-changing operational environment of the business, particularly the client base and their needs. +• Surveys and Research Identify gaps in available data that describes the operational environment of the business, and act proactively to fill those gaps. +• Data Strategy Define the path and provisions needed to progress the business management of data as an asset. +• Data Policy Support the strategy with overarching policy that provides guidance to ensure that organization acts in a manner that is consistent with successful implementation of the strategy. +• Data Governance Define the roles and procedures that assure the effective management of data, i.e. to ensure that as a critical resource, data is available as needed to support the business and safeguarded to ensure its availability, confidentiality and integrity. + + + + + Guiding principles (GC Strategic Plan For IM&IT 2017-21) + +Principle 1: client and service-centred design +GC solutions and services are designed from a client-centred and end-to-end digital service delivery perspective to increase the value they bring to clients through: +early user engagement +convenient access and availability through multiple channels +pre-population of information when possible and where appropriate +simplified, streamlined and joined-up workflows +reuse of information where appropriate +rigorous user testing + +Principle 2: open +GC information and data is open by default, ensuring that: +information and data are made open to the public to the greatest extent possible +new processes are designed to enable and facilitate proactive release of government data and information by default +the public actively participates in policy, program and service design +citizens are consulted and engaged in government decisions and operations +GC employees work “in the open” + +Principle 3: enterprise first +Departments will follow common standards, approaches and direction, and use existing enterprise assets, such as processes, data, contracts and solutions, as accelerators where: +information is created once, reused numerous times, and managed GC-wide as a single-aligned asset that is consistent, standardized and interoperable +solutions support the use of open standards, are scalable and can be rapidly deployed +cost-effective and efficient business solutions facilitate information and data integration, reuse, management, sharing and analytics +common business needs are addressed through enterprise or shared solutions, and departments stop investing in departmental legacy systems and refocus efforts, resources and funds on becoming ready to adopt an enterprise or shared solution and on accelerating its implementation +efforts across the GC are more coherent, integrated, secure and effective + +Principle 4: secure +GC information is safeguarded for security, privacy and confidentiality, is monitored to prevent leaks, and is protected for future generations. + +Principle 5: cloud first approach +Departments will explore “… as a service” (XaaS) cloud services before developing solutions in-house. This includes private and public cloud offerings. + +Principle 6: enable a modern workplace: anywhere, anytime with anyone +The GC strives to be an innovative organization that: +provides its employees with modern technology that supports information retrieval, use, sharing and collaboration by making information and data accessible when and where needed +provides customizable tools and resources with minimized learning requirements for users +provides automated, digital processes in support of better services +attracts, retains and encourages public servants to work smarter and be innovative, greener and healthier so that they better serve Canadians + +Early thinking on new digital principles is in progress in support of the shift to digital (see Appendix F). + + + Information and data sharing +Interoperable platforms are the backbone of data and information sharing, big data analytics and collaboration. By seizing on these opportunities, government can create a modern workplace in which employees have the enabling tools needed to keep pace with the expectations of the Canadians and businesses they serve. + +Determine the feasibility of developing a “tell us once” approach for government (planned actions) +TBS will investigate the “tell us once” approach for the GC from various perspectives to understand possible risks and challenges including: security, privacy, IM and IT. + +Build a platform for enterprise interoperability (actions underway) +TBS will continue to work with stakeholders to develop a unified service approach and to create a set of modern integration tools called the GC Interoperability Platform (GCIP). This platform acts as an information broker, enabling the exchange of data and information between enterprise systems, departments and governments. + +The GCIP project will implement a central data exchange where information can be shared securely and reliably between government applications. Three core solutions for financial management, human resource management and information management will be connected to seamlessly exchange information, regardless of the technologies underpinning them. These systems operate on a “tell us once” principle, where data is entered in one system and then reused by multiple other systems, as legislation and policy permit, thus reducing the need for duplicate data entry while improving data integrity and accuracy. + +This work will lay the foundation to link internal departmental information with solutions for delivering programs and services and enable greater GC-wide collaboration when designing digital services. + +TBS will continue to lead the adoption of a common GCIP to support information sharing inside and outside the GC domain. This approach will enable business process improvement within the government and across jurisdictions, leading to improved program and service delivery for citizens and businesses. + +Through the creation and use of a governance framework (policies, directives, guidelines and open standards) for the GCIP, TBS will: + +foster openness and collaboration +promote digital services +advance enterprise interoperability and information sharing across the government +Introduce a strategy for use of open source software and open standards (planned actions) +The use of open source software supports interoperability and information sharing and should be considered in the assessment of IM-IT solutions. Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications, making them more robust and interoperable. The use of open standards ensures interoperability between products and systems, and maintains flexibility within the IM-IT environment. TBS will lead the development of a strategy to set direction for the government on the use and release of open source software and open standards that will be ratified by GC EARB. + +Introduce a mobile application strategy and framework (planned actions) +Canadians and business want to use mobile applications to interact with government data and obtain government services. As part of the overall web strategy, TBS will lead the development of a strategy and framework for the development and management of mobile applications that are easy to use and trusted that will be validated through GC EARB. GC mobile applications will be identified on Canada.ca and available through application stores. + +Develop an application programming interface strategy (actions underway) +APIs are used to reveal GC digital capabilities and can be combined and reused to create digital services. APIs are increasingly becoming the way to facilitate sharing of government data and information and, as such, are foundational building blocks that support the GC’s commitment to digital services. TBS will develop an API strategy for the GC. + +Introduce a government API store (actions underway) +TBS will lead the creation of an API store to support information sharing with Canadians, business and other entities external to government. Departments have already made available a number of APIs. The GC API store will offer a consistent means to discovering APIs and subscribing to them. The store will provide API publishers and users with a central, multi-tenant API management platform that includes: + +a searchable catalogue +version control +automated access provisioning workflows +Operating under a self-service model, API publishers will be allowed to sign up and benefit from “active documentation” that allows them to drill into API definitions, try APIs and share their feedback in the store’s forum. + +Interoperability, mobile applications and APIs are key elements to supporting digital services for the GC. + +Enhance online infrastructure to enable departments to release their data and information (actions underway) +Having reliable infrastructure in place to ensure the maximum release of government data and information ultimately results in: + +a platform for Canadians that enables access to open government data and information +the opportunity to meaningfully engage on related issues +The long-term goals of these activities are to deliver value to Canadians through open information and data that: + +fosters greater citizen participation in government +promotes innovation +creates economic opportunities +Canada’s Open Data Exchange (ODX) is an organization that helps Canadian companies make use of open data. TBS will work with the ODX to deepen insight into the commercial open data landscape and to understand what challenges need to be overcome in order to make Canadian open data companies more competitive. + +Develop a master data management program (planned actions) +In an open and distributed operational environment such as the GC, there is a risk that business-critical data becomes redundant, inconsistent and scattered throughout the enterprise. + +Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability. + +TBS will work with key business owners (for example, the Office of the Comptroller General and the Office of the Chief Human Resources Officer) to establish a government-wide MDM program to formally identify standard data elements and single authoritative sources for key information domains, where appropriate. + +Advance analytics (planned actions) +Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy. Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends. Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives. + +TBS, working with departments, will lead the development of requirements for an enterprise analytics platform. + +TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing. + +Implement a platform for external collaboration (actions underway) +Technology makes it easier for citizens, academia, scientists, businesses and government to share ideas and information and to collaborate with one another. TBS will lead the establishment of an external collaboration service provider to host departments and provide them with a dedicated workspace and computing storage for unclassified and transitory data. Cloud pilot projects will test-drive requirements and determine the most suitable platform to meet government business, information and security needs. + +TBS, in collaboration with departments, including PSPC and SSC, provides departments with a secure platform called GCCollab to: + +share opinions, information and analyses +collaborate with external partners, academia, businesses, other governments and citizens +While meeting the government’s requirements for security classification, disposition and recordkeeping, the platform will support an array of functions such as document sharing, co-authoring, assigning tasks, organizing meetings and holding discussions. + +Implement GCDOCS (actions underway) +Time and productivity are frequently lost due to the lack of consistent tools and systems to help employees store, search and find the information and data they need to do their jobs. Enterprise IM solutions such as GCDOCS streamline and simplify these processes, but they need to be configured properly to make back-end IM processes as invisible as possible to users. + +Automation can provide opportunities to: + +simplify and streamline key IM processes and practices +deliver a seamless user experience that relieves burden on individual GC workers +Furthermore, implementing integrated and standardized solutions across departments can help make it easier for GC employees to find, use and share the information and data they need to do their job, while ensuring consistent, foundational management of GC information assets. Information and data can be leveraged to help departments achieve their business objectives and meet their mandated requirements. + +TBS and PSPC will enhance the government-wide GCDOCS service for departments, including: + +full deployment by 2022 +broadening its integration with back office systems +piloting its use as a tool for increasing the openness of government information +Migrate websites to Canada.ca and assess options for a single GC digital service platform (actions underway) +The GC’s Web Renewal Initiative will improve Canadians’ access to GC online services through a single online window (Canada.ca). This initiative will bring hundreds of existing sites into one, designed to better meet the needs of Canadians. TBS will develop a new strategy to set further direction on providing a single window to Canadians for all GC information and services and create the conditions required to transition to a single GC service platform. + + + Strategic goals +The overarching strategic goals of service, value, security and agility, along with the IM-IT mission statement, set the direction for the GC Strategic Plan for IM-IT. The GC is committed to: +• offering responsive and innovative IM-IT services that meet business needs, enhance the end-user experience and enable digital service delivery +• making smart investments that ensure high-value and cost-effectiveness +• ensuring a secure, accessible and resilient enterprise infrastructure that enables the trusted delivery of programs and services +• providing a connected and high-performing workforce that uses modern tools + +Strategic goal 1: service +A responsive, open and innovative IM-IT environment supports the delivery of integrated, accessible, client-centred programs and services to Canadians and: +• aligns architecture and plans to a “whole of government as one enterprise” vision +• simplifies IM processes and systems to ensure that they are effective, support objectives for openness and relieve burden on GC workers +• continues the enterprise-wide approach to delivering IM-IT services +• adopts emerging technology to improve program and service delivery such as artificial intelligence and blockchain + +Strategic goal 2: value +Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and: +• encourage collective use of resources, tools, processes and systems +• develop enterprise-wide solutions to address common business needs +• ensure sustainability of IM-IT systems and infrastructure +• strengthen data governance and accountabilities +• adopt more agile procurement approaches, where possible + +Strategic goal 3: security +A secure and resilient enterprise infrastructure protects information and data, enables the trusted delivery of programs and services, and: +• enhances security measures to minimize risk +• provides more consistent management of government networks +• protects personal and sensitive information +• broadens awareness of cybersecurity risks + +Strategic goal 4: agility +An agile, connected and high-performing workforce with modern tools: +• attracts and retains highly skilled and diverse IM-IT talent +• provides a technologically advanced workplace that supports mobility +• promotes digital literacy and collaboration +• pilots new practices, processes and solutions that exploit information as a strategic asset +• rethinks how data and information professionals can help meet current and future business needs + + + + Expected Compulsory Requirements +a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support. +b) The data captured in the system to reside on Canadian soil. +c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc. +d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System. +e) The solution is to include robust backup and recovery including replication. + + + Business Requirements +a) Flexibility across access points for learning, whether in formally structured face-to-face, hybrid and flipped, or fully online learning, and whether for certification-seeking learners, self-directed learners, community-based social learning, or open educational resources +b) A cloud-based SaaS that is platform and device-agnostic, accessible by all users, including system administrators, without the need for any additional software installation. +c) Cloud-based Solution that is certified in accordance with IT security requirements for the Government of Canada Security Control profile PBMM. +d) The LMS complies with GoC Accessibility requirements, including full accessibility in agreement with the Accessible Canada Act and industry standards WCAG 2.1 on all technology platforms used by the solution. +e) All upgrades, including regulatory updates, are provided at no additional cost. +f) Create and select for use course material in both official languages, all users need to be able to toggle/switch between both official languages (English / French). +g) The Solution must scale to at least 40,000 Authorized Users and allow for scalability over the lifespan of the Contract. +h) Allow all users (both learners and those with special access rights) to login and use the LMS solution via web browsers on laptops/tablets/computers as well as either web browser or app on a variety of mobile devices (including Android and Apple). +i) Compatibility with external 3rd party e-learning content suppliers via single sign-on. +j) Multiple SaaS environments (Development, Testing and Production) hosted in a secure data center environment located in Canada +k) Multi-tenancy configurations with granular access, individual branding and roles (reflecting a departmental structure of approximately 11 organizations, each with approximately 1 to 2 sub-organizations) to distinguish between functional areas, learning activities, content, and other differences identified by the Project Authority in Phase 1. +l) Must allow ESDC to configure and maintain the solution as required +m) Have the capacity to host over 200 different courses??, host XXXX number of Learning objects (SCORM, MP4, MP3 etc.) provide at least 1 TB of storage. +n) Support a wide variety of delivery methods (e.g., classroom, virtual/online classroom, blended learning, self-paced, asynchronous online, blog, e-reference, forums, webinars, micro-learning, etc.). +o) Support social learning through blogs, forums, groups sites, Communities of Practice, file sharing, etc. +p) Ability to publish content from the integrated authoring tool directly to the LMS for testing and use in course. +q) Product Roadmap and Releases - Based on previous product releases, the Contractor must demonstrate continuing product investment by having a minimum of two substantive product releases per year based on previous product releases. +r) The Contractor must demonstrate the availability of a product roadmap. +s) The Contractor must demonstrate a process that defines how the user community can propose enhancements and new features and how and when product features are decided, prioritized, developed and released. + + + Non-Functional Requirements +a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service. +b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated. +c) The proposed solution should be available through workstation, laptop and tablet devices. +d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + mitigate + + + + Implement the recommended security controls and test the security capabilities + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Key individuals: + - 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An entity can perform one or more roles in the digital ecosystem. There are two types of entities: atomic entities and compound entities. An atomic entity is an entity that cannot be decomposed into smaller units. Persons are atomic entities. A compound entity is an entity that is comprised of one or more atomic entities. Organizations are compound entities. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Reference: https://canada-ca.github.io/PCTF-CCP/ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + CURRENT STATE +Common Process + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC EARB EA Assessment Process +(TARGET State) + + + + v0.1.20210924 + + + + DRAFT + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. HOW EARB should be lead by SA) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Lite Project EA Assessment Process + + + + v0.1.20230127 + + + + DRAFT + + + + Diagram Audience: EA Team (SAS, IA, AER) +Diagram Purpose: For discussion purposes only (e.g. HOW EARB should be lead by SA) + + + + + + + + + + Solution Architects playing role of all EA Domains. + + + + + ESDC EARB EA Weighted Scoring +(Recommended Solution) + + + + v0.1.20211020 + + + + DRAFT + + + + Diagram Audience: EA Domains (SAS, ESA, IA, CDO, APM, BAAO) +Diagram Purpose: For discussion purposes only (e.g. EARB's EA Assessment Slide's underlying scoring considerations) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This work is tied to the new EA Assessment slide for EARB, modeled off the one for GC EARB, with ESDC-specific icons and assessment methodologies / criteria. +Azure DevOps Links: +1. Feature 2079: EA Alignment Scoring Discussion and Working Group + https://dev.azure.com/ESDC-IITB-SA/DASHBOARDS/_workitems/edit/2079 + +TO DO: Produce a Glossary for this artifact (e.g. what is meant by "Technical Debt"?) +CONSIDER: List, and drill down. + +OVERALL RECOMMENDATION: +This is the overall architecture recommendation:​ +1. Proceed – proposal should proceed as proposed.​ +2. Significant Changes – proposal may proceed subject to recommendations / constraints.​ +3. Change Direction – proposal should be deferred, cancelled, or an alternative solution should be proposed.​ +4. Decision Required​ +The specific recommendations provide details.​ + + + + + ESDC EARB EA Weighted Scoring +(Recommended Solution) + + + + v0.1.20211108 + + + + DRAFT + + + + Diagram Audience: EA Domains (SAS, ESA, IA, CDO, APM, BAAO) +Diagram Purpose: For discussion purposes only (e.g. EARB's EA Assessment Slide's underlying scoring considerations) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + v1.34 [2021-02-24] + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GC Enterprise Architecture/Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Version: 1.34 +February 24, 2021 +Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Principles Catalog + + + + From v0.1.2021-10-27 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Enterprise Architecture Principles + + + + From v0.18 +2019-12-12 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC EA Principles V0.18.1- Final.docx +https://dialogue/grp/BU5946064/EA%20Reference%20Material/02%20-%20ESDC%20EA%20Principles/ESDC%20EA%20Principles%20V0.18.1-%20Final.docx +2019-12-12 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Principles Catalog + + + + v0.1.2021-10-27 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://www.canada.ca/en/government/system/digital-government/government-canada-digital-standards.html +Date modified: 2021-05-12 + + + + + W3C Authoring Tool Accessibility Guidelines (ATAG) 2.0 +https://www.w3.org/TR/ATAG20/ + + + + Mentioned under "Checklist for Chief Information Officers (CIOs)" in GC Guidance on Implementing the Standard on Web Accessibility +https://www.canada.ca/en/treasury-board-secretariat/services/government-communications/guidance-implementing-standard-web-accessibility.html + + + + Diagram Audience: +Diagram Purpose: + + + + v0.1.20211019 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://www.canada.ca/en/treasury-board-secretariat/services/government-communications/guidance-implementing-standard-web-accessibility.html + +Checklist for Chief Information Officers (CIOs) +In implementing the Standard on Web Accessibility, have you: +- Integrated Web accessibility considerations into the development of IM/IT plans? +- Ensured that the department's software and systems provide the functionality necessary to meet the requirements of the Standard on Web Accessibility? +- Incorporated Web accessibility into the business requirements when developing new or updating existing websites and Web applications? +- Incorporated the use of Web metrics and identified how they will be used during the implementation of the Standard on Web Accessibility? +- Ensured ongoing content review and management of redundant, outdated and trivial (ROT) content? +- Ensured that Web pages are archived, where possible, online or offline in accordance with the definition of "archived" in this document and with the Secretariat's policies on information management? +- Ensured that websites and Web applications under the responsibility of the CIO conform to the Standard on Web Accessibility? +- ***** Added the World Wide Web Consortium's draft Authoring Tool Accessibility Guidelines (ATAG) 2.0 into selection criteria when purchasing new Web authoring tools? +- Supported the SDO by ensuring that your staff have the knowledge and expertise necessary to comply with the Standard on Web Accessibility? + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GC From QualiWare CoP Meeting: +[2021-06-09 2:47 p.m.] Kevin O'Rourke (Guest) +CloseReach anticipates having a Protected B enclosure available in early September. Please fee free to reach out to me at kevin@closereach.ca for additional details. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Enterprise Architecture Strategy and Roadmap - A Year in Review +https://dialogue/grp/BU5946064/EA%20Reference%20Material/03%20-%20EA%20Roadmap%20and%20Strategy%20Newsletter/EA%20strategy%20and%20roadmap%20-%20FY202-21%20a%20year%20in%20review_EN.pdf + +From: Mohan, Dinesh DM [NC] +Sent: May 31, 2021 2:01 PM +Subject: Bulletin d’information sur l’architecture d’entreprise – Première édition! / Enterprise Architecture Newsletter – First Edition! + +Bienvenue à la première édition du bulletin d’information sur l’Architecture d’entreprise (AE)! + +Je suis très heureux de lancer ce bulletin, qui vise à fournir tous les domaines d’AE avec des informations en temps opportun sur la stratégie de l’Architecture d’entreprise. Cette édition se concentre sur la stratégie d’AE et le bilan annuel de la feuille de route pour l’exercice 2020-21. De prochains numéros suivront. + +Dans ce numéro, vous découvrirez les nombreux défis liés à l’évolution et à la maturation de l’AE. Vous découvrirez également les réalisations exceptionnelles de l’équipe – en particulier celles accomplies tout en répondant aux exigences opérationnelles dû à la COVID-19. +• Stratégie et feuille de route de l'architecture d’entreprise - bilan annuel 2020-2021 + +L’équipe a rédigé de nombreux articles intéressants que vous trouverez, je suis sûr, informatifs et perspicaces. Bonne lecture! +************************* +Welcome to the first edition of the Enterprise Architecture (EA) Newsletter! + +I am very excited to launch this newsletter, which is intended to provide all EA domains with timely information on the Enterprise Architecture Strategy. This edition is focused on the EA Strategy and Roadmap Year-In-Review for the 2020-21 fiscal year. Future issues will follow. + +In this issue, you will be introduced to the numerous challenges in evolving and maturing EA. You will also learn about the team’s outstanding achievements – particularly those accomplished while supporting COVID-19 operation requirements. +• EA strategy and roadmap - FY20-21 a year in review + +The team has put together many great articles, which I am sure you will find informative and insightful. Happy reading! + +Regards, +Dinesh Mohan + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + May 31, 2021 + + + + + Introduction: Where We Stand + +The Enterprise Architecture (EA) Strategy and accompanying Roadmap detail the multi-year plan to evolve EA within Employment and Social Development Canada (ESDC). This evolution will ensure that the EA program has the capabilities, capacities, and competencies needed to help ESDC towards its goal of becoming an integral part of a digital government. + +"We need to be cautious about our tactical approach: Success can kill innovation. We need to re-assess our level of maturity, and try to fill in any gaps that we might have forgotten about.” - Jean B. Lapierre (Enterprise Architect, Solution Architecture Services) + +The EA Strategy and Roadmap represent a collaborative effort among all the architecture domains, and consultation with key stakeholders, to mature, given the Government of Canada’s Directive on Service and Digital and ESDC’s Transformation Agenda. The evolution of EA and corresponding paradigm shift to Lean and Agile methodologies will happen across three horizons over the next seven years. + +The development and execution of the EA Strategy and Roadmap began at the end of the 2019-2020 fiscal year and continues to date, not withstanding the challenges of COVID-19. In fact, in the spring of 2020, coordinators of the Strategy and Roadmap adjusted them in response to the pandemic. This resulted in a new focus of the first phase of the Roadmap, being those activities central to either enhancing and expanding EA capacities, or innovating and driving EA’s Lean and Agile paradigm shift. + + + + + Enterprise Architecture Strategy and Roadmap - SAS-Specific Work +https://dialogue/grp/BU5946064/EA%20Reference%20Material/03%20-%20EA%20Roadmap%20and%20Strategy%20Newsletter/EA%20strategy%20and%20roadmap%20-%20FY202-21%20a%20year%20in%20review_EN.pdf + +From: Mohan, Dinesh DM [NC] +Sent: May 31, 2021 2:01 PM +Subject: Bulletin d’information sur l’architecture d’entreprise – Première édition! / Enterprise Architecture Newsletter – First Edition! + +Bienvenue à la première édition du bulletin d’information sur l’Architecture d’entreprise (AE)! + +Je suis très heureux de lancer ce bulletin, qui vise à fournir tous les domaines d’AE avec des informations en temps opportun sur la stratégie de l’Architecture d’entreprise. Cette édition se concentre sur la stratégie d’AE et le bilan annuel de la feuille de route pour l’exercice 2020-21. De prochains numéros suivront. + +Dans ce numéro, vous découvrirez les nombreux défis liés à l’évolution et à la maturation de l’AE. Vous découvrirez également les réalisations exceptionnelles de l’équipe – en particulier celles accomplies tout en répondant aux exigences opérationnelles dû à la COVID-19. +• Stratégie et feuille de route de l'architecture d’entreprise - bilan annuel 2020-2021 + +L’équipe a rédigé de nombreux articles intéressants que vous trouverez, je suis sûr, informatifs et perspicaces. Bonne lecture! +************************* +Welcome to the first edition of the Enterprise Architecture (EA) Newsletter! + +I am very excited to launch this newsletter, which is intended to provide all EA domains with timely information on the Enterprise Architecture Strategy. This edition is focused on the EA Strategy and Roadmap Year-In-Review for the 2020-21 fiscal year. Future issues will follow. + +In this issue, you will be introduced to the numerous challenges in evolving and maturing EA. You will also learn about the team’s outstanding achievements – particularly those accomplished while supporting COVID-19 operation requirements. +• EA strategy and roadmap - FY20-21 a year in review + +The team has put together many great articles, which I am sure you will find informative and insightful. Happy reading! + +Regards, +Dinesh Mohan + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Information Technology Strategy Team +Working in the Open: Part 2 + + + + + + + 2021-07-09 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://sara-sabr.github.io/ITStrategy/2021/07/09/working-in-the-open-part-2.html + +Information Technology Strategy Team +Working in the Open: Part 2 +2021-07-09 - Written by Guillaume Charest, in collaboration with the IT Strategy team + + + + + SharePoint Online / M365 Permission Levels + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + v0.1.20210916 + + + + NOTE: Users with DesignPlus permission are able to add others to the same permission group ("SAS_Design"). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 'Main' SharePoint Site + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. HOW we use M365 / SharePoint) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + SharePoint Permission Levels +The first step to managing permissions in SharePoint is to understand what actions the various permission levels authorize a person to perform. As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. + +SharePoint Permission Level - Description + - Read - Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. + - Contribute - Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents. + - Design - Designers can do everything that Contributors can do, plus they have the ability to create lists, libraries, views and metadata columns. + - DesignerPlus - A DesignerPlus can do everything a Designer can do, plus they have the ability to manage and customize permissions to control content access. + - Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. + - Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4). + - View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents. + +SHAREPOINT MIGRATION RESOURCE CENTRE +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/Your-Role.aspx + +Your Role +​​​​​​​Each of us has a role to play in ensuring your site's successful migration! + + + +With Microsoft ending support to SharePoint 2010, ESDC will manage and protect the content (including metadata) in our existing sites through their transition to the stable and supported environment offered in SharePoint Online. +Here's how we'll work together to make that happen.​​​​​​​​​​​​​​ +​​​​​​​SharePoint Migration Project Team +IM Lead +Site Owner +Site Designer +Business Analyst +Technical Consultant + +Are you ready to work in SharePoint Online? + +Visit the Learning Essentials page on iService, to learn the basics in managing your lists, libraries and permissions in SharePoint Online. +SharePoint Migration Project Team +Creates new URL for site in SharePoint Online +Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation +Consults with Branch/Regional IM Leads to schedule sites in migration waves +Migrates site to new SharePoint Online environment +Point of contact to Site Owners/Designers through the migration process +May assign additional resources to support Site Owners/Designers of more complex sites +IM Lead +Reviews sites and proposed migration dates with the Project Team +May update name(s) “Site Owner” role for migration, in the site metadata +Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) +Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers +Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +Point of contact to Site Owners/Designers through the migration process +Site Owner +Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities +Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed +Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +Confirms completion of final steps in SharePoint Online, with the Project Team +Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online​​​​​​​​​​​​​​ +The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site + + + + + + + + + + + + + + + + + + + + + + + + + Enterprise Architecture Team +SAS - Using ADO Boards + + + + v0.1.20210827 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GC Principles Relating to ADO Use + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Principles Relating to ADO Use + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + NOT ENDORSED + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. does the diagram depict HOW we are working / plan to work?) + + + + + + Enterprise Architecture Team +SAS - Migration From SharePoint 2010 (On Premises) To SharePoint Online (M365) + + + + v0.1.20210908 + + + + NOT ENDORSED + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. HOW migration will take place) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + New MAIN site for SAS-SAS, which will need to be owned & managed wholly by SAS. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Files managed in SP365, for ease of use in Teams, and to more easily collaborate with others, using the MS-Teams interface. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + SAME Folder structure as existed when the files were FROZEN by the migration team. + + + + + + + + + + + + + + + + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-the-Migration-Process.aspx + + + + + SharePoint Permission Levels + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + v0.1.20210908 + + + + NOTE: Users with DesignPlus permission are able to add others to the same permission group ("SAS_Design"). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + NOT ENDORSED + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. HOW we use M365 / SharePoint) + + + + + + SharePoint Permission Levels +The first step to managing permissions in SharePoint is to understand what actions the various permission levels authorize a person to perform. As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. + +SharePoint Permission Level - Description + - Read - Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. + - Contribute - Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents. + - Design - Designers can do everything that Contributors can do, plus they have the ability to create lists, libraries, views and metadata columns. + - DesignerPlus - A DesignerPlus can do everything a Designer can do, plus they have the ability to manage and customize permissions to control content access. + - Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. + - Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4). + - View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents. + +SHAREPOINT MIGRATION RESOURCE CENTRE +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/Your-Role.aspx + +Your Role +​​​​​​​Each of us has a role to play in ensuring your site's successful migration! + + + +With Microsoft ending support to SharePoint 2010, ESDC will manage and protect the content (including metadata) in our existing sites through their transition to the stable and supported environment offered in SharePoint Online. +Here's how we'll work together to make that happen.​​​​​​​​​​​​​​ +​​​​​​​SharePoint Migration Project Team +IM Lead +Site Owner +Site Designer +Business Analyst +Technical Consultant + +Are you ready to work in SharePoint Online? + +Visit the Learning Essentials page on iService, to learn the basics in managing your lists, libraries and permissions in SharePoint Online. +SharePoint Migration Project Team +Creates new URL for site in SharePoint Online +Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation +Consults with Branch/Regional IM Leads to schedule sites in migration waves +Migrates site to new SharePoint Online environment +Point of contact to Site Owners/Designers through the migration process +May assign additional resources to support Site Owners/Designers of more complex sites +IM Lead +Reviews sites and proposed migration dates with the Project Team +May update name(s) “Site Owner” role for migration, in the site metadata +Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) +Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers +Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +Point of contact to Site Owners/Designers through the migration process +Site Owner +Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities +Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed +Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +Confirms completion of final steps in SharePoint Online, with the Project Team +Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online​​​​​​​​​​​​​​ +The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site + + + + + + Enterprise Architecture Team +SAS M365 Playbook (SharePoint, Teams, ADO, etc.) - Topology + + + + v0.1.20210916 + + + + DRAFT + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. SAS' M365 Playbook) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + "Frozen" SharePoint 2010 Content will only temporarily be kept. + + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-the-Migration-Process.aspx + + + + + Enterprise Architecture Team +SAS Process: Exporting from Archi Diagrams, Importing Into QualiWare X + + + + v0.1.2021110 + + + + DRAFT + + + + Diagram Audience: EA Team (SAS) +Diagram Purpose: For discussion purposes only (e.g. SAS' EA Playbook) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Technical Standards for Data Integration (opengroup.org): +https://publications.opengroup.org/white-papers/architecture/w211 + + + + + w211 +v.2021-06-24 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + v0.1.2021-10-19 + + + + Diagram Audience: All. +Diagram Purpose: A visual depiction of The Open Group's document (w211). + + + + DRAFT + + Technical Standards for Data Integration (opengroup.org): https://publications.opengroup.org/white-papers/architecture/w211 +Copy available in SP2010: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Governance/Training/TOGAF%209.2/The%20Open%20Group%20Documents + +DETAILS +This document identifies and briefly describes the technical standards relevant to structured data integration, and discusses some wider non-technical considerations. It covers de facto best practice standards, standards from industry consortia, and standards from formal standards bodies. It is intended for Technical Architects and Data Architects. + +By listing relevant standards, this document provides a useful body of reference. It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. It also provides a basis for future work from The Open Group to identify and describe data integration best practices. + +Author(s) Chris Harding, Principal, Lacibus Ltd. and The Data Integration Work Group of the Architecture Forum +Published 24 Jun 2021 +Pages 45 +Type White Papers +Subject Enterprise Architecture + +Document No.: W211 +Published by The Open Group, June 2021. +Any comments relating to the material contained in this document may be submitted to: +The Open Group, Apex Plaza, Forbury Road, Reading, Berkshire, RG1 1AX, United Kingdom +or by email to: ogpubs@opengroup.org + + + + + + + Workload Migration and Cloud Enablement / WLM / +Migration des charges de travail et accessibilité à l'infonuagique +Project Number (Proposal ID) 202000009 + + + + BUSINESS CASE + + + + v0.8 (FINAL) +2021-07-16 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + NOT ENDORSED + + + + Diagram Audience: WLM & CE Team, EA Practitioners +Diagram Purpose: For discussion purposes only (e.g. does the diagram depict the Business Case document for the project? Has anything changed since the BC was finalized? + + + + v0.1.20210727 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Workload Migration (WLM) and Cloud Enablement project is seeking to address the migration of the majority of ESDCs applications that are currently hosted in legacy Shared Services Canada (SSC) data centres to Enterprise Data Centres or to Cloud, per the Government of Canada’s strategy to consolidate data centres across the Government of Canada (GC). +The existing legacy data centres no longer meet SSC standards that are now in place in Enterprise Data Centres, creating a risk to several aspects of these applications such as their infrastructure, operational risks, IT security, and network related risks. Applications hosted in legacy data centres may also be limited in implementing future business needs. +The applications currently hosted in legacy data centres will undergo thorough assessment while following the GC guidelines of Cloud First and TIME (tolerate, invest, move, eliminate) to determine their end-state hosting environments (Enterprise Data Centres or Cloud). The WLM project has several goals, the first of which is to serve as a risk response to the risks that have been identified should the movement of these applications not occur. Another goal of the WLM project is to improve the ESDC Security Posture and IT Service Delivery by moving applications to hosting environments that maintain a higher standard of security and compliance than in existing legacy data centres. +Lastly, the WLM project seeks to help in the reduction of technical debt and in the modernization of applications, consistent with the departmental transformation agenda. +This document seeks to recommend the adoption of the implementation of TIME assessment recommendations, at an approximate cost of $M over XX years. The realization of benefits that will occur as a result of this option include the improvement of IT security posture and compliance, the improvement of productivity, the reduction of risk exposure and versatility in application development. The options analysis described in this document has concluded that remaining with the status quo is not a feasible option, and that the option of a lift and shift will provide only part of the benefits, yet increase the departmental technical debt in coming years. +The WLM Project has many risks listed throughout this business case. The number of applications in scope, their complexity and interdependencies are key considerations. ESDC’s expertise in Cloud technology and the differences between the targeted architectures (Cloud and Enterprise Data Centres) and current legacy data centres, as well as the Network complexity, are other important considerations. +SSC and ESDC have identified mitigation measures that will be implemented. These measures, paired with a strong governance and continuous risk monitoring, will bring the risks described below to an acceptable level. + +2.1 Problem/Opportunity +The majority of ESDC systems are currently hosted in legacy Shared Services Canada (SSC) data centre facilities with aging infrastructure. These centres have not been designated as Enterprise Data Centres (thereby limiting further investment). The data centres are not designed to support 24/7 operations with 99.99% uptime and therefore are subject to outages and rely on older technologies to operate. This introduces infrastructure, operational, IT security, and network risks while greatly limiting the type of solutions that can be housed in these data centres to meet new business requirements. As part of the Government of Canada(GC) strategy to consolidate GC data centres and implement Cloud First, ESDC is initiating an assessment of 385 applications hosted within the Moncton and Montréal legacy data centres. This assessment will identify the appropriate disposition of each application as per the GC guidelines (i.e. Tolerate (maintain), Invest, Move, or Eliminate) and based on ESDC medium and longerterm business requirements. ESDC will develop a roadmap based on this assessment to address risks and known technical debt, in concert with the transformation agenda currently underway at ESDC. This involves migrating departmental applications from existing SSC legacy data centres into new hosting environments. ESDC will work with Treasury Board Secretariat (TBS) and SSC to identify target hosting environments, including Cloud based hosting services operated by the Government of Canada and private industry and at new, state-of-the-art data centres operated by SSC. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Human Resources Services Branch +202100024 Learning Management System Renewal +(Life Cycle Management) + + + + v0.1.20210910 + + + + DRAFT FOR DISCUSSION + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. Understanding Business info.) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Project Number: 202100024 +Project Name: Learning Management System Renewal + + +Research and Collaboration Opportunities -- Projects and Initiatives with the same Value Stream and Business Capabilities +• HRSB Modernization Programme: Talent Management Project (201700042), Case Management Project (201700028) and Onboarding Project (20170004) +• Learning Content Management System (LCMS) for ESDC (201700023) +• W-T Employee Wellness Passport (202100017) +• Project Management Competency Development (PMCD) Training Tracker (Learning Management System) +• Benefits Delivery Modernization (BDM) Programme + + + + + 202100024 Learning Management System Renewal +Request For Information Document + + + + v0.1.20220504 + + + + DRAFT FOR DISCUSSION + + + + Diagram Audience: EA Team (SAS, ESA, IA) +Diagram Purpose: For discussion purposes only (e.g. Understanding Business info.) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Based on original DRAFT document, prepared by LMS-R Team. + + + + + + + + CDO Data Foundations +High Level Enterprise Business Overview + + + + v0.1.20211123 + + + + DRAFT + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + TO 1.2.8. Problem / Opportunity Statement + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Information sourced from "ESDC Chief Data Office (CDO) Data Foundations Business Case" [v0.4 - DRAFT] + + + + + + + Government of Canada Strategic Plan for Information Management and Information Technology 2017 to 2021 +From Treasury Board of Canada Secretariat + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + DRAFT + + + + v0.1.20211201 + + + + + https://www.canada.ca/en/treasury-board-secretariat/services/information-technology/strategic-plan-2017-2021.htm +ISBN: 978-0-660-24007-7 + +TABLE OF CONTENTS: +About this document / what’s new +Message from the Government of Canada Chief Information Officer +Introduction +Citizens’ expectations +Workplace and workforce evolution +Privacy and security +The enterprise approach +IM-IT sustainability and aging IT +The vision +Digital services +Open and accessible +Security +Enterprise management +Community +Workplace +Mission statement +Guiding principles +Principle 1: client and service-centred design +Principle 2: open +Principle 3: enterprise first +Principle 4: secure +Principle 5: cloud first approach +Principle 6: enable a modern workplace: anywhere, anytime with anyone +Strategic goals +Strategic goal 1: service +Strategic goal 2: value +Strategic goal 3: security +Strategic goal 4: agility +Strategic actions +Service +Service management +Cloud first +Technology modernization +Information and data sharing +Manage +Governance +Enterprise architecture alignment and practices +Agility and innovation +Sustainability +Secure +Defence in depth +Trusted solutions and services +Awareness and understanding +Community +IM-IT workforce +Modern workplace +Digital collaboration +The way forward +Implementing the Strategic Plan +Risks and mitigation strategies +Measuring progress +Staying evergreen +Appendix A: Government of Canada IM/IT modernization priorities +Appendix B: implementation roadmap +Appendix C: key performance indicators +Appendix D: roles and responsibilities +Appendix E: definitions +Appendix F: draft digital principles + + + + + + + Project Name (En) Canadian Dental Care Plan +Proposal Name (FR) Le Régime canadien de soins dentaires +Project Name (En Short) CDCP / Project Name (Fr Short) RCSD +Project Number (Proposal ID) 202300004 +Investment Category Policy Agenda +Sponsoring Branch DGPSI_BISB + + + + BUSINESS CASE + + + + (FINAL) +2023-07-06 +v0.1.20230706 + + + + DIAGRAM NOT ENDORSED + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + MISSING FROM THE BUSINESS CASE: + - Benefits [4] + - Outcomes*** [4] + - Metrics [4] + - Required Capabilities [5] + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Executive Summary +Following the 2023 budget proposal to implement the new Canadian Dental Care Plan (CDCP) to provide dental coverage for uninsured Canadians, the CDCP will: +· provide Canadians the ability to apply and be considered access to the CDCP for their oral heath needs, +· seek help and guidance on eligibility, how to apply and information on the program, and +· maintain or renew their status throughout the year. +This business case details the CDCP business need, business context, background, options analysis, evaluation criteria, and solution scope to deliver the solution project. + +Business Context Diagram Description +Budget 2023 proposes providing $13 billion over five years, starting in 2023-24, and $4.4 billion ongoing, to Health Canada (HC) to implement the new Canadian Dental Care Plan (CDCP). The CDCP will provide dental coverage for uninsured Canadians with an annual family income of less than $90,000, with no co-pays for those with family incomes under $70,000. +It is estimated that approximately 9 million Canadians will be eligible for the CDCP. (Family income <$90k, resident of Canada, no access to a comparable dental insurance plan). The CDCP will be an insurance program delivered via a third-party benefits administrator (TPA). The CDCP will be launched in phases, starting with a targeted eligible population of seniors, people with disabilities, and people under 18 (totaling 4.7M) in 2024. Seniors and persons with disabilities should be prioritized for coverage as of April 1, 2024. In addition, children under 12* must be enrolled and be able to access dental coverage under the Canada Dental Care Plan as of July 1, 2024. (given that the existing interim dental benefit for children under 12 ends July 1, 2024). Full program eligibility for all families within an income less than $90,000 and who do not have access dental care through an employer, pension or private plan will start January 2025. + +ESDC/Service Canada (SC) is entering in a partnership agreement to deliver services on behalf of HC to Canadians as the plan starts up and on an ongoing basis. +HC is the lead for program implementation and works in collaboration with ESDC/Service Canada and partners on this implementation. This business case encompasses the CDCP service delivery implementation project that will deliver the required capabilities to intake CDCP applications, process applications and determine eligibility, communicate the decision to applicants and provide client support in the Service Canada network. The capabilities will support delivery of the following target client experience and flow: <May 4, 2023 Service Delivery Process Flow Diagram (A-to-H)> + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 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This use case applies to both internal and external threats. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + UC 3 Authorized user access through unmanaged devices +The authorized user requires secure access to a corporate application/resource via an unmanaged device. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + UC2 Administrator access through managed devices +An administrator requires access to an enterprise resource to perform administrative tasks such as application configuration, patching, infrastructure configuration changes, etc., via a managed device. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 2020 - Speech From The Throne + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ArchiMate One-Pager +(One Enterprise Architect's Interpretation) +2020-09-23 DRAFT (v0.1) + + + + + + + + + + + + + + + + + + + + HONOURABLE SENATORS, MEMBERS OF THE HOUSE OF COMMONS, LADIES AND GENTLEMEN, +Every day on our shared planet, millions face hardships that test the human spirit. Extreme weather, wildfires, poverty, conflicts, discrimination and inequalities. Rarely though, has all of humanity faced a single common insidious enemy. An invisible enemy that respects no borders, thrives anywhere, hits anyone. +To overcome a pandemic requires the work and resolve of every order of government, every community, and every one of us. +We don’t decide when hardship comes, but here in Canada, we have decided how we wanted to address it. We have adapted in remarkable ways. +We Canadians did our part. We changed our habits, postponed our plans, switched to teleworking or had to completely reinvent our work, all this, while caring for one another. +We owe an immense debt to those who served and still serve on the frontlines, to health care personnel and essential workers, women and men in uniform, volunteers and leaders, everywhere in the country. +There has been a lot of suffering and we all mourn those who have passed. +We trust science to lead the fight until a safe and effective vaccine becomes available. But until then, we must keep our guard up, using the tools that are available to us now – such as testing, treatments and physical distancing measures. +Like a reed in high winds, we might sway but we will not break. Because our roots are firmly in place, our goals clear, and because we have hope – the hope that lifts the soul on dark days and keeps us focused on the future. +Canadians have lived through uncertain times before and have always prevailed because determination, concern for others, courage, and common sense define our nation. +We must bring all those qualities to bear once again and continue to work for the common good, and for a better, safer and more just society. +This is who we are and what will see us through to brighter days. + +OPENING +For over 150 years, Parliamentarians have worked together to chart Canada’s path forward. +Your predecessors met when Confederation was only a few months old, setting the course for a young country. They stood united through Canada’s toughest days, leading the nation through wars and depression. And as they did, each Parliamentarian was called to meet their times. +Today, Canadians expect you to do the same. They expect you to work together on their behalf and meet this crucial moment. +Less than a year ago, we gathered here for a Throne Speech to open the 43rd Parliament. Since then, our realities have changed. And so must our approach. +This pandemic is the most serious public health crisis Canada has ever faced. +Over 9,000 Canadians have died in six months. For our neighbours in the United States, this figure is over 200,000. Globally, it’s nearly a million. +But these aren’t just numbers. These are friends and family. Neighbours and colleagues. +The pandemic is the story of parents who have died alone, without loved ones to hold their hand. +It is the story of kids who have gone months without seeing friends. +Of workers who have lost their jobs. +The last six months have laid bare fundamental gaps in our society, and in societies around the world. This pandemic has been hard for everyone. But for those who were already struggling, the burden has been even heavier. +For parents – and especially moms – who are facing impossible choices between kids and career. +For racialized Canadians and Indigenous Peoples who are confronted by systemic barriers. +For young people who are worried about what their future will hold. +For seniors who are isolated, frightened, and most at risk. +And for workers who, while earning the lowest wages in the most precarious sectors, have been on the frontlines of the pandemic. +We must address these challenges of today. But we also cannot forget about the tests of the future. +The world came into this pandemic facing the risks and consequences of climate change. A lesson that COVID-19 has taught us, is that we need to match challenges with decisiveness and determination. +On all of these fronts – health and the economy, equality and the environment – we must take bold action. +The Government will meet these challenges. +The Government’s approach will have four foundations. +The first foundation of this plan is to fight the pandemic and save lives. +The second foundation of the Government’s plan is supporting people and businesses through this crisis as long as it lasts, whatever it takes. Effectively dealing with the health crisis is the best thing we can do for the economy. Government action has already helped Canadians stay safe, and buffered the worst economic impacts. +The third foundation is to build back better to create a stronger, more resilient Canada. To do this, we must keep strengthening the middle class and helping people working hard to join it, and continue creating jobs and building long-term competitiveness with clean growth. We must also keep building safer communities for everyone. +The fourth and final foundation of this plan is to stand up for who we are as Canadians. We cannot forget what has made us a country that is welcoming. A country that celebrates two official languages. That achieves progress on gender equality, walks the road of reconciliation, and fights discrimination of every kind. +This is our generation’s crossroads. +Do we move Canada forward, or let people be left behind? Do we come out of this stronger, or paper over the cracks that the crisis has exposed? +This is the time to remember who we are as Canadians. +This is the opportunity to contain the global crisis and build back better, together. + +CONCLUSION +Taken together, this is an ambitious plan for an unprecedented reality. +The course of events will determine what needs to be done when. But throughout, protecting and supporting Canadians will stay the top priority. +And the core values that have driven the Government since day one remain the same. +In 2015, Canadians asked their government to deliver real change on everything from middle class jobs to climate change. In 2019, the people chose a Parliament that would keep moving forward on these shared goals. And in 2020, Canadians expect nothing less. +It is no small task to build a stronger, more resilient country. +It will take hard work. It will require a commitment to finding common ground. +Parliamentarians, Canadians have placed a trust in you to guide this country forward. They have placed their faith in you to work together to meet whatever challenges we face. +Remember that we are here today because of the generations of Canadians who came before us. We are here because of the women and men – our parents, grandparents, and great-grandparents – who had the courage to reach for a better future. +Today, it is our turn. Our moment to build a stronger and more resilient Canada for everyone. +Members of the House of Commons, you will be asked to appropriate the funds to carry out the services and expenditures authorized by Parliament. +Members of the Senate and Members of the House of Commons, may you be equal to the profound trust bestowed on you by Canadians, and may Divine Providence guide you in all your duties. + + + + + 2020 - Speech From The Throne + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ArchiMate One-Pager +(One Enterprise Architect's Interpretation) +2020-09-23 DRAFT (v0.1) + + + + + + + + + + + + + + + + + + + + + + ESDC Viewpoint + + HONOURABLE SENATORS, MEMBERS OF THE HOUSE OF COMMONS, LADIES AND GENTLEMEN, +Every day on our shared planet, millions face hardships that test the human spirit. Extreme weather, wildfires, poverty, conflicts, discrimination and inequalities. Rarely though, has all of humanity faced a single common insidious enemy. An invisible enemy that respects no borders, thrives anywhere, hits anyone. +To overcome a pandemic requires the work and resolve of every order of government, every community, and every one of us. +We don’t decide when hardship comes, but here in Canada, we have decided how we wanted to address it. We have adapted in remarkable ways. +We Canadians did our part. We changed our habits, postponed our plans, switched to teleworking or had to completely reinvent our work, all this, while caring for one another. +We owe an immense debt to those who served and still serve on the frontlines, to health care personnel and essential workers, women and men in uniform, volunteers and leaders, everywhere in the country. +There has been a lot of suffering and we all mourn those who have passed. +We trust science to lead the fight until a safe and effective vaccine becomes available. But until then, we must keep our guard up, using the tools that are available to us now – such as testing, treatments and physical distancing measures. +Like a reed in high winds, we might sway but we will not break. Because our roots are firmly in place, our goals clear, and because we have hope – the hope that lifts the soul on dark days and keeps us focused on the future. +Canadians have lived through uncertain times before and have always prevailed because determination, concern for others, courage, and common sense define our nation. +We must bring all those qualities to bear once again and continue to work for the common good, and for a better, safer and more just society. +This is who we are and what will see us through to brighter days. + +OPENING +For over 150 years, Parliamentarians have worked together to chart Canada’s path forward. +Your predecessors met when Confederation was only a few months old, setting the course for a young country. They stood united through Canada’s toughest days, leading the nation through wars and depression. And as they did, each Parliamentarian was called to meet their times. +Today, Canadians expect you to do the same. They expect you to work together on their behalf and meet this crucial moment. +Less than a year ago, we gathered here for a Throne Speech to open the 43rd Parliament. Since then, our realities have changed. And so must our approach. +This pandemic is the most serious public health crisis Canada has ever faced. +Over 9,000 Canadians have died in six months. For our neighbours in the United States, this figure is over 200,000. Globally, it’s nearly a million. +But these aren’t just numbers. These are friends and family. Neighbours and colleagues. +The pandemic is the story of parents who have died alone, without loved ones to hold their hand. +It is the story of kids who have gone months without seeing friends. +Of workers who have lost their jobs. +The last six months have laid bare fundamental gaps in our society, and in societies around the world. This pandemic has been hard for everyone. But for those who were already struggling, the burden has been even heavier. +For parents – and especially moms – who are facing impossible choices between kids and career. +For racialized Canadians and Indigenous Peoples who are confronted by systemic barriers. +For young people who are worried about what their future will hold. +For seniors who are isolated, frightened, and most at risk. +And for workers who, while earning the lowest wages in the most precarious sectors, have been on the frontlines of the pandemic. +We must address these challenges of today. But we also cannot forget about the tests of the future. +The world came into this pandemic facing the risks and consequences of climate change. A lesson that COVID-19 has taught us, is that we need to match challenges with decisiveness and determination. +On all of these fronts – health and the economy, equality and the environment – we must take bold action. +The Government will meet these challenges. +The Government’s approach will have four foundations. +The first foundation of this plan is to fight the pandemic and save lives. +The second foundation of the Government’s plan is supporting people and businesses through this crisis as long as it lasts, whatever it takes. Effectively dealing with the health crisis is the best thing we can do for the economy. Government action has already helped Canadians stay safe, and buffered the worst economic impacts. +The third foundation is to build back better to create a stronger, more resilient Canada. To do this, we must keep strengthening the middle class and helping people working hard to join it, and continue creating jobs and building long-term competitiveness with clean growth. We must also keep building safer communities for everyone. +The fourth and final foundation of this plan is to stand up for who we are as Canadians. We cannot forget what has made us a country that is welcoming. A country that celebrates two official languages. That achieves progress on gender equality, walks the road of reconciliation, and fights discrimination of every kind. +This is our generation’s crossroads. +Do we move Canada forward, or let people be left behind? Do we come out of this stronger, or paper over the cracks that the crisis has exposed? +This is the time to remember who we are as Canadians. +This is the opportunity to contain the global crisis and build back better, together. + +CONCLUSION +Taken together, this is an ambitious plan for an unprecedented reality. +The course of events will determine what needs to be done when. But throughout, protecting and supporting Canadians will stay the top priority. +And the core values that have driven the Government since day one remain the same. +In 2015, Canadians asked their government to deliver real change on everything from middle class jobs to climate change. In 2019, the people chose a Parliament that would keep moving forward on these shared goals. And in 2020, Canadians expect nothing less. +It is no small task to build a stronger, more resilient country. +It will take hard work. It will require a commitment to finding common ground. +Parliamentarians, Canadians have placed a trust in you to guide this country forward. They have placed their faith in you to work together to meet whatever challenges we face. +Remember that we are here today because of the generations of Canadians who came before us. We are here because of the women and men – our parents, grandparents, and great-grandparents – who had the courage to reach for a better future. +Today, it is our turn. Our moment to build a stronger and more resilient Canada for everyone. +Members of the House of Commons, you will be asked to appropriate the funds to carry out the services and expenditures authorized by Parliament. +Members of the Senate and Members of the House of Commons, may you be equal to the profound trust bestowed on you by Canadians, and may Divine Providence guide you in all your duties. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + MICM2 - Enforcement Business Case v12 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 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had two piece of information required to create an account and impersonating someone else with the social insurance number information obtained on the dark web (something the user knows). +The threat agent was potentially able to: +• Impersonate a user and change his personal information (banking information, address, security question and answers, etc.); +• Apply for Employment Insurance (when CERB wasn’t available); +• Apply for Canada Emergency Response Benefit through CRA Linkages; +• Change the banking information of pensioners; +• Apply for Grants; +• Submit Record of Employment for given social insurance numbers; +• Change employers contact information. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Pan-Canadian Trust Framework (PCTF) is a model that consists of a set of agreed-on concepts, definitions, processes, conformance criteria, and an assessment approach. It is not a “standard” as such, but is, instead, a framework that relates and applies existing standards, policies, guidelines, and practices, and where such standards and policies do not exist, specifies additional criteria. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Enterprise Security Model with Architecture & IT Security interfaces + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + IT Security Model +- Subject domain: IT Security +- Suggested Usage: SA&A, security assessments +- Conformed to: GC policy instruments particularly GC ITSG-33 and HTRA + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + GC Digital Operations Strategic Plan: 2021–2024 +From Treasury Board of Canada Secretariat + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html +Date modified: 2021-05-13 + +Table of Contents +• Document purpose and what’s new +• Message from the Chief Information Officer of Canada +• Context: a rapidly changing digital landscape +• Digital government +• Our strategy: transitioning to a more digital government to improve client service +• Our strategy in action: priorities for the next 3 years (2021–2024) + o Strategic pillar 1: modernize legacy IT systems +  Priority 1.1. Strengthen the overall health of the government’s application portfolio +  Priority 1.2. Provide modern, reliable and secure networks and infrastructure + o Strategic pillar 2: improve services +  Priority 2.1. Improve the service experience of all clients +  Priority 2.2. Maximize public value of data and information +  Priority 2.3. Build and use secure common solutions for digital service delivery + o Strategic pillar 3: implement enterprise +  Priority 3.1. Manage and use data and information as strategic assets +  Priority 3.2. Plan and govern for the sustainable and integrated management of service, information, data, IT and cybersecurity +  Priority 3.3. Deploy modern and accessible workplace tools and devices + o Strategic pillar 4: transform the institution +  Priority 4.1. Support fully digital delivery by managing a government-wide culture shift +  Priority 4.2. Build a workforce for digital first delivery +• Appendix A: Related policy instruments, guidance, plans and strategies +• Appendix B: Minister of Digital Government Mandate Letters +• Appendix C: Government of Canada service and digital target state enterprise architecture +• Appendix D: Progress report on 2018–2022 DOSP strategic actions + + +*Document Purpose And What's New* +The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.” + +Developed by the Treasury Board of Canada Secretariat (TBS), the 2021–2024 DOSP builds on the 2018–2022 one. In line with the GC Digital Standards, TBS designed the plan with users in mind. It incorporates feedback received on previous strategic plans and complements other key policies, guidelines, plans and strategies that set out the requirements for departments’ planning processes (see Appendix A). + +The latest DOSP consolidates the 6 strategic themes of the previous one into 4 strategic pillars that support the government’s digital transformation. + +This DOSP recognizes the progress achieved, sets government‑wide priorities and lists key activities for departments and agencies,Footnote1 including those that serve other government organizations by working to modernize service delivery, improve sustainability and promote digital stewardship. These priorities and activities will help departments move toward digital program and service delivery for Canadians. The updated DOSP was developed by the Digital Government team, with support from Public Services and Procurement Canada and the Canada School of Public Service. + +Departments will develop their own integrated plans that align with the DOSP and that support their departmental mandates and requirements. TBS will update the DOSP annually, to address any emerging priorities and actions, and will prepare an annual progress report. + +The 2021–2024 DOSP supports Canada’s Digital Government Strategy, led by the GC’s first Minister of Digital Government (see Appendix B for the Minister’s mandate letters). The strategy will help improve service delivery by accelerating the GC’s digital transformation and increasing collaboration with all levels of government. To align efforts across the GC and build a consistent digital experience, the Minister leads the Digital Government team, which includes, TBS (specifically, the Office of the Chief Information Officer, Digital Transformation Office and Canadian Digital Service) and Shared Services Canada. + +*Message from the Chief Information Officer of Canada* +I am pleased to release the Digital Operations Strategic Plan (DOSP) for 2021–2024 at this pivotal time for Canada and Canadians. + +The COVID‑19 pandemic significantly accelerated the global shift to online services and the trend toward remote work. From the onset of the pandemic, public servants rose to the occasion, working across traditional divides and innovating to rapidly deliver essential services digitally to millions of Canadians, including emergency benefits and the COVID Alert app. Shared Services Canada worked tirelessly with departments and agencies to maintain quick, efficient and secure delivery of critical front‑line services. + +As Canada’s economy recovers from the pandemic, the need for digital government is more pronounced than ever: a government that is more open and more collaborative and that provides improved digital‑first, user‑centred services and programs. + +To make digital government a reality in an unpredictable environment, we in the Government of Canada (GC) must modernize how we manage technology and technological change to keep government responsive and resilient so that it meets the changing needs and expectations of Canadians and Canadian businesses. + +Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca. + +Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic. + +The 2021–2024 DOSP provides the strategic direction for the GC’s integrated management of service, information, data, IT and cybersecurity. It sets out priorities and actions to accelerate our efforts. Given our shifting operating environment, we will review this document annually. + +Our priorities include: + +making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations +developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language +improving data-driven decision‑making +getting the most value for the public from the data and information the GC holds +modernizing funding and procurement approaches to support more agile execution practices +acting ethically and in environmentally sustainable ways +Our employees remain our most valuable resource. We need to attract and retain top‑notch talent. We will make sure that our multidisciplinary workforce has the right digital skills, that these skills are put to use in the right place, and that employees have modern tools and are supported by enabling leadership. We will also continue to strive to make our workforce inclusive and diverse. + +The journey to fully digital service delivery requires collaboration, experimentation and continual improvement across the GC. I am humbled and proud to be on this journey with you, working together to make digital service delivery better, faster, greener and more reliable. + +Marc Brouillard +Acting Chief Information Officer of Canada + + + + + Cyber Security Operation Centre (CSOC) Log Monitoring - Enterprise Security +Architecture Model & Strategy + + + + + + +Additional notes on Strategies: + +1. Adapt Soke and Hub Service Model +- centralized SIEM service (SIEM Hub): subscrib to SSC or do it all in-house +- Spokes are data sources feeding to the Hub +- SIEM is the central piece linking all SOC tools + +2. Data Masking (DM) Stragegy +Mask sensitive data in logs by: +- Use custom code to auto-check the presence of sensitive data every time a message gets logged +- leaverage vendor capabilities of masking sensitive data +- Leverage data filters in log agent configurations that anonymize sensitive data before the log data is transmittted to log server +- Explore investing an Enterprise DM tool. + +3. Standardize what to log per data source +- Leverage GC Event Log Strategy + +4. Unify and consolidate logs for monitoring + +5. Leverage advance technologies in AI, ML and automation + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + From Document: Zero Trust Core Principles (w210) +Published by The Open Group + + + + + April 2021 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Zero Trust Core Principles +Document No.: W210 +Published by The Open Group, April 2021 + + + diff --git a/raw-data/github/archimate/InfoTech_EnterpriseDataModel.archimate b/raw-data/github/archimate/InfoTech_EnterpriseDataModel.archimate new file mode 100644 index 00000000..684e8926 --- /dev/null +++ b/raw-data/github/archimate/InfoTech_EnterpriseDataModel.archimate @@ -0,0 +1,3254 @@ + + + + + + + + + + + + Object Model + + + + + + + + + + + + + + Framework & workflow + + + + + + + + Detail review of all slides & deliverables + + + + + + + + + + + + + + + + Dimensions and facts + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Any thing related to the case; Letter, answerl opinion; motion + + + + + + + + + + + + + + + + + + + + + + Relational + + + Object Model + + + + + + + XSD, REST Schemas + + + Dimensional + + + + + Any physical mdoel: Database, Message et al + + + + + + Any Logical model used: EDW, Datalake, Analytical + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + XSD, JSON Schema artefact + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Model with domains + + + + Models avaialable for the enterprise + + + Models rpresenting the Preproduction environment. These models are a subset of the enterprise (development) models as not all development projects gets promoted to pre-production. Only exists in physical format + + + + Models that repsent all artefacts deployed to production. Not all components that we promoted to pre-production gets promoted to production due to project cancellation, postponed, change of priorities etc + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Long term coarse grain + + + + Short term fine grain + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + A sample Conceptual model describing missing persons. +Party is an abstract concept describing any legal entity that plays a role in a Case and Events. A Case is be registered for 1 or more missing persons and it manages the location process via state changes. An event is something that happended at a point of time at a specific location and its evidence provides validity to the event. + + + + + A party is a legal entity such as a person, organization or household. Parties are related via the party relationship. + + + + A party may play different roles in a case, such as reporter, the missing person. + + + + A location is a place on earth. In the example a town is within a region, within a country + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + A case is the central object of the model + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The conceptual representation of a Party - a person or organization that plays a role in a missing person case. A party may play different roles. + + + + A party is a legal entity such as a person, organization or household. Parties are related via the party relationship. + + + + A party may play different roles in a case, such as reporter, the missing person. + + + + Sub-type or Specialization. Person is a type of Party. Or: a party is a person, organization or household. + + + + + + + + + + + + + + + + + + Creating lineage from source systems to analytical layer is a daunting task and very difficult to keep current + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Salesforce interface with other applications + + + + + + + + Applications interface with Salesforce + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Enterprise Data Model is an integrated view of all the data in use by the organization in its day to day operations. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Message Model is used to describe internal and external facing messages and is equivalent to the canonical model + + + + + The Conceptual Data Model describes the organization from a business perspective + + + + + + Datamarts are built for specific business use cases + + + + Analyitcal models are focussed on the information use of data + + + + Application models are application specific operational models. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Business use business terms as defined in the BDG to access the analytical layer + + + + A lineage from source systems to analytical layer trace data flows + + + + The lineage from source systems to the BDG and semantic layer relates business terms to physical artefacts + + + + + + + + + + + + + + + + + + + + + Creating lineage from source systems to analytical layer is a daunting task and very difficult to keep current. tooling + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Sales and Mfg domains may have different semantics for "customer" + + + + Through domain modelling one recognizes that semantic differences may exists between business domains. +It is important to capture these semantics to make an educated decision how to implement it in the Conceptual Model. This decision will influence your message structures and analytics. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Different data model implementations for Customer + + + + + Semantic differences are small - use a single class + + + + + + Semantic differences are profound. Consider the use of composition or sub-typing + + + + + + + For existing systems the semantic differences may be resolved via a transformation function. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Enterprise Data Model is an integrated view of all the data in use by the organization in its day to day operations. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Message Model is used to describe internal and external facing messages and is equivalent to the canonical model + + + + + The Conceptual Data Model describes the organization from a business perspective + + + + + + Datamarts are built for specific business use cases + + + + Analyitcal models are focussed on the information use of data + + + + Application models are application specific operational models. The Interface model define interfaces + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + A long term coarse grain function with a slower cadence + + + + + + + + + A short term fine grain function with a fast cadence + + + + + + + + See content in SharePoint 2010: "Create and Manage Enterprise Data Models" +FOLDER LINK: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Library/Info-Tech%20Documents/Create%20and%20Manage%20Enterprise%20Data%20Models +Documents: +1. 01-Create-and-Manage-Enterprise-Data-Models--Executive-Brief.pptx +2. 02-Create-and-Manage-Enterprise-Data-Models--Phases-1-3.pptx +3. (This ArchiMate model--not in SharePoint) +4. 04-Enterprise-Architecture-Tool-Selection.pptx +5. 05-Data-Modeling-Playbook.pptx + diff --git a/raw-data/github/archimate/JeanBLapierreSandbox.archimate b/raw-data/github/archimate/JeanBLapierreSandbox.archimate new file mode 100644 index 00000000..267866e4 --- /dev/null +++ b/raw-data/github/archimate/JeanBLapierreSandbox.archimate @@ -0,0 +1,13053 @@ + + + + + In order to encourage a culture of "Working in the Open", and the sharing of software development projects, ESDC is developing an Open Source Software (OSS) Management Framework to guide employees. To this effect, the IT Strategy and IT Research team within ESDC has begun working in the open. Existing project teams are increasingly looking to share their source codes and work in the open (e.g. CDO, CAWS). More than 50 GitHub source code repositories have been shared (32 Developer Experience, 11 Developer Community of Practice [DevCoP] and 9 Service Canada). The DevCoP has numerous repositories on GcCode and GitHub, indicating ESDC’s efforts to both promote and align with the DOSP - working in the open, collaborating widely, using open standards and solutions. Over 99% of EI applications are currently submitted through digital methods. In addition, the Pensions projects (especially CPP-SIS) are further advancing the availability of e-services for that client segment as well. + + + In order to guide and shape how government information, technology and service delivery will be managed in a new digital ecosystem, ESDC is undertaking the following initiatives: +  CSLP – E-Service Re-Procurement; +  Temporary Foreign Worker System and Webservice Enhancements 2.0; and, +  CSLP - New Brunswick SIN Validation. + +These initiatives will help build a set of digital standards into policy, operations and program development. +In response to the COVID-19 pandemic, ESDC created and rapidly deployed the e-service and eSIN applications. Currently, over 99% of EI applications are currently submitted through digital methods. Additionally, Pensions projects, such as CPP-SIS, are further advancing the availability of e-services for that client segment. + + + In order to promote digital literacy and collaboration within the Department, ESDC has developed an Open Source Software (OSS) Management Framework, which encourages employees to contribute to public open source software projects. + + + + In order to keep with enterprise IM/IT governance, ESDC is implementing the PMIS Upgrade and Enhancement. + + + In order to enhance and strengthen the oversight function for IT-enabled projects, ESDC is implementing the PMIS Upgrade and Enhancement. + + + + TB’s Policy on Service and Digital is estimated to have 247 requirements applying to the departmental Chief Information Officer (CIO) function. Along with this are key changes, which produce new expectations for Deputy Heads in the areas of service, information and data, technology, cyber security, as well as workforce capacity and capability. To comply with the Policy, a methodological gap analysis was performed by IITB teams to determine the policy-driven requirements based on five themes: + Governance, planning and reporting (as it relates to IT governance and planning within ESDC); + Service Design and Delivery; + Information and Data; + Technology (including automated decision making); and, + Cyber Security and Identity. +The gap analysis looked at IITB’s existing investments and priorities and made 12 recommendations for IITB to either create new initiatives or reprioritize its portfolio of activities. Most of these recommendations are already in progress as part of the IITB Way Forward. The top five prioritized recommendations are: + Clarify the role and responsibilities between the CDO and the CIO; + Establish the role of a designated official for Cyber Security (DOCS); + Review IM/IT and Identity Policies to address redundancy, conflicts, user-centered policy writing, and training; + Harmonize the different service inventories for a single source of truth; and, + Formalize automated decision-making governance at ESDC. +These recommendations reflect the integrated management of functions as expected by the Policy, the increased responsibilities of the CIO, and the unique governance entities within ESDC (e.g. use of a CDO, a Chief Security Officer outside the branch of the CIO, and a tier 2 level committee focused on purely on service). +In addition, the Branches within the Department have been collaborating internally to improve service delivery and digital transformation: + Business Architecture and Alignment Office participates regularly at EA activities as one of the EA domains in developing project architectures; + User Experience Team provides UX research and design services to IT project teams regularly; and, + Business Process Management Team provides guidance and services on business process mapping to IT project teams regularly. + + + + In support of ESDC’s Accessibility Strategy, ESDC is working on and testing an interdepartmental initiative to replace existing GC tools to ensure availability of more accessible toolsets, where such collaborative tools (i.e. Office 365) used for accessibility follow internationally recognized accessibility standards. ESDC is also working to ensure interoperability of adaptive technologies with the ESDC collaboration toolset. These digital collaboration tools are required for Canadians with disabilities as they continue to face barriers to their full participation in the workplace, which limit their opportunities for career development and advancement. + + + + Via the Infrastructure Re-use Branch Initiative, connectivity between the legacy ESDC infrastructure and data centres to the SSC End State data centres is being made available as a selfprovisioning service to allow the migration of certain applications. Further work, resources and funds under the WLM Project will need to be engaged to migrate specific ESDC workloads of the legacy data centres to SSC End State data centres. +In order to complete the migration of the specific ESDC workloads of the legacy data centres to SSC’s End State data centre, the following projects are being migrated as part of the WLM project: + 1-800 O-Canada Business Model Review and Contract ReProcurement; + Emergency Management Application System; + ESDC’s Cloud Implementation Plan is underway to support the departmental application strategy, data centre consolidation and cloud adoption. This includes the Cloud Assessment Framework, Research and Prototyping, and the Cloud Intake process; and, + Making all internal applications accessible over the next three years is a significant outcome of ESDC’s Application Strategy. + + + ESDC’s Data Strategy has been designed to build capabilities to generate strategic insights, increase opportunities for collaboration and to enable improvements and efficiencies in program, service delivery and internal operations. Through its implementation, the Department aims to provide people with easy, secure, and authorized access to quality data in a way that protects privacy and delivers value for Canadians. +The Strategy is built on six foundations for improved client service and policy: access, analytics, data governance and stewardship, data management, enablement, and people. +Foundations investments include among others: + Master data management (MDM) expansion; + Purchase and installation of ESDC Data Catalogue; + Procurement of SAS (VA); + Data Visualization for Business Solutions; and, + Implementation of and analytics platform and Big Data Appliance. + + + + Early EA alignment and review discussions will occur pre-gate 0 in order to support streamlined project proposals, financing, management and governance. + + + The IT Project Management Officer (PMO) has adopted a continuous improvement state of mind. Currently, ESDC is improving project management oversight activities by: + Reviewing current SDLC methodology. The new SDLC is more modern and is adopting latest market state of the art technics such as agile development and management; + Implementing a process through the IT PMO to manage initiatives that fall off its current project management framework by adapting current oversight techniques and procedures to include any unfitted projects\activities; and, + Improving PMIS system and centralizing ESDC’s project data repository. The IT PMO and Enterprise PMO are actively running those projects. + + + + + + https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx +13. Will the site’s security groups migrate? +No. Active Directory lists that are on premise will not be migrated; however the Project Team will recreate them as Azure Active Directory groups with settings activated to enable Owners and Designers to manage their membership after they migrate. + +Please keep your access and permissions up-to-date. You should not wait until your site is scheduled for migration to perform this update. + +https://dialogue/proj/ITCD-RMTI/SAS-SAS/_layouts/settings.aspx + + + + Should these internal links be included? +(users won't be able to access off the network anyways) -> Maybe include these on an internal site like iService. + + + 1. Develop an Inventory of Onboarding + + + 2. Yearly survey on Onboarding - with the 2021 April Survey as the baseline. + + + 3. Support Pilots (Ref. Section 2.3). + + + 4. Explore use / develop a prototype platform "One Click Away" for Onboarding using Power tool. + + + + Leverage Marketplace Analytics tool (employee profile analytics) + + + + Leverage information collected from IFFS (Interactive Fact Findings Services) surveys, end user support requests etc. + + + Leverage information collected from performance measurement framework (e.g., dashboard). + + + + Update additional letter of offer template(s) (e.g., non-EX template). + + + Update external content - iterate through use cases, employee types or personas and confer with business content owners. +Provide functionality to allow end users to submit feedback and/or participate in surveys. +Resource component (Dedicated support/analytics staffing). ** +Leverage information collected from IFFS (Interactive Fact Findings Services) surveys, end user support requests etc. +Leverage information collected from performance measurement framework (e.g., dashboard). +Leverage Marketplace Analytics tool (employee profile analytics) +Update additional letter of offer template(s) (e.g., non-EX template). + + + + To build a healthy future, we must also strengthen our healthcare system and public health supports for all Canadians, especially seniors, veterans, persons with disabilities, vulnerable members of our communities, and those who have faced discrimination by the very system that is meant to heal. + + + The Government will work collaboratively with provinces, territories, and other partners to deliver real results on what Canadians need. + + + Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. + + + The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. + + + At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. + + + There is work to be done. On accessibility. On care in rural communities. On delayed procedures. On mental health and addiction treatment. On long-term care. On improving data collection across health systems to inform future decisions and get the best possible results. + + + Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. + + + The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. + + + To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. + + + These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. + + + Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. + + + Priority number one remains getting the pandemic under control. The best way to do that is vaccination. + + + Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + + + Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat. + + + The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat. + + + Now, with one of the most successful vaccination campaigns in the world, and employment back to pre-pandemic levels, the Government is moving to more targeted support, while +prudently managing spending. + +To ensure no one is left behind, support will be extended or added for industries that continue to struggle. + + + At the same time, the Government will also continue making life more affordable for all Canadians. + +Inflation is a challenge that countries around the world are facing. And while Canada’s economic performance is better than many of our partners, we must keep tackling the rising cost of living. To do that, the Government’s plan includes two major priorities: housing and child care. + + + + The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living. + + + The Government will also continue building the first-ever Canada-wide early learning and child care system. By the end of 2022, average fees for regulated child care will be cut in half in most of the provinces and territories. And in some places, this will even happen as early as the start of the year. Families will save thousands of dollars. + + + Four jurisdictions have not yet reached agreements on child care. Two are territories with unique infrastructure challenges, and the Government will keep working together to ensure we meet the needs of the North. The Government will continue working with the remaining two provinces to finalize agreements that will deliver $10-a-day child care for families who so badly need it. + + + + + And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts. + + + Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy. + + + Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy. + + + As a country, we want to be leaders in producing the world’s cleanest steel, aluminum, building products, cars, and planes. Not only do we have the raw materials and energy to do that, most importantly, we have skilled, hard-working Canadians to power these industries. + + + As we move forward on the economy of the future, no worker or region will be left behind. The Government will bring together provinces, territories, municipalities, and Indigenous communities, as well as labour and the private sector, to tap into global capital and attract investors. + + + The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future. + + + The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future. + + + Canadians also know climate change threatens our health, way of life, and +planet. They want climate action now, and that is what the Government +will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s +2030 climate goal. The Government will also legislate Canada’s goal of net-zero +emissions by 2050. + + + As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses + + + This pandemic has reminded Canadians of the importance of nature. The +Government will work with municipalities as part of a new commitment to +expand urban parks, so that everyone has access to green space. This will be +done while protecting a quarter of Canada’s land and a quarter of Canada’s +oceans in five years, and using nature-based solutions to fight climate change, +including by planting two billion trees. + + + • Help deliver more transit and active transit options; + + + • And recognize farmers, foresters, and ranchers as key partners in the +fight against climate change, supporting their efforts to reduce emissions +and build resilience. + + + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + The Government will redouble its efforts by: +• Taking action on online hate; + + + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + + + Action on our collective health and well-being. + +The pandemic has shown us that we need to put a focus on mental health in the same way as physical well-being because they are inseparable. + + + + Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + + + The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. + + + And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources. + + + Personal protective equipment has been shipped across the country. + +The Government will also continue to work on getting Canadians the PPE they need. + +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. + + + Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. + + + Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. + + + The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. + + + At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. + + + Members of the Canadian Forces were there in long-term care homes. + + + Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. + + + The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. + + + To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. + + + These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. + + + Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. + + + In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. + + + + And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CERB helped people stay healthy at home while being able to keep food on the table. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + To help make that happen, the Government will launch a campaign to create +over one million jobs, restoring employment to previous levels. This will be +done by using a range of tools, including direct investments in the social sector +and infrastructure, immediate training to quickly skill up workers, and +incentives for employers to hire and retain workers. + + + + Another example of how the Government will create jobs is by significantly +scaling up the Youth Employment and Skills Strategy, to provide more +paid work experiences next year for young Canadians. + + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. + + + + The Government will create an Action Plan for Women in the Economy to help +more women get back into the workforce and to ensure a feminist, intersectional +response to this pandemic and recovery. This Plan will be guided by a task force +of experts whose diverse voices will power a whole of government approach. + + + It has been nearly 50 years since the Royal Commission on the Status of Women +outlined the necessity of child care services for women’s social and economic +equality. We have long understood that Canada cannot succeed if half of the +population is held back. Canadians need more accessible, affordable, inclusive, +and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a +significant, long-term, sustained investment to create a Canada-wide early +learning and childcare system. +The Government will build on previous investments, learn from the model that +already exists in Quebec, and work with all provinces and territories to ensure +that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour +leaders, that the time is now. + + + The Government also remains committed to subsidizing before- and after-school +program costs. With the way that this pandemic has affected parents and families, +flexible care options for primary school children are more important than ever. + + + The Government will also accelerate the Women’s Entrepreneurship Strategy, +which has already helped women across Canada grow their businesses. + + + This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. + +The CEWS helped people keep their jobs, or be rehired if they had been laid off. + +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. + +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. + + + + + And introducing further support for industries that have been the hardest +hit, including travel and tourism, hospitality, and cultural industries +like the performing arts. + + + In the longer term, the Government will focus on targeted investments to +strengthen the middle class, build resiliency, and generate growth. The Government +will also identify additional ways to tax extreme wealth inequality, including by +concluding work to limit the stock option deduction for wealthy individuals at large, +established corporations, and addressing corporate tax avoidance by digital giants. + + + Web giants are taking Canadians’ money while imposing their own priorities. +Things must change, and will change. The Government will act to ensure their +revenue is shared more fairly with our creators and media, and will also require +them to contribute to the creation, production, and distribution of our stories, +on screen, in lyrics, in music, and in writing. + + + This fall, the Government will release an update to Canada’s COVID-19 +Economic Response Plan. This will outline the Government’s economic and +fiscal position, provide fiscal projections, and set out new measures to +implement this Throne Speech. + +This update will make clear that the strength of the middle class, and the +wellbeing of all Canadians, remain Canada’s key measures of success. + + + Central to this is recognizing that one of the greatest tragedies of this pandemic +is the lives lost in long-term care homes. Elders deserve to be safe, respected, +and live in dignity. + +Although long-term care falls under provincial and territorial jurisdiction, +the federal government will take any action it can to support seniors while +working alongside the provinces and territories. + + + The Government will work with Parliament on Criminal Code amendments +to explicitly penalize those who neglect seniors under their care, putting +them in danger. + + + The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; + + + The Government will also: +• ...take additional action to help people stay in their homes longer. + + + + The Government remains committed to increasing Old Age Security once a +senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. + + + The Government will look at further targeted measures for personal support +workers, who do an essential service helping the most vulnerable in our +communities. Canada must better value their work and their contributions +to our society. + + + + A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors + + + A robust employment strategy for Canadians with disabilities + + + + Over the last six months, it has become clearer than ever why Canadians need +a resilient health care system. + +The Government will ensure that everyone – including in rural and remote +areas – has access to a family doctor or primary care team. COVID-19 has also +shown that our system needs to be more flexible and able to reach people at home. +The Government will continue to expand capacity to deliver virtual health care. + + + + + The same goes for access to the medicine that keeps people healthy. Many +Canadians who had drug plans through work lost this coverage when they were +laid off because of the pandemic. So this is exactly the right moment to ramp +up efforts to address that. + + + The Government remains committed to a national, universal pharmacare +program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. + + + The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. + + + Women’s safety must be the foundation on which all progress is built. The +Government will accelerate investments in shelters and transition housing, and +continue to advance with a National Action Plan on Gender-Based Violence. + + + To keep building strong communities, over the next two years the Government +will also invest in all types of infrastructure, including public transit, energy +efficient retrofits, clean energy, rural broadband, and affordable housing, +particularly for Indigenous Peoples and northern communities. + + + + And to further link our communities together, the Government will work with +partners to support regional routes for airlines. It is essential that Canadians have +access to reliable and affordable regional air services. This is an issue of equity, of +jobs, and of economic development. The Government will work to support this. + + + This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. + +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. + + + The Government will add to the historic National Housing Strategy announced +in 2017 by increasing investments to rapid housing in the short term, and +partnering with not-for-profits and co-ops in the mid- to long-term. For the +middle class, the Government will also move forward with enhancements to +the First-Time Home Buyer Incentive, including in Canada’s largest cities, +so families can afford to buy their first home. + + + Just like everyone deserves a home, everyone deserves to be able to put nutritious +food on the table. +The pandemic has made that harder for Canadians. The Government will +continue to work with partners – including directly with First Nations, Inuit, +and Métis Nation partners – to address food insecurity in Canada. The +Government will also strengthen local food supply chains here in Canada. + + + The Canadian and migrant workers who produce, harvest, and process our +food – from people picking fruit to packing seafood – have done an outstanding +job getting good food on people’s plates. They deserve the Government’s +full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors +receive full and fair compensation for recent trade agreements. Farmers keep +our families fed, and we will continue to help them succeed and grow. + + + We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. + + + From researchers developing vaccines, to entrepreneurs building online stores, +this pandemic has reminded us of the power of the knowledge economy, and +how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT +systems to modernize the way that Government serves Canadians, from the +elderly to the young, from people looking for work to those living with a disability. + + + The Government will also work to introduce free, automatic tax filing for simple +returns to ensure citizens receive the benefits they need. + + + Canadians also know climate change threatens our health, way of life, and +planet. They want climate action now, and that is what the Government +will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s +2030 climate goal. The Government will also legislate Canada’s goal of net-zero +emissions by 2050. + + + As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses + + + As part of its plan, the Government will: +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; + + + This pandemic has reminded Canadians of the importance of nature. The +Government will work with municipalities as part of a new commitment to +expand urban parks, so that everyone has access to green space. This will be +done while protecting a quarter of Canada’s land and a quarter of Canada’s +oceans in five years, and using nature-based solutions to fight climate change, +including by planting two billion trees. + + + The Government will ban harmful single-use plastics next year and ensure +more plastic is recycled. And the Government will also modernize Canada’s +Environmental Protection Act. + + + When the Prairie Farm Rehabilitation Administration was closed by a previous +government, Canada lost an important tool to manage its waters. The Government +will create a new Canada Water Agency to keep our water safe, clean, and +well-managed. The Government will also identify opportunities to build more +resilient water and irrigation infrastructure. + + + At the same time, the Government will look at continuing to grow Canada’s +ocean economy to create opportunities for fishers and coastal communities, +while advancing reconciliation and conservation objectives. Investing in the +Blue Economy will help Canada prosper. + + + • Help deliver more transit and active transit options; + + + Make zero-emissions vehicles more affordable while investing in more charging stations across the country. + + + The Government will launch a new fund to attract investments in making +zero-emissions products and cut the corporate tax rate in half for these +companies to create jobs and make Canada a world leader in clean technology. +The Government will ensure Canada is the most competitive jurisdiction in +the world for clean technology companies + + + • Transform how we power our economy and communities by moving +forward with the Clean Power Fund, including with projects like the +Atlantic Loop that will connect surplus clean power to regions +transitioning away from coal; + + + • And support investments in renewable energy and next-generation clean energy and technology solutions. + + + Canada cannot reach net zero without the know-how of the energy sector, +and the innovative ideas of all Canadians, including people in places like +British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they +work to transform to meet a net zero future, creating good-paying +and long-lasting jobs; + + + • And recognize farmers, foresters, and ranchers as key partners in the +fight against climate change, supporting their efforts to reduce emissions +and build resilience. + + + The Government will continue its policy of putting a price on pollution, while +putting that money back in the pockets of Canadians. It cannot be free to pollute. + + + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + The Government will redouble its efforts by: +• Taking action on online hate; + + + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + + + + + The Government will also help families buy their first home sooner with a more flexible First-Time Home Buyer’s Incentive, a new Rent-to-Own program, and by reducing the closing costs for first-time buyers. + + + + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + The Government will redouble its efforts by: +• Taking action on online hate; + + + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + + The Government has invested in economic empowerment through the +Black Entrepreneurship Program, while working to close the gaps in services +for Indigenous communities. + + + Important steps were taken with the release of +Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism +secretariat, and the appointment of the first-ever Minister focused specifically +on diversity and inclusion. This is all good, but much more needs to be done +for permanent, transformative change to take shape. + + + The Government will redouble its efforts by: +• Taking action on online hate; + + + The Government will redouble its efforts by: +• Building a whole-of-federal-government approach around better collection of disaggregated data; + + + The Government will redouble its efforts by: +• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. + + + The Government will take steps to ensure that the strong hand of criminal +justice is used where it is needed to keep people safe, but not where it would be +discriminatory or counterproductive. + + + The Government will: +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; + + + The Government will: +• Modernize training for police and law enforcement, including addressing standards around the use of force; + + + The Government will: +• Move forward on RCMP reforms, with a shift toward community-led policing; + + + The Government will: +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + + + + The Government will invest more in international development while supporting +developing countries on their economic recoveries and resilience. + + + Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. + + + The Government will also continue to stand up for human rights and the rule +of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig +and Michael Spavor must be brought home. This is something for which all +Canadians stand united. + + + The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. + + + The Government will continue to bring in newcomers and support family +reunification. We know that there is an economic and human advantage to +having families together. +As part of both the short-term economic recovery and a long-term plan for +growth, the Government will leverage the advantage we have on immigration +to keep Canada competitive on the world stage. + + + + Accelerating work on the National Action Plan in response to the National +Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls +for Justice, as well as implementation of the Truth and Reconciliation +Commission’s Calls to Action; + + + + And continuing to close the infrastructure gap in Indigenous communities, +working on a distinctions-basis with First Nations, Inuit, and the +Métis Nation to accelerate the government’s 10-year commitment. + + + The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; + + + The Government will also: +• Support additional capacity-building for First Nations, Inuit, and the Métis Nation. + + + + Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air. + + + Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air. + + + Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + + + Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + + + Protecting our land and oceans will address biodiversity loss. In this work, the Government will continue to strengthen its partnership with First Nations, Inuit, and Métis, to protect nature and respect their traditional knowledge. + + + Creating the Canada Water Agency will safeguard that vital resource and support our farmers. + + + And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy. + + + And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy. + + + While we address climate change – +While we fight COVID-19 and its consequences – +While we grow our economy for everyone – +We cannot turn away from other challenges. + +Gun violence is on the rise in many of our biggest cities. + +While investing in prevention and supporting the work of law enforcement, we must also continue to strengthen gun control. + +The Government has taken important actions like introducing lifetime background checks. + + + The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns. + + + The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns. + + + During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services. + + + During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services. + + + When someone in our country is targeted because of their gender, or who they love, or where they come from, the way they pray, the language they speak, or the colour of their skin, we are all diminished. + +Everyone should be – and feel – safe. + +The Government will continue combatting hate and racism, including with a renewed Anti-Racism Strategy. + + + Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + + + Canadians understand that equity, justice, and diversity are the means and the ends to living together. + +Fighting systemic racism, sexism, discrimination, misconduct, and abuse, including in our core institutions, will remain a key priority. + + + The Government will also continue to reform the criminal justice system and policing. + + + This is the moment to rebuild for everyone. The Government will continue to invest in the empowerment of Black and racialized Canadians, and Indigenous Peoples. It will also continue to fight harmful content online, and stand up for LGBTQ2 communities while completing the ban on conversion therapy. + + + As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act. + + + As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act. + + + This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools. + + + This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools. + + + To support communities, the Government will also invest significantly in a distinctions-based mental health and wellness strategy, guided by Indigenous Peoples, survivors, and their families. + + + Everyone in our country deserves to be safe. + +That is why the Government will accelerate work with Indigenous partners to address the national tragedy of Missing and Murdered Indigenous Women, Girls and 2SLGBTQQIA+ People. + + + The Government will also make sure communities have the support they need to keep families together, while ensuring fair and equitable compensation for those harmed by the First Nations Child and Family Services program. + + + Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today. + + + To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content. + + + To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content. + + + Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today. + + + Allows government organizations to securely transfer files: + +between themselves +to and from private organizations + + + + + + Servers can be grouped to support more users + + + + + + Platform Readiness Guide +This guide provides platform readiness information needed to set up a machine to successfully connect to and access the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/SFT_Platform_Readiness_Guide_Ver_1.8.pdf + + + SFT Client User Guide for SFT Client Version 2.x +This guide provides instructions on the SFT Client GUI and options for Version 2. +https://sftweb.pwgsc.gc.ca/guides/sftClientV2UG_e.pdf + + + Architecture Document +This document describes the architecture of the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/Architecture_MSFT_Ver_1.4.pdf + + + Requirements Gathering Checklist +This document allows the prospective client to provide information required for the setup of the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/MSFT%20Requirements%20Gathering%20Checklist.doc + + + + Operations/User Guide +This guide provides operational procedures in running the SFT Client and using the MSFT Service. +https://sftweb.pwgsc.gc.ca/guides/SFT_Operations-User_Guide.pdf + + + + + + + + + + + + A Service Delivery Hub (SDH) was created to modernize technology to allow Service Canada to create an integrated approach to service delivery, resulting in improved, seamless and timely service delivery for clients. + + + Two major components of the strategy are workforce management and workload management. + + + Two major components of the strategy are workforce management and workload management. + + + a) Hosting of content in common space on a single instance; +b) OGD branded sub-school "condo" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs + + + + a) Hosting of content in common space on a single instance; +b) OGD branded sub-school "condo" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs + + + + a) Hosting of content in common space on a single instance; +b) OGD branded sub-school "condo" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs + + + + a) Hosting of content in common space on a single instance; +b) OGD branded sub-school "condo" model on a single instance; +c) OGDs working directly with D2L to implement separate instances; +d) Federating with learning platforms deployed by OGDs + + + + D2L supports global learning technology interoperability standards, such as SCORM/xAPI, LTI and IMS common cartridge, enabling reusabilty and interoperability. + + + + D2L supports global learning technology interoperability standards, such as SCORM/xAPI, LTI and IMS common cartridge, enabling reusabilty and interoperability. + + + Single sign-on credentials, learner attributes, learning content, common learner record. + + + Provide OGDs with self-service or API based access to data/reports about own employees/learners + + + Carry out pilots with GCPass/Sign-in Canada, GCExchange, DCAM (ADFS) in 2021 + + + Complete Security Assessment and Authorization in partnership with TBS, SSC and CCCS + + + Business Solutions Operations +NIIS BR (Pension forms) for IITB / NIIS +Updated: March 9, 2022 + + + + + + physical work environment and hardware (building, garage, office, phones, etc.) +1.1 Mailstop Information +1.2 Relocating, if Necessary +1.3 Printers +1.3.1 Add Printer Wizard +1.3.2 Have Your Email Account Added For Scan Function +1.4 Building Services +1.5 Parking, Bike Cage, Change Room, Showers +1.6 Evacuation Sequence +1.7 Meeting Arrangements +1.7.1 Booking System +1.7.2 Hosting a Conference call +1.7.3 Skype +1.8 Telephone (VOIP) +1.9 Voicemail +1.10 Outlook Calenda + + + + + + + + • ESDC is undergoing a massive service transformation right now, as you know. IITB’s role in this work is suitably large – we must ensure that all of the substantial IT elements of our transformation are delivered, whether by our team or by our service delivery partners. This work is of highest priority in our Department, and for the GC and indeed for Canadians. + + + • While our Department and our Branch are busy transforming, IITB also has the very large job of keeping running and maintaining the essential IT services that underpin everything. ESDC is often referred to as a “portfolio” and not just a department, for very good reason: We are enormous. Our IT operations are comparably large. + + + + Rina, Nasser and I are committed to ensuring that information is shared regularly and, more importantly, in a timely fashion. To that end, we are planning a meet and greet town hall for mid-June, in or near National Public Service Week. Details on this meeting will be sent in the coming days. + + + + Parliamentary review +12 As soon as feasible after the third anniversary of the day on which this section comes into force and after each subsequent fifth anniversary, a review of this Act and of its administration and operation is to be undertaken by a committee of the Senate, of the House of Commons or of both Houses of Parliament that may be designated or established for that purpose. + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + +In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + + + + + In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + + + + + + + Robert (Bob) Weisman, PhD, PEng, PMP, CD1 +President ISACA Ottawa Valley Chapter and President Association of Enterprise Architects (Ottawa Gatineau Chapter) +DTiG 2021 Conference Chair +Robert is an Engineer in Residence and Professor Digital Transformation and Innovation at University of Ottawa where he now teaches enterprise architecture to graduate and undergraduate students and soon Digital Transformation Leadership Bob spent 30 years in government, 10 years at CGI and then academia with a PhD journey He is a very active member of The Open Group and also CEO and Executive Management Consultant at Build The Vision Inc. + + + + Role to be discussed at a later date + + + Jean-Luc Lemieux CPA, CMA, CISA, CIDA +ISACA Ottawa Valley Director Conferences and Secretary Designate +Jean-Luc is a senior consultant at Samson and Associates and President of Jean Luc Lemieux CPA Inc. He has volunteered to manage the technology platform supporting the DTiG 2021 Conference. + + + Xenos Khan, MBA +AEA Ottawa Gatineau Chapter Director Programs Designate +Xenos passed away suddenly in May 2021. He was a gifted and warm hearted man dedicated to his family, friends, and his colleagues at Gelder, Gingras and Associates where he was Vice President Consulting and at Employment and Social Development Canada (ESDC) where he was working on the Cloud Reference Architecture. He will be sorely missed. + + + Will Xu +Conference Website Administrator +Will serves as the Director of Communications and Webmaster for the ISACA Ottawa Valley chapter. Professionally, he is a member of the audit team at the Office of the Auditor General of Canada, conducting IT performance audits of federal government departments. He has created and maintained the web presence of DTiG 2021. + + + Jean Lapierre +Director for Government Advocacy. Association of Enterprise Architects’ Ottawa Gatineau Chapter +Jean’s most recent public service engagement is at Employment and Social +Development Canada (ESDC) is as an enterprise architect, seeking to enable +architectural alignment and reduce technical debt. Previously, his career was +focussed in the field of Data Warehousing, having worked at National Defence +(DND), Treasury Board of Canada Secretariat (TBS), and Shared Services Canada +(SSC). For the conference, Jean was instrumental in getting key speakers for DTiG +2021 and communicating with the public service. + + + Jenny Xi, Treasurer +ISACA Ottawa Valley Chapter +Jenny +has been volunteering as the Treasurer for the ISACA Ottawa Valley Chapter Board for +two years She works at NAV CANADA as Manager, Internal Control and has over 13 years of +experience in the accounting profession including internal controls, fraud risk management, +general computer controls, taxation, governance and information security controls +For +DTiG 2021 Jenny has managed the finances for the first time the conferences has been in a +virtual format + + + Analyst: Expenditure Management Division. +Treasury Board of Canada Secretariat / Expenditure Management Sector / EMS - Assistant Secretary's Office / Program Performance and Evaluation Division / Central Performance and Impact Assessment Unit + + + Need to create and manage a Google account, with sufficient security settings and credentials, to be managed by key members of the group. +Ensure consistent naming is used, ideally starting with "YYYYMMDD" to indicate the day of presentation. "<Date Presented in format: YYYYMMDD>-<Digit indicating the order: 1, 2, 3, etc. from that day> - <Last Name> - <Organization Acronym> - <Shortened Title>.pdf" + + + + + + + + + + + Organizing Site Content +Content is organized into external (pre-onboarding) and internal (first day of onboarding and beyond) information. +New executives would not be able to access the internal content (financial delegation, staffing sub-delegation). +One concern is that of the security risk introduced by placing internal email addresses on an external-facing website (Maybe include the contacts in the LOO?). Also, are we going to cover more topics (i.e. remote work)? + + + + - Internal links +- Require ESDC account + + + + + + + + For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region. +https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx + - +https://dialogue/grp/GI-IM/default.aspx + TBS Directive on Recordkeeping + TBS Directive on IM Roles and Responsibilities + Standard on Email Management + Library and Archives Canada Act + Information Management Courses offered by CSPS + IM Basics + Directive on Open Government + Stewardship of Information + Guidelines for USB usage + ESDC Data Loss Prevention + + + + + + + + + + + + IM Lead + - Reviews sites and proposed migration dates with the Project Team + - May update name(s) “Site Owner” role for migration, in the site metadata + - Identifies any essential Branch/Region blackout period (e.g. during peak client service periods) + - Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Point of contact to Site Owners/Designers through the migration process + + + The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Technical Consultant +May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site + + + + Site Designer +May be appointed in the “Site Owner” role for the purpose of the migration +May attend the Orientation Session with the Site Owner +Rebuilds site customization after migration in SP Online + + + Site Owner + - Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities + - Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed: https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-Site-Remediation.aspx + - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + - Confirms completion of final steps in SharePoint Online, with the Project Team + + + + SharePoint Migration Project Team + - Creates new URL for site in SharePoint Online + - Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation + - Consults with Branch/Regional IM Leads to schedule sites in migration waves + - Migrates site to new SharePoint Online environment + - Point of contact to Site Owners/Designers through the migration process + - May assign additional resources to support Site Owners/Designers of more complex sites + + + The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online. + +Business Analyst +Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online + + + View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents. + + + Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4). + + + + Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes. + + + + Contribute: Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents. + + + + Everyone Except External Users + + + This Permission might be used to: +1. Share with other GC Departments, Partners, etc. +2. Share with System Integrators who may not have an ESDC Network Account +3. Share with Public (use caution here). +There should be a strong Use Case here, with permissions set only at the lowest-level folder, to ensure permissions are not inherited by mistake. + + + + + + SharePoint Online Learning Essentials +http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml + + + Explore the Resource Centre and be sure to see the Frequently Asked Questions. +https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx + + + Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support. +Users have the ability to run code, delete the entire SharePoint instance, etc. ("SAS_Owner"). + + + Employment and Social Development +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Labour Program +https://www.canada.ca/en/employment-social-development/corporate/portfolio/labour.html +Service Canada +https://www.canada.ca/en/employment-social-development/corporate/portfolio/service-canada.html +More about the portfolios and programs +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Mandate +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-results/2017-2018/ +mandate-role.html +Departmental Plans +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-plan.html +Read about our Leaders +https://www.canada.ca/en/employment-social-development/corporate/organizational-structure.html +Accessibility +https://www.canada.ca/en/employment-social-development/programs/accessible-people-disabilities.html +Diversity and Inclusion + - Self ID (just an introduction to it, no links + + + +Key Leadership Competencies +https://www.canada.ca/en/treasury-board-secretariat/services/professional-development/key-leadership-competencyprofile.html +Directive on Terms and Conditions of Employment for Executives +https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=32625&section=html +Executive Performance Management (PM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/performancemanagement-program-executives.html +Executive Talent Management (TM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/executive-talentmanagement.html +Public Service Group Insurance Benefits Plan +https://www.canada.ca/en/treasury-board-secretariat/services/benefit-plans/active-members/becoming-executive.html + + +Bring a copy of your leave balance and MyKey + + +Canada School of Public Service +https://www.csps-efpc.gc.ca/index-eng.aspx +- Public Service Orientation: Learn about government +https://www.canada.ca/en/government/system.html + + + - Executive compensation at a glance +- Hours of work +- Executive Leave +- Help +Advisory Services offered by the Association of Professional Executives of the Public Service of Canada (APEX) +https://apex.gc.ca/confidential-advisory-services/ + +The Pension Centre: 1-888-742-1300 + + + Learning path for executives +https://www.csps-efpc.gc.ca/exdev-eng.aspx +Diversity and inclusion learning path for executives +https://csps-efpc.gc.ca/diversity-inclusion-eng.aspx + + + CONTACTS +● Executive Resourcing: +● Executive Performance and Talent Management: +● Executive Leadership Development Programs: +● Compensation for executives: + + + • CSPS Courses +- G110 course, “Authority Delegation Training" +- G610 course, “Authority Delegation Validation Assessment for Executives” + +• SABA Courses +- “Travel, Hospitality, Conference and Event Expenditures – Financial Signing Authorities”. Course (ID: 00010242) + +• Upon successful completion +- please notify the Financial Delegation Unit (FDU) by email at: +- Request Financial Signing Authority - Incumbent and Requester Portal. + + + • CSPS Courses +- H200 (Module 1 and Module 2) “Basics of Staffing in the Public Service” +- H200 (Module 3) course, “Validation of Knowledge related to the Basics of Staffing in the Public Service” +- P901 course, “Staffing: A Resourcing Tool for Managers” +- W005 course, "Understanding Unconscious Bias" +- W006 course, "Overcoming Your Own Unconscious Biases" +- W007 course, "Overcoming Unconscious Bias in the Workplace" + +• SABA Courses +- “ESDC Orientation Session for Staffing Sub-Delegation” + +• Upon successful completion +- contact your sub-delegation coordinator +- iService page +• Contacts + + + • Performance Management (PM) +• Talent Management (TM) +• ESDC Essential Training for Executives +• Diversity and Inclusion +• Leadership Development Programs + + + • Communities of Practice and Networks within ESDC +• Executive Corner on GcConnex (require .canada or .ca email) https://gcconnex.gc.ca/login +• Association of Professional Executives of the Public Service of Canada (APEX) https://apex.gc.ca/ +- APEX Ambassador at ESDC is <Person> <Email> + + + • Diversity is our strength (news article on iService) +• Self-identification forms in myEMS (PeopleSoft) + + + + + + + + CONTACTS +● Executive Resourcing: +● Executive Performance and Talent Management: +● Executive Leadership Development Programs: +● Compensation for executives: + + + Learning path for executives +https://www.csps-efpc.gc.ca/exdev-eng.aspx +Diversity and inclusion learning path for executives +https://csps-efpc.gc.ca/diversity-inclusion-eng.aspx + + + - Executive compensation at a glance +- Hours of work +- Executive Leave +- Help +Advisory Services offered by the Association of Professional Executives of the Public Service of Canada (APEX) +https://apex.gc.ca/confidential-advisory-services/ + +The Pension Centre: 1-888-742-1300 + + + Employment and Social Development +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Labour Program +https://www.canada.ca/en/employment-social-development/corporate/portfolio/labour.html +Service Canada +https://www.canada.ca/en/employment-social-development/corporate/portfolio/service-canada.html +More about the portfolios and programs +https://www.canada.ca/en/employment-social-development/corporate/portfolio.html +Mandate +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-results/2017-2018/ +mandate-role.html +Departmental Plans +https://www.canada.ca/en/employment-social-development/corporate/reports/departmental-plan.html +Read about our Leaders +https://www.canada.ca/en/employment-social-development/corporate/organizational-structure.html +Accessibility +https://www.canada.ca/en/employment-social-development/programs/accessible-people-disabilities.html +Diversity and Inclusion + - Self ID (just an introduction to it, no links + + + +Key Leadership Competencies +https://www.canada.ca/en/treasury-board-secretariat/services/professional-development/key-leadership-competencyprofile.html +Directive on Terms and Conditions of Employment for Executives +https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=32625&section=html +Executive Performance Management (PM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/performancemanagement-program-executives.html +Executive Talent Management (TM) +https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/executive-talentmanagement.html +Public Service Group Insurance Benefits Plan +https://www.canada.ca/en/treasury-board-secretariat/services/benefit-plans/active-members/becoming-executive.html + + +Bring a copy of your leave balance and MyKey + + +Canada School of Public Service +https://www.csps-efpc.gc.ca/index-eng.aspx +- Public Service Orientation: Learn about government +https://www.canada.ca/en/government/system.html + + + - Internal links +- Require ESDC account + + + •Performance Management (PM) +•Talent Management (TM) +•ESDC Essential Training for Executives +•Diversity and Inclusion +•Leadership Development Programs + + + + • CSPS Courses +- H200 (Module 1 and Module 2) “Basics of Staffing in the Public Service” +- H200 (Module 3) course, “Validation of Knowledge related to the Basics of Staffing in the Public Service” +- P901 course, “Staffing: A Resourcing Tool for Managers” +- W005 course, "Understanding Unconscious Bias" +- W006 course, "Overcoming Your Own Unconscious Biases" +- W007 course, "Overcoming Unconscious Bias in the Workplace" + +• SABA Courses +- “ESDC Orientation Session for Staffing Sub-Delegation” + +• Upon successful completion +- contact your sub-delegation coordinator +- iService page +• Contacts + + + • CSPS Courses +- G110 course, “Authority Delegation Training" +- G610 course, “Authority Delegation Validation Assessment for Executives” + +• SABA Courses +- “Travel, Hospitality, Conference and Event Expenditures – Financial Signing Authorities”. Course (ID: 00010242) + +• Upon successful completion +- please notify the Financial Delegation Unit (FDU) by email at: +- Request Financial Signing Authority - Incumbent and Requester Portal. + + + • Communities of Practice and Networks within ESDC +• Executive Corner on GcConnex (require .canada or .ca email) https://gcconnex.gc.ca/login +• Association of Professional Executives of the Public Service of Canada (APEX) https://apex.gc.ca/ +- APEX Ambassador at ESDC is <Person> <Email> + + + • Diversity is our strength (news article on iService) +• Self-identification forms in myEMS (PeopleSoft) + + + + + + + Executive Taskforce Leadership Team (ETLT) + + + + + + + + + + + + + + + + + + + + + + + + The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. + + + + + + + + The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living. + + + + + Terms and conditions +Customers will be registered to use the MSFT facility. They must have a Public Key Infrastructure (PKI) certificate that is cross-certified with the Government of Canada federal PKI bridge, as well as an active Internet connection to implement the service. +Government of Canada institutions (departments, agencies and Crown corporations) must encrypt human resources (HR) and financial data in accordance with the Operational Security Standard: Management of Information Technology Security (MITS). Use of the Government of Canada MSFT secure file transfer service supports MITS for the secure transfer of any file type and size up to and including the "Protected B" level at medium assurance for bi-directional file transfers between users, systems and applications. MSFT is mandatory for SSC and customers. +As per the Service Level Agreement with customers, each customer is ultimately responsible for ensuring their own security and privacy compliance through the identification, mitigation and acceptance of any residual risks. The customer ensures the application of appropriate security and privacy controls in their IM and IT activities and procedures. +The customer is responsible for their own Security Assessment and Accreditation (SA&A) initiatives related to their environment and systems. +Moreover, customer departments are responsible for controlling authorization and need-to-know within their own systems and are further advised, for added assurance, to encrypt end-to-end their protected data as per the Treasury Board of Canada Secretariat Operational Security Standard: Management Standard: Management of Information Technology Security (MITS). + + + http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12328 + +Rescinded [2019-06-28] - Operational Security Standard: Management of Information Technology Security (MITS) + + + https://gpp-ppm.service.gc.ca/sites/forms-formulaires/PMISformsFormulaires/Lists/IITBProposalIntake/DispForm.aspx?ID=47 +https://crm-grc.service.gc.ca/IITB-PPS-DGIIT-SPP/main.aspx + +PROJECT BACKGROUND: +Our current translation management system is MultiTrans 6 (2017) and it does not provide: +Industry standard functionality +An accessible interface +Compatibility with O365 64-bit +Document translation + +PROJECT DESCRIPTION +To replace our current translation management system is MultiTrans 6 (2017) with a modern and flexible product + +PMIS - PROJECT OUTCOMES +A Modern Translation Management System that provides: +Updated translation memory, functionality and workload management +An accessible interface +Support for Office 365 64-bit +End-user document translation + +DEFINITIVE MEDIA LIBRARY (DML) +MultiTrans 2017 Admin Console, MultiTrans 2017 Client, MultiTrans 2017 server + + + + + As shown in the commercial offer plus 2 Trados Studio licences per team +22 Linguistics Teams. +Linguistics staff will use both Language Cloud and Language Weaver (for them it's included in Language Cloud's licence) Non-linguistics staff will use Language Weaver for document translation instead of the current array of free and paid online services such as google, bing, DeepL, etc. etc. + + + As shown in the commercial offer plus 2 Trados Studio licences per team + + + + + WPSM will manage all requests and approvals as is the case with MultiTrans + + + + + + + + + + + + + + + + https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Major.pdf + + + https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Minor.pdf + + + Small Projects (between $500,000 and $2,500,000) (PDF, 607 KB) +https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Small%20500K-2.5M.pdf + +Small Projects (up to $500,000) (PDF, 423 KB) +https://gpp-ppm.service.gc.ca/sites/pwa/ESDCKnowledgeRepository/All%20Documents/Project%20Life%20Cycle%20-%20Small%20Less%20Than%20500K.pdf#search=Life%20cycle + + + + + + + + + + + + + + + + + + + + + + A Service Delivery Hub (SDH) was created to modernize technology to allow Service Canada to create an integrated approach to service delivery, resulting in improved, seamless and timely service delivery for clients. + + + A Service Delivery Hub (SDH) was created to modernize technology to allow Service Canada to create an integrated approach to service delivery, resulting in improved, seamless and timely service delivery for clients. + + + By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve. + + + By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve. + + + By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve. + + + By aligning Gs&Cs workload forecasting, planning and management, work and by extension, resources can be allocated in a more strategic and efficient way to ensure best results for our programs and the clients we serve. + + + Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub. + + + Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub. + + + Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub. + + + Governance of this initiative will be overseen by the Strategic Program Operations Committee (SPOC) for review and support, with final endorsement from Gs&Cs Strategic Hub. + + + + + + + + + + Contract Awarded to Brightspace by D2L following Agile RFP + + + School has VP/DG level steering committee and an Implementation Working Group consisting of all branches, business lines and supporting areas to contribute to planning and implementation. + + + School has VP/DG level steering committee and an Implementation Working Group consisting of all branches, business lines and supporting areas to contribute to planning and implementation. + + + + + + + + + + + + + + + + + + + + + A1 QC Client Primary A Quebec resident seeking to register for / login to MSCA using their QC Digital Identity. + + + A2 Service QC Agent Secondary A Service QC agent who provides support to clients. + + + A3 ESDC R&A Call Centre (NIDS) Agent Secondary A NIDS agent who provides telephone support to clients for issues associated with SIN validations. + + + A6 ESDC Systems Primary SIR/ECAS/MSCA portal + + + A4 Service Canada / 1-800 O CANADA Agent Secondary A Service Canada or 1-800 O CANADA agent who provides general information to clients in-person or by telephone for questions and issues assocated with federal programs and services. + + + A5 QC Systems Primary QC Digital Identity Program + + + UC1 Initiate Registration Quebec’s Digital Identity appears as a TDI option alongside federal credentials - GCKey and Sign-In Partner – on the federal Registration and Authentication (R&A) page for MSCA. QC client selects the Quebec Digital Identity option. + + + UC2 Client Login Client is redirected to Quebec’s Digital Identity website in QC system and must provide username and password. + + + UC4 Identity and Personal Information Consumed If the QC Digital Identity entered by the client in UC2 is valid, the client’s PAI will be consumed from the QC Digital Identity by ESDC systems. + +If the client’s QC Digital Identity is deemed to be a new user, the identity and personal information (Last Name, First Name, Date of Birth, will be consumed and used for SIR Validation (except for the First Name) and all data elements will be stored in ECAS. + +If the client’s QC Digital Identity does not meet all acceptability criteria (i.e. including the required Level of Assurance), an error message will be presented to the client by ECAS and only the PAI and LOA information will be stored in ECAS. + + + + UC3 No Match / Refer to Service QC Agent If the QC client’s username and/or password is invalid, or for any other exception, the QC system will generate an error message indicating the information entered does not match the database record and to either try again, or contact a Service QC Agent to resolve the issue. Number of acceptable failed attempts as per QC’s security protocol. + + + UC5 Entry of SIN The client is required to enter their SIN for mapping of the PAI to ECAS and to complete program enrolment. + + + UC6 R&A Database Lookup The SIN and PAI will be cross-referenced against the R&A Database to determine whether the client is a new or returning user. + + + UC7 Entry of Program Enrolment Information If the client is deemed to be a new user, the client is required to enter their SIN , Parent's name at birth and security questions and responses to complete the program enrolment requirements. The identity and personal information (Last Name, First Name, Date of Birth, Province of Residence) data elements will be requested and consumed from the QC Digital Identity. + + + UC8 SIR Validation Use the existing SIN validation services to validate the client’s SIN and additional personal information (Last Name, Date of Birth, and Parent's name at birth) against the SIR. + + + UC9 Match / Streamlined Access Route the match response to the ESDC system and create their MSCA profile. +QC clients can then access applicable services associated with the Canada Pension Plan (CPP), Employment Insurance (EI) and Old Age Security (OAS), as well as utilize the Linked Accounts service with Canada Revenue Agency (CRA). + + + + UC10 No Match / Refer to ESDC Agent If the QC client’s identity profile does not match SIR data, ECAS will generate an error message indicating the information entered does not match their SIR record and to either try again or contact an ESDC Service Agent by phone to resolve the issue. Number of acceptable failed attempts remains the same. + + + UC11 Returning MSCA User / Credential Substitution to QC Digital Identity If the QC client is deemed to be a returning user in UC6 (performing a credential substitution from GCKey or Sign-In Partner to QC Digital Identity), the QC client is required to enter the answers to the security questions previously provided. + + + UC12 Validate Answers The answers provided are validated against the R&A Database (ECAS) . + + + UC13 Match / Successful Credential Migration Pass the client through to MSCA. The new TDI is inserted in R&A Database, and the previous GCKey/ Sign-In Partner mapping will be set to inactive. + + + UC14 No Match / Refer to ESDC Agent If the client’s answers to do not match the R&A Database, ECAS will generate an error message indicating the information entered does not match the database and to either try again or contact an ESDC Service Agent by phone to resolve the issue. + + + UC15 Returning QC Digital Identity Users ECAS recognizes the PAI of a returning QC Digital Identity user and passes the client through to MSCA after a SIN flag check using the existing process . If there is a flag on the SIN, the QC user will receive an error message to contact an ESDC support agent by phone to resolve the issue. + + + UC16 Returning MSCA User / Credential Substitution from QC Digital Identity If the QC client is deemed to be a returning user, performing a credential substitution from QC Digital Identity to either GCKey or Sign-In Partner, the client is required to enter the answers to the ECAS security questions provided during a previous session. + + + + + + + + + + + The Wage Earner Protection Program (WEPP) provides payments to employees when their employer is subject to a receivership, bankruptcy, or other WEPP qualifying insolvency proceeding. + + + The WEPP will pay out unpaid wages, vacation pay, termination and/or severance based on the applicant’s eligibility. + + + + + + + + + + + + ID Name Description Relationship to Solution +SI1 ISB Regions Integrity Services Branch, regions ISB regions are responsible for conducting inspections on employers and they are directly impacted by these changes. +Direct users of solution. + + + + SI2 ISB NHQ ISB National Headquarters ISB NHQ is responsible for providing direction, advice and guidance and training/tools to ISB regions to make sure they are fully equipped and ready to operationalize the new conditions. ISB NHQ is also responsible to identifying and coordinating changes to IT solutions reflective of updated guidance. NHQ users are also responsible for non-compliant decision making, monitoring, reporting etc to support the regions throughout the inspection process. +Direct users of solution. + + + SI3 IT Information Technology IT is responsible for maintaining and implementing changes to the solution. + + + SI4 BSO Business Solutions Operation BSO is responsible for making changes to the letters/annexes templates in CCT in collaboration with IT where IT is impacted by changes to the templates. +Direct users of solution during changes or template development. + + + + SI5 POB Program Operations Branch POB is responsible for introducing the new regulations to employers upfront when they apply to ESDC with Labour Market Impact Assessment (LMIA) applications, so the employers are aware of the new commitments and the fact that they will be inspected and held responsible if an inspection was called. POB is also impacted when ISB suspends LMIA application assessment process if ISB determines that employer may not be complying with certain conditions. Suspending LMIA processing is a new authority granted to the program under these regulations coming into force Sept. 2022. A new field is planned to be added to the system to indicate that the employer has been suspended until further notice. +Not a direct user; they receive information via the interface on inspection status, decisions and consequences. + + + + SI6 SEB Skill and Employment Branch SEB is the lead for the program and is responsible for the regulatory framework for the TFWP. They work with all partners/stakeholders in drafting and implementing the new regulations. SEB/POB are also responsible for developing inspection policies. All changes to the solution must be aligned to the regulations, policies and guidance to operationalize the conditions. +Not a direct user of the solution. + + + + SE1 IRCC Immigration, Refugees and Citizenship Canada The Temporary Foreign Workers Program is administered jointly by ESDC and IRCC. Both departments work together and make sure the regulatory framework reflect the entire TFWP and that both departments are in agreement with the new regulations and how it applies to the part of the program they are responsible for administering. +Not a direct user of solution. + + + Definition of Minister +2 In this Act, Minister means the Minister of Employment and Social Development. + + + + + + + + + + + + + + + + + + + + + + + File your income taxes +Filing your income tax return is required to apply for this benefit. + +Have you filed your 2021 income taxes? + + + Set up direct deposit +Direct deposit will be the fastest way to get payments for this benefit. + +Is your direct deposit information up to date with the CRA? +Yes +No - I want to set it up +No - I prefer to receive my payment by cheque? + + + Confirm you have access to your CRA My Account +Canada Revenue Agency's online application (CRA My Account) will be the fastest way to apply for this benefit. + +Do you have a CRA My Account? + + + Confirm you receive the Canada Child Benefit (CCB) +Receiving the CCB is required to access this benefit. + +Do you receive CCB payments for your child as of December 1, 2022? + + + Estimate how much you could get +Your benefit amount depends on your adjusted family net income. + +What was your adjusted family net income in 2021? +less than $70,000 +$70,000 to $79,999 +$80,000 to $89,999 +$90,000 or more + + + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + + + Health Canada and the CRA are collaborating closely on an application platform that would deliver payments in a timely fashion. Further details on how and when to apply for the Benefit will be communicated in due course. + + + + + • Compatibility with data coming from Drupal (php) + + + + + + + • Ability to create surveys from within Dynamics +• Ability to monitor results from surveys within Dynamics +• Ability to sort survey responses by responses to specific questions +• We don’t want to link survey responses with stakeholders and their information --> Survey Anonymity + + + Log-in + +Accessible log-in with appropriate alt-text + +Our brand colours and logo/banner + +Display welcome screen with key takeaways (most recent stakeholders added, quick data like number of stakeholders, if there is an open survey, how many responses, email opens of newsletters) + +Accessible with appropriate alt-text + +Navigation bar with respect to various aspects of the program: our database, survey creation, survey results, analysis software, teams, search + +For example – navigating to stakeholder database. Click on database, shows full database in excel like format + +Click on individual stakeholder and brings up their contact card with all details and information + + + 1. Log-in +a. Accessible log-in with appropriate alt-text +b. Our brand colours and logo/banner + + + 2. Display welcome screen with key takeaways (most recent stakeholders added, quick data like number of stakeholders, if there is an open survey, how many responses, email opens of newsletters) +a. Accessible with appropriate alt-text + + + 3. Navigation bar with respect to various aspects of the program: our database, survey creation, survey results, analysis software, teams, search + + + + + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + + + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + + + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + + + In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + + Uploading a video +Uploading a video file on GCcollab uses the exact same steps as uploading a regular file, however it is important to note that the size of the video to be uploaded should not exceed 1GB. While GCcollab does not have video player functionality, users can upload video file types. + +Accepted file formats:: txt, jpg, jpeg, png, bmp, gif, pdf, doc, docx, xls, xlsx, ppt, pptx, odt, ods, odp, accdb, mdb, m4a, mp4, grd, map, rar, gdb, dwg, zip, mp3, ppsx, mid, mov, xlsm, ai, xd, svg, indd, vsd, vsdx, mpp, mppx, potx, dotx, .dotx + + + + + Unreliable. >100 GB with GoDaddy. Pay more to get more. + + + No capacity issues. No retention issues. + + + Max size for BuildTheVision DropBox is <unknown> GB. + + + https://engage.isaca.org/home + +Possible Delivery: Content from each DTiG Conference Year stored in separate tabs. + + + + + + Information Management Office Portal +https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + + + Peer-to-peer features allow for the direct transfer to another MSFT client. The user must control file delivery and destination. + +Security of information + +The MSFT service is capable of providing a secure means to transfer information up to and including "Protected B". + + + + + Eventmail +The Eventmail Utility contains Java code to configure the SFT Client to send emails using Events. The emails can be sent based on filenames. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftEventmail + + + Line Converter +The Line Converter Facility is a utility that converts text file line separators to Windows or UNIX format. This utility inputs a text file and converts the line separators based on two rules: the filename matches the mask of files to convert and the desired line separators are different than the current ones in the file. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftLineConverter + + + Sendmail +The Sendmail Utility contains Perl code and Perl scripts to configure the SFT Client to send emails using Events. +The code, scripts and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftSendmail + + + File Redirector Utility (FRU) +The File Redirector Utility allows files that arrive in one directory to be separated into different directories based on filename masks. The files are separated based on rules configured within a properties file. If a filename matches a rule, the file is moved to the destination directory specified. If the filename does not match a rule, the file is left in the input directory. +Files can be renamed when they are moved to the destination. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftRedirector + + + Crunch/Decrunch +The Crunch/Decrunch Facility is a utility for the Windows operating system to permit clients to gather a large number of small files into one file to send through the MSFT Service as one file transfer, instead of a multitude of small file transfers. The sending client runs Crunch and the receiving client runs Decrunch. +The code and documentation are available at the following link: +http://sftweb.pwgsc.gc.ca/sftCrunchDecrunch + + + https://sftweb.pwgsc.gc.ca/sft-html/SFT_main_e.html + +SFT Client Web - January 2015 +Please note that this version requires JRE 6 update 5 or greater, with the corresponding JCE files. + +Proof of Concept Web Client +http://sftweb.pwgsc.gc.ca/sftClient/index.html + +Production Web Clients + +Production Web Client from the Government network +http://sftweb.pwgsc.gc.ca/VERSION2/sftClient10-1/index.html + +Production Web Client from the Internet +http://sftweb.pwgsc.gc.ca/VERSION2/sftClient10-2/index.html + +Last Updated: 2013-12-03 + + + https://www.rws.com/localization/language-cloud/ + + + Translation "Pairs" (English / French) + + + + + + + Audit trails +RWS Language Cloud maintains a full audit tr ail of every file that is processed in the application. In the unlikely e vent +of a security incident, an administrator can query the history of a file as it pr ogressed through the workflow and +determine which workflow tasks were executed on the file and which users accessed it. + + + + + User interface (UI) log files +Log files for users accessing the RWS Language Cloud application user interface are created and stored in standard NCSA Combined log format. An example log entry would be: + +10.228.144.254 - - [31/Jan/2021:03:08:14 +0000] “GET /lc/t/483384/dashboard HTTP/1.1” +200 14196 “-” “Mozilla/5.0 (X11; Linux x86_64) AppleWebKit/537.36 (KHTML, like Gecko) +Chrome/87.0.4280.66 Safari/537.36” 761 14548 581839 + +These log files contain: +• [host] The IP address or host/subdomain name of the client making the request +• [rfc931] The identifier used to identify the client making the r equest +• [username] The username used by the client for authentication +• [date:time timezone] The date and time stamp of the request +• [request] The requested resource, the method, and the protocol version +• [statuscode] The outcome of the request +• [bytes] The number of bytes of data transferred +• [referrer] The URL which linked the user to the site +• [user_agent] The web browser and platform used by the visitor +• [cookies] One or more cookies passed by the browser + + + Microservice log files +Each service also creates a log file. API requests are logged both at the platform inbound endpoint (API gate way) as well as within each internal component (service). Debugging information is also logged to aid in tr acing specific behaviour. Examples: + +2021-02-01 07:45:31,880 INFO [http-nio-8765-exec-5179] [e76eafec-506f-4645-b6b2-d163ba173379] [lc.api.gateway] [guest] c.s.l.l.a.g.w.RequestLoggingConfiguration$1 +[RequestLoggingConfiguration.java:35] Incoming request [GET /gw-account-web/accounts/5ee8b4e27b56b01e50b71a82/settings?tenant=461371, client=10.228.60.25, +headers=[host:”de1-lc-apigw.sdlproducts.com”, accept:”*/*”, authorization:”masked”, x-lccaller-app:”LCUI/2.2.9”, x-lc-appsid:”masked”]] + +2021-02-01 07:45:32,004 INFO [http-nio-8080-exec-74] [e76eafec-506f-4645-b6b2-d163ba173379] [lc.account.service] [5ee8b4e27b56b01e50b71a82] +c.s.l.g.a.s.a.AccountServiceImpl [AccountServiceImpl.java:1484] getAccountSettings >> 5ee8b4e27b56b01e50b71a82 + +2021-02-01 07:45:32,011 DEBUG [http-nio-8080-exec-74] [e76eafec-506f-4645-b6b2-d163ba173379] [lc.account.service] [5ee8b4e27b56b01e50b71a82] +c.s.l.g.a.s.r.SubscriptionRepositoryImpl [SubscriptionRepositoryImpl.java:191] There is no subscription in cache for accountId=5ee8b4e27b56b01e50b71a82 sandbox=true + + + Log monitoring and retention +By default, logs are kept for 90 days in a centralized logging server. Basic log monitoring is in place and internal API errors are monitored automatically, with an alert raised to an internal collaboration tool if the number of errors exceeds a pre-set threshold. + + + + RWS ID +RWS ID is a single-sign-on (SSO) solution and is based on a third-party identity platform provided by Auth0. +More information on the security of Auth0 can be found by visiting auth0.com/security + + + Federation +RWS ID can be federated to a client’s identity provider, which provides the same level of security as is present in the client’s own environment. There are several options for this federation, including (but not limited to) LDAP, ADFS, Azure AD, OpenID Connect, and SAML. + + + Multi-factor authentication +If RWS ID is not federated to the client’s identity provider, multi-factor authentication (MFA) can be implemented on a per-domain basis. MFA is an authentication method in which a user is granted access only after successfully presenting two or more pieces of evidence (factors) to an authentication mechanism: +• Knowledge (something the user knows, such as a password) +• Possession (something the user has, such as a mobile device) +• Inherence (something the user is, usually a biometric factor such as a fingerprint) + + + Session timeout +If a session is left inactive in RWS Language Cloud, it will automatically time out and require the user to reauthenticate to continue working in the application. + + + User permissions +In RWS Language Cloud, each user belongs to one or more user groups. Each group has a limited set of permissions (a ‘role’) that determines which actions members of the group can execute, and at which level of the organizational structure. The permissions for users who are members of multiple groups are determined by creating a superset of all the +permissions of those groups. All users and groups are managed by account administrators. If clients are using a managed service, these administrators would be RWS personnel who set up the users and groups, but do not subsequently have access to the client data. Clients who want to administer their own accounts can do so without any involvement from +RWS. + + + + Custom roles +In addition to the default roles provided, RWS Language Cloud allows you to create custom roles that can be assigned to groups. A custom role can be granted a set of permissions, allowing for flexibility when determining the actions that can be performed by the members of those groups. + + + Encryption at rest +All data that is resident in the application is encrypted at rest. If projects are downloaded for offline translation, those files are not then guaranteed to be encrypted as they reside on a user’s own system. To mitigate this issue, there is a feature to force users to work online, which will prevent the data from leaving the application server. With this feature enabled on a project, translators and reviewers will only be able to use the browser-based interface. + + + https://www.rws.com/language-weaver/resources/machine-translation-cloud/ +Language Weaver Cloud is part of a holistic ground to cloud Linguistic AI solution for enterprises that need the ability to process high volumes of multilingual content to global audiences. + + + + + + + + + + + + + + + + + + + + + It also builds on the Workload Management Tool that was introduced in 2016 to support the Gs&Cs administration, business line performance and reporting. + + + School has also procured SAP Qualtrics via PSPC multi-departmental contract as a cloud-based SaaS survey/evaluation solution to replace Simple Survey. + + + + + + The IITB NIIS team will create a new NIIS Screen enabling users to select from a list of available templates stored in CCT. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Provided by the myKEY service, is required to use the MSFT service + + + SFT Client Node Software +The SFT Client Node is a machine that runs the SFT Client in unattended mode. +To proceed with the installation, please contact SFT Support at the following email address: SoutienSFT-SFTSupport@pwgsc.gc.ca . + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=140 +Create a new IC74 screen in order to enable NIIS users to create, edit, save, display, print and delete (CCT) Pensions Forms and Questionnaires. + + + + + + https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=670 + +Description (Purpose of business) +The on-going need to modify a large number of existing correspondence systems to meet changing business requirements, along with the desire to discontinue the creation of custom applications for each business line, ESDC’s Innovation, Information and Technology Branch (IITB) seeks to implement an enterprise-wide correspondence solution to allow Service Canada and ESDC to receive and disseminate data through multiple and varied channels - print (mail), fax, email, SMS (text) or Web (html). + +This solution would allow flexibility to meet both internal and external needs quickly and to manage correspondence based on business needs, as well as decouple the systems integration needs from business processes and rules. Therefore as business rules change the entire system does not have to change, rather one system process. This would allow for the implementation of a solution that can be reused by all business lines as well as easily adjustable to future system and business changes. + +Internal Clients: 640 +ESDC Branch: ESDC - Innovation, Information and Technology + +Presentation +Solutions Linked to Corporate Correspondence Tool - CCT - EngageOne +Solution | Lifecycle Status | Solution ID +National Integrity Investigation System | In Production | 140 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=140 +Labour Market Impact Assessment / Foreign Worker System | In Production | 292 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=292 +Canada’s Volunteer Awards | In Production | 486 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=486 +Integrity Case Management system | In Production | 896 | https://dialogue.spprod.service.gc.ca/grp/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=896 + + + A web service between NIIS and CCT will populate some of the fields of the Form selected template based on some of the data elements available in NIIS. + + + The CCT web service will send a URL to NIIS in order for NIIS to open a new window in the CCT EngageOne Editor. The requested form with select populated fields will be displayed in the Editor. Users can update, save, and confirm delivery the form using the editor. + + + An additional web service method will enable users to update forms that have been saved but not confirm delivered. + + + Another web service method will enable users to request a PDF copy of any previously confirm delivered form that can be saved and/or printed locally. + + + A final web service method will allow users to delete forms that have been created and saved, but that have not had delivery confirmed... Confirm delivery forms cannot be deleted once the confirm delivery button has been pressed for the form in EngageOne. + + + + + + Document Upload System: Ability for clients to upload supplementary Request for Review documents through the Document Upload System via IFFS. + + + + + + + + + + + + + + + + + + + + Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs + - clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service + - include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service + - perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making + - Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels + + + Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada + - identify which departmental/GC business services, outcomes and strategies will be addressed + - establish metrics for identified business outcomes throughout the life cycle of an investment + - translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation + + + Promote horizontal enablement of the enterprise + - identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders + - reuse common business capabilities, processes and enterprise solutions from across government and private sector + - publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services + + + Collect data to address the needs of the users and other stakeholders + - assess data requirements‑based program objectives, as well users, business and stakeholder needs + - collect only the minimum set of data needed to support a policy, program, or service + - reuse existing data assets where permissible and only acquire new data if required + - ensure data collected, including from third-party sources, are of high quality + + + Manage and reuse data strategically and responsibly + - define and establish clear roles, responsibilities, and accountabilities for data management + - identify and document the lineage of data assets + - define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + - ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + - contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data + + + Use and share data openly in an ethical and secure manner + - share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + - ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + - ensure that combined data does not risk identification or re‑identification of sensitive or personal information + + + Design with privacy in mind for the collection, use and management of personal Information + - ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments + - assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed + - only collect personal information if it directly relates to the operation of the programs or activities + - notify individuals of the purpose for collection at the point of collection by including a privacy notice + - personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act + - personal information must be available to facilitate Canadians’ right of access to and correction of government records + - design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information + - design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required + - de‑identification techniques should be considered prior to sharing personal information + - in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals + - establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office + + + Use open source solutions hosted in public cloud + - select existing solutions that can be reused over custom built + - contribute all improvements back to the communities + - register open source software to the Open Resource Exchange + + + Use software as a service (SaaS) hosted in public cloud + - choose SaaS that best fit for purpose based on alignment with SaaS capabilities + - choose a SaaS solution that is extendable + - configure SaaS and if customization is necessary extend as open source modules + + + Design for Interoperability + - design systems as highly modular and loosely coupled services + - expose services, including existing ones, through APIs + - make the APIs discoverable to the appropriate stakeholders + + + Use cloud first + - adopt the use of the GC Accelerators to ensure proper security and access controls + - enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS) + - fulfill cloud services through SSC Cloud‑Brokering Services + - enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions + - design for cloud mobility and develop an exit strategy to avoid vendor lock‑in + + + Design for performance, availability and scalability + - ensure response times meet user needs, and critical services are highly available + - support zero‑downtime deployments for planned and unplanned maintenance + - use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively + - establish architectures that supports new technology insertion with minimal disruption to existing programs and services + - control technical diversity; design systems based on modern technologies and platforms already in use + + + Follow DevSecOps principles + - use continuous integration and continuous deployments + - ensure automated testing occurs for security and functionality + - include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process + + + Build security into the system life cycle across all architectural layers + - identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability + - implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary + - apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit + - design systems to be resilient and available in order to support service continuity + + + Ensure secure access to systems and services + - identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework + - constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection + - implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security + - establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services + + + Maintain secure operations + - establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance + - enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks + - establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security + + + + Enable Interoperability, Proposed amendment March 23, 2021 + - expose data and functionality through service interfaces + - applications must communicate with each other via those interfaces + - services interfaces must be published and discoverable + + + + Currently ASC has no database solutions to house the information that they are collecting, they are currently using Excel sheets, and other means to store and manipulate data to be used to communicate to their stakeholders and partners across Canada + + + + + + + + + The solution needs to be able to create custom queries, and to be able to manipulate metadata to produce lists based on specific fields. + + + + + + It would be beneficial if the solution has the ability to bundle information and attach correspondence from client or about clients. + + + Present survey information in a dashboard with the ability to compute simple analytical data. + + + + Integration with MS Products (Teams, Excel, Power Automate). + + + + + + • To ensure the scope of the project, as defined in the project charter, is based on a clear understanding of high-level requirements. + + + • To ensure the scope of the project, as defined in the project charter, is based on a clear understanding of high-level requirements. + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. + + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. + + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. + + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level. +• To validate whether the documented requirements are aligned with the business needs and prioritized according to business value. +• To verify whether the identified requirements are deemed in or out of scope of the project. + + + + • To understand the business needs sufficiently to develop a conceptual design of the solution. +• To ensure the high-level requirements are testable. + + + + • To clearly understand the high-level scope of work necessary to deliver the project. +• To establish a baseline for creating the project work breakdown structure (WBS) + + + + • To validate that they have accurately defined all in-scope high-level requirements. +• To set priorities and boundaries for detailed requirements definition, analysis and management. + + + + 1.4.1 Elicitation +The performance of the following tasks helped to elicit and confirm the requirements defined in this document: +• Preparing and analyzing the list of stakeholders. +• Conducting meetings with key stakeholders to understand the business needs. +• Obtaining and capturing business requirements through continual collaboration with key stakeholders. +• Communicating business requirement presentation to management, implementation, and other relevant key stakeholders to promote visibility and engagement. +• Documenting and confirming use cases that capture the desired capabilities of the end state solution. + + + + + + + + + + + + + + + + + The objective of the currently implemented SDIV solution is to a digital real-time identity verification alternative to the Personal Access Code (mail-out) process for new users and credential substitution users of My Service Canada Account (MSCA) through a Service Provider. + +In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + + + 2.2 Problem/Opportunity +The CSLP has been unable to resolve certain account access issues affecting users of its National Student Loan Services Centre (NSLSC) portal since the program on boarded to the credentials and ECAS in April 2018. There are three main problems facing its clients: +• At least 30,000 NSLSC accounts are now locked out, and that number increases each day. The causes for this include: +o GCKey username and password credentials are being forgotten by clients, thus preventing successful NSLSC login and contributing to the increasing tally of account lockouts. +o NSLSC security questions and answers are being forgotten by clients, thus preventing successful credential substitution, and sustaining the account lockout tally. +• MSFAA (Master Student Financial Assistance Agreement) for identity verification, as enabled by the Finastra vendor, is constrained to a single-use activation. NSLSC requires consuming one activation upon initial registration of the student. + +Note: Although CSLP has determined this to be the root cause for the business problems defined in this requirements document, it is not feasible to change the Finastra solution; therefore, the corrective action must start with the ECAS product. +• PAC method (i.e., re-registering the NSLSC account using credential substitution) for identity verification is a capability currently unavailable to NSLSC. + +Note: The program (CSLP) is in the process of evaluating the use of PAC as an alternative identity validation channel. +The consequences of these account access issues include: +• Negatively affected CSLP reputation (due to limitations of IT-enabled services). +• Inability of clients (i.e., students) to access student loan status, balance, services, etc. +• Increased call volume managed by the R&A and CSLP (NSLSC support) to manage these issues. +In response to these challenges, this SDIV-MVP2 CSLP initiative seeks to: +Augment the ECAS component by integrating SDIV with the capability to substitute credentials on NSLSC accounts, which will enable affected students to unlock their accounts. +The integration of SDIV as a service to CSLP in the NSLSC product would provide an alternate identity verification provider to support client credential substitution for the following scenario: +- NSLSC account login credentials and/or security Q&A’s are forgotten by the client user. +SDIV integrated within NSLSC (SDIV-MVP2 CSLP initiative) is consistent with BDM and ESDC transformational business needs in addition to addressing current operational needs with respect to regaining access to locked client accounts. Additionally, providing a rapid identity verification experience to users seeking to substitute their credentials. The SDIV-MVP2 CSLP solution will support service transformation across ESDC by providing a high-quality service experience which enables clients to access loan information and other services in a more timely and accessible manner. +As a result, ESDC must assess new and adaptive technologies that will allow CLSP to provide a feasible alternative to the identity verification option to all students who wish to re-register and access their NSLSC account. + + + • At least 30,000 NSLSC accounts are now locked out, and that number increases each day. The causes for this include: +o GCKey username and password credentials are being forgotten by clients, thus preventing successful NSLSC login and contributing to the increasing tally of account lockouts. +o NSLSC security questions and answers are being forgotten by clients, thus preventing successful credential substitution, and sustaining the account lockout tally. + + + + • MSFAA (Master Student Financial Assistance Agreement) for identity verification, as enabled by the Finastra vendor, is constrained to a single-use activation. NSLSC requires consuming one activation upon initial registration of the student. + +Note: Although CSLP has determined this to be the root cause for the business problems defined in this requirements document, it is not feasible to change the Finastra solution; therefore, the corrective action must start with the ECAS product.• MSFAA (Master Student Financial Assistance Agreement) for identity verification, as enabled by the Finastra vendor, is constrained to a single-use activation. NSLSC requires consuming one activation upon initial registration of the student. + +Note: Although CSLP has determined this to be the root cause for the business problems defined in this requirements document, it is not feasible to change the Finastra solution; therefore, the corrective action must start with the ECAS product. + + + • PAC method (i.e., re-registering the NSLSC account using credential substitution) for identity verification is a capability currently unavailable to NSLSC. + +Note: The program (CSLP) is in the process of evaluating the use of PAC as an alternative identity validation channel. + + + + The consequences of these account access issues include: +• Negatively affected CSLP reputation (due to limitations of IT-enabled services). +• Inability of clients (i.e., students) to access student loan status, balance, services, etc. +• Increased call volume managed by the R&A and CSLP (NSLSC support) to manage these issues. + + + + • Negatively affected CSLP reputation (due to limitations of IT-enabled services). + + + • Inability of clients (i.e., students) to access student loan status, balance, services, etc. + + + • Increased call volume managed by the R&A and CSLP (NSLSC support) to manage these issues. + + + + + Attempt to find multiple Platinum Sponsors + + + + + + + + + + + + Credibility +Backed up regularly; able to restore deleted / corrupted / lost content. + + + + + + + + + + + + + This is for System Administration, only. +Any non-SysAdmin's previously granted this permission will have their permission downgraded. + + + + Manage and reuse data strategically and responsibly + - define and establish clear roles, responsibilities, and accountabilities for data management + - identify and document the lineage of data assets + - define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation + - ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements + - contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data + + + Use and share data openly in an ethical and secure manner + - share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics + - ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts + - ensure that combined data does not risk identification or re‑identification of sensitive or personal information + + + + https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=32625&section=html +Directive on Terms and Conditions of Employment for Executives +1. Effective date +1.1This directive takes effect on April 1, 2021. +1.2This directive replaces the following Treasury Board policy instruments: +Directive on Terms and Conditions of Employment for Executives (April 1, 2020) +1.3Employees deployed or appointed (with the exception of acting appointments) to any Executive (EX) Group position on or after April 1, 2020, are subject to Appendix A, Part II, section 14. +1.4Employees whose substantive position is at the EX‑04, EX‑05 or LC-04 level on April 1, 2020, are subject to Appendix A, Part II, section 14. +1.5Employees whose substantive position is at the EX‑01, EX‑02 or EX‑03 level prior to April 1, 2020, are not subject to Appendix A, Part II, section 14, until they are deployed or appointed (with the exception of acting appointments) to another EX Group position, or until April 1, 2022, whichever comes first. +1.6Employees whose substantive position is at the LC-01, LC-02, LC-03, DS-07A, DS-07B or DS-08, level prior to October 1, 2021 are not subject to Appendix A, Part II, section 14, until they are deployed or appointed (with the exception of acting appointments) to another executive-level position in the EX or LC occupational groups or at the DS-07A, DS-07B or DS-08 levels or until October 1, 2023, whichever comes first. + + + https://www.oci-bec.gc.ca/cnt/hrm-grh/exec-eng.aspx + + + http://tbs-sct.gc.ca/pol/doc-eng.aspx?section=text&id=16552 + + + http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?section=text&id=12754 + + + http://www.parl.gc.ca/HousePublications/Publication.aspx?doc=C-8&language=E&parl=37&pub=bill&ses=3 + + + http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?section=text&id=28108 + + + http://iservice.prv/eng/stewardship_information/index.shtml + + + https://dialogue/grp/DLP-PPD/SitePages/Home.aspx + + + The Onboarding Opportunity, as identified by the Executive Taskforce Leadership Team (ETLT) and the Chief Operating Officer (COO) refers to the: +“Opportunity to streamline the onboarding process for new employees within ESDC to ensure it meets its objective of welcoming and helping integrate new employees as quickly and effectively as possible.” + + + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +environmental scan and inventory of current practices + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: + + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +discussion with service delivery business partners external to the HRSB: technology, phone, security + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +inclusion of all the HRSB business lines + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +research of studies on the subject + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +research on best practices + + + Phase 1 (Q1 FY 2021-22) consisted of collecting information on the present situation using: +use of existing networks such as, but not limited to: Ymagin, students, managers, directors, diversity and inclusion. + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +College + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Departmental Staffing + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +EX Services + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Middle Management Network + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Information Technology for the survey + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +HR Innovation + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Management Support Services + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +HRSB Ymagin Network + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Regional HR Council (Quebec Region) + + + Presentation given to the HRSB management teams and work in close cooperation with the teams of: +Diversity Groups + + + + Manage and reuse data strategically and responsibly +identify and document the lineage of data assets + How to achieve: + * Summarize how the architecture’s data assets demonstrate alignment with department's data governance and strategy including: + * Alignment to the data foundation of the ESDC information/data architecture practice + * Alignment to the theoretical foundation of the ESDC information/data architecture practice + Tools: + * Target state (solution data elements) + * Data Foundation – Implement (Leverage the standard definition) + * Data Catalogue + * Benefits Knowledge hub + * Data Lake (growth) + * Data Science and Machine Platform + * Theoretical Foundation + * EDRM (Conceptual and Logical) + * Business Glossary + * Departmental Data Strategy + + + + + Follow DevSecOps principles +use continuous integration and continuous deployments + How to achieve: + * Summarize how the architecture can be deployed following a continuous integration approach + * Summarize how the architecture can be deployed following a continuous deployment approach. + Tools: + * CICP mesh + + + THIS IS THE MOMENT TO BUILD A HEALTHIER TODAY AND TOMORROW + +Priority number one remains getting the pandemic under control. The best way to do that is vaccination. + +Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + +The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. + +And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources. + +To build a healthy future, we must also strengthen our healthcare system and public health supports for all Canadians, especially seniors, veterans, persons with disabilities, vulnerable members of our communities, and those who have faced discrimination by the very system that is meant to heal. + +There is work to be done. On accessibility. On care in rural communities. On delayed procedures. On mental health and addiction treatment. On long-term care. On improving data collection across health systems to inform future decisions and get the best possible results. + +The Government will work collaboratively with provinces, territories, and other partners to deliver real results on what Canadians need. + + + THIS IS THE MOMENT TO GROW A MORE RESILIENT ECONOMY + +The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat. + +Now, with one of the most successful vaccination campaigns in the world, and employment back to pre-pandemic levels, the Government is moving to more targeted support, while +prudently managing spending. + +To ensure no one is left behind, support will be extended or added for industries that continue to struggle. + +At the same time, the Government will also continue making life more affordable for all Canadians. + +Inflation is a challenge that countries around the world are facing. And while Canada’s economic performance is better than many of our partners, we must keep tackling the rising cost of living. To do that, the Government’s plan includes two major priorities: housing and child care. + +Whether it is building more units per year, increasing affordable housing, or ending chronic homelessness, the Government is committed to working with its partners to get real results. + +For example, the Housing Accelerator Fund will help municipalities build more and better, faster. + +The Government will also help families buy their first home sooner with a more flexible First-Time Home Buyer’s Incentive, a new Rent-to-Own program, and by reducing the closing costs for first-time buyers. + +Supporting families will make life more affordable for the middle class and people working hard to join it. + +The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living. + +The Government will also continue building the first-ever Canada-wide early learning and child care system. By the end of 2022, average fees for regulated child care will be cut in half in most of the provinces and territories. And in some places, this will even happen as early as the start of the year. Families will save thousands of dollars. + +Four jurisdictions have not yet reached agreements on child care. Two are territories with unique infrastructure challenges, and the Government will keep working together to ensure we meet the needs of the North. The Government will continue working with the remaining two provinces to finalize agreements that will deliver $10-a-day child care for families who so badly need it. + +Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. + +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + THIS IS THE MOMENT FOR BOLDER CLIMATE ACTION + +Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy. + +As a country, we want to be leaders in producing the world’s cleanest steel, aluminum, building products, cars, and planes. Not only do we have the raw materials and energy to do that, most importantly, we have skilled, hard-working Canadians to power these industries. + +As we move forward on the economy of the future, no worker or region will be left behind. The Government will bring together provinces, territories, municipalities, and Indigenous communities, as well as labour and the private sector, to tap into global capital and attract investors. + +Canada will emerge from this generational challenge stronger and more prosperous. + +The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future. + +Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air. + +Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + +Protecting our land and oceans will address biodiversity loss. In this work, the Government will continue to strengthen its partnership with First Nations, Inuit, and Métis, to protect nature and respect their traditional knowledge. + +Creating the Canada Water Agency will safeguard that vital resource and support our farmers. + +And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy. + + + The first foundation of the Government’s approach is protecting Canadians from COVID-19. +This is priority number one. +It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort. +Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals. +Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy. +The Government will continue to have people’s backs just like Canadians have each other’s backs. +Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more. +The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test. +At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities. +Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have. +To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision. +This will ensure that decisions are made with the health of Canadians as the first priority. +The Government will also continue to work on what communities need more broadly. +The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE. +To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation. +These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs. +At the same time, the Government will continue to support Canadians as they take action to keep each other safe. +Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected. +The Government will also continue to work on getting Canadians the PPE they need. +This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up. +And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs. +Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise. + +VACCINE EFFORTS +In the long run, the best way to end this pandemic is with a safe and effective vaccine. +Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready. +There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution. +From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way. + + + The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family. +So the second foundation of the Government’s approach is supporting Canadians through this crisis. +The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived. +This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm. +Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder. + +CREATING JOBS +People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced. +The CERB helped people stay healthy at home while being able to keep food on the table. +The CEWS helped people keep their jobs, or be rehired if they had been laid off. +But there is still more to be done. +Unemployment is in the double digits, and underemployment is high. +Women, racialized Canadians, and young people have borne the brunt of job losses. +Canadians need good jobs they can rely on. +To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers. +One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves. +Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians. +Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work. + +SUPPORTING WORKERS AND THEIR FAMILIES +With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time. +With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit. +Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy. + +WOMEN IN THE ECONOMY +Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession. +Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home. +We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure. +The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach. +It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare. +Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system. +The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all. +There is broad consensus from all parts of society, including business and labour leaders, that the time is now. +The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever. +The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses. + +SUPPORTING BUSINESSES +As the Government invests in people, it will continue to support job-creating businesses. +Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans. +COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments. +The Government will help businesses adapt for the future and thrive. +This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by: +• Expanding the Canada Emergency Business Account to help businesseswith fixed costs; +• Improving the Business Credit Availability Program; +• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts. + +FISCAL SUSTAINABILITY +This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less. +With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence. +There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy. +The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly. +In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants. +Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing. +This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech. +This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success. + + + + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. +The Government will create a resiliency agenda for the middle class and people working hard to join it. +This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society. + +ADDRESSING GAPS IN OUR SOCIAL SYSTEMS +Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity. +Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories. +The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger. +The Government will also: +• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible; +• And take additional action to help people stay in their homes longer. +The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit. +The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society. +COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have: +• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors; +• A robust employment strategy for Canadians with disabilities; +• And a better process to determine eligibility for Government disability programs and benefits. +Over the last six months, it has become clearer than ever why Canadians need a resilient health care system. +The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care. +The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it. +The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that. +The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including: +• Through a rare-disease strategy to help Canadian families save money on high-cost drugs; +• Establishing a national formulary to keep drug prices low; +• And working with provinces and territories willing to move forward without delay. +In addition to good health infrastructure, Canadians also need strong, safe communities to call home. +The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including: +• Giving municipalities the ability to further restrict or ban handguns; +• And strengthening measures to control the flow of illegal guns into Canada. +Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence. +To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities. +In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet. +The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet. +And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this. +Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter. +This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall. +In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada. +At the same time, the Government will also make substantial investments in housing for Canadians. +The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home. +Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities. +Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table. +The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada. +The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection. +The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow. + +A STRONGER WORKFORCE +This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce. +We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by: +• Supporting Canadians as they build new skills in growing sectors; +• Helping workers receive education and accreditation; +• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class. +From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future. +Canadians are leading, and they should have government services that keep up. +The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability. +The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need. +Government must remain agile, and ready for what lies ahead. + +TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE +Climate action will be a cornerstone of our plan to support and create a millionjobs across the country. +This is where the world is going. Global consumers and investors are demanding and rewarding climate action. +Canadians have the determination and ingenuity to rise to this challenge and global market opportunity. +We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond. +Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver. +The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050. +As part of its plan, the Government will: +• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses; +• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient; +• Help deliver more transit and active transit options; +• And make zero-emissions vehicles more affordable while investing in more charging stations across the country. +A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge. +The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies. +Additionally, the Government will: +• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal; +• And support investments in renewable energy and next-generation clean energy and technology solutions. +Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador. +The Government will: +• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs; +• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience. +The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute. +This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees. +The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act. +When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure. +At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper. + + + + This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone. +Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries. +Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism. + +RECONCILIATION +Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019. +However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by: +• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy; +• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action; +• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment. +The Government will also: +• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities; +• And support additional capacity-building for First Nations, Inuit, and the Métis Nation. +The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year. + +ADDRESSING SYSTEMIC RACISM +For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard. +Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change. +They are telling us we must do more. The Government agrees. +The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples. +The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape. +The Government will redouble its efforts by: +• Taking action on online hate; +• Going further on economic empowerment for specific communities, and increasing diversity on procurement; +• Building a whole-of-federal-government approach around better collection of disaggregated data; +• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service; +• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage. +Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are +overrepresented in the criminal justice system. That has to change. +The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive. +The Government will: +• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records; +• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP; +• Modernize training for police and law enforcement, including addressing standards around the use of force; +• Move forward on RCMP reforms, with a shift toward community-led policing; +• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service. + +PROTECTING TWO OFFICIAL LANGUAGES +Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. +In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French. + +A WELCOMING CANADA +Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian. +Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities. +The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together. +As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage. + +CANADA IN THE WORLD +We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity. +The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere. +The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united. +The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization. +Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well. + + + The medical and scientific fight against this virus is crucial. And so are the +livelihoods of every single Canadian, worker, and family. + + + The economic impact of COVID-19 on Canadians has already been worse +than the 2008 financial crisis. These consequences will not be short-lived. + + + Unemployment is in the double digits, and underemployment is high. + + + Unemployment is in the double digits, and underemployment is high. + + + As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach. + +Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies. + + + + THIS IS THE MOMENT TO FIGHT HARDER FOR SAFER COMMUNITIES + +While we address climate change – +While we fight COVID-19 and its consequences – +While we grow our economy for everyone – +We cannot turn away from other challenges. + +Gun violence is on the rise in many of our biggest cities. + +While investing in prevention and supporting the work of law enforcement, we must also continue to strengthen gun control. + +The Government has taken important actions like introducing lifetime background checks. + +The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns. + +During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services. + +When someone in our country is targeted because of their gender, or who they love, or where they come from, the way they pray, the language they speak, or the colour of their skin, we are all diminished. + +Everyone should be – and feel – safe. + +The Government will continue combatting hate and racism, including with a renewed Anti-Racism Strategy. + + + THIS IS THE MOMENT TO STAND UP FOR DIVERSITY AND INCLUSION + +Canadians understand that equity, justice, and diversity are the means and the ends to living together. + +Fighting systemic racism, sexism, discrimination, misconduct, and abuse, including in our core institutions, will remain a key priority. + +The Government will also continue to reform the criminal justice system and policing. + +This is the moment to rebuild for everyone. The Government will continue to invest in the empowerment of Black and racialized Canadians, and Indigenous Peoples. It will also continue to fight harmful content online, and stand up for LGBTQ2 communities while completing the ban on conversion therapy. + +As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act. + +To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content. + + + THIS IS THE MOMENT TO MOVE FASTER ON THE PATH OF RECONCILIATION + +This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools. + +To support communities, the Government will also invest significantly in a distinctions-based mental health and wellness strategy, guided by Indigenous Peoples, survivors, and their families. + +Everyone in our country deserves to be safe. + +That is why the Government will accelerate work with Indigenous partners to address the national tragedy of Missing and Murdered Indigenous Women, Girls and 2SLGBTQQIA+ People. + +The Government will also make sure communities have the support they need to keep families together, while ensuring fair and equitable compensation for those harmed by the First Nations Child and Family Services program. + +Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today. + + + + Decision-making requires continuous risk management. +In order to make sound business decisions based upon risk management, departments need to continually be aware of the assets they hold, and their associated sensitivity and criticality. Decisions should be made based upon risk management that recognizes the potential impacts to the department, and to government as a whole. + + + Working together to support IT security. +Far more than the sum of the tools used to protect information and systems, an effective IT security program combines people, processes and technologies. Each department's senior managers, program and service delivery managers, security personnel, IT operational personnel, human resources personnel and other stakeholders work together in a concerted manner to achieve the same high level of IT security across the federal government. + + + Service delivery requires IT security. +IT security is an integral part of continuous program and service delivery. To avoid the loss of service and trust that IT security breaches can cause, departments need to view IT security as a business imperative; a "service enabler." + +Although program and service delivery managers may delegate responsibility for IT security to technical experts, they remain accountable to the Deputy Head and are responsible for ensuring the security of the programs and services under their authority. + + + IT security practices need to reflect the changing environment. +Information technology continues to rapidly advance in support of greater interconnectedness and improved service delivery. At the same time, the number and potential severity of threats, vulnerabilities and incidents similarly increase. Departments need to be aware of this evolving environment, and understand how to manage their IT security programs in order to respond. + + + The Government of Canada is a single entity. +The increased availability of common and shared services can help departments in meeting their security requirements. While this offers the potential for improved efficiency, departments have to recognize that the security decisions they make can impact other organizations. + + + https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-employment-workforce-development-and-disability-inclusion + +Dear Minister Qualtrough: + +Thank you for continuing to serve Canadians as Minister of Employment, Workforce Development and Disability Inclusion. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Employment, Workforce Development and Disability Inclusion, your immediate priority is to support workers whose work has been interrupted by public health measures. I also expect you to build a better, more inclusive employment insurance system, complete and advance early and significant actions under Canada’s Disability Inclusion Action Plan, and help workers and communities prosper as we move to net-zero, including through the launch of a Clean Jobs Training Centre. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Secure passage and ensure implementation of a new Canada Worker Lockdown Benefit to support workers whose work is interrupted due to public health measures. +Work with the Minister of Health and provinces and territories to train up to 50,000 new personal support workers. +Move forward with the design, introduction and implementation of a Canada Disability Benefit Act and Canada Disability Benefit for low-income working age persons with disabilities. +Taking into account input received through consultations on the future of Employment Insurance (EI), by Summer 2022, bring forward and begin implementing a plan to modernize the EI system for the 21st century, building a stronger and more inclusive system that covers all workers, including workers in seasonal employment and persons employed by digital platforms, ensuring the system is simpler and more responsive for workers and employers. In addition to moving forward with extending EI sickness benefits from 15 to 26 weeks, the plan will include: +A new EI benefit for self-employed Canadians that would provide unemployment assistance comparable to EI and lasting for as many as 26 weeks; +A new 15-week benefit for adoptive parents; +A new EI Career Insurance Benefit to provide long-tenured workers who have lost their job with additional income support while they reintegrate into the labour market; and +Consideration of the realities of artists and cultural workers. +Finalize and release Canada’s Disability Inclusion Action Plan, in consultation with the disability community, with early actions in key areas of financial security and employment, creating disability-inclusive spaces and adopting a modern approach to and common definition of disability across the Government of Canada. In addition to measures to be implemented by other ministers, actions will include: +Launching an employment strategy for Canadians with disabilities; +Undertaking a comprehensive review of access to federal disability programs, including for Canadians with mental health challenges; +Supporting national disability organizations to build capacity and partner in efforts to eliminate systemic barriers; +Advancing our commitment to permanently fund support services that ensure equitable access to reading and other published works for Canadians with print disabilities; and +Proceeding with the implementation of the Accessible Canada Act and the harmonization of accessibility standards across Canada. +Permanently eliminate federal interest on Canada Student Loans and Canada Apprentice Loans, increase the repayment assistance threshold to $50,000 for Canada Student Loan borrowers who are single and make appropriate adjustments to the thresholds for other family sizes, and allow new parents to pause repayment of their federal student loans until their youngest child reaches the age of five. +Increase by 50 per cent the maximum debt forgiveness for which family doctors, residents in family medicine, nurse practitioners and nurses who work in rural or remote areas are eligible under the Canada Student Loans Forgiveness program, expand the current list of eligible professionals and undertake a review to ensure that rural communities are fully eligible in order to improve access to health care and social services in rural communities. +To support the future and livelihood of workers and their communities in the transition to a low carbon economy: +Support the Minister of Natural Resources and the Minister of Labour in moving forward with legislation and comprehensive action to achieve a Just Transition, guided by consultations with workers, unions, Indigenous Peoples, employers, communities, and provinces and territories; +Launch a Clean Jobs Training Centre to help workers across sectors upgrade or gain new skills so as to be on the leading edge of the zero carbon industry; +Redesign and implement the Canada Training Benefit; and +Address gaps in training and upskilling to ensure that all Canadian workers can take advantage of sustainable battery industry opportunities. +Double the Union Training and Innovation Program to support more apprenticeship training opportunities and partnerships in the Red Seal trades across Canada, and target greater participation from more diverse populations, including women, Indigenous people, newcomers, persons with disabilities, and Black and racialized Canadians. Continue to advance the Canadian Apprenticeship Service in partnership with provinces, territories, employers and unions so that Red Seal apprentices have sufficient work experience opportunities, including with small and medium-sized employers, to finish their training on time and find well-paying jobs. +Continue to support the work of the national campaign to promote the skilled trades as first choice careers for young people and diverse populations. +With the Minister of Immigration, Refugees and Citizenship, establish a Trusted Employer system for Canadian companies hiring temporary foreign workers and, as part of improving the Global Talent Stream of the Temporary Foreign Worker Program, simplify permit renewals, uphold the two-week processing time and establish an employer hotline. Continue to work with provinces, territories and regulatory bodies to improve foreign credential recognition. +With the support of the Minister of Agriculture and Agri-Food, implement sector-based work permits and strengthen the inspection regime to ensure the health and safety of temporary foreign workers. +Support the Minister of Agriculture and Agri-Food in developing a sector-specific Agricultural Labour Strategy to address persistent and chronic labour shortages in farming and food processing in the short and long term. +Make it easier for women and vulnerable groups to access training by requiring businesses supported through the Sectoral Workforce Solutions Program to include wrap-around supports. +Support the Minister for Women and Gender Equality and Youth in the evaluation process of GBA Plus with the goal of enhancing the framing and parameters of this analytical tool, and with particular attention to the intersectional analysis of race, indigeneity, rurality, disability and sexual identity, among other characteristics. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada + + + https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-families-children-and-social-development-mandate-letter + +Dear Minister Gould: + +Thank you for agreeing to serve Canadians as Minister of Families, Children and Social Development. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Families, Children and Social Development, your immediate priority is to build a Canada-wide Early Learning and Child Care system that reduces parent fees, creates more high-quality spaces, recruits and retains skilled educators, and ensures all kids get off to the best possible start. At the same time, you will work with Indigenous partners to implement a culturally appropriate Indigenous Early Learning and Child Care system. You will also focus on implementing the Community Services Recovery Fund to help charities and non-profits adapt and modernize as well as ensure Service Canada provides reliable and accessible services to Canadians, regardless of where they live. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Supported by the Minister for Women and Gender Equality and Youth, continue advancing the creation and sustainability of a Canada-wide Early Learning and Child Care system, including: +Concluding negotiations with remaining provinces and territories and implementing agreements: +Reducing fees for regulated child care by 50 per cent on average by the end of 2022 everywhere outside of Quebec, +Reducing regulated child care fees to $10 a day on average by the end of fiscal year 2025-2026 everywhere outside of Quebec, and +Building 250,000 new high-quality child care spaces and hiring 40,000 more early childhood educators by the end of fiscal year 2025-2026; +Introducing federal child care legislation to strengthen and protect a high-quality Canada-wide child care system; +Establishing a National Advisory Council on Early Learning and Child Care; +Continuing to advance work with provinces and territories to reduce fees for families for before and after school care; and +Ensuring the Federal Secretariat on Early Learning and Child Care is fully resourced and operational by early 2023. +Work with Indigenous partners to ensure that Indigenous children have access to a culturally appropriate Indigenous Early Learning and Child Care system that meets the needs of Indigenous families wherever they live, including ensuring more Indigenous families have access to high-quality programming, creating 3,300 new child care spaces, and continuing to support before and after school care for First Nations children on reserve. +Advance the implementation of the Community Services Recovery Fund to help charities and non-profits adapt and modernize as they recover from the pandemic. +Continue advancing the Social Innovation and Social Finance strategy, including fully implementing the Social Finance Fund and launching the Social Innovation Advisory Council. +Through the delivery of Canada’s Poverty Reduction Strategy and other measures, continue leading implementation of the 2030 Agenda for Sustainable Development adopted by the United Nations. +Work with the Minister of Agriculture and Agri-Food and with provinces, territories, municipalities, Indigenous partners and stakeholders to develop a National School Food Policy and to work toward a national school nutritious meal program. +Work with the Minister of Seniors to provide seniors with a single point of access to a wide range of government services and benefits. +As the Minister responsible for Service Canada, lead the development and implementation of modern, resilient, secure and reliable services and benefit delivery systems for Canadians and ensure those services and benefits reach all Canadians regardless of where they live. +Work with the Minister of National Revenue toward the implementation of a real-time e-payroll system, and ensure that businesses of all sizes benefit from this work. +Enhance the capacity and effectiveness of Black-led and Black-serving organizations through the continued implementation of the Supporting Black Canadian Communities Initiative. You will be supported in this work by the Minister of Housing and Diversity and Inclusion. +Work with the Minister for Women and Gender Equality and Youth to ensure the voices and needs of children are represented in our Government’s agenda, as we work to make Canada the best place to grow up. +Work with the Minister for Women and Gender Equality and Youth and the Minister of Mental Health and Addictions to ensure mental health supports are accessible to children and youth as they recover from the impact of the pandemic. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada + + + https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-labour-mandate-letter + +Dear Minister O’Regan: + +Thank you for agreeing to serve Canadians as Minister of Labour. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Labour, your immediate priorities are to work with federally regulated workplaces to ensure that COVID-19 vaccinations are enforced for those workers and to advance amendments to the Canada Labour Code to provide 10 paid days of sick leave for all federally regulated workers. I also expect you to work with federally regulated employers and labour groups, and with provincial and territorial counterparts, to make workplaces fairer and safer for everyone across the country as well as lead our efforts to eradicate forced labour from Canadian supply chains. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Continue to work with federally regulated workplaces to ensure that COVID-19 vaccination is enforced. +Secure passage of amendments to the Canada Labour Code to provide 10 days of paid sick leave for all federally regulated workers, and convene provinces and territories to develop a national action plan to legislate sick leave across the country while respecting provincial-territorial jurisdiction and the unique needs of small business owners. +Complete the development of a right-to-disconnect policy, in consultation with federally regulated employers and labour groups. +Move forward with and secure passage of amendments to the Canada Labour Code to include mental health as a specific element of occupational health and safety and to require federally regulated employers to take preventative steps to address workplace stress and injury. +Amend the Canada Labour Code to provide up to five new paid leave days for federally regulated employees who experience a miscarriage or still birth, and to strengthen provisions to better support working women who need to be re-assigned during pregnancy and while breast-feeding. +Continue working with provincial and territorial governments to fully implement the International Labour Organization Violence and Harassment Convention, 2019, and continue to support employers and unions to strengthen harassment and violence prevention measures in federally regulated workplaces. +Lead the efforts to provide free menstrual products in federally regulated workplaces to help ensure women’s participation in work. +With the support of the President of the Treasury Board, the Minister of Housing and Diversity and Inclusion and the Minister for Women and Gender Equality and Youth, work to accelerate the review of the Employment Equity Act and ensure timely implementation of improvements. +Modernize the Federal Contractors Program to ensure federal contractors are paying their employees the federal minimum wage in order to fulfill commitments in respect of Environmental, Social and Governance leadership and government procurement. +Continue advancing the implementation of the Pay Equity Act across federally regulated workplaces. +Create a fairer collective bargaining process in federally regulated workplaces by advancing legislation to prohibit the use of replacement workers when a unionized employer has locked out its employees. +Support the Deputy Prime Minister and Minister of Finance to introduce a Labour Mobility Tax Credit to allow workers in the building and construction trades to expense eligible travel and temporary relocation costs. +Work with the Minister of Natural Resources in moving forward with legislation and comprehensive action to achieve a Just Transition. This work will be guided by consultations with workers, unions, Indigenous Peoples, employers, communities, and provinces and territories to support the future and livelihood of workers and their communities in the transition to a low carbon economy. You will be supported by the Minister of Employment, Workforce Development and Disability Inclusion and Ministers responsible for Regional Development Agencies. +Work to advance amendments that entitle workers employed by digital platforms to job protections under the Canada Labour Code. This work will also include collaborating with the Minister of Employment, Workforce Development and Disability Inclusion to ensure better benefits and supports for these workers. +With the support of the Minister of Public Safety, the Minister of Public Services and Procurement and the Minister of International Trade, Export Promotion, Small Business and Economic Development, introduce legislation to eradicate forced labour from Canadian supply chains and ensure that Canadian businesses operating abroad do not contribute to human rights abuses. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada + + + https://pm.gc.ca/en/mandate-letters/2021/12/16/minister-seniors-mandate-letter + +Dear Minister Khera: + +Thank you for agreeing to serve Canadians as Minister of Seniors. + +From the beginning of this pandemic, Canadians have faced a once-in-a-century challenge. And through it all, from coast to coast to coast, people have met the moment. When it mattered most, Canadians adapted, helped one another, and stayed true to our values of compassion, courage and determination. That is what has defined our path through this pandemic so far. And that is what will pave our way forward. + +During a difficult time, Canadians made a democratic choice. They entrusted us to finish the fight against COVID-19 and support the recovery of a strong middle class. At the same time, they also gave us clear direction: to take bold, concrete action to build a healthier, more resilient future. That is what Canadians have asked us to do and it is exactly what our Government is ready to deliver. We will work to build that brighter future through continued collaboration, engagement, and the use of science and evidence-based decision-making. With an unwavering focus on delivering results, we will work constructively with Parliamentarians and maintain our strong partnerships with provincial, territorial and municipal governments and Indigenous partners. This decade has had an incredibly difficult start, but this is the moment to rebuild a more resilient, inclusive and stronger country for everyone. + +The science is clear. Canadians have been clear. We must not only continue taking real climate action, we must also move faster and go further. As Canadians are increasingly experiencing across the country, climate change is an existential threat. Building a cleaner, greener future will require a sustained and collaborative effort from all of us. As Minister, I expect you to seek opportunities within your portfolio to support our whole-of-government effort to reduce emissions, create clean jobs and address the climate-related challenges communities are already facing. + +This year, Canadians were horrified by the discovery of unmarked graves and burial sites near former residential schools. These discoveries underscore that we must move faster on the path of reconciliation with First Nations, Inuit and Métis Peoples. We know that reconciliation cannot come without truth and our Government will continue to invest in that truth. As Ministers, each of us has a duty to further this work, both collectively and as individuals. Consequently, I am directing every Minister to implement the United Nations Declaration on the Rights of Indigenous Peoples and to work in partnership with Indigenous Peoples to advance their rights. + +We must continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions. To this effect, it is essential that Canadians in every region of the country see themselves reflected in our Government’s priorities and our work. As Minister, I expect you to include and collaborate with various communities, and actively seek out and incorporate in your work, the diverse views of Canadians. This includes women, Indigenous Peoples, Black and racialized Canadians, newcomers, faith-based communities, persons with disabilities, LGBTQ2 Canadians, and, in both official languages. + +Across our work, we remain committed to ensuring that public policies are informed and developed through an intersectional lens, including applying frameworks such as Gender-based Analysis Plus (GBA Plus) and the quality of life indicators in decision-making. + +Canadians continue to rely on journalists and journalism for accurate and timely news. I expect you to maintain professional and respectful relationships with journalists to ensure that Canadians are well informed and have the information they need to keep themselves and their families safe. + +Throughout the course of the pandemic, Canadians and their governments have adapted to new realities. Governments must draw on lessons learned from the pandemic to further adapt and develop more agile and effective ways to serve Canadians. To this end, I expect all Ministers to evaluate ways we can update our practices to ensure our Government continues to meet the challenges of today and tomorrow. + +The success of this Parliament will require Parliamentarians, both in the House of Commons and the Senate, to work together across all parties to get big things done for Canadians. I expect you to maintain constructive relationships with your Opposition Critics and coordinate any legislation with the Leader of the Government in the House of Commons. As Minister, you are accountable to Parliament both individually, for your style of leadership and the performance of your responsibilities, and collectively, in support of our Ministry and decisions taken by Cabinet. Open and Accountable Government sets out these core principles and the standards of conduct expected of you and your office. I expect you to familiarize yourself with this document, which outlines my expectations for each member of the Ministry. + +Our platform lays out an ambitious agenda. While finishing the fight against the pandemic must remain our central focus, we must continue building a strong middle class and work toward a better future where everyone has a real and fair chance at success and no one is left behind. + +As Minister of Seniors, your immediate priority is to support and help advance the Government’s commitment to increase Old Age Security and the Guaranteed Income Supplement. I also expect you to support the Minister of Health in improving the quality and availability of long-term care and to take concrete actions to support seniors who want to age at home. As well, you will continue to create opportunities for seniors to be more connected, supported, and active members of their communities through implementing the New Horizons for Seniors Program. + +To realize these objectives, I ask that you achieve results for Canadians by delivering the following commitments. + +Building on our commitment to old age security, increase the Guaranteed Income Supplement by $500 for single seniors and $750 for couples starting at age 65. +Ensure seniors’ eligibility for the Guaranteed Income Supplement is not negatively impacted by receipt of the Canada Emergency Response Benefit (CERB) and the Canada Recovery Benefit (CRB). +Establish an expert panel to provide recommendations for establishing an Aging at Home Benefit. You will be supported by the Minister of Health in this work. +Assist community-based organizations in providing practical support that helps low-income and otherwise vulnerable seniors age in place, and support regional and national projects that help expand services that have already demonstrated results in helping seniors stay in their homes. +Work with the Minister of Families, Children and Social Development to provide seniors with a single point of access to a wide range of government services and benefits. +Continue to work with the Minister of Justice and Attorney General of Canada to strengthen Canada’s approach to elder abuse by finalizing the national definition of elder abuse, investing in better data collection and establishing new offences and penalties in the Criminal Code related to elder abuse. +Represent the Government of Canada at the Federal, Provincial and Territorial Ministers Responsible for Seniors Forum. +Continue leading work within Employment and Social Development Canada on seniors’ programming including the New Horizons for Seniors Program. +Support the Minister of Health in their work to improve the quality and availability of long-term care homes and beds. This includes working with provinces and territories to improve infection prevention and control measures, identify shared principles, and develop national standards to ensure seniors get the care they deserve. +As Minister, you are also responsible for actively engaging with your Cabinet and Caucus colleagues. As we deliver on our platform commitments, it will be important that members of the Ministry continue to collaborate and work constructively to support rigorous and productive Cabinet decision-making. I expect you to support your colleagues in delivering their commitments, leveraging the expertise of your department and your own lived experiences. + +To best achieve results for Canadians, Ministers must be rigorous and coordinated in our approach to implementation. I would therefore ask that you return to me with a proposed approach for the delivery of your mandate commitments, including priorities for early implementation. Furthermore, to ensure we are accountable for our work, I will be asking you to publicly report to me, and all Canadians, on your progress toward these commitments on a regular basis. + +As we have been reminded throughout the pandemic, adapting to change is not only something government should do, it is something government must do. As you work to fulfil our commitments, I expect you to actively consider new ideas and issues as they emerge, whether through public engagement, your work with Parliamentarians or advice from the public service. I also expect you to work with your Deputy Minister to assess priorities on a continual basis as we build a better future for all Canadians. In addition to achieving results, you are responsible for overseeing the work of your department and ensuring the effective operation of your portfolio. + +As you staff your office and implement outreach and recruitment strategies for federally appointed leadership positions and boards, I ask that you uphold the principles of equity, diversity and inclusion. This helps ensure that federal workplaces are dynamic and reflective of the Canadians we serve. You will also ensure your Minister’s office and portfolio are reflective of our commitment to healthy and safe workplaces. + +Canadians expect us to work hard, speak truthfully and be committed to advancing their interests and aspirations. When we make mistakes – as we all will – Canadians expect us to acknowledge them, and most importantly, to learn from them. + +I know I can count on you to fulfill the important responsibilities entrusted in you, and to turn to me, and the Deputy Prime Minister, early and often to support you in your role as Minister. + +Sincerely, + +Prime Minister of Canada signature + +Rt. Hon. Justin Trudeau, P.C., M.P. +Prime Minister of Canada + + + https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-de-la-ministre-de-lemploi-du-developpement-de-la-main + +Madame la Ministre, + +Je vous remercie de continuer de servir les Canadiens en tant que ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap, votre priorité immédiate est de soutenir les travailleurs dont le travail a été interrompu par des mesures de santé publique. Je m’attends à ce que vous mettiez en place un meilleur système d’assurance-emploi qui soit plus inclusif, à ce que vous meniez à bien et fassiez progresser les premières mesures importantes prévues dans le Plan d’action pour l’inclusion des personnes en situation de handicap, et à ce que vous aidiez les travailleurs et les collectivités à prospérer au moment où nous passons à la carboneutralité, notamment par le lancement d’un centre de formation pour les emplois propres. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +Travailler à l’adoption et à la mise en œuvre d’une nouvelle Prestation canadienne pour les travailleurs en cas de confinement pour soutenir les travailleurs touchés par une interruption de travail découlant des mesures de santé publique. +Travailler avec le ministre de la Santé, les provinces et les territoires afin de faire former jusqu’à 50 000 nouveaux préposés aux services de soutien à la personne. +Élaborer et mettre en œuvre une loi sur la prestation canadienne pour les personnes en situation de handicap, ainsi qu'une prestation canadienne pour les personnes en situation de handicap à faible revenu qui sont en âge de travailler. +Tenir compte des commentaires reçus dans le cadre des consultations sur l’avenir du programme d’assurance-emploi, présenter et commencer à mettre en œuvre d’ici l’été 2022 un plan de modernisation du programme d’assurance-emploi adapté au 21e siècle, établir un système plus robuste et plus inclusif dont tous les travailleurs peuvent bénéficier, y compris les travailleurs saisonniers et les travailleurs à l’emploi des plateformes numériques, s’assurer que le système est plus simple et qu’il est répond mieux aux besoins des travailleurs et des employeurs. En plus de prévoir le prolongement des prestations de maladie (de 15 à 26 semaines), le plan comprend : +une nouvelle prestation d’assurance-emploi pour les travailleurs autonomes canadiens, qui fournirait un soutien en cas de chômage comparable à celui qu’offre l’assurance-emploi pouvant s’étendre sur 26 semaines; +une nouvelle prestation de 15 semaines pour les parents adoptifs; +une nouvelle prestation d’assurance-carrière pour offrir aux travailleurs de longue date qui ont perdu leur emploi un revenu d’emploi additionnel pendant qu’ils tentent de réintégrer le marché du travail; +la prise en compte des réalités des artistes et des travailleurs du secteur de la culture. +Finaliser et rendre public le Plan d’action pour l’inclusion des personnes en situation de handicap, en consultation avec la communauté des personnes en situation de handicap. Ce Plan comprend des mesures immédiates dans des secteurs importants comme la sécurité financière et l’emploi et prévoit la création d’espaces inclusifs pour les personnes en situation de handicap et l’adoption d’une approche moderne et d’une définition commune à l’égard de l’invalidité dans l’ensemble du gouvernement du Canada. En plus des mesures qui seront instaurées par d’autres ministres, les mesures à prendre comprennent les suivantes : +Mettre en œuvre une stratégie d’emploi pour les Canadiens en situation de handicap; +Entreprendre un examen complet de l’accès aux programmes d’invalidité fédéraux, notamment pour les personnes ayant des problèmes de santé mentale; +Soutenir les organisations nationales de personnes en situation de handicap afin de renforcer leurs capacités et contribuer aux efforts visant à éliminer les obstacles systémiques; +Mener à bien notre engagement à financer de façon permanente les services de soutien assurant un accès équitable à la lecture et à d’autres œuvres publiées pour les Canadiens incapables de lire des imprimés; +Mettre en œuvre la Loi canadienne sur l’accessibilité et harmoniser les normes en matière d’accessibilité au Canada. +Éliminer définitivement les intérêts sur les prêts d’études canadiens et les prêts canadiens aux apprentis. Faire passer à 50 000 $ le seuil du Programme d’aide au remboursement pour les étudiants emprunteurs qui sont célibataires et apporter les modifications appropriées aux seuils pour les familles de diverses tailles. Et permettre aux nouveaux parents de suspendre le remboursement de leurs prêts étudiants jusqu’à ce que leur plus jeune enfant ait cinq ans. +Faire passer à 50 % l’effacement maximal de la dette auquel les médecins de famille, les résidents en médecine familiale, les infirmiers praticiens ou les infirmiers travaillant en régions rurales ou éloignées sont admissibles en vertu du Programme canadien de dispense de remboursement des prêts d’études. Élargir la liste actuelle des professionnels. Et entreprendre un examen pour s’assurer que les communautés rurales sont pleinement admissibles au programme afin d’améliorer l’accès aux soins de santé et aux services sociaux dans ces communautés. +Pour soutenir l’avenir et la qualité de vie des travailleurs et de leurs communautés dans le cadre de la transition vers une économie à faibles émissions de carbone : +Aider le ministre des Ressources naturelles et le ministre du Travail à favoriser l'adoption d’un projet de loi et de mesures exhaustives pour assurer une transition équitable. Ce travail s’appuiera sur les consultations menées auprès de travailleurs, de syndicats, de peuples autochtones, d’employeurs, de communautés, de provinces et de territoires; +Lancer un Centre de formation pour les emplois propres afin d’aider les travailleurs de tous les secteurs à mettre à niveau leurs compétences ou à en acquérir de nouvelles pour être à la fine pointe de l’industrie du carbone à zéro émission; +Restructurer et mettre en œuvre l’Allocation canadienne pour la formation; +Combler les lacunes en matière de formation et de perfectionnement afin que tous les travailleurs canadiens puissent profiter des débouchés durables offerts par l’industrie des batteries. +Doubler le financement du Programme pour la formation et l’innovation en milieu syndical pour financer davantage de possibilités de formation en apprentissage et davantage de partenariats concernant les métiers du Sceau rouge partout au Canada, et pour accroître la participation de populations plus diverses, notamment des femmes, des Autochtones, des nouveaux arrivants, des personnes en situation de handicap, des Noirs et des Canadiens racisés. Continuer à faire la promotion du Service canadien d’apprentissage en partenariat avec les provinces, les territoires, les employeurs et les syndicats pour que les apprentis du Sceau rouge aient suffisamment d’occasions d’acquérir de l’expérience professionnelle, notamment auprès de petits et moyens employeurs, pour terminer leur formation à temps et trouver des emplois bien rémunérés. +Continuer à soutenir le travail de la campagne nationale visant à promouvoir les métiers spécialisés comme des carrières de premier choix pour les jeunes et les populations diverses. +Avec le ministre de l’Immigration, des Réfugiés et de la Citoyenneté, établir un système d’employeur de confiance pour les entreprises canadiennes embauchant des travailleurs étrangers temporaires et, dans cadre de l’amélioration du Volet des talents mondiaux du Programme des travailleurs étrangers temporaires, simplifier le renouvellement des permis, faire respecter le délai de traitement de deux semaines et créer une ligne d’assistance pour les employeurs. Continuer de travailler avec les provinces, les territoires et les organismes de réglementation pour améliorer la reconnaissance des titres de compétences étrangers. +Avec l’appui de la ministre de l’Agriculture et de l’Agroalimentaire, mettre en œuvre des permis de travail sectoriels et renforcer le régime d’inspection pour assurer la santé et la sécurité des travailleurs étrangers temporaires. +Aider la ministre de l’Agriculture et de l’Agroalimentaire à élaborer une stratégie en matière de main-d’œuvre dans le secteur agricole pour combler les pénuries de main-d’œuvre chroniques et persistantes dans les secteurs de l’agriculture et de la transformation des aliments à court et long terme. +Faciliter l’accès des femmes et des membres de groupes vulnérables à la formation en exigeant des entreprises bénéficiant du Programme de solutions pour la main-d’œuvre sectorielle qu’elles prévoient des mesures de soutien globales. +Appuyer la ministre des Femmes et de l’Égalité des genres et de la Jeunesse dans le processus d’évaluation de l’ACS Plus afin d’améliorer le cadre et les paramètres de cet outil d’analyse, en portant une attention particulière à l’analyse intersectionnelle de diverses caractéristiques, parmi lesquelles l’ethnicité, l’identité autochtone, la ruralité, les handicaps et l’identité sexuelle. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Madame la Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle de la ministre. + + + https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-de-la-ministre-de-la-famille-des-enfants-et-du + +Madame la Ministre, + +Je vous remercie d’avoir accepté de servir les Canadiens en tant que ministre de la Famille, des Enfants et du Développement social. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre de la Famille, des Enfants et du Développement social, votre priorité immédiate est de mettre en place un système pancanadien d’apprentissage et de garde des jeunes enfants qui permettra de réduire les frais exigés des parents, de créer plus de places de qualité, de recruter et de retenir des éducateurs qualifiés ainsi que de faire en sorte que tous les enfants bénéficient du meilleur départ possible dans la vie. Parallèlement, vous travaillerez avec des partenaires autochtones pour mettre en place un système d’apprentissage et de garde des jeunes enfants adapté à la culture autochtone. Par ailleurs, vous vous concentrerez sur la mise en œuvre du Fonds de relance des services communautaires afin d’aider les organismes de bienfaisance et les organismes sans but lucratif à s’adapter et à se moderniser, et vous veillerez à ce que Service Canada fournisse des services fiables et accessibles aux Canadiens, peu importe où ils vivent. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +Avec l’appui de la ministre des Femmes et de l’Égalité des genres et de la Jeunesse, continuer à promouvoir la création et la durabilité d’un système pancanadien d’apprentissage et de garde des jeunes enfants, en prenant les mesures suivantes : +Conclure les négociations avec les provinces et territoires restants, et mettre en œuvre des ententes : +Réduire de moitié en moyenne les frais des services de garde d’enfants réglementés d’ici la fin de 2022 partout au Canada à l’extérieur du Québec; +Abaisser à 10 $ par jour en moyenne les frais de services de garde d’enfants réglementés d’ici la fin de l’exercice 2025-2026 partout au Canada à l’extérieur du Québec; +Créer 250 000 places en garderie de haute qualité et embaucher 40 000 éducateurs et éducatrices de la petite enfance d’ici la fin de l’exercice 2025-2026; +Présenter un projet de loi sur la garde d’enfants pour renforcer et protéger le système pancanadien de garde des jeunes enfants; +Créer un Conseil consultatif national sur l’apprentissage et la garde des jeunes enfants; +Poursuivre le travail avec les provinces et territoires visant à réduire les frais des familles pour la garde d’enfants avant et après l’école; +S’assurer que le Secrétariat fédéral sur l’apprentissage et la garde des jeunes enfants dispose de toutes les ressources nécessaires et est pleinement fonctionnel d’ici le début de 2023. +Travailler avec les partenaires autochtones pour s’assurer que les jeunes enfants autochtones ont accès à un système d’apprentissage et de garde autochtone culturellement approprié qui répond aux besoins des familles autochtones peu importe où elles vivent, ce qui comprend veiller à ce qu’un plus grand nombre de familles autochtones aient accès à des programmes de grande qualité, créer 3 300 places en garderie et continuer à soutenir les services de garde avant et après l'école pour les enfants des Premières Nations dans les réserves. +Faire avancer la mise en œuvre du Fonds de relance des services communautaires pour aider les organismes de bienfaisance et à but non lucratif à s’adapter et à se moderniser au moment où ils se remettent de la pandémie. +Poursuivre la mise en place de la Stratégie d’innovation sociale et de finance sociale, y compris mettre pleinement en œuvre le Fonds de finance sociale et lancer le Conseil consultatif sur l’innovation sociale. +Grâce au déploiement de la Stratégie de réduction de la pauvreté du Canada et d’autres mesures, continuer de montrer la voie à suivre en ce qui touche la mise en œuvre du Programme de développement durable à l’horizon 2030 adopté par les Nations Unies. +Travailler avec la ministre de l’Agriculture et de l’Agroalimentaire et avec les provinces, les territoires, les municipalités, les partenaires autochtones et les intervenants à l’élaboration d’une politique nationale en matière d’alimentation dans les écoles et d’un programme national de repas nutritifs. +Travailler avec la ministre des Aînés pour fournir aux aînés un point d’accès unique à un vaste éventail de services et de prestations du gouvernement. +En tant que ministre responsable de Service Canada, vous dirigerez l’élaboration et la mise en œuvre de services et systèmes de versement des prestations modernes, sûrs et fiables pour les Canadiens et verrez à ce que tous les Canadiens admissibles y aient accès, peu importe où ils vivent. +Travailler avec la ministre du Revenu national à la mise en œuvre d’un système de paie électronique en temps réel, et veiller à ce que les entreprises de toutes tailles en bénéficient. +Augmenter la capacité et l’efficacité des organismes dirigés par des Noirs et au service des Noirs par une mise en œuvre continue de l’initiative Appuyer les communautés noires du Canada. Pour mener à bien cet engagement, vous aurez l’appui du ministre du Logement et de la Diversité et de l’Inclusion. +Travailler avec la ministre des Femmes et de l’Égalité des genres et de la Jeunesse pour s’assurer que la voix et les besoins des enfants soient pris en compte dans le programme de notre gouvernement au moment où il s’emploie à faire du Canada le meilleur endroit où grandir. +Travailler avec la ministre des Femmes et de l’Égalité des genres et de la Jeunesse et la ministre de la Santé mentale et des Dépendances et ministre associée de la Santé afin de veiller à ce que les enfants et les jeunes aient accès à des services de santé mentale pendant qu'ils se remettent des effets de la pandémie. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Madame la Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle de la ministre. + + + https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-du-ministre-du-travail + +Monsieur le Ministre, + +Je vous remercie d’avoir accepté de servir les Canadiens en tant que ministre du Travail. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre du Travail, vos priorités immédiates sont de collaborer avec les milieux de travail sous réglementation fédérale pour veiller à ce que la vaccination contre la COVID-19 y soit obligatoire, et de modifier le Code canadien du travail de sorte que tous les travailleurs régis par les lois fédérales aient droit à 10 jours de congés de maladie payés. Je m’attends à ce que vous collaboriez avec les employeurs sous réglementation fédérale et les organisations représentant les travailleurs, ainsi qu’avec vos homologues provinciaux et territoriaux, pour rendre les lieux de travail plus sécuritaires et équitables pour toutes les personnes à l’échelle du pays et à ce que vous chapeautiez nos efforts visant à éliminer le travail forcé des chaînes d’approvisionnement canadiennes. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +Poursuivre la collaboration avec les lieux de travail sous réglementation fédérale pour veiller à ce que la vaccination obligatoire contre la COVID-19 soit mise en œuvre. +Obtenir l’adoption de modifications au Code canadien du travail pour accorder 10 jours de congé de maladie payés à tous les travailleurs sous réglementation fédérale, et convoquer les provinces et les territoires pour élaborer un plan d’action national dans le but de légiférer les congés de maladie dans tout le pays, tout en respectant les compétences provinciales et territoriales et les besoins uniques des propriétaires de petites entreprises. +Terminer l’élaboration d’une politique de droit de se déconnecter, de concert avec les employeurs sous réglementation fédérale et les groupes syndicaux. +Aller de l’avant et obtenir l’adoption de modifications au Code canadien du travail afin d’inclure la santé mentale en tant qu’élément particulier des normes de santé et de sécurité au travail et d’exiger des employeurs sous réglementation fédérale qu’ils prennent des mesures préventives visant à résoudre les problèmes de stress et les risques de blessures au travail. +Modifier le Code canadien du travail afin de prévoir jusqu’à cinq jours de congé payés de plus pour les employés sous réglementation fédérale qui vivent une situation de fausse couche ou de mort à la naissance, et de renforcer les dispositions visant à mieux soutenir les travailleuses qui doivent être réaffectées pendant la grossesse et l’allaitement. +Continuer à travailler avec les gouvernements provinciaux et territoriaux pour mettre pleinement en œuvre la Convention sur la violence et le harcèlement de 2019 de l’Organisation internationale du Travail et continuer à appuyer les employeurs et les syndicats pour renforcer les mesures de prévention du harcèlement et de la violence dans les lieux de travail de compétence fédérale. +Diriger les efforts pour fournir des produits d’hygiène féminine gratuits dans les lieux de travail sous réglementation fédérale afin de favoriser la participation des femmes au travail. +Avec l’appui de la présidente du Conseil du Trésor, du ministre du Logement et de la Diversité et de l’Inclusion et de la ministre des Femmes et de l’Égalité des genres et de la Jeunesse, travailler à accélérer l’examen de la Loi sur l’équité en matière d’emploi et assurer la mise en œuvre rapide des améliorations nécessaires. +Moderniser le Programme de contrats fédéraux pour veiller à ce que les entrepreneurs fédéraux paient à leurs employés le salaire minimum fédéral, de façon à respecter les engagements relatifs au leadership sur les plans environnemental, social et de la gouvernance et à l’approvisionnement du gouvernement. +Continuer à faire progresser la mise en œuvre de la Loi sur l’équité salariale dans les lieux de travail sous réglementation fédérale. +Créer un processus de négociation collective plus équitable dans les lieux de travail sous réglementation fédérale en faisant avancer des mesures législatives qui interdisent le recours à des travailleurs de remplacement lorsqu’un employeur syndiqué met ses employés en lock-out. +Appuyer la vice-première ministre et ministre des Finances dans l’introduction d’un crédit d’impôt pour la mobilité de la main-d’œuvre permettant aux travailleurs des secteurs du bâtiment et de la construction de déduire les frais admissibles de déplacement et de réinstallation temporaire. +Travailler avec le ministre des Ressources naturelles pour favoriser l’adoption d’un projet de loi et de mesures exhaustives pour assurer une transition équitable. Ce travail s’appuiera sur les consultations menées auprès de travailleurs, de syndicats, de peuples autochtones, d’employeurs, de communautés, de provinces et de territoires pour soutenir l’avenir et la qualité de vie des travailleurs et de leurs communautés dans le cadre de la transition vers une économie à faibles émissions de carbone. Vous recevrez l’appui de la ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap et des ministres responsables des agences de développement régional. +Travailler à des modifications qui permettront aux travailleurs à l’emploi de grandes plateformes numériques de bénéficier d’une sécurité d’emploi en vertu du Code canadien du travail. Vous collaborerez également avec la ministre de l’Emploi, du Développement de la main-d’œuvre et de l’Inclusion des personnes en situation de handicap pour veiller à ce que ces travailleurs bénéficient de prestations et de mesures de soutien. +Avec l’appui du ministre de la Sécurité publique, de la ministre des Services publics et de l’Approvisionnement et de la ministre du Commerce international, de la Promotion des exportations, de la Petite Entreprise et du Développement économique, présenter un projet de loi pour éliminer le travail forcé des chaînes d’approvisionnement canadiennes et faire en sorte que les entreprises canadiennes qui mènent des activités à l’étranger ne contribuent pas à des violations des droits de la personne. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Monsieur le Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle du ministre. + + + https://pm.gc.ca/fr/lettres-de-mandat/2021/12/16/lettre-de-mandat-de-la-ministre-des-aines + +Madame la Ministre, + +Je vous remercie d’avoir accepté de servir les Canadiens en tant que ministre des Aînés. + +Depuis le début de la pandémie, les Canadiens ont dû faire face à un défi qui ne se produit qu’une fois par siècle. Malgré tout, les gens ont su se montrer à la hauteur, et ce, d’un océan à l’autre. Lorsque cela comptait le plus, les Canadiens se sont adaptés, se sont entraidés et ont fait preuve de compassion, de courage et de détermination, autant de valeurs qui nous sont chères. C’est ce qui a défini jusqu’à présent notre parcours dans cette pandémie. Et c’est ce qui nous permettra d’aller de l’avant. + +En cette période difficile, les Canadiens se sont prononcés de façon démocratique. Ils nous ont confié le soin de terminer la lutte contre la COVID-19 et de soutenir le rétablissement d’une classe moyenne forte. Ils nous ont, par le fait même, donné une orientation claire : prendre des mesures audacieuses et concrètes afin de bâtir un avenir où la santé et la résilience prévaudront. C’est ce que les Canadiens nous ont demandé, et c’est exactement ce que notre gouvernement est prêt à faire. Nous nous emploierons à bâtir cet avenir meilleur en continuant de miser sur la collaboration, la mobilisation, la science et la prise de décisions fondées sur des données probantes. En nous appliquant sans relâche à obtenir des résultats, nous travaillerons de manière constructive avec les parlementaires et maintiendrons nos solides partenariats avec les gouvernements provinciaux et territoriaux, les administrations municipales et nos partenaires autochtones. Le début de cette nouvelle décennie a été extrêmement difficile, mais le moment est venu de rebâtir un pays plus résilient, plus inclusif et plus fort pour tous. + +La science est claire. Les Canadiens ont été clairs. Nous devons non seulement continuer d’agir concrètement à l’égard des changements climatiques, mais aussi le faire plus vite et aller plus loin à ce chapitre. Comme les Canadiens le constatent de plus en plus partout dans le pays, les changements climatiques constituent une menace existentielle. Afin de bâtir un avenir plus propre et plus vert, il nous faudra tous faire des efforts soutenus et concertés. Je m’attends à ce que vous cherchiez au sein de votre portefeuille, en votre qualité de ministre, des façons de soutenir nos efforts pangouvernementaux visant à réduire les émissions de gaz à effet de serre, à créer des emplois propres et à relever les défis liés au climat avec lesquels les collectivités composent déjà. + +Cette année, les Canadiens ont été horrifiés par la découverte de sépultures non identifiées près d’anciens pensionnats autochtones. Ces découvertes nous rappellent la nécessité d’accélérer la réconciliation avec les Premières Nations, les Inuits et les Métis. Nous savons que cette réconciliation ne peut se faire sans l’obtention de la vérité, et le gouvernement continuera d’investir dans la quête de cette vérité. À titre de ministres, nous avons le devoir de faire progresser les travaux à cet égard, tant collectivement qu’individuellement. Par conséquent, je demande à chaque ministre de mettre en œuvre la Déclaration des Nations Unies sur les droits des peuples autochtones et de travailler en partenariat avec les Autochtones pour faire mieux reconnaître leurs droits. + +Nous devons continuer de nous attaquer aux inégalités et aux disparités systémiques profondes qui demeurent présentes dans notre tissu social, notamment au sein de nos institutions fondamentales. À cet égard, il faut que les Canadiens de chacune des régions du pays puissent se reconnaître dans les priorités de notre gouvernement et dans ce que nous réalisons. Je m’attends à ce que vous collaboriez, en votre qualité de ministre, avec diverses communautés dans un souci d’inclusion et cherchiez activement à obtenir les divers points de vue des Canadiens et à les intégrer dans votre travail. Cela comprend les femmes, les Autochtones, les Canadiens noirs et racisés, les nouveaux arrivants, les groupes confessionnels, les personnes en situation de handicap et les Canadiens LGBTQ2. Bien entendu, le tout doit se faire dans le respect des deux langues officielles. + +Dans tous les aspects de notre travail, nous continuerons de nous assurer que les politiques publiques sont élaborées dans une perspective intersectionnelle, notamment par l’application de l’analyse comparative entre les sexes plus (ACS Plus) et des indicateurs de qualité de vie dans la prise de décisions. + +Les Canadiens continuent de compter sur les journalistes et le journalisme pour obtenir des nouvelles exactes et en temps opportun. Je m’attends à ce que vous entreteniez des relations professionnelles et respectueuses avec les journalistes afin que les Canadiens soient bien informés et disposent des informations dont ils ont besoin pour assurer leur sécurité et celle de leur famille. + +Tout au long de la pandémie, les Canadiens et leurs gouvernements se sont adaptés à de nouvelles réalités. Les gouvernements doivent s’inspirer des leçons tirées de la pandémie pour s’adapter davantage et proposer des moyens plus flexibles et efficaces de servir les Canadiens. À cette fin, je m’attends à ce que tous les ministres se penchent sur des moyens d’actualiser nos façons de faire afin que le gouvernement puisse continuer de relever les défis d’aujourd’hui et de demain. + +Pour assurer le succès de la présente législature, il faudra que les parlementaires, tant à la Chambre des communes qu’au Sénat, travaillent ensemble, tous partis confondus, dans le but de réaliser de grandes choses pour les Canadiens. Je m’attends à ce que vous entreteniez des relations constructives avec les porte-paroles de l’opposition, et à ce que vous coordonniez toute mesure législative avec le leader du gouvernement à la Chambre des communes. Dans votre rôle de ministre, vous êtes responsable devant le Parlement à la fois individuellement, de votre style de leadership et de l’accomplissement de vos responsabilités, et collectivement, à l’appui du Conseil des ministres et des décisions prises par le Cabinet. Le document Pour un gouvernement ouvert et responsable énonce ces principes fondamentaux et les normes de conduite que votre cabinet et vous devez respecter. Je m’attends à ce que vous vous familiarisiez avec ce document, qui décrit mes attentes à l’égard de chaque membre du Conseil des ministres. + +Les engagements pris dans notre programme électoral sont ambitieux. L’achèvement de la lutte contre la pandémie doit demeurer au centre de nos préoccupations; toutefois, nous devons continuer de bâtir une classe moyenne forte et un avenir meilleur où chacun a une chance réelle et équitable de réussir et où personne n’est laissé pour compte. + +En tant que ministre des Aînés, votre priorité immédiate est de soutenir et de faire progresser l’engagement pris par le gouvernement d’augmenter la Sécurité de la vieillesse et le Supplément de revenu garanti. Je m’attends à ce que vous aidiez le ministre de la Santé à améliorer la qualité et la disponibilité des soins de longue durée, et à prendre des mesures concrètes pour soutenir les aînés qui veulent vieillir chez eux. De plus, vous continuerez de créer des possibilités pour les aînés d’entretenir plus de liens, d’obtenir du soutien et d’être des membres actifs de leur communauté en mettant en œuvre le programme Nouveaux Horizons pour les aînés. + +Pour atteindre ces objectifs, je vous demande d’obtenir des résultats pour les Canadiens en vous acquittant des engagements suivants. + +En tablant sur notre engagement à l’égard de la Sécurité de la vieillesse, augmenter le Supplément de revenu garanti de 500 $ pour les aînés vivant seuls et de 750 $ pour les couples, à compter de l’âge de 65 ans. +Veiller à ce que la Prestation canadienne d’urgence (PCU) et la Prestation canadienne de la relance économique (PCRE) n’aient pas d’incidence négative sur l’admissibilité des aînés au Supplément de revenu garanti. +Avec l’appui du ministre de la Santé, créer un comité d’experts chargé de formuler des recommandations sur la mise en œuvre d’une allocation Vieillir chez soi. +Aider les organismes communautaires à fournir un soutien pratique pour aider les aînés à faibles revenus ou autrement vulnérables à vivre chez eux aussi longtemps que possible, et appuyer les projets régionaux et nationaux qui facilitent l’expansion de services ayant déjà fait leurs preuves pour ce qui est d’aider les aînés à demeurer dans leur domicile. +Travailler avec la ministre de la Famille, des Enfants et du Développement social pour fournir aux aînés un point d’accès unique à un vaste éventail de services et de prestations du gouvernement. +Continuer de collaborer avec le ministre de la Justice et procureur général du Canada pour renforcer l’approche du Canada à l’égard de la maltraitance des personnes âgées en mettant la dernière main à la définition nationale des mauvais traitements infligés aux aînés, en investissant des fonds pour améliorer la collecte de données, et en établissant dans le Code criminel de nouvelles infractions et de nouvelles sanctions liées à la maltraitance des aînés. +Représenter le gouvernement du Canada au Forum des ministres fédéral, provinciaux et territoriaux responsables des aînés. +Continuer de diriger les travaux d’Emploi et Développement social Canada portant sur les programmes destinés aux aînés, ce qui comprend le programme Nouveaux Horizons pour les aînés. +Aider le ministre de la Santé à améliorer la qualité et la disponibilité des établissements et des lits de soins de longue durée. Pour ce faire, travailler avec les provinces et territoires pour améliorer les mesures de prévention et de contrôle des infections, définir les principes communs et élaborer des normes nationales afin que les aînés reçoivent les soins qu’ils méritent. +En tant que ministre, vous devez également collaborer activement avec vos collègues du Cabinet et du caucus. Pour remplir nos engagements, il faudra que les membres du Conseil des ministres continuent de collaborer et de travailler de manière constructive pour soutenir un processus décisionnel rigoureux et productif au sein du Cabinet. Je m’attends à ce que vous aidiez vos collègues à s’acquitter de leurs engagements, notamment en tirant parti de l’expertise de votre ministère et de vos propres expériences. + +Pour que les Canadiens obtiennent les meilleurs résultats possible, les ministres doivent faire preuve de rigueur et coordonner leurs efforts de mise en œuvre. Je vous prie donc de m’indiquer la démarche que vous entendez suivre pour réaliser les engagements liés à votre mandat, ainsi que les priorités que vous comptez mettre en œuvre dans les plus brefs délais. De plus, pour que nous soyons responsables de notre travail, je vous demanderai de me communiquer publiquement, ainsi qu’à tous les Canadiens, les progrès accomplis dans la réalisation de ces engagements, et ce, de façon périodique. + +Comme on nous l’a rappelé tout au long de la pandémie, il est non seulement souhaitable mais aussi impératif que le gouvernement s’adapte au changement. Alors que vous vous emploierez à concrétiser nos engagements, je m’attends à ce que vous preniez activement en considération les nouvelles idées et questions qui se font jour, que ce soit à la lumière de consultations menées auprès de la population, de votre travail avec les parlementaires ou de conseils formulés par la fonction publique. Je m’attends également à ce que vous travailliez avec votre sous-ministre pour réévaluer sans cesse les priorités à mesure que nous bâtissons un avenir meilleur pour tous les Canadiens. En plus de l’atteinte des résultats, vous êtes responsable de superviser le travail de votre ministère et de veiller au bon fonctionnement de votre portefeuille. + +Je vous demande de respecter les principes de l’équité, de la diversité et de l’inclusion lorsque vous embaucherez du personnel pour votre cabinet et mettrez en œuvre des stratégies d’information et de recrutement pour les postes de direction et de membres de conseils dont les titulaires sont nommés par le gouvernement fédéral. Nous contribuerons ainsi à faire en sorte que les milieux de travail au gouvernement fédéral soient dynamiques et représentatifs de la population que nous servons. Vous devez également veiller à ce que votre cabinet et votre portefeuille ministériel tiennent compte de notre engagement relativement à des milieux de travail sains et sécuritaires. + +Les Canadiens veulent que nous travaillions fort, que nous parlions avec franchise et que nous ayons à cœur de promouvoir leurs intérêts et aspirations. Lorsque nous commettrons des erreurs, et nous le ferons tous, les Canadiens s’attendent à ce que nous les reconnaissions et, surtout, à ce que nous en tirions des leçons. + +Je sais que je peux compter sur vous pour vous acquitter des importantes responsabilités qui vous sont confiées. Sachez que vous pouvez me consulter ainsi que la vice-première ministre, dès maintenant et souvent, pour que nous puissions vous soutenir dans votre rôle de ministre. + +Je vous prie d’agréer, Madame la Ministre, l’expression de ma considération respectueuse. + +Le très hon. Justin Trudeau, c.p., député +Premier ministre du Canada + +*Cette lettre de mandat a été signée par le premier ministre dans la première langue officielle de la ministre. + + + + + + + 2021-12-09 +Suggest replacting OUTCOMES with the already provided words: 'Support ESDC to meet its Official Languages requirements and enable 117 users who work in 17 Linguistics Services' . + Reconsider items already listed in OUTCOMES as OBJECTIVES to reach the outcome. + + + Support ESDC to meet its Official Languages requirements and enable 117 users who work in 17 Linguistics Services + + + Support ESDC to meet its Official Languages requirements and enable 117 users who work in 17 Linguistics Services + + + About RWS +RWS Holdings plc is the world’s leading provider of technology-enabled language, content management and intellectual property +services. We help our customers to connect with and bring new ideas to people globally by communicating business critical content +at scale and enabling the protection and realization of their innovations. +Our vision is to help organizations interact effectively with people anywhere in the world by solving their language, content and +market access challenges through our collective global intelligence, deep expertise and smart technology. +Customers include 90 of the globe’s top 100 brands, the top 10 pharmaceutical companies and approximately half of the top +20 patent filers worldwide. Our client base spans Eur ope, Asia Pacific, and North and South America acr oss the technology, +pharmaceutical, medical, legal, chemical, automotive, government and telecommunications sectors, which we serve fr om offices +across five continents. +Founded in 1958, RWS is headquartered in the UK and publicly listed on AIM, the London Stock Ex change regulated market (RWS.L). +For further information, please visit: www.rws.com +© All Rights Reserved. Information contained herein is deemed confidential and the proprietary information of RWS Group*. +*RWS Group shall mean RWS Holdings PLC for and on behalf of its affiliates and subsidiaries. + + + Data residency +RWS Language Cloud is currently hosted in AWS Frankfurt and all client data is held in that location. + +Hosting environment security +RWS Language Cloud is hosted as a software-as-aservice (SaaS) application by our Cloud Operations organization, which is ISO 27001-certified for all our hosted products and has achieved 100% compliance with the controls and objectives of SOC 2 Type 2 attestation. We are further specializing and tailoring security for cloud services by implementing ISO 27017 in 2021. +We have contracted with leading third-party service providers to host our products. These include Amazon Web Services, NTT Communications and Alibaba Cloud, all of which maintain multiple certifications for security including, but not limited to, ISO 27001, SSAE 16, SOC 1, SOC 2, and SOC 3. +In addition to the security measures implemented by our hosting partners, we also have policies and procedures covering: +• Access control +• Physical protection +• Logical protection +• Data backup +• Data security +• Availability and proactive monitoring +• Risk assessment + +Cloud Operations also has a collection of security tools and capabilities to ensure the security of our clients’ data. These include: +• Event management monitoring tools to perform anomaly detection +• Perimeter firewalls and integrated Network Threat Protection (NTP) with anti-virus +• 24/7 operation to support real-time event management activities +• Industry recommended tools for threat visibility +• A state-of-the-art vulnerability and penetration security testing scanner +• An IT Infrastructure Library (ITIL) compliant ticketing tool for incident management + + + + + + + + + + + + This work is in alignment with ESDC/SC’s Service Strategy and our shared commitment to transforming the way we deliver services and programs to our clients + + + It also builds on the Workload Management Tool that was introduced in 2016 to support the Gs&Cs administration, business line performance and reporting. + + + Collaboration & Engagement: Maximize collaboration across the Gs&Cs delivery network to develop tools and approaches that meet common needs. + + + Efficiency and Stewardship: Provide Business Intelligence (BI) to support enhanced efficiencies in program planning, implementation and delivery. + + + Accountability: Enable timely and comprehensive performance measurement, management, and reporting in a coherent and integrated manner. + + + Responsiveness: Support timely and responsive program delivery management. + + + Innovation: Adopt new approaches, methodologies and systems to advance WMBI evolution within ESDC/SC. + + + VALUE PROPOSITION: +The WMBI will offer a consistent and responsive approach to provide Gs&Cs workload management and business intelligence supports that will: + +- Strengthen resource/financial allocation and workload forecasting and management capabilities +- Strengthen our ability to develop and disseminate consistent, timely, and relevant business intelligence that is responsive to the needs of our program partners and stakeholders +- Support effective and client centric program administration and evidence based decision making + +This work is in alignment with ESDC/SC’s Service Strategy and our shared commitment to transforming the way we deliver services and programs to our clients. + +It also builds on the Workload Management Tool that was introduced in 2016 to support the Gs&Cs administration, business line performance and reporting. + + + + Strengthen resource/financial allocation and workload forecasting and management capabilities + + + Strengthen our ability to develop and disseminate consistent, timely, and relevant business intelligence that is responsive to the needs of our program partners and stakeholders + + + Support effective and client centric program administration and evidence based decision making + + + Facilitates the assignment, tracking and management of Gs&Cs workload and supports enhanced productivity. + + + Supports close monitoring and management of program and project budgets, commitments and expenditures. + + + Reinforces sound financial management and pro-active budget management + + + Simplifies the reporting of regional, national and business line performance results. + + + Provides access to timely, consistent and accurate data relating to business line indicators and facilitates the monitoring of key performance indicators and service standards. + + + Provides both detailed and summarized information on programs and projects. + + + Facilitates impact/benefit analysis. + + + Reduces the need for customized reports. + + + + + + Alignment and coordination with ongoing development of corporate systems (CSGC) will be a priority + + + KPI and Service Standard markers will be embedded as appropriate to support improved performance + + + Data management and reporting capabilities will be available at different levels of granularity and to present common and/or program specific priority elements/tasks + + + Core to the effort will be the identification of common data elements to underpin the WMBI tools + + + Consistent data capture approaches will be essential to the success of these efforts + + + Processing time capture will be a key functionality to support productivity + + + There will be opportunities to collect and validate information on what has worked well and identify outstanding needs/gaps and opportunities for improvement. + + + There will be organizational capacity and expertise to support the development and ongoing evolution of this process (Strategic Directions Directorate POB + partners as appropriate, e.g. IITB). + + + SLIDE 2 +The purpose of this presentation is to: + - Secure endorsement of the updated interim and target architectures for the CSPS Next Generation Digital Learning Environment, which was a condition of the initial July 2nd, 2020 GCEARB Presentation. + - Secure GCEARB support to prioritize CCCS Cloud Service Provider (CSP) Information Technology Security (ITS) Assessment of NGDLE core components. + - Present opportunity to leverage NGDLE as an enterprise solution to meet need for learning platforms through a multi-departmental approach. + + + Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences. + + + Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences. + + + Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences. + + + Replace the existing on-premise SABA Learning Management System with a new modern learning digital learning platform to enable the School to fulfil its mandate, carry out core business operations related to the design and delivery of learning, and provide public servants with accessible, engaging, impactful learning experiences. + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + Offer learners modern, accessible, mobile-first learning experiences +Improve event and learning registration pain points +Data/dashboards/visualizations to enable real time decision making +Enable learning content sharing across GC +Improve training resource management +Enable rapid, self-service design and development of accessible learning +Flexible, interoperable, open, cloudfirst architecture +Offer departments a learning management solution through multitenancy on common platform + + + For GC Employees + + + Maximize alignment with GC enterprise solutions reuse of COTS or open-source applications + + + Maximize interoperability across the enterprise via APIs or global learning technology standards (ex: Learning Tools Interoperability (LTI) , Experience API (xAPI), Common Cartridge, SCORM, Open Educational Resources) + + + Stronger base for accessibility and Official Languages over existing solution + + + Information for the courseware is stored in standard formats that allow interoperability + + + B. Main Drivers: Manual, outdated process. Opportunity to modernize and help work better, smarter and faster. + + + C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. + + + C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. + + + C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. + + + C. Main Goals & Outcomes: +a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. +b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. +c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. +d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. + + + EA Assessment Summary: +Enterprise Architecture (EA) considers this project as fully aligned to EA principles, standards and best practices, with opportunity for further alignment under tactical and strategic recommendations. + +Project/Proposal Background: +High Level Project/Proposal Notes: NIIS Pensions Web Service for Pensions OAS and CPP Letters [CSD: National Integrity Investigation System] +A. IITB Proposal Intake Form: IITB Lite-Branch Initiative Proposal Intake Form +B. Main Drivers: Manual, outdated process. Opportunity to modernize and help work better, smarter and faster. +C. Main Goals & Outcomes: + a. Creating a web service from NIIS to ACS/CCT letters will modernize the processes of creating Pensions letters. + b. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. + c. This will eliminate some of the manual entries and help speed up the process of generating pension letters. + d. A future phase could be introduced to enable Bulk Printing of letters/questionnaires. +D. Current Status: Project/Proposal is in pre-development using ACS/CCT, Web Services and an updated NIIS form. +E. Support Model: NIIS and CCT/ACS +F. Costing Model: No additional cost. Existing license. +G. Data Sensitivity: Protected-B + + + + + + + + Outcome 1- Enhanced client services +The QC TDI project will enable Quebec residents to use their provincial TDI to login to MSCA. This will improve their client experience with ESDC and result in streamlined access to programs and services such as EI, CPP and OAS as well as other government of Canada (GC) online services. + + + Outcome 2- Advance the implementation of the Pan-Canadian Trust Framework (PCTF) +This project supports the pan-Canadian digital identity vision by collaborating with Federal, Provincial and Territorial (FPT) partners to operationalize the PCTF and leverage provincial TDI’s for access to programs and services offered by the government of Canada. + + + Outcome 3- Increased interoperability between partners by using open source technologies +This project will increase interoperability between FPT partners by using open standards and standards-based protocol. + + + Outcome 4- Reduced resource usage for mailing PACs to QC clients for authentication +With using a provincial TDI, ESDC replaces the second factor authentication of sending a PAC by mail to clients when registering to MSCA via GCKey or Sign-In Partner. This project will help reduce the amount of PACs sent when QC clients use their QC provincial TDI instead of other options. + + + Benefit 1- Process simplification +• Simplified registration – the project will streamline the federal MSCA and CRA My Account registration process for QC residents with a QC Digital Identity by relying on an approved Provincial TDI instead of a federal credential and federal identity proofing. +• Enhanced client services – streamlined access by eliminating the need to create multiple usernames and passwords and provide duplicate personal information to each level of government to access programs and services. +• Faster access – It will offer real-time access to MSCA by eliminating the requirement for a PAC for identity validation purposes (for those that do not have access to Verified.Me via one of the six available financial institutions). +This benefit will be measured by: +1) The number of new QC clients using their QC Digital Identity to register in real time to MSCA (out of the total number of QC residents that have an MSCA Account). +2) The percentage of QC clients who register to MSCA via credential substitution for Quebec TDI (out of the total number of QC residents that have a MSCA Account). +3) The percentage of logins to MSCA from distinct users using their QC Digital Identity (out of the total number of QC residents that have a MSCA Account). + + + + Benefit 2- Demonstrate business value by leveraging a PT TDI for the GC +• This project will further advance the pan-Canadian digital identity ecosystem by collaborating with Treasury Board of Canada Secretariat (TBS) and FPT partners to onboard a third province using the Public Sector Profile of the PCTF. The PCTF is a framework that enables standardised, high value and high integrity identity solutions between jurisdictions and the private sector. It enables Canada’s full and secure participation in the global digital economy through economic sector innovation and the enablement of modernized digital service delivery. +This benefit will be measured by: +1) The QC TDI agreement being in place. +2) A Letter of Acceptance issued by the Chief Information Officer at TBS to the Province of Quebec accepting Quebec’s DI as Trusted. +3) Subsequent conformance assessments with the PCTF as required by the TDI agreement. + + + + Benefit 3- Demonstrate business value of using open source technologies to increase interoperability +• The project will leverage the business values provided by the BCDIFS Project, and allow interoperability and usage of components (i.e. Open ID connect) that are embedded in service interfaces (i.e. Application Program Interface). +This benefit will be measured by: +1) The number of PTs that offer digital identities that leverage this service model. + + + FR01 Transaction Audit An audit capability shall track all transactions being initiated by clients and systems. + + + FR02 Management Reporting An audit capability shall provide support for enquiries and management reporting (e.g. volumes, match rates, etc.) + + + FR03 Timestamps An audit capability shall record timestamps of all transactions or requests being initiated. + + + FR04 Incomplete Transactions An audit capability shall capture the reason for incomplete transaction being initiated by clients and systems. + + + FR06 Privacy notifications, Consent and Terms and Conditions The system must capture and record the Privacy notifications, Consent and Terms and Conditions version(s) agreed to by the client to be available if/when required by phone agents supporting clients, for management reporting purposes, and for audit purposes. + + + FR05 Track Multiple Attempts An audit capability shall include the ability to track multiple attempts from a single user. + + + FR07 Initiate Registration Maintain the existing online capability to login to MSCA site using existing credentials (i.e. TBS-owned federal anonymous credentials – Sign-In Partner or GCKey). The system must have the new ability for clients to sign in using their TDI. Maintain existing system lockout parameters (number of attempts). In the event the provincial system is unavailable, a system outage message must be presented to clients in the ESDC system. + + + FR08 Consume Client Identifier (New and Returning Users) The system must be able to request, receive, consume, and store the Persistent Anonymous Identifier (PAI) from the user’s TDI to support mapping of the user within the ESDC system. + + + FR09 R&A Database Lookup (New and Returning Users) The system must be able to look up the client-entered SIN in the R&A Database and identify whether the user is new or returning. + + + FR10 Consume Identity (New and Returning Users) The system must be able to request, receive, consume and store the required data elements from the user’s TDI at the required Level of Assurance (minimum LOA 2). Storage of data elements is in accordance with existing policies and procedures. + + + FR12 Enter Identity Profile (New Users) The system must accept identity profile information (i.e. for SIN and Parents last name at birth) entered by the client. + + + FR11 Exception Handling (New and Returning Users) The system must be able to handle exceptions etc. through process termination and presentation of an error message to the client. + + + FR13 Standard Field Edits (New Users) The system must use the existing field edits to verify that the data is entered using the proper format (i.e. for SIN and Parents last name at birth). + + + FR14 Create ECAS Security Questions and Answers (New Users) The system must use the existing online capability to enter security questions and answers. + + + FR15 Confirm Identity Profile (New Users) The system must maintain the existing process to confirm the user identity profile information that was entered. + + + FR16 Program Enrolment The system must support mapping of the Quebec user using the PAI and SIN. + + + FR17 Validate Identity Profile Against SIR (New and Returning Users) The system must use the existing SIN validation service to validate the required identity and personal information against the SIR, with match / no match / flagged response.The system must have the ability to combine data elements consumed from the TDI with user-entered data elements to submit the request to the SIN validation service. + + + FR18 SIN No Match/Refer to Agent (New and Returning Users and Returning Quebec TDI users) If the client’s SIN or identity / personal information does not match the SIR, the system will generate an error message indicating the information does not match the SIR record and to either try again or contact an ESDC support agent by phone to resolve the issue. Maintain existing system lockout parameters (number of attempts, SIN flags). + + + FR19 Create My Service Canada Account Use the existing process to create a MSCA after successful SIR match is made. + + + NF01 Integrity Data corruption must not harm business operations. + + + FR20 Inform Client of Account Creation With successful account creation, the client is re-directed to MSCA (Welcome Page / Landing Page). + + + FR21 Credential Substitution (Returning Users and Returning Quebec TDI users) Maintain the existing online capability for existing MSCA users to substitute their credential, including the existing SIN flag process, and process whereby the user provides answers to the selected Security Questions which are verified against the sytem database. Maintain existing system lockout parameters (number of attempts, SIN flags). + + + FR22 Returning Quebec TDI users Maintain existing SIN flag process when an already mapped user enters credential to pass through to secure MSCA portal. + + + NF02 Efficiency Existing Service Level Protocol (SLP) standards for provision of online services will apply and/or be adapted with the province as needed to support the project (regardless of technology used). + + + NF03 Reliability The project does not change the requirements for the associated provincial, ESDC or partner systems. In case of system outage or data corruption, databases must be fully recoverable. + + + NF04 Recoverability The project does not change the recoverability requirements for the associated Quebec, ESDC or partner systems. + + + NF05 Usability The new TDI functionality will adopt the existing ESDC usability requirements. + + + NF06 Maintainability No change to existing maintainability requirements. + + + NF07 Verifiability The system must be verifiable, i.e. it has to perform as intended and yield to the benefits outlined in the project Intake Proposal. + + + NF08 Availability The project does not change the availability requirements for the associated ESDC systems. If the provincial system is down, the client will get a message that the service is unavailable and be directed to the standard support process. + + + NF09 Scalability Design with scalability in mind to allow for the addition of additional Trusted Digital Identities, programs, provinces and territories. Defer to TBS regarding the GC vision for the federated consolidator (i.e. Sign-In Canada). + + + NF10 User Experience Design with maximization of user experience in mind (e.g., fewer steps in the registration and authentication process and therefore less time spent to access federal benefits),and to allow for the seamless addition of additional TDI, programs, provinces and territories to the extent possible. + + + NF11 Interoperability Design with interoperability in mind to allow for the addition of additional TDI, programs, provinces and territories. Defer to TBS regarding the GC vision for the federated consolidator and cross-jurisdictional information sharing platform(s). + + + NF12 Security ESDC must be able to suspend services unilaterally in case of potential privacy or IT security risks/issues and breaches. + + + • Citizen-centric design, in alignment with the GC Service Strategy, ESDC Benefit Delivery Modernization Initiative and the GC’s Sign-in Canada Platform; + + + • Real-time access to digital services; + + + • Measurable qualitative and quantitative results; + + + • Privacy by design; + + + • Adherence to all GC standards and policies, including web accessibility and official languages; + + + • Scalable solution to enable future expansion; + + + • Security and integrity of information transfer processes and technology. + + + • Business solutions developed to minimize modifications to existing systems; + + + Improve system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. + + + Simplify and facilitate process for clients: Allowing the client to upload documents to support their Request for Review by the minister will simplify the process for the client. They will be able to complete their request without having to mail in additional documentation. This will also allow the clients to receive their decision in a timelier manner. + + + Improve communication: The updates to the client and trustee letters will make it easier for the client to understand the decision made and their responsibilities depending on if they were approved or denied. + + + + • Current solution: +The Continuous Improvement Project looks to efficiently simplify the processes of the WEPP program, with the purposes of improving the speed and quality of the WEPP decision. Some actions of the maintenance project will include allowing clients to submit supporting documents via doc upload, modifying the client applications and updating questions on trustee information forms, updating client and trustee letters, adding help texts in screens to assist processing officers, etc. + + + • Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. + + + + • Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. + + + + • Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. + + + + • Solution Requirements: +o Clients and trustees need to understand the decisions letters sent. +o Clients need a better way to submit their documents. +o The Processing Center requires additional help texts to assist them when processing applications. +o Updates are being made in response to our recent client satisfaction survey. + + + + o Functional: + Doc upload will allow clients to submit their documents online allowing processing officers to improve speed of deliver. + Improved system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. + + + + o Functional: + Doc upload will allow clients to submit their documents online allowing processing officers to improve speed of deliver. + Improved system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. + + + + o Non-Functional: + Improve Communication: Updated letters will provide clients and trustees a better understanding of their responsibilities depending what decision was made. + + + + + + + + + + + + + • The new conditions to the system are added and can be selected when an inspection is created and initiated + + + • New letter(s)/annex(es) are added and the existing templates are updated in the Corporate Correspondence Tool (CCT) with the new conditions; + + + • Updates to the solution are made in order to continue the use of CCT to produce letters/annexes directly from the case. + + + • Additional fields are added to the solution to request additional information/documents required to verify employers’ compliance with the new conditions. + + + • The program is ready to start inspecting employers against the new conditions imposed as of September 26th, 2022. + + + • The Training site is updated with the changes to facilitate training prior to deploying changes to production. + + + 2.4 Expected Benefits +• Program meets the regulatory requirements by implementing and operationalizing the new conditions; + + + + 2.4 Expected Benefits +• The solution is updated with the new conditions, mandatory requirement, to ensure new conditions can be selected, inspected, and documented; + + + 2.4 Expected Benefits +• The new conditions are identified for investigators as required before the inspection referrals are distributed to regions; + + + • The solution is reliable and accurate with up-to-date information on conditions and can be used for stats and reporting. + + + 2.4 Expected Benefits +• Continued use of CCT adds efficiencies and streamlines the inspection process; it eliminates the need for users to produce and save outgoing correspondence outside of the system and manually upload them to the system after sent to employers; + + + • Inspections of new conditions increases TFW protections relating to health and safety and financial abuse. + + + • Employers who fail to comply with these conditions are held responsible and will face consequences for violations committed. + + + 2.5 Business Requirements +1. These are part of ongoing improvements to the program to make sure it continues to meet the government’s goals and objectives to support the Canadian economy and the employer community as well as protecting the TFWs and the program from abuse; + + + 2.5 Business Requirements +3. Regulatory changes will protect the TFWs employed in Canada: +o by ensuring they have access to emergency medical care paid by the employer before they become eligible by provincial health care system; +o by ensuring they are given information on their rights in Canada before or the first day of work; +o by ensuring they are provided a written employment contract so they are aware of the terms and conditions of their employment before or on the first day of work. + + + 2.5 Business Requirements +2. Implementing the amendments to regulations, which are mandatory, in a timely manner will ensure that employers are being held to the commitments made and are being inspected against the new conditions starting in September 2022 and onwards; + + + 2.5 Business Requirements +4. Suspension of employer’s LMIA application assessment, when there is a reason to suspect that the employer may not be complying with certain conditions, will protect the TFWs from serious harm and it will stop the employer from employing new TFWs until the allegations are addressed. It also strengthens program integrity and protects the Canadian labour market and standards of living. + + + To ensure the scope of the project is based on a clear understanding of high-level requirements + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level +• To validate whether the documented requirements are aligned with the business need and prioritized according to business value +• To verify whether their identified requirements are deemed in or out of scope of the project + + + • To understand the business need sufficiently to develop a conceptual design of the solution. +• To ensure the high-level requirements are testable + + + • To validate that they have accurately defined all in-scope high-level requirements +• To set priorities and boundaries for detailed requirements definition, analysis and management. + + + • To clearly understand the high-level scope of work necessary to deliver the project +• To establish a baseline for creating the project work breakdown structure (WBS) + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level +• To validate whether the documented requirements are aligned with the business need and prioritized according to business value +• To verify whether their identified requirements are deemed in or out of scope of the project + + + • To validate that all requirements and concerns, from their perspective, have been identified and accurately defined at a high-level +• To validate whether the documented requirements are aligned with the business need and prioritized according to business value +• To verify whether their identified requirements are deemed in or out of scope of the project + + + FR01 Functional New Conditions + -Must provide information to TFW on their rights in Canada on the first day of work or before +-Must post information on TFWs right in Canada in accessible place at work +-Must provide and purchase emergency medical care for TFWs until they are eligible for provincial coverage +-Must make reasonable efforts for access to health care service when TFW is injured or becomes ill +-Must not charge TFWs for employment or recruitment, directly or indirectly +-Must ensure the employer’s recruiter is not charging fees for employment or recruitment. + + + + FR02 Functional New letter/annex +Name the letters and annexes New letter(s) and annex(es) names are added to the system activity for selection via link from CCT. + + + FR03 Functional Update letters and annexes with new conditions + Update all letters and annexes with new conditions and develop new fields in ICMS that will enable the investigators to request additional information/documents from employer to inspect new conditions. + + + + FR04 Functional Field for Suspensions + Add a new field to suspend LMIA application assessment when ISB determines the employer may not be complying with certain conditions. Medium + + + + TR01 Training NHQ and Regional Trainers Train NHQ Training team to train the regional trainers on the changes High + + + TR07 System release date/ approvals Scheduling a system release date and seeking approval. A release date be planned in advance for seek approvals prior to deployment to production date of Sept 26. High + + + TR02 Training System ICMS Training Site Deploy the changes to the training site in order to conduct training prior to deployment to production. High + + + TR03 Policy Finalize Policies Finalize policies to develop reference and training material. High + + + TR04 Letters and Annexes Update letters/annexes + Update letters and annexes in advance to see what changes will impact IT and to develop detailed business requirements for change requests High + + + + TR05 Advice and Guidance + Prepare reference and training material + Prepare reference and training material for training and ongoing advice and guidance. High + + + + TR06 ICMS Reference material ICMS reference and user guide Update ICMS reference and user guide Medium + + + Canada Disability Benefit +Eligibility +4 A person is eligible for a Canada disability benefit if they meet the eligibility criteria set out in the regulations. + + + + Obligation to provide information +6 An applicant or the representative of an applicant who is incapable of managing their own affairs must provide the Minister with any information that the Minister may require in respect of the application. + + + Social Insurance Number +7 The Minister is authorized to collect and use, for the purposes of the administration and enforcement of this Act, the Social Insurance Number of an applicant. + + + Preamble +Whereas working-age persons with disabilities are more likely to live in poverty than working-age persons without disabilities, because of economic and social exclusion; + + + Preamble +Whereas persons with disabilities often face barriers to employment, including work disincentives such as the loss of income and other benefits as a result of becoming employed; + + + Whereas the Canadian Charter of Rights and Freedoms guarantees persons with disabilities the right to the equal protection and equal benefit of the law without discrimination; + + + Preamble +Whereas the Government of Canada is committed to the economic and social inclusion of persons with disabilities, as evidenced by its introduction of the Accessible Canada Act; + + + Whereas Canada aspires to be a world leader in the eradication of poverty, and Parliament, with a view to this objective, enacted the Poverty Reduction Act; + + + Whereas, in the spirit of “Nothing Without Us”, the Government of Canada recognizes the importance, in developing support measures for persons with disabilities, of engaging with the disability community, in accordance with the Accessible Canada Act, which specifies that “persons with disabilities must be involved in the development and design of laws, policies, programs, services and structures”; + + + Whereas reducing poverty contributes to the progressive realization of Canada’s international obligations under the United Nations Convention on the Rights of Persons with Disabilities; + + + Whereas progress made by Canada in reducing poverty for persons with disabilities and others contributes to meeting the Sustainable Development Goals of the United Nations; + + + Whereas the Government of Canada seeks to build on its successes in addressing poverty through providing benefits for seniors and for families with children; + + + And whereas Parliament recognizes the leading role that the provinces and territories play in providing supports and services to persons with disabilities and the importance of engaging with them in developing income supports and other support services; + + + + 11 (1) The Governor in Council may make regulations + +(b) respecting conditions that are to be met in order to receive or to continue to receive a benefit; + + + Regulations +11 (1) The Governor in Council may make regulations + +(c) respecting the amount of a benefit or the method for determining the amount; + + + Regulations +11 (1) The Governor in Council may make regulations + +(d) respecting the manner in which a benefit is to be indexed to inflation; + + + Regulations +11 (1) The Governor in Council may make regulations + +(e) respecting payment periods and the amount to be paid each period; + + + (h) respecting reviews or reconsiderations of decisions made under this Act; + + + (i) respecting appeals; + + + (j) respecting the circumstances in which retroactive payments may be made to persons who do not apply in the time specified in the regulations but are otherwise eligible; + + + Regulations +11 (1) The Governor in Council may make regulations + +(f) respecting applications for a benefit; + + + (g) respecting the amendment or rescission of decisions made by the Minister; + + + (k) respecting applications made on behalf of persons who are incapable of managing their own affairs, payments to those persons and reviews, reconsiderations or appeals commenced on their behalf; + + + (l) respecting the circumstances in which the Minister may deem an applicant or beneficiary to be dead and may determine their date of death if the applicant or beneficiary has disappeared under circumstances that, in the opinion of the Minister, raise beyond a reasonable doubt a presumption that the applicant or beneficiary is dead; + + + (m) respecting the application of this Act when an applicant or beneficiary dies; + + + (n) authorizing the Minister to correct administrative errors; + + + (t) authorizing the Minister, for any purpose related to verifying compliance or preventing non-compliance with this Act, to require an applicant, a beneficiary or the representative of an applicant or beneficiary who is incapable of managing their own affairs, to be at a suitable place — or to be available by audioconference or videoconference or in any other suitable manner — at a suitable time in order to provide any information or any document that the Minister may require in respect of the application; and + + + (o) respecting the identification of debts due to Her Majesty in right of Canada; + + + (p) respecting the recovery of overpayments and debts due to Her Majesty in right of Canada, including limitation or prescription periods; + + + (q) establishing offences punishable on summary conviction for the commission of any of the following acts and setting fines or terms of imprisonment or both for such offences: + +(i) knowingly using false identity information or another person’s identity information for the purpose of obtaining a benefit for themselves, + +(ii) counselling a person to apply for a benefit with intent to steal all or a substantial part of it, + +(iii) knowingly making false or misleading representations in relation to an application; + + + (r) establishing a system of administrative monetary penalties applicable to the commission of either or both of the following acts and setting the amounts of those penalties: + +(i) knowingly making false or misleading representations in relation to an application, + +(ii) making an application for, and receiving, a benefit while knowingly not being eligible to receive it; + + + (s) adapting section 44.‍2 of the Old Age Security Act for the purpose of applying that section as adapted to the verification of compliance or the prevention of non-compliance with this Act and to the use of copies as evidence; + + + (u) generally, for carrying out the purposes and provisions of this Act. + + + (i) knowingly using false identity information or another person’s identity information for the purpose of obtaining a benefit for themselves, + + + (ii) counselling a person to apply for a benefit with intent to steal all or a substantial part of it, + + + (iii) knowingly making false or misleading representations in relation to an application; + + + (r) establishing a system of administrative monetary penalties applicable to the commission of either or both of the following acts and setting the amounts of those penalties: + +(i) knowingly making false or misleading representations in relation to an application, + +(ii) making an application for, and receiving, a benefit while knowingly not being eligible to receive it; + + + (r) establishing a system of administrative monetary penalties applicable to the commission of either or both of the following acts and setting the amounts of those penalties: + +(i) knowingly making false or misleading representations in relation to an application, + +(ii) making an application for, and receiving, a benefit while knowingly not being eligible to receive it; + + + The interim Canada Dental Benefit is intended to help lower dental costs for eligible families earning less than $90,000 per year. Parents and guardians can apply if the child receiving dental care is under 12 years old and does not have access to a private dental insurance plan. + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + + + Explanatory Note +Section 4.2 of the Department of Justice Act requires the Minister of Justice to prepare a Charter Statement for every government bill to help inform public and Parliamentary debate on government bills. One of the Minister of Justice’s most important responsibilities is to examine legislation for inconsistency with the Canadian Charter of Rights and Freedoms [“the Charter”]. By tabling a Charter Statement, the Minister is sharing some of the key considerations that informed the review of a bill for inconsistency with the Charter. A Statement identifies Charter rights and freedoms that may potentially be engaged by a bill and provides a brief explanation of the nature of any engagement, in light of the measures being proposed. + +A Charter Statement also identifies potential justifications for any limits a bill may impose on Charter rights and freedoms. Section 1 of the Charter provides that rights and freedoms may be subject to reasonable limits if those limits are prescribed by law and demonstrably justified in a free and democratic society. This means that Parliament may enact laws that limit Charter rights and freedoms. The Charter will be violated only where a limit is not demonstrably justifiable in a free and democratic society. + +A Charter Statement is intended to provide legal information to the public and Parliament on a bill’s potential effects on rights and freedoms that are neither trivial nor too speculative. It is not intended to be a comprehensive overview of all conceivable Charter considerations. Additional considerations relevant to the constitutionality of a bill may also arise in the course of Parliamentary study and amendment of a bill. A Statement is not a legal opinion on the constitutionality of a bill. + + + Charter Considerations +The Minister of Justice has examined Bill C-31, An Act respecting cost of living relief measures related to dental care and rental housing, for any inconsistency with the Charter pursuant to his obligation under section 4.1 of the Department of Justice Act. This review involved consideration of the objectives and features of the Bill. + +What follows is a non-exhaustive discussion of the ways in which Bill C-31 potentially engages the rights and freedoms guaranteed by the Charter. It is presented to assist in informing the public and Parliamentary debate on the Bill. It does not include an exhaustive description of the entire bill, but rather focuses on those elements relevant for the purposes of a Charter statement. + + + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + Part 2 of Bill C-31 would enact the Rental Housing Benefit Act to provide for a one-time rental housing benefit of $500 for eligible persons who have paid rent in 2022 for their principal residence. A person would need to apply for the benefit, and eligibility would depend in part on their 2021 adjusted income. The benefit would be limited to applicants whose 2021 adjusted income falls below a specified threshold and whose total amount of rent paid in 2022 is at least 30% of their 2021 adjusted income. + + + Overview +Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + +Part 2 of Bill C-31 would enact the Rental Housing Benefit Act to provide for a one-time rental housing benefit of $500 for eligible persons who have paid rent in 2022 for their principal residence. A person would need to apply for the benefit, and eligibility would depend in part on their 2021 adjusted income. The benefit would be limited to applicants whose 2021 adjusted income falls below a specified threshold and whose total amount of rent paid in 2022 is at least 30% of their 2021 adjusted income. + + + Limited eligibility based on age +Part 1 of the Bill enacting the Dental Benefit Act would limit eligibility for financial support to eligible parents of children under 12 years of age. Subsection 15(1) provides that every individual is equal before and under the law and has the right to the equal protection and equal benefit of the law without discrimination on various grounds, including the ground of age. This limited eligibility criteria could potentially engage section 15 as it creates a distinction based on age. + +In seeking to address barriers and improve access to dental care for children, Part 1 of the Bill is in keeping with the purpose of section 15 to promote substantive equality and prevent discrimination against disadvantaged groups. Subsection 15(2) of the Charter clarifies that subsection 15(1) does not preclude laws, programs, or activities that have as their object the amelioration of conditions of disadvantaged individuals or group, including those that are disadvantaged because of age. + + + Offence provisions +Parts 1 and 2 of the Bill would establish offences including to knowingly use false identity information or another person’s identity information to obtain a benefit, or to counsel another person to apply for a benefit with an intent to steal all or a substantial part of that person’s benefit. Part 1 of the Bill would also create an offence to knowingly make three or more representations on one or more applications that are false or misleading if the total amount of the benefits that were or would have been paid as a result of the applications is at least $5,000. + +Section 7 of the Charter protects against the deprivation of an individual’s life, liberty and security of the person unless done in accordance with the principles of fundamental justice. Because the offences carry the possibility of imprisonment, they have the potential to deprive liberty and so must accord with the principles of fundamental justice. + +In reviewing the relevant measures, the Minister of Justice has not identified any potential inconsistencies of the offence provisions with the principles of fundamental justice under section 7. The scope of the offences is tailored to their objective, and upon conviction, a judge will have discretion to impose a fit and appropriate sentence. + + + It is estimated that 500,000 Canadian children would benefit from this targeted investment of $938 million. + + + In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required. + + + In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required. + + + In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required. + + + A long-term dental care program in Canada + +The federal government remains committed to providing dental care to Canadians, and continues to take needed steps to build a comprehensive national long-term dental care program. Provinces and territories and private industry have been engaged about the design and timelines of such a program. The federal government remains committed to full implementation of a dental care program for households with incomes under $90,000 by 2025. + + + + + + + + + + + + + + + + + + + Data will continue to go unmanaged. +There will be ineffiency while trying to access the data we currently have. + + + + + In the case of Canada Student Loan Program and SDIV, for this release, it will provide a credential substitution option for existing users to use the SDIV validation to create a new profile and regain access to the NSLSC portal. As for new users, this feature will be made available in a future release and allow new students to register using the current or the new SDIV method. + + + + + + + + + + - Review statistics. Identify need for marketing, etc. + - + + + + + + + - Attempt to find multiple Platinum Sponsors + - Charge for each attendee: 1) non-Members of ISACA-CIPS-AEA-etc. 2) Government Worker 3) Public + + + Determine what capabilities exist, along with any perceived gaps in what is already available at UofO factilities. + + + + + + + + + - If there are text limits for naming (Cvent restriction on Titles, etc.), communicate those in Speaker guidance. + - Provide guidance on file naming to presenters, where applicable. + - Conference Etiquette Guide: Guidance for attendees on etiquette for asking q's. No 'stump-the-chump' type questions. When will questions submitted online be accepted? Will in-person questions be vetted? + - Avoid the use of Acronyms...OMG! + + + + + + + + 1. Inventory of HRSB activities related to Onboarding. + + + 2. Design and implementation of Onboarding Minimum Viable Products – MVP 1 + - Updated Letter of Offer for new executives + - Executive onboarding content + - Link in the myESDC app to the onboarding website + - Design and develop a launchpad / website for the content + + + Establish a WMBI task team: POB, Regions, and other key stakeholder representatives – including Policy Branches, Chief Data Office (CDO), and IITB, see Annex A (April 2022) * +*Additional members will be added to the task team as appropriate. + + + Conduct an environmental scan of business needs and a functionality inventory of existing tools for workload management and BI across the delivery network (April 2022) +- Complete inventory of exiting tools and current data elements captured +- Complete business needs analysis +- Identify best practices and common functions +- Identify gaps + + + Analyze existing tools and processes and formulate recommendations for common and consistent WMBI solutions to be used across the Gs&Cs delivery network (May-June 2022). + + + Provide monthly updates tabled for discussion at SPOC and return to Gs&Cs Strategic Hub to present recommendations, and associated implementation workplans, for final approval (July 2022). + + + Implement a fully functional, hosted, cloud-based software as a service (SaaS) Solution with the ability to support digital learning and development, including planning design, delivery, training materials, help desk strategies and personnel, professional training services, and operation on on-going basis for up to 260,000 employees. + + + [As Of 2021-01-14] +Finalizing preliminary privacy impact assessment. Need support from TBS, SSC and CSE (CCCS) to carry out protected B certification of cloud service providers. + + + While Nasser’s new role is noted here (IITB in BDM), Rina, Nasser and I will take the next few weeks to determine the responsibility for all of the Branch’s activities and priorities. We will share more information on this with you as soon as it is available. + + + + The Continuous Improvement Project looks to efficiently simplify the processes of the WEPP program, with the purposes of improving the speed and quality of the WEPP decision. Some actions of the maintenance project will include modifying or removing unnecessary questions on the client applications, updating or simplifying questions on trustee information forms, updating client and trustee letters, adding help texts to assist clients applying for WEPP, etc. These improvements will benefit all stakeholders, especially clients and the processing centre. + + + + + + + + + + + + + + + + + + + + The first benefit period is for dental care received between October 1, 2022 and June 30, 2023. Applications for this period open on December 1, 2022. + + + Part 1 of Bill C-31 would enact the Dental Benefit Act to provide financial support to eligible parents with an adjusted income of less than $90,000, for dental care services received by their children under 12 years of age, where those children do not have access to private dental insurance and where the parent has out of pocket expenses. An eligible parent could apply for the dental benefit in each of the two benefit periods, and the amount of the dental benefit would depend on the adjusted family net income of the applicant. + + + The second benefit period will open for applications on July 1, 2023. This will cover dental care your child receives between July 1, 2023 and June 30, 2024. + + + + + + + + + + From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 11 – Digital Operations Strategic Plan – Strategic Actions + + + From ESDC 2020-2023 Departmental Information Technology (IT) Plan, Table 12: Digital Operations Modernization Priorities (DOMP) + + + + + Business architecture +click here for Business Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/BusinessGuide + +Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus. + + + Information architecture +click here for Information/Data Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/DataGuide + +Information architecture includes both structured and unstructured data. The best practices and principles aim to support the needs of a business service and business capability orientation. To facilitate effective sharing of data and information across government, information architectures should be designed to reflect a consistent approach to data, such as the adoption of federal and international standards. Information architecture should also reflect responsible data management, information management and governance practices, including the source, quality, interoperability, and associated legal and policy obligations related to the data assets. Information architectures should also distinguish between personal and non‑personal data and information as the collection, use, sharing (disclosure), and management of personal information must respect the requirements of the Privacy Act and its related policies. + + + Application architecture +click here for Application Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/ApplicationGuide +Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases. + + + Technology architecture +click here for Technology Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/TechnologyGuide +Technology architecture is an important enabler of highly available and adaptable solutions that must be aligned with the chosen application architecture. Cloud adoption provides many potential advantages by mitigating the logistical constraints that often negatively impacted legacy solutions hosted “on premises.” However, the application architecture must be able to enable these advantages. + + + Security architecture +click here for Security Architecture guide +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/SecurityGuide +The GC Enterprise Security Architecture program is a government‑wide initiative to provide a standardized approach to developing IT security architecture, ensuring that basic security blocks are implemented across the enterprise as the infrastructure is being renewed. + + + v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework + +Enterprise Architecture Framework +The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital. + +The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital. + +4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture. + +4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment. + +4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures. + +The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework. + + + + 1.4.2 Validation +The following tasks were performed to verify and validate the requirements defined in this document: +• Business Requirements vetted through shareholder groups. +• Business Requirements initially challenged through SSC’s CSPV checklist. +• Business Requirements were reviewed by the Implementation Lead to ensure that the scope of work is achievable given the current SDIV capability. +The following stakeholder roles were engaged in verification and validation activities: +• CSLP Program +• NLSC (National Student Loans Centre) +• R&A (Registration and Authentication) +• Innovation, Information and Technology Branch (IITB) +• EIS (Enterprise Identity Services) +• PASRB (Public Affairs and Stakeholder Relations Branch) +• PMD (Privacy Management Division) +• CFOB (Chief Financial Officer Branch) or IITB +• LSU (Legal Services Unit) +• SSC (Shared Services Canada) + + + + + + + + https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx + + + + + From: Domond, Christine C [NC] +Sent: July 20, 2021 11:40 AM +Subject: ticket 8013542 - FULL Access (Addition to SP2010 Group SAS_Owners) + +SharePoint Permission Levels +The first step to managing permissions in SharePoint is to understand what actions the various permission levels authorize a person to perform. As a DesignerPlus, you will be granting the Read, Contribute and Design permission levels to people using your SharePoint site – the rest of the permission levels are described for your information only. + + + + + + + + + + See Appendix A, "ETLT-Onboarding-16082021.pptx" + + + See Appendix B, "ETLT-Onboarding-16082021.pptx" + + + + + + + Update external content - iterate through use cases, employee types or personas and confer with business content owners. +Provide functionality to allow end users to submit feedback and/or participate in surveys. +Resource component (Dedicated support/analytics staffing). ** +Leverage information collected from IFFS (Interactive Fact Findings Services) surveys, end user support requests etc. +Leverage information collected from performance measurement framework (e.g., dashboard). +Leverage Marketplace Analytics tool (employee profile analytics) +Update additional letter of offer template(s) (e.g., non-EX template). + + + Priority number one remains getting the pandemic under control. The best way to do that is vaccination. +Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. +The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. +And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources. + + + From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way. + + + + + + + + + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + + From the Vaccine Task Force that provides the best advice on vaccine purchasing +and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting +vulnerable populations, Canada’s top scientific minds are guiding the +Government every step of the way. + + + + + + As the Government invests in people, it will continue to support +job-creating businesses. + + + + + + + + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + + + + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + + Our two official languages are woven into the fabric of our country. +The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government. +The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec. + + + We must take action on all of these priorities at home. But we must also address +the world in which we live. +COVID-19 has accelerated the existing trends toward a more fragmented global +order. It remains in Canada’s interest to create and maintain bilateral and +multilateral relationships to advance peace and economic prosperity. + + + Immigration remains a driver of Canada’s economic growth. +With other countries rejecting global talent that could help their economy, +Canada has an opportunity as we recover to become the world’s top destination +for talent, capital, and jobs. When people choose Canada, help build Canada, +and make sacrifices in support of Canada, we should make it easier for them to +formally become Canadian. +Earlier this year, the Government announced measures to grant permanent +residency to people who, although not Canadian citizens, had cared for the most +vulnerable in long-term care homes and other medical facilities. + + + Throughout the pandemic, the Government has made it a priority to support +Indigenous communities, which has helped contain the spread of COVID-19 +and kept people safe. That is something the Government will continue to do. +The Government will walk the shared path of reconciliation with Indigenous +Peoples, and remain focused on implementing the commitments made in 2019. + + + + + + + + + + + + + + + Policies and guidelines +Operational Security Standard: Management of Information Technology Security (MITS) +http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12328 + + + + + + + + + + + + + + + + + + + + + + + CSPS has significant expertise with educational technologies. Opportunity to partner with departments on hosted or federated approaches. + + + + ID Requirement Description +FR01 Transaction Audit An audit capability shall track all transactions being initiated by clients and systems. +FR02 Management Reporting An audit capability shall provide support for enquiries and management reporting (e.g. volumes, match rates, etc.) +FR03 Timestamps An audit capability shall record timestamps of all transactions or requests being initiated. +FR04 Incomplete Transactions An audit capability shall capture the reason for incomplete transaction being initiated by clients and systems. +FR05 Track Multiple Attempts An audit capability shall include the ability to track multiple attempts from a single user. +FR06 Privacy notifications, Consent and Terms and Conditions The system must capture and record the Privacy notifications, Consent and Terms and Conditions version(s) agreed to by the client to be available if/when required by phone agents supporting clients, for management reporting purposes, and for audit purposes. +FR07 Initiate Registration Maintain the existing online capability to login to MSCA site using existing credentials (i.e. TBS-owned federal anonymous credentials – Sign-In Partner or GCKey). The system must have the new ability for clients to sign in using their TDI. Maintain existing system lockout parameters (number of attempts). In the event the provincial system is unavailable, a system outage message must be presented to clients in the ESDC system. +FR08 Consume Client Identifier (New and Returning Users) The system must be able to request, receive, consume, and store the Persistent Anonymous Identifier (PAI) from the user’s TDI to support mapping of the user within the ESDC system. +FR09 R&A Database Lookup (New and Returning Users) The system must be able to look up the client-entered SIN in the R&A Database and identify whether the user is new or returning. +FR10 Consume Identity (New and Returning Users) The system must be able to request, receive, consume and store the required data elements from the user’s TDI at the required Level of Assurance (minimum LOA 2). Storage of data elements is in accordance with existing policies and procedures. +FR11 Exception Handling (New and Returning Users) The system must be able to handle exceptions etc. through process termination and presentation of an error message to the client. +FR12 Enter Identity Profile (New Users) The system must accept identity profile information (i.e. for SIN and Parents last name at birth) entered by the client. +FR13 Standard Field Edits (New Users) The system must use the existing field edits to verify that the data is entered using the proper format (i.e. for SIN and Parents last name at birth). +FR14 Create ECAS Security Questions and Answers (New Users) The system must use the existing online capability to enter security questions and answers. +FR15 Confirm Identity Profile (New Users) The system must maintain the existing process to confirm the user identity profile information that was entered. +FR16 Program Enrolment The system must support mapping of the Quebec user using the PAI and SIN. +FR17 Validate Identity Profile Against SIR (New and Returning Users) The system must use the existing SIN validation service to validate the required identity and personal information against the SIR, with match / no match / flagged response.The system must have the ability to combine data elements consumed from the TDI with user-entered data elements to submit the request to the SIN validation service. +FR18 SIN No Match/Refer to Agent (New and Returning Users and Returning Quebec TDI users) If the client’s SIN or identity / personal information does not match the SIR, the system will generate an error message indicating the information does not match the SIR record and to either try again or contact an ESDC support agent by phone to resolve the issue. Maintain existing system lockout parameters (number of attempts, SIN flags). +FR19 Create My Service Canada Account Use the existing process to create a MSCA after successful SIR match is made. +FR20 Inform Client of Account Creation With successful account creation, the client is re-directed to MSCA (Welcome Page / Landing Page). +FR21 Credential Substitution (Returning Users and Returning Quebec TDI users) Maintain the existing online capability for existing MSCA users to substitute their credential, including the existing SIN flag process, and process whereby the user provides answers to the selected Security Questions which are verified against the sytem database. Maintain existing system lockout parameters (number of attempts, SIN flags). +FR22 Returning Quebec TDI users Maintain existing SIN flag process when an already mapped user enters credential to pass through to secure MSCA portal. + + + + + + + + + + + 2.3 Desired Outcomes +• The new conditions to the system are added and can be selected when an inspection is created and initiated; +• New letter(s)/annex(es) are added and the existing templates are updated in the Corporate Correspondence Tool (CCT) with the new conditions; +• Updates to the solution are made in order to continue the use of CCT to produce letters/annexes directly from the case. +• Additional fields are added to the solution to request additional information/documents required to verify employers’ compliance with the new conditions. +• The Training site is updated with the changes to facilitate training prior to deploying changes to production. +• The program is ready to start inspecting employers against the new conditions imposed as of September 26th, 2022. + + + 2.4 Expected Benefits +• Program meets the regulatory requirements by implementing and operationalizing the new conditions; +• The solution is updated with the new conditions, mandatory requirement, to ensure new conditions can be selected, inspected, and documented; +• The new conditions are identified for investigators as required before the inspection referrals are distributed to regions; +• Continued use of CCT adds efficiencies and streamlines the inspection process; it eliminates the need for users to produce and save outgoing correspondence outside of the system and manually upload them to the system after sent to employers; +• Inspections of new conditions increases TFW protections relating to health and safety and financial abuse. +• Employers who fail to comply with these conditions are held responsible and will face consequences for violations committed. +• The solution is reliable and accurate with up-to-date information on conditions and can be used for stats and reporting. + + + + 2.5 Business Requirements +1. These are part of ongoing improvements to the program to make sure it continues to meet the government’s goals and objectives to support the Canadian economy and the employer community as well as protecting the TFWs and the program from abuse; +2. Implementing the amendments to regulations, which are mandatory, in a timely manner will ensure that employers are being held to the commitments made and are being inspected against the new conditions starting in September 2022 and onwards; +3. Regulatory changes will protect the TFWs employed in Canada: +o by ensuring they have access to emergency medical care paid by the employer before they become eligible by provincial health care system; +o by ensuring they are given information on their rights in Canada before or the first day of work; +o by ensuring they are provided a written employment contract so they are aware of the terms and conditions of their employment before or on the first day of work. +4. Suspension of employer’s LMIA application assessment, when there is a reason to suspect that the employer may not be complying with certain conditions, will protect the TFWs from serious harm and it will stop the employer from employing new TFWs until the allegations are addressed. It also strengthens program integrity and protects the Canadian labour market and standards of living. + + + + + Preamble +Whereas working-age persons with disabilities are more likely to live in poverty than working-age persons without disabilities, because of economic and social exclusion; + +Whereas persons with disabilities often face barriers to employment, including work disincentives such as the loss of income and other benefits as a result of becoming employed; + +Whereas the Government of Canada is committed to the economic and social inclusion of persons with disabilities, as evidenced by its introduction of the Accessible Canada Act; + +Whereas the Canadian Charter of Rights and Freedoms guarantees persons with disabilities the right to the equal protection and equal benefit of the law without discrimination; + +Whereas reducing poverty contributes to the progressive realization of Canada’s international obligations under the United Nations Convention on the Rights of Persons with Disabilities; + +Whereas Canada aspires to be a world leader in the eradication of poverty, and Parliament, with a view to this objective, enacted the Poverty Reduction Act; + +Whereas progress made by Canada in reducing poverty for persons with disabilities and others contributes to meeting the Sustainable Development Goals of the United Nations; + +Whereas the Government of Canada seeks to build on its successes in addressing poverty through providing benefits for seniors and for families with children; + +Whereas, in the spirit of “Nothing Without Us”, the Government of Canada recognizes the importance, in developing support measures for persons with disabilities, of engaging with the disability community, in accordance with the Accessible Canada Act, which specifies that “persons with disabilities must be involved in the development and design of laws, policies, programs, services and structures”; + +And whereas Parliament recognizes the leading role that the provinces and territories play in providing supports and services to persons with disabilities and the importance of engaging with them in developing income supports and other support services; + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Limit will likely never be reached. + + + + Time and Dates are unclear. GCcollab will not undergo any new development as a result of the planned consolidation of all GCTools (i.e. GCconnex, GCpedia, GCwiki, GCdirectory, GCcollab, etc.) to a single platform (e.g. Microsoft M365 Platform). Risk of loss of any information is low. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + $260 would be provided for each eligible child if the family’s adjusted net income is between $80,000 and $89,999. + + + $390 would be provided for each eligible child if the family’s adjusted net income is between $70,000 and $79,999. + + + $650 would be provided for each eligible child if the family’s adjusted net income is under $70,000. + + + + + + + + + + + + + + + + + + + + + + + + + + Lite Project: Lite-2021-0133 ASC Database + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Considered Solutions: +We have looked into a few solutions, MS Access – it is not currently supported by ESDC and would not meet many of the requirements that are needed. +MS Sharepoint - under the recommendation of our internal standards unit, sharepoint has many accessibility issues, such as with screen readers and not being fully accessible with a keyboard. It also has known issues with speech to text integration and issues with zooming tools. +Salesforce is not currently supported by ESDC and was not recommended by IITB + +Chosen solution +MS Dynamics – Dynamics was recommended to us by AAATC and IITB as a solution that was cloud based allowing us to use many accessibility features. It could be built in a modular fashion allowing us to add features as needed and allow for training on those features as the system grows. It is supported by ESDC and IITB. Has the ability to add modules such as Marketing, Service, and Project management, when needed which allows us to grow the system without having to recreate the solution. + + + + + Lite-2021-IITB-10 SDIV-MVP2 for CSLP. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Project description per Lite Proposal: +The solution scope is to augment the ECAS solution by integrating the SDIV functionality to provide digital identity validation capability. This form of validation provides an additional option and improves user experience by complimenting, not replacing, the current validation mechanisms. Existing NSLSC users will have the choice to gain access using the now present security questions and answers capability, or through the new SDIV identity validation functionality. The SDIV validation capability will be available to existing users for substitutions only. Once the substitution is successful and the profile is created, students may resume access to the NSLSC portal for online services. + +OBJECTS SOURCED FROM HL REQUIREMENTS DOCUMENT: +SDIV-MVP2 CSLP_High-Level-Business-Requirements v1.0.3(DRAFT).docx +This high-level business requirements document will server as the scope of the solution and used as an artifact for the Lite Project approval process at PPOC (Project Portfolio Operations Committee). +The intention of this document is to catalogue all business and stakeholder requirements for the SDIV-MVP2 CLSP project and to define the solution requirements at a high-level, to set the scope for definition of detailed solution design requirements by the implementation team. + + + + + Lite-2021-IITB-47 Translation Management Modernization +Modernisation de la gestion de la traduction + + + + EA Assessment Due: 2022-01-19 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Lite-2021-IITB-52 NIIS Pensions Web Service +for Pensions OAS and CPP Letters + + + + EA Assessment Due: 2022-05-03 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + *Description (Purpose of business)* +This is an on-line system with batch components for keeping records and reporting on all cases dealt with by HRCC Investigation and Control Units. This system avoids duplicate data keying, calculates revised overpayments automatically and eliminates some +Internal Clients 10,000 +ESDC Branch: Service Canada - Integrity Services + +Project Background: Hundreds of Pensions letters and questionaire are manually created. Creation of web service would modernize and help Integrity work faster and smarter. +Project Description: Users would access the NIIS case number. And via a new NIIS screen the users would have access to different drop down menus to access Pensions Letters or Questionaires to be sent to the client. Once a Form selected the clients information would populate the form via a CCT window. The user would have acapacity to preview, edit, save and print the form. This would be possible due to an NIIS web service build by IITB NIIS team. This work would use a similar process used in TFWP Dynamics system and would modernize the pensions letters operations significantly. + +PMIS - Project Outcomes: Creating a web service from NIIS to ACS/CCT letters will modernize the processus of creating Pensions letters. They are over 100 templates manually populated when contacting pensioners. A web service will populate data in the letters passing existing data from NIIS case to ACS/CCT letter by using the NIIS case number. This will eliminate some of the manual entries and help speed the process of pensions letters. A future phase could be introduced to enable Bulk Printing of letters/questionaires. + +Problem/Opportunity: Manual, outdated process. Opportunity to modernize and help work better, smarter and faster. + + + + + + + Lite-2022-IITB-56 Onboarding Quebec Digitial Identity To MSCA + + + + EA Assessment Due: 2022-06-29 + + + + All content here is from document "HLBR - QC Digtal Identity Project_20220526.docx" + + + + DRAFT + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The drafting of the high-level business requirements for the QC TDI Project is based on the high-level business requirements which were developed for the BC Digital Identity for Federal Services (BCDIFS) Project. +The requirements were confirmed through consultations with Innovation, Information and Technology Branch (IITB), Integrity Services Branch (ISB), Citizen Service Branch (CSB) and the province of Quebec. The consultations were done via email and in virtual meetings. + + + + + Lite-2022-IITB-67 WEPP Continuous Improvements + + + + EA Assessment Due: 2022-07-13 + + + + All content here is from document "WEPP Lite Project High Level Business Requirement.docx" + + + + DRAFT + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Contexte/Background +The Wage Earner Protection Program (WEPP) provides payments to employees when their employer is subject to a receivership, bankruptcy, or other WEPP qualifying insolvency proceeding. The WEPP will pay out unpaid wages, vacation pay, termination and/or severance based on the applicant’s eligibility. Clients, as well as trustees assigned to the insolvent estates, provide information to the processing centre via applications and Trustee Information forms. This data is reviewed by Payment Services Officers to determine client eligibility by referencing WEPP procedures. +The Continuous Improvement Project looks to efficiently simplify the processes of the WEPP program, with the purposes of improving the speed and quality of the WEPP decision. Some actions of the maintenance project will include modifying or removing unnecessary questions on the client applications, updating or simplifying questions on trustee information forms, updating client and trustee letters, adding help texts to assist clients applying for WEPP, etc. These improvements will benefit all stakeholders, especially clients and the processing centre. + +Description du projet/Project Description +Document Upload System: Ability for clients to upload supplementary Request for Review documents through the Document Upload System via IFFS. +Additional field to be added to client application screen in IFFS. +Insert additional question in the amounts owed section, to allow the Trustee to show the period used to calculate the earnings owed. +Trustee Satisfaction Survey + +Résultats du projet/Project Outcomes +•Improve system functionality: The additional fields and warning messages will help reduce the amount of errors and will increase the efficiency in processing. +•Simplify and facilitate process for clients: Allowing the client to upload documents to support their Request for Review by the minister will simplify the process for the client. They will be able to complete their request without having to mail in additional documentation. This will also allow the clients to receive their decision in a timelier manner. +•Improve communication: The updates to the client and trustee letters will make it easier for the client to understand the decision made and their responsibilities depending on if they were approved or denied. + +Problème/Opportunité-Problem/Opportunity +Each year, new and modified requirements for the Common System for Grants and Contribution (CSGC) and for the Interactive Fact Finding System (IFFS) are identified to reflect the ongoing nature of development resulting from policy and program priority changes. In addition, changes will be based on comments received from Trustee feedback sessions. These changes affect the WEPP applicants, trustees, agents processing the applications and partners in other branches of the Department. The IFFS and CSGC system updates are essential and necessary to support and continue to strengthen the Department's ability to deliver the WEPP. It allows the Program to enhance and develop a user-friendly tool, which has the most up-to-date functionality; this maintenance improves operational processing, data accuracy and integrity. + + + + + Lite-2022-IITB-71 Integrity Case Management System (ICMS) Changes For Regulatory Amendments (CFRA) 2022 + + + + EA Assessment Due: 2022-07-13 + + + + All content here is from document "ICMS Reg Amendments High-level Requirements.docx" + + + + DRAFT + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + 2 Business Need +2.1 Business Context +The Program introduces new regulations or amendments to regulations on an ongoing basis to ensure it continues to meet its objective and responds to emerging business needs of the department as they relate to the program and health and safety of TFWs. +The Program is in the process of amending regulations, coming into force in fiscal 2022-2023, that are mandatory and will have an impact on the Program Operations Branch (POB) and the Integrity Service Branch, ISB. +Operationalization of the amendments need to be supported by a case management system(IT enabled solution) in order to start inspecting employers against these new regulations to ensure their compliance with the conditions/requirements of the program and apply sanctions and other consequences for non-compliance rulings. +The Program is planning to have business solutions developed and deployed by summer of 2022 in preparation for training and guidance for regional and NHQ staff, in advance of September 26, 2022. + + + + + + + 3rd Annual Digital Transformation in Government (DTiG) Conference +June 14-16, 2022 +Ottawa, Ontario, Canada + + + + Version: 0.1.20210625 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + January to May 2022 + + + + July to December 2021 + + + + + + + + + + + + + + + + + + + + + + + + + + + + June to July 2021 + + + + + + + + + + + + + + + + + + https://digitaltransform.ca/2022/ + +3rd Digital Transformation in Government ( DTiG ) Conference, 14-16 June 2022 +Hybrid - Virtual and In-Person +University of Ottawa +• Plenaries +• Specialist Streams +• Including Peer reviewed streams +• Proceedings +• More Partners +Volunteers, partnering, sponsoring ? +Contact Robert (Bob) Weisman, PhD, PEng, PMP, CD1 +Chair DTiG 2021 / 2022 +rweisman@uottawa.ca + + + + + + + HRSB EX On Boarding - Hosting Platform Options +High Level Requirements, Processes + + + + v0.1.20210817 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Diagram Audience: HRSB WG +Diagram Purpose: An architectural, visual depiction to represent EX On Boarding Hosting Platform Requirements (e.g. Content, Users, Stakeholders, Operations, etc.) + + + + DRAFT + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Classification of External Content? 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It is our true history. In each of your own ridings, I encourage you to seek out the truth, and to learn about the lived realities in First Nations, Inuit and Métis communities. Although each community is distinct, we all share a desire to chart a way forward together towards reconciliation. + +The discovery of unmarked graves of children who died in the residential school system shows how the actions of governments and institutions of the past have devastated Indigenous Peoples and continue to impact them today. We cannot hide from these discoveries; they open deep wounds. + +Despite the profound pain, there is hope. + +There is hope in the every day. Reconciliation is not a single act, nor does it have an end date. It is a lifelong journey of healing, respect and understanding. We need to embrace the diversity of Canada and demonstrate respect and understanding for all peoples every day. + +Already, I have seen how Canadians are committed to reconciliation. Indigenous Peoples are reclaiming our history, stories, culture and language through action. Non-Indigenous Peoples are coming to understand and accept the true impact of the past and the pain suffered by generations of Indigenous Peoples. Together they are walking the path towards reconciliation. + +We must turn the guilt we carry into action. + +Action on reconciliation. + +Action on our collective health and well-being. + +Action on climate change. + +Our Earth is in danger. From a warming Arctic to the increasing devastation of natural disasters, our land and our people need help. We must move talk into action and adapt where we must. We cannot afford to wait. + +From the grief and pain of residential schools to the fear of threats to our natural environment to the profound impacts of the COVID-19 pandemic, this past year has been hard on all of us. + +I want to thank all workers across Canada, especially those in health care, for their efforts to keep us safe and healthy, and offer my deepest condolences to those who have experienced loss of loved ones during the pandemic. It has touched us all, including those in this chamber who lost a cherished colleague just a few days ago, Senator Forest-Niesing. To her family and to all of you, my deepest sympathies. + +The pandemic has shown us that we need to put a focus on mental health in the same way as physical well-being because they are inseparable. + +As you begin this 44th Parliament of Canada, and as we recover from the effects of the pandemic and build a better relationship between Indigenous Peoples and non-Indigenous Peoples, I urge you to transform discussion into concrete results for us and for our country. + +Collaborate with and listen to each other. + +Listen to the diverse voices who speak a multitude of languages and who shape this country. + +Confronting the hard questions will not always be easy or comfortable—and it will require conviction—but it is necessary. The outcome will be a sustainable, united Canada, for you, for me, for our children, and for every generation to come. + +Opening +As we speak, British Columbians are facing immeasurable challenges as their homes, their communities, and their well-being are impacted by terrible flooding. + +But in a time of crisis, we know how Canadians respond. We step up and we are there for each other. + +And the Government will continue to be there for the people of British Columbia. + +In 2020, Canadians did not know they would face the crisis of a once-in-a-century pandemic. But, as always, no one should be surprised by how Canadians responded. + +We adapted. We helped one another. And we stayed true to our values. + +Values like compassion, courage, and determination. + +Values like democracy. + +And in this difficult time, Canadians made a democratic choice. + +Their direction is clear: not only do they want Parliamentarians to work together to put this pandemic behind us, they also want bold, concrete solutions to meet the other challenges we face. + +Growing an economy that works for everyone. + +Fighting climate change. + +Moving forward on the path of reconciliation. + +Making sure our communities are safe, healthy, and inclusive. + +Yes, the decade got off to an incredibly difficult start, but this is the time to rebuild. + +This is the moment for Parliamentarians to work together to get big things done, and shape a better future for our kids. + +This is the moment to build a healthier today and tomorrow +Priority number one remains getting the pandemic under control. The best way to do that is vaccination. + +Already, the Government has mandated vaccination for federal and federally-regulated workers, and for everyone travelling within Canada by plane, train, or ship. It has also ensured a standardized Canadian proof of vaccination for domestic and international use. + +The Government is securing next generation COVID-19 vaccines, boosters, and doses for kids from 5 to 11. + +And around the world, Canada will continue working with its partners to ensure fair and equitable access to vaccines and other resources. + +To build a healthy future, we must also strengthen our healthcare system and public health supports for all Canadians, especially seniors, veterans, persons with disabilities, vulnerable members of our communities, and those who have faced discrimination by the very system that is meant to heal. + +There is work to be done. On accessibility. On care in rural communities. On delayed procedures. On mental health and addiction treatment. On long-term care. On improving data collection across health systems to inform future decisions and get the best possible results. + +The Government will work collaboratively with provinces, territories, and other partners to deliver real results on what Canadians need. + +This is the moment to grow a more resilient economy +The best thing we can do for the economy remains ending the pandemic for good. But as we do, we should rebuild an economy that works for everyone. At the height of the lockdowns, the Government made historic, necessary investments so families could keep paying the rent and small businesses could stay afloat. + +Now, with one of the most successful vaccination campaigns in the world, and employment back to pre-pandemic levels, the Government is moving to more targeted support, while prudently managing spending. + +To ensure no one is left behind, support will be extended or added for industries that continue to struggle. + +At the same time, the Government will also continue making life more affordable for all Canadians. + +Inflation is a challenge that countries around the world are facing. And while Canada’s economic performance is better than many of our partners, we must keep tackling the rising cost of living. To do that, the Government’s plan includes two major priorities: housing and child care. + +Whether it is building more units per year, increasing affordable housing, or ending chronic homelessness, the Government is committed to working with its partners to get real results. + +For example, the Housing Accelerator Fund will help municipalities build more and better, faster. + +The Government will also help families buy their first home sooner with a more flexible First-Time Home Buyer’s Incentive, a new Rent-to-Own program, and by reducing the closing costs for first-time buyers. + +Supporting families will make life more affordable for the middle class and people working hard to join it. + +The Canada Child Benefit has already helped lift hundreds of thousands of children out of poverty and will continue increasing to keep up with the cost of living. + +The Government will also continue building the first-ever Canada-wide early learning and child care system. By the end of 2022, average fees for regulated child care will be cut in half in most of the provinces and territories. And in some places, this will even happen as early as the start of the year. Families will save thousands of dollars. + +Four jurisdictions have not yet reached agreements on child care. Two are territories with unique infrastructure challenges, and the Government will keep working together to ensure we meet the needs of the North. The Government will continue working with the remaining two provinces to finalize agreements that will deliver $10-a-day child care for families who so badly need it. + +Investing in affordable child care – just like housing – is not just good for families. It helps grow the entire economy. And so does immigration. + +That is why the Government will continue increasing immigration levels and reducing wait times, while supporting family reunification and delivering a world-leading refugee resettlement program. + +This is the moment for bolder climate action +Building a resilient economy means investing in people. But the work does not stop there. + +After all, growing the economy and protecting the environment go hand in hand. + +By focusing on innovation and good, green jobs, and by working with like-minded countries – we will build a more resilient, sustainable, and competitive economy. + +As a country, we want to be leaders in producing the world’s cleanest steel, aluminum, building products, cars, and planes. Not only do we have the raw materials and energy to do that, most importantly, we have skilled, hard-working Canadians to power these industries. + +As we move forward on the economy of the future, no worker or region will be left behind. The Government will bring together provinces, territories, municipalities, and Indigenous communities, as well as labour and the private sector, to tap into global capital and attract investors. + +Canada will emerge from this generational challenge stronger and more prosperous. + +The Government is taking real action to fight climate change. Now, we must go further, faster. + +That means moving to cap and cut oil and gas sector emissions, while accelerating our path to a 100 percent net-zero electricity future. + +Investing in public transit and mandating the sale of zero emissions vehicles will help us breathe cleaner air. + +Increasing the price on pollution while putting more money back in Canadians’ pockets will deliver a cleaner environment and a stronger economy. + +Protecting our land and oceans will address biodiversity loss. In this work, the Government will continue to strengthen its partnership with First Nations, Inuit, and Métis, to protect nature and respect their traditional knowledge. + +Creating the Canada Water Agency will safeguard that vital resource and support our farmers. + +And to address the realities communities across the country already face, the Government will also strengthen action to prevent and prepare for floods, wildfires, droughts, coastline erosion, and other extreme weather worsened by climate change. The Government will be there to build back in communities devastated by these events. This will include the development of Canada’s first-ever National Adaptation Strategy. + +This is the moment to fight harder for safer communities +While we address climate change – + +While we fight COVID-19 and its consequences – + +While we grow our economy for everyone – + +We cannot turn away from other challenges. + +Gun violence is on the rise in many of our biggest cities. + +While investing in prevention and supporting the work of law enforcement, we must also continue to strengthen gun control. + +The Government has taken important actions like introducing lifetime background checks. + +The Government will now put forward measures like a mandatory buyback of banned assault-style weapons, and move forward with any province or territory that wants to ban handguns. + +During the pandemic, we have also seen an unacceptable rise in violence against women and girls. + +The Government is committed to moving forward with a 10-year National Action Plan on gender-based violence, and will continue to support organizations providing critical services. + +When someone in our country is targeted because of their gender, or who they love, or where they come from, the way they pray, the language they speak, or the colour of their skin, we are all diminished. + +Everyone should be – and feel – safe. + +The Government will continue combatting hate and racism, including with a renewed Anti-Racism Strategy. + +This is the moment to stand up for diversity and inclusion +Canadians understand that equity, justice, and diversity are the means and the ends to living together. + +Fighting systemic racism, sexism, discrimination, misconduct, and abuse, including in our core institutions, will remain a key priority. + +The Government will also continue to reform the criminal justice system and policing. + +This is the moment to rebuild for everyone. The Government will continue to invest in the empowerment of Black and racialized Canadians, and Indigenous Peoples. It will also continue to fight harmful content online, and stand up for LGBTQ2 communities while completing the ban on conversion therapy. + +As Canadians, our two official languages are part of who we are. + +It is essential to support official language minority communities, and to protect and promote French outside and inside Quebec. + +The Government will reintroduce the proposed Act for the Substantive Equality of French and English and the Strengthening of the Official Languages Act. + +To support Canadian culture and creative industries, the Government will also reintroduce legislation to reform the Broadcasting Act and ensure web giants pay their fair share for the creation and promotion of Canadian content. + +This is the moment to move faster on the path to reconciliation +This year, Canadians were horrified by the discovery of unmarked graves at former residential schools. + +We know that reconciliation cannot come without truth. As the Government continues to respond to the Calls to Action, it will invest in that truth, including with the creation of a national monument to honour survivors, and with the appointment of a Special Interlocutor to further advance justice on residential schools. + +To support communities, the Government will also invest significantly in a distinctions-based mental health and wellness strategy, guided by Indigenous Peoples, survivors, and their families. + +Everyone in our country deserves to be safe. + +That is why the Government will accelerate work with Indigenous partners to address the national tragedy of Missing and Murdered Indigenous Women, Girls and 2SLGBTQQIA+ People. + +The Government will also make sure communities have the support they need to keep families together, while ensuring fair and equitable compensation for those harmed by the First Nations Child and Family Services program. + +Reconciliation requires a whole-of-government approach, breaking down barriers, and rethinking how to accelerate our work. Whether it is eliminating all remaining long-term drinking water advisories or implementing the United Nations Declaration on the Rights of Indigenous Peoples, the Government is committed to closing the gaps that far too many First Nations, Inuit and Métis communities still face today. + +This is the moment to fight for a secure, just, and equitable world +The last 19 months have underscored that we live in a deeply interconnected world. + +Canada must stand up on the pressing challenges of our time, through our own commitments and by increasing our engagement with international partners, coalitions, and organizations. + +In the face of rising authoritarianism and great power competition, Canada must reinforce international peace and security, the rule of law, democracy, and respect for human rights. + +Canada’s prosperity – and middle class jobs – depend on preserving and expanding open, rules-based trade and ensuring our supply chains are strong and resilient. + +At home, the Government will continue to protect Canadians from threats to our communities, our society, and our democracy. + +A changing world requires adapting and expanding diplomatic engagement. Canada will continue working with key allies and partners, while making deliberate efforts to deepen partnerships in the Indo-Pacific and across the Arctic. + +Increasing Canada’s foreign assistance budget each year, and investing in sustainable, equitable, and feminist development that benefits the world’s most vulnerable and promotes gender equality will continue to be priorities. + +We will always stand up for a brighter future for all. + +Conclusion +This decade is still young. With compassion, courage, and determination, we have the power to make it better than how it started. + +But that can only happen by standing together. + +Parliamentarians, never before has so much depended on your ability to deliver results for Canadians. + +That is what people expect and need from you. + +In addition to ending this pandemic, their priorities for this 44th Parliament are clear: a more resilient economy, and a cleaner and healthier future for all of our kids. + +I do not doubt that you will honour the trust that has been placed in you. + +Members of the House of Commons, you will be asked to appropriate the funds to carry out the services and expenditures authorized by Parliament. + +Members of the Senate and Members of the House of Commons, may you be equal to the profound trust bestowed on you by Canadians, and may Divine Providence guide you in all your duties. + +Date modified: 2021-11-23 + + + + + 2020 - Speech From The Throne + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ArchiMate One-Pager +(One Enterprise Architect's Interpretation) +2020-09-23 DRAFT (v0.1) + + + + + + + + + + + + + + + + + + + + + + + + + + Managed Secure File Transfer (MSFT) +EA Overview + + + + v0.1.20211220 + + + + https://www.gcpedia.gc.ca/wiki/Product_catalogue/Managed_Secure_File_Transfer_Services + + + + Managed Secure File Transfer (MSFT) Services is the provision of secure file transfer between two secure points. This protected B service provides bi-directional and secure file transfers between users, systems and applications. MSFT Services handles any type of file, and sizes up to the Gigabit range. + +The security portion of MSFT Services has been developed and accredited using Entrust's Public Key Infrastructure (PKI) product. Entrust's PKI provides data integrity, confidentiality, proof services, authentication, access controls and non-repudiation. + +For more information, visit the MSFT home or the ITS Product Catalogue or contact your departmental Client Relationship Manager (CRM). + + + + + + + + + + + + + + + + https://service.ssc-spc.gc.ca/en/services/infrastructure/network-infra/msft-admin + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Ministers Mandate Letters +https://pm.gc.ca/en/mandate-letters + + + + 2021-12-16 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://pm.gc.ca/en/mandate-letters +Mandate letters outline the objectives that each minister will work to accomplish, as well as the pressing challenges they will address in their role. + +https://pm.gc.ca/fr/lettres-de-mandat +Les lettres de mandat énoncent les objectifs que tous les ministres chercheront à atteindre, ainsi que les défis urgents qu’ils devront relever dans le cadre de leurs fonctions. + + + + + + + ESDC's Investment Management +https://iservice.prv/eng/finance/ipprocess/index.shtml + + + + 2022-01-12 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + ESDC Enterprise Architecture +Workload Management Landscape + + + + v0.1.2022-05-02 + + + + + + ESDC Enterprise Architecture Solution Architecture Services +On Boarding Hierarchy Diagram + + + + v0.1.2022-05-12 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + All On Boarding processes for SAS Member to on board + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + IITB Senior Leadership Changes + + + + 2022-05-20 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + From: Littlefield, Peter P [NC] +Sent: May 20, 2022 12:22 PM +To: DGIIT Employés / Employees IITB (EDSC/ESDC) +Subject: FW: Changements à la haute direction de la DGIIT / IITB Senior Leadership Changes + +Bonjour à tous, + +À la suite des annonces d'aujourd'hui de la haute direction envoyées par nos sous-ministres (ci-joint), j'aimerais vous fournir du contexte et des renseignements supplémentaires sur ce que l'ajout de deux nouveaux sous-ministres adjoints signifie pour nous tous à la DGIIT, pour le reste de notre ministère et à la communauté numérique élargie du gouvernement du Canada (GC). + +Tout d'abord, permettez-moi de féliciter Rina Lorello et Nasser Alsukayri pour leurs nominations à venir à leurs nouveaux postes au sein de la DGIIT. Comme annoncé, Rina sera nommée sous-ministre adjointe et dirigeante principale de l'information déléguée (DPID) et Nasser sera nommé sous-ministre adjoint, Responsable du changement technique (Programme de modernisation du versement des prestations) et dirigeant principal de l'information délégué. + +C'est une excellente nouvelle pour nous tous. Ces nominations reconnaissent plusieurs choses. + +• EDSC subit actuellement une transformation massive de ses services, comme vous le savez. Le rôle de la DGIIT dans ce travail est suffisamment important – nous devons nous assurer que tous les éléments informatiques substantiels de notre transformation sont livrés, que ce soit par notre équipe ou par nos partenaires de prestation de services. Ce travail est de la plus haute priorité pour notre ministère, pour le GC et, en fait, pour les Canadiens. + +• La plus grande initiative de notre transformation est la Modernisation du versement des prestations (MVP). Les sous-ministres ont souligné le rôle important que la DGIIT joue dans la MVP à de nombreuses reprises, y compris l'annonce en 2020 de mon rôle - désormais assumé par Nasser - en tant que Responsable du changement technique dans le programme de la MVP, avec des responsabilités spécifiques envers le Dirigeant principal de la transformation. Le travail informatique dans la MVP est un mandat complet en soi, et il prendra bientôt de l'ampleur à mesure que nous commencerons la mise en œuvre de la Sécurité de la vieillesse dans la MVP. + +• Alors que notre ministère et notre direction générale sont occupés à la transformation, la DGIIT a également la très grande tâche de continuer à faire fonctionner et à maintenir les services informatiques essentiels qui sous-tendent tout. EDSC est souvent qualifié de « portefeuille » et non seulement de ministère, pour une très bonne raison : nous sommes énormes. Nos opérations informatiques sont relativement importantes. + +• Nos programmes et services, ainsi que les systèmes informatiques qui les exécutent, ne sont pas statiques – il y a des changements tout le temps. EDSC a un portefeuille d'environ 50 grands projets actuellement en cours et de nombreux petits projets. Presque tout ce travail implique la DGIIT. + +• Enfin, la taille, la stature, l'importance d'EDSC et le très bon travail que nous faisons font de nous un chef de file dans la communauté numérique du GC. Nous pouvons faire plus dans notre communauté élargie pour partager nos réussites, nos pratiques exemplaires et nos leçons avec les autres. + +Tout compte fait, à la DGIIT, collectivement, nous avons l'un des mandats informatiques les plus visibles, les plus difficiles et les plus importants du pays. Rina et Nasser apportent tous deux un leadership supplémentaire et diversifié à notre direction générale pour nous aider dans notre important travail. + +De votre point de vue, en tant qu'employés de la DGIIT, l'ajout de Rina et Nasser dans leurs nouveaux rôles ne changera pas beaucoup votre vie professionnelle quotidienne – il n'y a pas de changement organisationnel en cours ici. La DGIIT continuera comme une seule organisation, avec un DPI pour le ministère. Les deux nouveaux DPID et moi travaillerons ensemble comme une seule équipe. + +Bien que le nouveau rôle de Nasser soit noté ici (la DGIIT dans la MVP), Rina, Nasser et moi prendrons les prochaines semaines pour déterminer la responsabilité de toutes les activités et les priorités de la direction générale. Nous partagerons plus d'informations à ce sujet avec vous dès qu'elles seront disponibles. + +Rina, Nasser et moi nous engageons à veiller à ce que les informations soient partagées régulièrement et, plus important encore, en temps opportun. À cette fin, nous prévoyons une rencontre et une discussion ouverte à la mi-juin, pendant ou à proximité de la Semaine nationale de la fonction publique. Les détails de cette rencontre seront transmis dans les prochains jours. + +Veuillez vous joindre à moi pour féliciter Rina et Nasser pour leurs nominations à venir. + +Merci, + +Peter Littlefield +(Il/lui) +Dirigeant principal de l’information + + +*************************************************** + +Hello Everyone, + +Following today’s senior leadership announcements made by our Deputy Ministers (attached), I would like to provide you with some additional context and information about what the addition of two new Assistant Deputy Ministers means to all of us in IITB, to the rest of our Department, and to the broader Government of Canada (GC) digital community. + +First, let me congratulate Rina Lorello and Nasser Alsukayri for their upcoming appointments to their new positions within IITB. As announced, Rina will be appointed as Assistant Deputy Minister and Deputy Chief Information Officer (DCIO) and Nasser will be appointed as Assistant Deputy Minister, Technical Change Authority (Benefits Delivery Modernization Programme), and Deputy Chief Information Officer. + +This is great news for all of us. These appointments recognise several things. + +• ESDC is undergoing a massive service transformation right now, as you know. IITB’s role in this work is suitably large – we must ensure that all of the substantial IT elements of our transformation are delivered, whether by our team or by our service delivery partners. This work is of highest priority in our Department, and for the GC and indeed for Canadians. + +• The largest initiative in our transformation is Benefits Delivery Modernisation (BDM). The DMs have signalled the important role that IITB has in BDM on many occasions, including the 2020 announcement of my role – now to be assumed by Nasser – as Technical Change Authority in the BDM programme, with specific accountabilities to the Chief Transformation Officer. The IT work in BDM is a full mandate of and in itself, and it will soon grow larger as we begin the implementation of Old Age Security in BDM. + +• While our Department and our Branch are busy transforming, IITB also has the very large job of keeping running and maintaining the essential IT services that underpin everything. ESDC is often referred to as a “portfolio” and not just a department, for very good reason: We are enormous. Our IT operations are comparably large. + +• Our programs and services, and the IT systems that run them, are not static – there is change all the time. ESDC has a portfolio of roughly 50 major projects currently underway, and numerous smaller ones. Nearly all of this work involves IITB. + +• Lastly, ESDC’s size, stature, importance, and the very good work that we do makes us a leader in the GC digital community. There is more that we can do in our broader community to share our successes, best practices, and lessons with others. + +All to say, in IITB, collectively, we have one of the biggest, most challenging, and most important IT mandates in the country. Both Rina and Nasser bring additional and diverse leadership to our Branch to help in our important work. + +From your perspective, as IITB employees, the addition of Rina and Nasser in their new roles here will not change your daily work life much – there is no organisational change happening here. IITB will continue as one branch, with one CIO for the department. The two new DCIOs and I will work together as one team. + +While Nasser’s new role is noted here (IITB in BDM), Rina, Nasser and I will take the next few weeks to determine the responsibility for all of the Branch’s activities and priorities. We will share more information on this with you as soon as it is available. + +Rina, Nasser and I are committed to ensuring that information is shared regularly and, more importantly, in a timely fashion. To that end, we are planning a meet and greet town hall for mid-June, in or near National Public Service Week. Details on this meeting will be sent in the coming days. + +Please join me in congratulating Rina and Nasser on their upcoming appointments. + +Thank you, + +Peter Littlefield +(He/him/his) +Chief Information Officer + + + + + National Public Service Week: Thank you!  + + + + 2022-06-13 + + + + + + + + + + + + + + + + + + + + + + + Caption: National Public Service Week 2022 + +Hello Everyone, +  +Happy National Public Service Week 2022! This week is an opportunity for all of us to recognize and celebrate the efforts and leadership of public servants from across the country. + +At management tables and speaking to employees across the country, we regularly hear positive feedback about your efforts. Many IITB employees are on the front lines of the services ESDC employees use regularly, as well as those upon which Canadians rely. What you do really matters; it keeps ESDC up and running and ensures Canadians get the support they need when they need it. + +As the Department has grown in recent years, you have stepped up to meet the challenge of increased demand for information technology (IT) and information management (IM) services. Whether that’s by providing the equipment and software employees need to do their jobs remotely or in the office, ensuring our systems and data remain safe, or managing the IM and IT aspects of the many projects we support, you have shown resilience in keeping up with ESDC’s needs throughout the pandemic, while also feeling its effects personally. + +We are constantly impressed by your dedication and commitment to service. We are proud to be public servants, proud to lead IITB, and proud to work with such a talented and hardworking team. + +We encourage you to take some time this week and participate in the virtual activities that recognize your efforts. + +We look forward to seeing you and taking your questions at the IITB Town Hall on June 15. Event details are included in a calendar invitation you would have received earlier. + +We encourage you to also attend a live, bilingual, virtual “Ask Me Anything” Deputy Ministers’ Town Hall that will be open to everyone in ESDC on June 16 from 1:00 to 2:30 p.m. ET. + +As we approach summer, we hope that you will take time for yourselves with your loved ones and recharge. Thank you for all that you have done. + +Nasser Alsukayri +(He/him/his) +Deputy Chief Information Officer + +Rina Lorello +(She/her/hers) +Deputy Chief Information Officer + +Peter Littlefield +(He/him/his) +Chief Information Officer + + + + + While EA's will typically be involved in assessing each viable Option as part of the EARB review and preparation process, aspects of the EA Scoring may be unclear, or opportunities for improvement may present themselves. Below is a general process that may be used to manage that feedback and requests for support. + + + + EA Review: 2022-11-15 + + + + Guide for EA Scoring located under EA Collab: + + + + + FINAL DRAFT + + + + EARB: EA Scoring Support + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + IITB Flexible Work Model + + + + 2023-01-16 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + From: Littlefield, Peter P [NC] +Sent: January 16, 2023 1:56 PM +To: DGIIT Employés / Employees IITB (EDSC/ESDC) +Subject: Mise à jour sur le modèle de travail flexible à la DGIIT / Update on IITB’s Flexible Work Model + +[English version] + +Bonjour, + +Bonne année à vous tous ! + +Nous savons que la nouvelle orientation relative au modèle de travail flexible préoccupe bon nombre d’entre vous depuis que vous avez pris connaissance du plus récent message des sous-ministres, et nous sommes conscients que vous pourriez avoir d’autres questions sur la manière dont elle s’applique à votre travail, vos équipes et votre situation personnelle. + +La priorité de notre équipe de la haute direction est aussi de partager l’information avec vous dès que possible. Bien que plusieurs aspects de la mise en œuvre d’EDSC des nouvelles exigences du SCT restent à l’étude, nous souhaitons vous faire part de l’application prévue de cette nouvelle politique au sein de la DGIIT. + +Les employés devront travailler du bureau au moins de deux jours par semaine. Les exigences entreront en vigueur de manière progressive étant donné qu’il faut plus d’espace de bureaux pour répondre à l’accroissement de nos activités. Le 16 janvier, les employés avec une modalité de travail hybride qui venaient déjà travailler au bureau avant l’annonce du SCT devront continuer de venir au bureau. Les employés hybrides qui ne venaient pas travailler au bureau avant l’annonce du SCT commenceront à le faire au début du mois de février. Les employés avec une modalité de travail principalement à distance et qui passeront dans la catégorie hybride devront venir travailler au bureau au plus tard à la mi-mars. Les employés dont les postes sont basés au bureau continueront à suivre leur emploi du temps normal et ne seront pas affectés par ce changement. Si vous n’est pas certain de votre catégorie, veuillez consulter la modalité de travail indiquée à votre profil de PeopleSoft ou vous adresser à votre supérieur. + +Des efforts sont actuellement déployés pour assurer une présence de la DGIIT au bureau durant tous les jours ouvrables. Cela signifie que tous les employés de la DGIIT n’auront pas nécessairement le même calendrier de présence au bureau, mais que leurs jours de travail au bureau pourront varier selon les directions ou les équipes de manière à assurer une utilisation optimale de l’espace. Il est essentiel pour nous que vous ayez toute la flexibilité possible tout en respectant les difficultés logistiques initiales engendrées par la répartition efficace et sécuritaire des attentes relatives à la présence au bureau. + +Dans la région de la capitale nationale, le 8e et le 9e étage du 22, rue Eddy à Gatineau deviendront progressivement des espaces dits de voisinage pour notre direction générale. Ces deux étages seront exclusivement réservés à la DGIIT afin de permettre une collaboration transversale entre nos équipes. Le 5e étage du 22, rue Eddy est déjà un précieux espace de cotravail, et nous encourageons les employés à continuer de l’utiliser, tout comme ils peuvent utiliser les autres espaces de cotravail d’EDSC de la région d’Ottawa (les bureaux situés sur l’avenue Terminal, l’avenue Woodward et la promenade du Portage) en attendant l’ouverture de nos espaces de voisinage. Les régions se chargent de coordonner les approches relatives aux bâtiments pour leurs bureaux. La DGIIT continuera de travailler avec les régions pour s’assurer que les employés de la DGIIT répartis dans le pays sont soutenus. De plus amples renseignements seront communiqués dès que possible. + +Afin de préparer votre retour au bureau, veuillez vous assurer d’avoir une carte d’accès valide. Les instructions pour obtenir ou renouveler votre carte d’accès se trouvent sur la page intranet du modèle de travail flexible de la DGIIT. Nous vous encourageons à anticiper votre retour au bureau afin que tout se passe bien. Nous vous encourageons également à passer en revue l’infographie « Je suis prêt » qui vous aidera à planifier vos journées au bureau et qui vous redirigera vers les instructions pour réserver un poste de travail. Les gestionnaires auront accès à des ressources supplémentaires pour les aider dans leurs décisions et dans la planification de l’emploi du temps de leur équipe. + +Les mesures sanitaires suivantes restent en vigueur dans les bureaux du gouvernement du Canada : +· restez chez vous si vous êtes malade; +· portez un masque médical lorsque vous êtes au bureau (consultez l’infographie); +· pratiquez la distanciation sociale lorsque cela est possible; +· continuez de vous laver les mains régulièrement au travail. + +Nous continuerons de collaborer avec l’équipe de la haute direction d’EDSC pour nous assurer que l’information vous est transmise dans les meilleurs délais. Vous recevrez d’autres communications de votre équipe de direction aux cours des prochaines semaines. Alors que nous nous préparons à ce changement, nous vous encourageons à mettre en signet les pages intranet du modèle de travail flexible de la DGIIT et du modèle de travail flexible d’EDSC. + +Nous sommes conscients qu’en raison de ces nouvelles attentes, de nombreux employés devront prendre des dispositions personnelles au cours des prochaines semaines et des prochains mois pour se conformer à l’orientation de cette politique du gouvernement. Les membres de la haute direction s’entendent pour dire que nous aborderons ces situations avec compassion et flexibilité. EDSC a la ferme intention de soutenir les employés ayant besoin de mesures d’adaptation et de le faire de manière uniforme et dans les meilleurs délais. Un processus de gestion de ces demandes est en cours d’élaboration et vous sera communiqué lorsque nous en saurons plus. N’hésitez pas à parler avec votre supérieur si vous avez des préoccupations ou des questions. Nous sommes là pour vous. Vous pouvez également poser vos questions à l’équipe du modèle de travail flexible de la DGIIT. Nous comprenons que ce changement pourrait apporter son lot de difficultés. Pour obtenir des services de consultation confidentiels et gratuits, veuillez visiter la page du Programme d’aide aux employées (PAE). + +Merci de votre patience et votre compréhension. Ensemble, nous saurons mener à bien ce changement. + +Nasser Alsukayri +(Il/lui) +Dirigeant principal adjoint de l’information + +Rina Lorello +(Elle) +Dirigeante principale adjointe de l’information + +Peter Littlefield +(Il/lui) +Dirigeant principal de l’information +************************************************************************************ +Hello Everyone, + +Happy New Year to all of you! + +We know that the new direction for the flexible work model is top-of-mind for many of you following the most recent DM message, and we understand that you may have further questions about how the new direction applies to your work, your teams, and your individual circumstances. + +Sharing information with you as it becomes available is a top priority for our leadership team as well. Although many aspects of ESDC’s implementation of new TBS requirements are still under consideration, we want to share with you what we expect about the application of this new policy at IITB. + +In office requirements will be set at a minimum of two days per week. Expectations will come into effect gradually, as office space must be expanded to accommodate our increased activity. On January 16, hybrid employees who were already coming onsite prior to the TBS announcement will be expected to continue to come into the office. For hybrid employees who weren’t coming onsite prior to the TBS announcement, you will begin to come onsite in early February. For employees with predominately offsite work arrangements who will move into the hybrid category, you will need to come onsite no later than mid-March. Employees in onsite functions will continue to work their regular onsite schedule and will not be impacted by this change. If you are unsure which category you fall under, please consult your work arrangement in PeopleSoft or speak with your supervisor. + +Efforts are currently underway to ensure that IITB has an in-office presence across the entire work week – this means that not all IITB employees will have the same in-office schedule, but that fixed days in office may vary across directorates or teams to ensure the best use of space. Our priority is to maximize the flexibility available to you, while respecting the early logistical challenges of distributing office expectations effectively and safely. + +In the National Capital Region, the 8th and 9th floors at 22 Eddy Street in Gatineau will gradually become IITB neighbourhood spaces. These floors will be available exclusively to IITB, which will provide opportunities for teams to collaborate across the Branch. The 5th floor at 22 Eddy is already a valuable co-working space and we encourage employees to continue to make use of it and other ESDC co-working spaces in the Ottawa area (located at Terminal Avenue, Woodward Avenue and Promenade du Portage) while we await the opening of our neighbourhood spaces. Regions are coordinating the building approaches for their offices. IITB will continue working with the Regions to ensure that IITB employees across the country are supported. More information will be shared as it becomes available. + +To prepare for your return to the office, please ensure you have a valid building pass. Instructions for obtaining or renewing a building pass are available on the IITB Flexible Work Model intranet page. We encourage you to plan ahead to ensure a smooth return to the office and to review the I'm Ready Infographic to help you plan for your day in office, including instructions for booking a workstation. Additional resources will be made available to managers to aid in decision-making and individual team planning. + +The following health measures remain in place at Government of Canada office locations: +• Stay home when you are sick. +• Wear a medical mask while in the office (see infographic). +• Practice physical distancing where possible. +• Maintain hand hygiene at work. + +We will continue to collaborate with ESDC’s leadership team to ensure information is distributed in a timely manner as it becomes available. You can expect further communications from your senior management team over the next few weeks. As we get ready for this change, we encourage you to bookmark the IITB Flexible Work Intranet Page and the ESDC Flexible Work Model Intranet page. + +We are mindful that with these new expectations, many employees will need to make personal arrangements over the coming weeks and months to fulfill this government policy direction. There is consensus amongst our leadership that we will approach these situations with compassion and flexibility. ESDC is fully committed to ensuring that individuals who need an accommodation are supported in a consistent and timely manner. A process is being developed to oversee requests for a Duty to Accommodate and details will be shared once available. Please do not hesitate to speak with your supervisor if you have concerns or questions. We are here for you. You can also ask your questions via the IITB Flexible Work Model GD Box. We understand that this change may be challenging. To access free, confidential counselling services, please visit the Employee Assistance Program (EAP). + +Thank you for your patience and collaboration as we work through this change together. + +Nasser Alsukayri +(He/him/his) +Deputy Chief Information Officer + +Rina Lorello +(She/her/hers) +Deputy Chief Information Officer + +Peter Littlefield +(He/him/his) +Chief Information Officer + + + + + + + + + + + + + F-SIR +Decoupled Architecture Option + + + + v0.1.20220210 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Consultation: Recommendations to strengthen enterprsie data and information governance in the Government of Canada + +From ADM SEP WG for Data and Information Final Report + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Program Operations Branch G&Cs Workload Management and Business Intelligence (WMBI) + + + + v0.1.20220331 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Program Operations Branch G&Cs Workload Management and Business Intelligence (WMBI) +Presentation to the Gs&Cs Strategic Hub March 2022 + + + + + + + Bill C-22: An Act to reduce poverty and to support the financial security of persons with disabilities by establishing the Canada disability benefit and making a consequential amendment to the Income Tax Act.​ + + + + EA Review: 2022-10-14 + + + + All content here is from document "https://www.parl.ca/DocumentViewer/en/44-1/bill/C-22/first-reading" + + + + DRAFT + + + + + + + + + + + + + Canada Disability Benefit Act + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Purposes of Act +Purposes +3 The purposes of this Act are to reduce poverty and to support the financial security of working-age persons with disabilities. + + + + + + + Canada Dental Benefit + + + + + + + Bill C-31: An Act respecting cost of living relief measures related to dental care and rental housing. + + + + EA Review: 2022-11-23 + + + + All content here is from documents "https://www.canada.ca/en/revenue-agency/services/child-family-benefits/dental-benefit.html" AND "https://www.canada.ca/en/department-finance/news/2022/09/making-dental-care-more-affordable-the-canada-dental-benefit.html" + + + + DRAFT + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + https://www.canada.ca/en/revenue-agency/services/child-family-benefits/dental-benefit.html + +Canada Dental Benefit +Status: Not yet available + +The interim Canada Dental Benefit is intended to help lower dental costs for eligible families earning less than $90,000 per year. Parents and guardians can apply if the child receiving dental care is under 12 years old and does not have access to a private dental insurance plan. + +Depending on your adjusted family net income, a tax-free payment of $260, $390, or $650 will be available for each eligible child. This interim dental benefit is only available for 2 periods. You can get a maximum of 2 payments for each eligible child. Benefit payments will be administered by the Canada Revenue Agency (CRA). + +The first benefit period is for dental care received between October 1, 2022 and June 30, 2023. Applications for this period open on December 1, 2022. + +Get ready to apply +Complete any steps you are missing so you're ready to apply when applications open. + +File your income taxes +Filing your income tax return is required to apply for this benefit. + +Have you filed your 2021 income taxes? +Yes +No +Confirm you receive the Canada Child Benefit (CCB) +Receiving the CCB is required to access this benefit. + +Do you receive CCB payments for your child as of December 1, 2022? +Yes +No +Not sure +Confirm you have access to your CRA My Account +Canada Revenue Agency's online application (CRA My Account) will be the fastest way to apply for this benefit. + +Do you have a CRA My Account? +Yes +No +Set up direct deposit +Direct deposit will be the fastest way to get payments for this benefit. + +Is your direct deposit information up to date with the CRA? +Yes +No - I want to set it up +No - I prefer to receive my payment by cheque +Estimate how much you could get +Your benefit amount depends on your adjusted family net income. + +What was your adjusted family net income in 2021? +less than $70,000 +$70,000 to $79,999 +$80,000 to $89,999 +$90,000 or more +When to apply +Applications open on December 1, 2022 for dental care your child receives between October 1, 2022 and June 30, 2023. + +The second benefit period will open for applications on July 1, 2023. This will cover dental care your child receives between July 1, 2023 and June 30, 2024. + +Date modified: 2022-11-18 + +https://www.canada.ca/en/department-finance/news/2022/09/making-dental-care-more-affordable-the-canada-dental-benefit.html +Making Dental Care More Affordable: The Canada Dental Benefit +From: Department of Finance Canada + +Backgrounder +Seeing a dentist is important for our health, but it can be expensive. A third of Canadians currently do not have dental insurance, and in 2018, more than one in five Canadians reported avoiding dental care because of the cost. + +For these reasons, the government has previously committed to providing dental care for uninsured Canadians with a family income of less than $90,000 annually, starting with children under 12-years-old in 2022. + +This is the first stage of the government’s plan to deliver dental coverage for families with income under $90,000, and will allow eligible children under 12 to get the dental care they need while a comprehensive national dental care program is developed. + +The Canada Dental Benefit + +The proposed Canada Dental Benefit would provide eligible parents or guardians with direct, up-front tax-free payments to cover dental expenses for their children under 12-years-old. + +The target implementation date for the Canada Dental Benefit is December 1, 2022, pending Parliamentary approval and Royal Assent of enabling legislation, and the program would cover expenses retroactive to October 1, 2022. + +The Canada Dental Benefit would provide payments up to $650 per child per year for families with adjusted net income under $90,000 per year and without dental coverage. + +$650 would be provided for each eligible child if the family’s adjusted net income is under $70,000. +$390 would be provided for each eligible child if the family’s adjusted net income is between $70,000 and $79,999. +$260 would be provided for each eligible child if the family’s adjusted net income is between $80,000 and $89,999. +It is estimated that 500,000 Canadian children would benefit from this targeted investment of $938 million. + +To access the Benefit, parents or guardians of eligible children would need to apply through the Canada Revenue Agency (CRA). In addition, they would need to attest that: + +Their child does not have access to private dental care coverage; +They will have out of pocket dental care expenses for which they will use the Benefit; +They understand they will need to provide documentation to verify out of pocket expenses occurred (e.g. show receipts), if required. +Health Canada and the CRA are collaborating closely on an application platform that would deliver payments in a timely fashion. Further details on how and when to apply for the Benefit will be communicated in due course. + +The Canada Dental Benefit would not reduce other federal income-tested benefits such as the Canada Workers Benefit, the Canada Child Benefit, and the Goods and Services Tax Credit. + +A long-term dental care program in Canada +The federal government remains committed to providing dental care to Canadians, and continues to take needed steps to build a comprehensive national long-term dental care program. Provinces and territories and private industry have been engaged about the design and timelines of such a program. The federal government remains committed to full implementation of a dental care program for households with incomes under $90,000 by 2025. + +Date modified: 2022-09-13 + + + + + Bill C-31: An Act respecting cost of living relief measures related to dental care and rental housing. + + + + EA Review: 2022-11-23 + + + + All content here is from document "https://www.justice.gc.ca/eng/csj-sjc/pl/charter-charte/c31.html" + +Tabled in the House of Commons, October 6, 2022 + + + + DRAFT + + + + Bill C-31 (Dental Care) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Section 3.2 +Figure 1 +Page 31 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + TARGET STATE +DRAFT +For Discussion + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + v1.34 [2021-02-24] + + GC Enterprise Architecture/Framework +https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework +Version: 1.34 +February 24, 2021 +Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + CURRENT STATE +Common Process + + + + + + + + + + + + + + + + + + + + + + + + + + + IM and Term Store on QualiWare? + +Potential HL Solution / Flow + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/raw-data/github/archimate/OCHRODigitalSuiteTools.archimate b/raw-data/github/archimate/OCHRODigitalSuiteTools.archimate new file mode 100644 index 00000000..6b75e6a5 --- /dev/null +++ b/raw-data/github/archimate/OCHRODigitalSuiteTools.archimate @@ -0,0 +1,4002 @@ + + + + + Adaptability: Adjusting own behaviours to work efficiently and effectively in light of new information, changing situations and/or different environments + +Level 1: Recognizes how change will affect work +Accepts that things will change. +Seeks clarification when faced with ambiguity or uncertainty. +Demonstrates willingness to try new approaches. +Suspends judgment; thinks before acting. +Acknowledges the value of others’ contributions regardless of how they are presented. + +Level 2: Adapts one’s work to a situation +Adapts personal approach to meet the needs of different or new situations. +Seeks guidance in adapting behaviour to the needs of a new of different situation. + +Level 3: Adapts to a variety of changes +Adapts to new ideas and initiatives across a wide variety of issues or situations. +Shifts priorities, changes style and responds with new approaches as needed to deal with new or changing demands. + +Level 4: Adapts to large, complex and/or frequent changes +Publicly supports and adapts to major/fundamental changes that show promise of improving established ways of operating. +Seeks opportunities for change in order to achieve improvement in work processes, systems, etc. +Maintains composure and shows self control in the face of challenges and change. + +Level 5: Adapts organizational strategies +Anticipates change and makes large or long-term adaptations in organization in response to the needs of the situation. +Performs effectively amidst continuous change, ambiguity and, at times, apparent chaos. +Shifts readily between dealing with macro-strategic issues and critical details. + + +Note: “Adaptability” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders. + + + Analytical Thinking: Interpreting, linking, and analyzing information in order to understand issues + +Level 1: Analyzes and synthesizes information +Breaks down concrete issues into parts and synthesizes succinctly. +Collects and analyses information from a variety of appropriate sources. +Identifies the links between situations and information. + +Level 2: Identifies critical relationships +Sees connections, patterns or trends in the information available. +Identifies the implications and possible consequences of trends or events. +Draws logical conclusions, providing options and recommendations. + +Level 3: Analyses complex relationships +Analyses complex situations, breaking each into its constituent parts. +Recognizes and assesses several likely causal factors or ways of interpreting the information available. +Identifies connections between situations that are not obviously related. + +Level 4: Applies broad analysis +Integrates information from diverse sources, often involving large amounts of information. +Thinks several steps ahead in deciding on best course of action, anticipating likely outcomes. +Develops and recommends policy framework based on analysis of emerging trends. +Gathers information from many sources, including experts, in order to completely understand a problem/situation. + +Level 5: Applies a systems perspective to the analysis of enterprise-wide issues +Identifies multiple relationships and disconnects in processes in order to identify options and reach conclusions. +Adopts a systems perspective, assessing and balancing vast amounts of diverse information on the varied systems and sub-systems that comprise and affect the working environment. +Thinks beyond the organization and into the future, balancing multiple perspectives when setting direction or reaching conclusions (e.g., social, economic, partner, stakeholder interests, short- and long-term benefits, national and global implications). + + +Note: “Analytical Thinking” links to the competency “Strategic Thinking” identified as relevant for federal Public Service leaders. + + + Conflict Management +Preventing, managing and/or resolving conflicts +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Identifies conflict +Addresses existing conflict +Anticipates and addresses sources of potential conflict +Introduces strategies for resolving existing and potential conflict +Creates an environment where conflict is resolved appropriately + +Recognizes that there is a conflict between two or more parties. + +Brings conflict to the attention of the appropriate individual(s). + +Listens to differing points of view and emphasizes points of agreement as a starting point to resolving differences. + +Openly identifies shared areas of interest in a respectful and timely manner. + +Anticipates and takes action to avoid/reduce potential conflict (e.g., by encouraging and supporting the various parties to get together and attempt to address the issues themselves). + +Refocuses teams on the work and end-goals, and away from personality issues. + +Provides consultation to or obtains consultation  mediation for those who share few common interests and who are having a significant disagreement. + +Introduces innovative strategies for effectively dealing with conflict (e.g., mediation, collaborative and “mutual gains” strategies). + +Creates a conflict-resolving environment by anticipating and addressing areas where potential misunderstanding and disruptive conflict could emerge. + +Models constructive approaches to deal with opposing views when personally challenging the status quo and when encouraging others to do so as well. +Note: “Conflict Management” links to the competency “Management Excellence – People Management,” identified as relevant for federal Public Service leaders. + + + Communication +Listening to others and communicating in an effective manner that fosters open communication +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Listens & clearly presents information +Fosters two-way communication +Adapts communication to others +Communicates complex messages +Communicates strategically + +Makes self available and clearly encourages others to initiate communication. + +Listens actively and objectively without interrupting. + +Checks own understanding of others’ communication (e.g., repeats or paraphrases, asks additional questions). + +Presents appropriate information in a clear and concise manner, both orally and in writing. + +Elicits comments or feedback on what has been said. + +Maintains continuous open and consistent communication with others. + +Openly and constructively discusses diverse perspectives that could lead to misunderstandings. + +Communicates decisions or recommendations that could be perceived negatively, with sensitivity and tact. + +Supports messages with relevant data, information, examples and demonstrations. + +Adapts content, style, tone and medium of communication to suit the target audience’s language, cultural background and level of understanding. + +Takes others’ perspectives into account when communicating, negotiating or presenting arguments (e.g., presents benefits from all perspectives). + +Responds to and discusses issues/questions in an understandable manner without being defensive and while maintaining the dignity of others. + +Anticipates reactions to messages and adapts communications accordingly + +Handles complex on-the-spot questions (e.g., from senior public officials, special interest groups or the media). + +Communicates complex issues clearly and credibly with widely varied audiences. + +Uses varied communication systems, methodologies and strategies to promote dialogue and shared understanding. + +Delivers difficult or unpopular messages with clarity, tact and diplomacy. + +Communicates strategically to achieve specific objectives (e.g., considering such aspects as the optimal message to present, timing and forum of communication). + +Identifies and interprets departmental policies and procedures for superiors, subordinates and peers. + +Acknowledges success and the need for improvement. +Note: “Communication” links to the competencies “Management Excellence – People Management” and ”Engagement”, identified as relevant for federal Public Service leaders. + + + Client Focus +Identifying and responding to current and future client needs; providing service excellence to internal and external clients; ensuring the use of information and services that are barrier-free and accessible for persons with disabilities. +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Responds to client requests +Builds positive client relations +Anticipates and adaptsto client needs +Fosters a client-focused culture +Considers the strategic direction of client focus + +Identifies client needs and expectations. + +Responds to requests efficiently and effectively. + +Takes action beyond explicit request within established service standards. + +Refers complex questions to a higher decision-making level. + +Meets client needs in a respectful, helpful and responsive manner. + +Seeks feedback to develop a clear understanding of client needs and outcomes. + +Uses client satisfaction monitoring methodologies to ensure client satisfaction. + +Adjusts service based on client feedback. + +Contacts clients to follow up on services, solutions or products to ensure that their needs have been correctly and effectively met. + +Understands issues from the client’s perspective. + +Keeps clients up-to-date with information and decisions that affect them. + +Monitors services provided to clients and makes timely adjustments as required. + +Maintains ongoing communication with clients. + +Regularly and systematically contacts clients or prospective clients to determine their needs. + +Uses understanding of client’s perspective to identify constraints and advocate on their behalf. + +Works with clients to adapt services, products or solutions to meet their needs. + +Encourages co-workers and teams to achieve a high standard of service excellence. + +Anticipates areas where support or influence will be required and discusses situation/concerns with appropriate individuals. + +Proposes new, creative and sound alternatives to improve client service. + +Tracks trends and developments that will affect own organization’s ability to meet current and future client needs. + +Identifies benefits for clients; looks for ways to add value. + +Seeks out and involves clients or prospective clients in assessing services, solutions or products to identify ways to improve. + +Communicates the importance of providing appropriate resources that respect the needs of all clients and staff. + +Establishes service standards and develops strategies to ensure staff meet them. + +Communicates the organization’s mission, vision and values to external clients. + +Strategically and systematically evaluates new opportunities to develop client relationships. + +Creates an environment in which concern for diverse client needs and satisfaction are key priorities. + +Links a comprehensive and in-depth understanding of clients’ long-term needs and strategies with current and proposed projects/initiatives. + +Recommends/ determines strategic business direction to meet projected needs of clients and prospective clients. +Note: “Client Focus” links to the competency “Engagement,” identified as relevant for federal Public Service leaders. + + + <UP TO HERE> Change Leadership +Managing, leading and enabling the process of change and transition while helping others deal with their effects +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Makes others aware of change +Underscores the positive nature of change +Manages the process for change +Aligns change initiatives with organizational objectives +Champions change + +Identifies and accepts the need and processes for change. + +Explains the process, implications and rationale for change to those affected by it. + +Invites discussion of views on the change. + +Promotes the advantages of change. + +Clarifies the potential opportunities and consequences of proposed changes. + +Explains how change affects current practices. + +Identifies important / effective practices that should continue after change is implemented. + +Anticipates specific reasons underlying resistance to change and implements approaches that address resistance. + +Links projects/objectives to department’s/public service’s change initiatives and describes the impact on operational goals. + +Presents realities of change and, together with staff, develops strategies for managing it. + +Identifies future needs for change that will promote progress toward identified objectives. + +Creates an environment that promotes and encourages change or innovation. + +Shares and promotes successful change efforts throughout the organization. + +Personally communicates a clear vision of the broad impact of change. +Note: “Change Leadership” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders. + + + Developing Others +Fostering the development of others by providing a supportive environment for enhanced performance and professional growth +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Shares expertise with others +Supports individual development and improvement +Promotes ongoing learning and development +Provides opportunities for development +Creates a continuous learning and development environment + +Regularly shares expertise with team members to support continuous learning and improvement. + +Advises, guides and coaches others by sharing experiences and discussing how to handle current or anticipated concerns. + +Provides performance feedback and support, reinforcing strengths and identifying areas for improvement. + +Encourages staff to develop and apply their skills. + +Suggests to individuals ways of improving performance and competence. + +Helps team members develop their skills and abilities. + +Engages in development and career planning dialogues with employees. + +Works with employees and teams to define realistic yet challenging work goals. + +Encourages team members to develop learning and career plans and follows-up to guide development and measure progress. + +Advocates and commits to ongoing training and development to foster a learning culture. + +Ensures that resources and time are available for development activities. + +Ensures that all employees have equitable access to development opportunities. + +Provides opportunities for development through tools, assignments, mentoring and coaching relationships etc. + +Provides long-term direction regarding learning needs for staff and how to pursue the attainment of this learning. + +Institutes organization-wide mechanisms and processes to promote and support continuous learning and improvement. + +Manages the learning process to ensure it occurs by design rather than by chance. +Note: “Developing Others” links to the competency “Management Excellence – People Management” identified as relevant for federal Public Service leaders. + + + Continuous Learning +Identifying and addressing individual strengths and weaknesses, developmental needs and changing circumstances to enhance personal and organizational performance +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Assesses and monitors oneself to maintain personal effectiveness +Seeks to improve personal effectiveness in current situation +Seeks learning opportunities beyond current requirements +Aligns personal development with objectives of organization +Aligns personal learning with anticipated change in organizational strategy + +Continually self-assesses and seeks feedback from others to identify strengths and weaknesses and ways of improving. + +Pursues learning opportunities and ongoing development. + +Tries new approaches to maximize learning in current situation. + +Takes advantage of learning opportunities (e.g., courses, observation of others, assignments, etc.). + +Integrates new learning into work methods. + +Sets challenging goals and standards of excellence for self in view of growth beyond current job. + +Actively pursues self-development on an ongoing basis (technically and personally). + +Pursues assignments designed to challenge abilities. + +Designs personal learning objectives based on evolving needs of the portfolio or business unit. + +Uses organizational change as an opportunity to develop new skills and knowledge. + +Identifies future competencies and expertise required by the organization and develops and pursues learning plans accordingly. + +Continuously scans the environment to keep abreast of emerging developments in the broader work context. +Note: “Continuous Learning” links to the competency “Strategic Thinking” identified as relevant for federal Public Service leaders. + + + Creative Thinking +Questioning conventional approaches, exploring alternatives and responding to challenges with innovative solutions or services, using intuition, experimentation and fresh perspectives. +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Acknowledges the need for new approaches +Modifies current approaches +Introduces new approaches +Creates new concepts +Nurtures creativity + +Is open to new ideas. + +Questions the conventional approach and seeks alternatives. + +Recognizes when a new approach is needed; integrates new information quickly while considering different options. + +Analyzes strengths and weaknesses of current approaches. + +Modifies and adapts current methods and approaches to better meet needs. + +Identifies alternate solutions based on precedent. + +Identifies an optimal solution after weighing the advantages and disadvantages of alternative approaches. + +Searches for ideas or solutions that have worked in other environments and applies them to the organization. + +Uses existing solutions in innovative ways to solve problems. + +Sees long-term consequences of potential solutions + +Integrates and synthesizes relevant concepts into a new solution for which there is no previous experience. + +Creates new models and methods for the organization. + +Identifies flexible and adaptable solutions while still recognizing professional and organizational standards. + +Develops an environment that nurtures creative thinking, questioning and experimentation. + +Encourages challenges to conventional approaches. + +Sponsors experimentation to maximize potential for innovation. +Note: “Creative Thinking” links to the competencies “Strategic Thinking” and “Engagement,” identified as relevant for federal Public Service leaders. + + + Results Orientation +Focusing personal efforts on achieving results consistent with the organization’s objectives +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Strives to meet work expectations +Consistently meets established expectations +Surpasses established expectations +Seeks out significant challenges +Pursues excellence on an organizational level + +Sets goals and works to meet established expectations; maintains performance levels. + +Pursues organizational objectives with energy and persistence, Sets high personal standards for performance. + +Adapts working methods in order to achieve objectives. + +Accepts ownership of and responsibility for own work. + +Consistently achieves established expectations through personal commitment. + +Makes adjustments to activities/processes based on feedback. + +Exceeds current expectations and pushes for improved results in own performance. + +Takes on new roles and responsibilities when faced with unexpected changes. + +Seeks significant challenges outside of current job scope. + +Works on new projects or assignments that add value without compromising current accountabilities. + +Guides staff to achieve tasks, goals, processes and performance standards. + +Models excellence and motivates fellow organizational members to follow his/her example. + +Encourages constructive questioning of policies and practices; sponsors experimentation and innovation. + +Holds staff accountable for achieving standards of excellence and results for the organization. +Note: “Results Orientation” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders. + + + Organizational and Environmental Awareness +Understanding the workings, structure and culture of the organization as well as the political, social and economic issues, to achieve results +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Understands formal structure +Understands informal structure and culture +Effectively operates in external environments +Understands organizational politics, issues and external influences +Operates effectively in a broad spectrum of political, cultural and social milieu + +Monitors work to ensure it aligns with formal procedures and the organization’s accountabilities. + +Recognizes and uses formal structure, rules, processes, methods or operations to accomplish work. + +Actively supports the public service mission and goals. + +Uses informal structures; can identify key decision-makers and influencers. + +Effectively uses both formal and informal channels or networks for acquiring information, assistance and accomplishing work goals. + +Achieves solutions acceptable to varied parties based on understanding of issues, climates and cultures in own and other organizations. + +Accurately describes the issues and culture of external stakeholders. Uses this information to negotiate goals and initiatives. + +Anticipates issues, challenges and outcomes and effectively operates to best position the organization. + +Supports the changing culture and methods of operating, if necessary, for the success of the organization. + +Ensures due diligence by keeping informed of business and operational plans and practices. + +Demonstrates broad understanding of social and economic context within which the organization operates. + +Understands and anticipates the potential trends of the political environment and the impact these might have on the organization. + +Operates successfully in a variety of social, political and cultural environments. + +Uses organizational culture as a means to influence and lead the organization. +Note: “Organizational and Environmental Awareness” links to the competencies “Strategic Thinking” and “Management Excellence”, identified as relevant for federal Public Service leaders. + + + Decision Making +Making decisions and solving problems involving varied levels of complexity, ambiguity and risk +Level 1 +Makes decisions based solely on rules +Level 2 +Makes decisions by interpreting rules +Level 3 +Makes decisions in situations where there is scope for interpretation of rules +Level 4 +Makes complex decisions in the absence of rules +Level 5 +Makes high-risk decisions in complex and ambiguous situations + +Makes straightforward decisions based on pre-defined options using clear criteria/procedures. + +Consults with others or refers an issue/situation for resolution when criteria are not clear. + +Deals with exceptions within established parameters using clearly specified rules and procedures. + +Makes decisions involving little or no consequence of error. + +Verifies that the decision/resolution is correct. + +Applies guidelines and procedures that require some interpretation when dealing with exceptions. + +Makes straight - forward decisions based on information that is generally clear and adequate. + +Considers the risks and consequences of action and/or decisions. + +Makes decisions involving minor consequence of error. + +Seeks guidance as needed when the situation is unclear. + +Applies guidelines and procedures that leave considerable room for discretion and interpretation. + +Makes decisions by weighing several factors, some of which are partially defined and entail missing pieces of critical information. + +As needed, involves the right people in the decision making process. + +Balances the risks and implications of decisions across multiple issues. + +Develops solutions that address the root cause of the problem and prevent recurrence. + +Recognizes, analyzes and solves problems across projects and in complex situations. + +Simplifies complex information from multiple sources to resolve issues. + +Makes complex decisions for which there are no set procedures. + +Considers a multiplicity of interrelated factors for which there is incomplete and contradictory information. + +Balances competing priorities in reaching decisions. + +Develops solutions to problems, balancing the risks and implications across multiple projects. + +Recommends solutions in an environment of risk and ambiguity. + +Makes high-risk strategic decisions that have significant consequences. + +Balances a commitment to excellence with the best interests of clients and the organization when making decisions. + +Uses principles, values and sound business sense to make decisions. + +Makes decisions in a volatile environment in which weight given to any factor can change rapidly. + +Reaches decisions assuredly in an environment of public scrutiny. + +Assesses external and internal environments in order to make a well-informed decision. + +Identifies the problem based on many factors, often complex and sweeping, difficult to define and contradictory (e.g., fiscal responsibility, the public good). +Note: “Decision Making” links to the competencies “Management Excellence – Action Management” and “Strategic Thinking,” identified as relevant for federal Public Service leaders. + + + Influence +Gaining support from and convincing others to advance the objectives of the organization +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Uses facts and available information to persuade +Adapts rationale to influence others +Demonstrates the benefit of ideas +Builds coalitions, strategic relationships and networks +Designs complex influence strategies + +Uses appeals to reason, data, facts and figures. + +Uses concrete examples, visual aids and demonstrations to make a point. + +Describes the potential impact of own actions on others and how it will affect their perception of self. + +Anticipates the effect of one’s approach or chosen rationale on the emotions and sensitivities of others. + +Adapts discussions and presentations to appeal to the needs or interests of others. + +Uses the process of give-and-take to gain support. + +Builds relationships through fair, honest and consistent behaviour. + +Builds on successful initiatives and best practices internal and external to the organization to gain acceptance for ideas. + +Presents pros and cons and detailed analyses to emphasize the value of an idea. + +Persuades others by drawing from experience and presenting multiple arguments in order to support a position. + +Assembles coalitions, builds behind the scenes support for ideas and initiatives. + +Develops an extensive network of contacts. + +Uses group process skills to lead or direct a group. + +Designs strategies that position and promote ideas and concepts to stakeholders. + +Uses indirect strategies to persuade, such as establishing alliances, using experts or third parties. + +Gains support by capitalizing on understanding of political forces affecting the organization. +Note: “Influence” links to the competencies “Management Excellence – People Management” and “Engagement”, identified as relevant for federal Public Service leaders. + + + Initiative +Identifying and dealing with issues proactively and persistently. Seizing opportunities that arise +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Addresses current issues +Addresses imminent issues +Acts promptly in a crisis situation +Looks to the future +Encourages initiative in others + +Recognizes and acts on present issues. + +Offers ideas to address current situations or issues. + +Works independently. Completes assignments without constant supervision. + +Takes action to avoid imminent problem or to capitalize on imminent opportunity. + +Looks for ways to achieve greater results or add value. + +Works persistently as needed and when not required to do so. + +Acts quickly to address a crisis situation drawing on appropriate resources and experience with similar situations. + +Implements contingency plans when crises arise. + +Exceeds requirements of job; takes on extra tasks. + +Takes action to avoid or minimize potential problems or maximize potential opportunities in the future by drawing on extensive personal experience. + +Defines and addresses high-level challenges that have the potential to advance the state-of-the art in an area. + +Starts and carries through on new projects. + +Fosters an environment that anticipates and acts upon potential threats and/or opportunities. + +Coaches others to spontaneously recognize and appropriately act on upcoming opportunities. + +Gets others involved in supporting efforts and initiatives. +Note: “Initiative” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service leaders. + + + Planning and Organizing +Defining tasks and milestones to achieve objectives, while ensuring the optimal use of resources to meet those objectives +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Plans tasks and organizes own work +Applies planning principles to achieve work goals +Develops plans for the business unit +Integrates and evaluates plans to achieve business goals. +Plans and organizes at a strategic level + +Identifies requirements and uses available resources to meet own work objectives in optimal fashion. + +Completes tasks in accordance with plans. + +Monitors the attainment of own work objectives and/or quality of the work completed. + +Sets priorities for tasks in order of importance. + +Establishes goals and organizes work by bringing together the necessary resources. + +Organizes work according to project and time management principles and processes. + +Practices and plans for contingencies to deal with unexpected events or setbacks. + +Makes needed adjustments to timelines, steps and resource allocation. + +Directs issues to appropriate bodies when unable to resolve them within own area of responsibility. + +Considers a range of factors in the planning process (e.g., costs, timing, customer needs, resources available, etc.). + +Identifies and plans activities that will result in overall improvement to services. + +Challenges inefficient or ineffective work processes and offers constructive alternatives. + +Anticipates issues and revises plans as required. + +Helps to remove barriers by providing resources and encouragement as needed. + +Establishes alternative courses of action, organizes people and prioritizes the activities of the team to achieve results more effectively. + +Ensures that systems are in place to effectively monitor and evaluate progress. + +Evaluates processes and results and makes appropriate adjustments to the plan. + +Sets, communicates and regularly assesses priorities. + +Develops strategic plans considering short term requirements as well as long term direction. + +Plans work and deploys resources to deliver organization wide results. + +Secures and allocates program or project resources in line with strategic direction. + +Sets and communicates priorities within the broad organization. + +Ensures sufficient resources are available to achieve set objectives. +Note: “Planning and Organizing” links to the competency “Management Excellence - Action Management” identified as relevant for federal Public Service leaders. + + + Partnering +Seeking and building strategic alliances and collaborative arrangements through partnerships to advance the objectives of the organization +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Operates effectively within partnerships +Manages existing partnerships +Seeks out partnership opportunities +Facilitates partnerships +Sets strategic direction for partnering + +Understands the roles played by partners. Identifies and refers to areas of mutual interest as a means of establishing a business relationship. + +Communicates openly, builds trust and treats partners fairly, ethically and as valued allies. + +Meets partner needs by responding to requests efficiently and effectively. + +Recognizes the contributions of partners. + +Works with existing partners, honouring established agreements/ contracts. + +Monitors partnership arrangements to ensure that the objectives of the partnership remain on target. + +Seeks input from partners to ensure that objectives are achieved. + +Seeks mutually beneficial solutions with partners. + +Initiates partnership arrangements that promote organizational objectives. + +Assesses the value of entering into partner relationships in terms of both short- and long- term return on investment. + +Develops new and mutually beneficial partnerships that also serve the interests of the broader community. + +Identifies benefits of a partnership and looks for ways to add value for the partner. + +Provides advice and direction on the types of partner relationships to pursue, as well as ground rules for effective partner relationships. + +Supports staff in taking calculated risks in partner relationships. + +Negotiates, as necessary, to assist others to address issues or resolve problems surrounding partner relationships. + +Identifies when modifications and terminations of partnerships are needed and takes appropriate measures. + +Provides strategic direction on the value of partnerships and the type of partnerships that the organization should be pursuing. + +Sets up an infrastructure that supports effective partner arrangements (e.g., principles and frameworks for assessing the value of partnerships; expert assistance in aspects of partnering). + +Takes advantage of opportunities to showcase excellent examples of partner arrangements throughout the organization. + +Creates and acts on opportunities for interactions that lead to strong partnerships within and external to the organization. +Note: “Partnering” links to the competency “Engagement”, identified as relevant for federal Public Service leaders. + + + Risk Management +Identifying, assessing and managing risk while striving to attain objectives +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Identifies possible risks +Takes calculated risks +Personally takes significant risks +Designs strategies for dealing with high-risk initiatives +Provides organizational guidance on risk + +Describes risk factors related to a situation/activity. + +Uses past experience and best practices to identify underlying issues, potential problems and risks. + +Plans for contingencies. + +Identifies possible cause-effect relationships. + +Takes calculated risks with minor, but non-trivial, consequences of error (e.g., risks involving potential loss of some time or money but which can be rectified). + +Makes decisions based on risk analysis. + +Makes decisions in the absence of complete information. + +Personally takes calculated risks with significant consequences (e.g., significant loss of time or money) but which can be rectified. + +Anticipates the risks involved in taking action. + +Identifies possible scenarios regarding outcomes of various options for action. + +Conducts ongoing risk analysis, looking ahead for contingent liabilities and opportunities and astutely identifying the risks involved. + +Implements initiatives with high potential for pay-off to the organization, where errors cannot be rectified, or only rectified at significant cost. + +Conducts risk assessment when identifying or recommending strategic and tactical options. + +Encourages responsible risk taking, recognizing that every risk will not pay off. + +Provides a supportive environment for responsible risk taking (e.g., by supporting decisions of others). + +Oversees the development of guidelines, principles and approaches to assist decision-making when risk is a factor. + +Provides guidance on the organizational tolerance for risk. + +Develops broad strategies that reflect in-depth understanding and assessment of operational, organizational, and political realities and risks. +Note: “Risk Management” links to the competencies “Strategic Thinking” and “Management Excellence – Financial Management,” identified as relevant for federal Public Service leaders. + + + Networking / Relationship Building +Building and actively maintaining working relationships and/or networks of contacts to further the organization’s goals +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Accesses sources of infromation +Builds key contacts +Seeks new networking opportunities for self and others. +Strategically expands networks +Creates networking opportunities + +Seeks information from others (e.g., colleagues, customers). + +Maintains personal contacts in other parts of the organization with those who can provide work-related information. + +Seeks out the expertise of others and develops links with experts and information sources. + +Develops and nurtures key contacts as a source of information. + +Participates in networking and social events internal and external to the organization. + +Seeks opportunities to partner and transfer knowledge (e.g., by actively participating in trade shows, conferences, meetings, committees, multi-stakeholder groups and/or seminars). + +Cultivates personal networks in different parts of the organization and effectively uses contacts to achieve results. + +Initiates and develops diverse relationships. + +Builds networks with parties that can enable the achievement of the organization’s strategy. + +Brings informal teams of experts together to address issues/needs, share information and resolve differences, as required. + +Uses knowledge of the formal or informal structure and the culture to further strategic objectives. + +Creates and facilitates forums to develop new alliances and formal networks. + +Identifies areas to build strategic relationships. + +Contacts senior officials to identify potential areas of mutual, long-term interest. +Note: “Networking / Relationship Building” links to the competency “Engagement,” identified as relevant for federal Public Service leaders. + + + Stewardship of Resources +Ensuring the effective, efficient and sustainable use of Public Service resources and assets: human and financial resources, real property and business information. +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Uses resources effectively +Ensures effective use of resources +Controls resource use +Implements systems to ensure stewardship of resources +Ensures strategic stewardship of resources + +Protects and uses resources and assets in a conscientious and effective manner. + +Identifies wasteful practices and opportunities for optimizing resource use. + +Monitors and ensures the efficient and appropriate use of resources and assets. + +Explores ways of leveraging funds to expand program effectiveness. + +Allocates and controls resources and assets within own area. + +Implements ways of more effectively utilizing resources and assets. + +Assigns and communicates roles and accountabilities to maximize team effectiveness; manages workload. + +Identifies gaps in resources that impact on the organization’s effectiveness. + +Develops strategies to address resource gaps/issues. + +Ensures alignment of authority, responsibility and accountability with organizational objectives. + +Ensures that information and knowledge sharing is integrated into all programs and processes. + +Acts on audit, evaluation and other objective project team performance information. + +Directs resources to those areas where they will most effectively contribute to long-term goals. + +Sets overall direction for how resources and assets are to be used in order to achieve the vision and values. + +Institutes organization-wide mechanisms and processes to promote and support resource management. +Note: “Stewardship of Resources” links to the competencies “Management Excellence – Action Management” and “Financial Management,” identified as relevant for federal Public Service leaders. + + + Stress Management +Maintaining effectiveness in the face of stress +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Works in low level stress situations +Adjusts to temporary peaks in stress levels +Adapts to prolonged stress +Employs stress management strategies +Deals with stress affecting the organization + +Keeps functioning effectively during periods of on-going low intensity stress. + +Maintains focus during situations involving limited stress. + +Seeks to balance work responsibilities and personal life responsibilities. + +Maintains composure when dealing with short but intense stressful situations. + +Understands personal stressors and takes steps to limit their impact. + +Keeps issues and situations in perspective and reacts appropriately (e.g., does not overreact to situations, what others say, etc.). + +Effectively withstands the effects of prolonged exposure to one or few stressors by modifying work methods. + +Maintains sound judgment and decision making despite on-going stressful situations. + +Controls strong emotions or other stressful responses and takes action to respond constructively to the source of the problem. + +Develops and applies stress reduction strategies to cope with long exposure to numerous stressors or stressful situations + +Recognizes personal limits for workload and negotiates adjustments to minimize the effects of stress, while still ensuring appropriate levels of productivity. + +Controls own emotions and calms others in stressful situations. + +Demonstrates behaviours that help others remaincalm, yet focused and energized during periods of extreme stress affecting the organization. + +Maintains composure and shows self control in the face of significant challenge facing the organization. + +Suspends judgment; thinks before acting. + +Identifies and consistently models ways of releasing or limiting stress within the organization. +Note: “Stress Management” is included in the competencies “Management Excellence – People Management” and “Action Management”, a competency identified as relevant for federal Public Service leaders. + + + Teamwork +Working collaboratively with others to achieve common goals and positive results +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Participates as a team member +Fosters teamwork +Demonstrates leadership in teams +Capitalizes on teamwork opportunities +Builds bridges between teams + +Assumes personal responsibility and follows up to meet commitments to others. + +Understands the goals of the team and each team member’s role within it. + +Deals honestly and fairly with others, showing consideration and respect. + +Willingly gives support to co-workers and works collaboratively rather than competitively. + +Shares experiences, knowledge and best practices with team members. + +Assumes responsibility for work activities and coordinating efforts. + +Promotes team goals. + +Seeks others’ input and involvement and listens to their viewpoints. + +Shifts priorities, changes style and responds with new approaches as needed to meet team goals. + +Suggests or develops methods and means for maximizing the input and involvement of team members. + +Acknowledges the work of others. + +Builds relationships with team members and with other work units. + +Fosters team spirit and collaboration within teams + +Discusses problems/ issues with team members that could affect results. + +Communicates expectations for teamwork and collaboration. + +Facilitates the expression of diverse points of view to enhance teamwork. + +Capitalizes on the strengths of all members. + +Gives credit for success and acknowledges contributions and efforts of individuals to team effectiveness. + +Initiates collaboration with other groups/ organizations on projects or methods of operating. + +Capitalizes on opportunities and addresses challenges presented by the diversity of team talents. + +Supports and encourages other team members to achieve objectives. + +Encourages others to share experience, knowledge and best practices with the team. + +Encourages the team to openly discuss what can be done to create a solution or alternative. + +Facilitates collaboration across the organization and with other organizations to achieve a common goal. + +Builds strong teams that capitalize on differences in expertise, competencies and background. + +Breaks down barriers (structural, functional, cultural) between teams, facilitating the sharing of expertise and resources. +Note: “Teamwork” links to the competency “Engagement”,” identified as relevant for federal Public Service leaders. + + + Team Leadership +Leading and supporting a team to achieve results +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Keeps the team informed +Ensures the needs of the team and of members are met +Ensures team member input +Empowers the team +Inspires team members + +Ensures that team members have the necessary information to operate effectively. + +Establishes the direction/goal(s) for the team. + +Lets team members affected by a decision know exactly what is happening and gives a clear rationale for the decision. + +Sets an example for team members (e.g., respect of others’ views, team loyalty, cooperating with others). + +Makes sure the practical needs of the team and team members are met. + +Makes decisions by taking into account the differences among team members, and overall team requirements and objectives. + +Ensures that the team’s tasks are completed. + +Accepts responsibility for the team’s actions and results. + +Values and encourages others’ input and suggestions. + +Stimulates constructive discussion of different points of view, focusing on the organization’s strategic objectives, vision or values. + +Builds cooperation, loyalty and helps achieve consensus. + +Provides constructive feedback and recognizes all contributions. + +Ensures the respective strengths of team members are used in order to achieve the team’s overall objectives. + +Communicates team successes and organization-wide contribution to other organizational members. + +Encourages the team to promote their work throughout the organization. + +Establishes the team’s credibility with internal and external stakeholders. + +Builds the commitment of the team to the organization’s mission, goals and values. + +Aligns team objectives and priorities with the broader objectives of the organization. + +Ensures that appropriate linkages/partnerships between teams are maintained. + +Creates an environment where team members consistently push to improve team performance and productivity. +Note: “Team Leadership” links to the competency “Management Excellence – People Management,” identified as relevant for federal Public Service leaders. + + + Values and Ethics +Fostering and supporting the principles and values of the organization and the Public Service as a whole +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Demonstrates behaviours consistent with the organization’s values +Identifies ethical implications +Aligns team with organization’s values and ethics +Promotes the organization’s values and ethics +Exemplifies and demonstrates the organization’s values and ethics + +Treats others fairly and with respect. + +Takes responsibility for own work, including problems and issues. + +Uses applicable professional standards and established procedures, policies and/or legislation when taking action and making decisions. + +Identifies ethical dilemmas and conflict of interest situations and takes action to avoid and prevent them. + +Anticipates and prevents breaches in confidentiality and/or security. + +Identifies and considers different ethical aspects of a situation when making decisions. + +Identifies and balances competing values when selecting approaches or recommendations for dealing with a situation. + +Fosters a climate of trust within the work team. + +Implements processes and structures to deal with difficulties in confidentiality and/or security. + +Ensures that decisions take into account ethics and values of the organization and Public Service as a whole. + +Interacts with others fairly and objectively. + +Advises others in maintaining fair and consistent dealings with others and in dealing with ethical dilemmas. + +Deals directly and constructively with lapses of integrity (e.g., intervenes in a timely fashion to remind others of the need to respect the dignity of others). + +Defines, communicates and consistently exemplifies the organization’s values and ethics. + +Ensures that standards and safeguards are in place to protect the organization’s integrity (e.g., professional standards for financial reporting, integrity/ security of information systems). + +Identifies underlying issues that impact negatively on people and takes appropriate action to rectify the issues (e.g., systemic discrimination). +Note: “Values and Ethics” was identified as a competency relevant for federal Public Service leaders. + + + Visioning and Strategic Direction +Developing and inspiring commitment to a vision of success; supporting, promoting and ensuring alignment with the organization’s vision and values +Level 1 +Level 2 +Level 3 +Level 4 +Level 5 +Demonstrates personal work alignment +Promotes team alignment +Aligns program/operational goals and plans +Influences strategic direction +Develops vision + +Sets personal work goals in line with operational goals of work area. + +Continually evaluates personal progress and actions to ensure alignment with organizational vision and operational goals. + +Liaises with others to ensure alignment with the business goals and vision of the organization. + +Effectively communicates and interprets the strategic vision to employees within area of responsibility. + +Clearly articulates and promotes the significance and impact of employee contributions to promoting and achieving organizational goals. + +Monitors work of team to ensure alignment with strategic direction, vision and values for the organization. + +Identifies potential future directions for work area in line with vision. + +Proactively helps others to understand the importance of the strategy and vision. + +Works with teams to set program/operational goals and plans in keeping with the strategic direction. + +Regularly promotes the organization, its vision and values to clients, stakeholders and partners. + +Works with staff to set strategic goals for own sector of the organization. + +Assesses the gap between the current state and desired future direction and establishes effective ways for closing the gap in own sector. + +Foresees obstacles and opportunities for the organization and acts accordingly. + +Defines issues, generates options and selects solutions, which are consistent with the strategy and vision. + +Scans, seeks out and assesses information on potential future directions. + +Provides direction and communicates the vision to encourage alignment within the organization. + +Energetically and persistently promotes strategic objectives with colleagues in other business lines. + +Leads the development of the vision for the organization. + +Defines and continuously articulates the vision and strategy in the context of wider government priorities. + +Describes the vision and values in compelling terms to develop understanding and promote acceptance/ commitment among staff and stakeholders. + +Identifies, conceptualizes and synthesizes new trends or connections between organizational issues and translates them into priorities for the organization. +Note: “Visioning and Strategic Direction” links to the competency “Strategic Thinking,” identified as relevant for federal Public Service leaders. + + + 1. Application Development/Support and Maintenance [1] +Knowledge and ability to design, define, construct, enhance, support and maintain application software on one or more platforms. +Knowledge requirements: +*** Systems Analysis and Design *** + Requirements analysis + General/external design (includes design principles) + Use of established techniques to assist in the analysis of business data/information flows and database construction (e.g., data and functional modeling) +*** Application Development and Commercial Off-The-Shelf (COTS) Management *** + Programming languages (e.g., software language structures, machine, assembly, procedural, non-procedural, object-oriented languages) + Standards and methods used in developing and maintaining a repository of information and processes (e.g., development standards including programming, user interface, design, naming, specifications) + System development processes, tools and methodologies (e.g., Systems Development Life Cycle including principles, best practices and standards used in designing and maintaining a formal procedure and a related repository of information) + Unit testing processes and practices + Application development tools (e.g., COTS development tools, technical productivity tools, workstation operating systems) + Polices and practices related to office productivity tools + Policies and practices related to website design and use of Inter/Intranet technologies within the Public Service + +[1] This competency does not include data management or database management (See Competency 4). + + +Application Development/Support and Maintenance +1. Introductory +Demonstrates a basic level of understanding of software specifications or design techniques. +Demonstrates a basic understanding of programming concepts. +Demonstrates a general familiarity with one or more programming languages and/or methodologies. +Understands the importance of testing, documentation and production assurance. +Knows where to look for standards. + +2. Basic +Demonstrates a working knowledge of one or more programming languages. +Writes or adapts software modules for testing and integration. +Understands and employs basic development methods and standards. +Tests/debugs program modules. +Uses a testing tool and prepares basic test cases. +Understands the migration cycle and prepares program for migration. +Prepares operational documentation. +Demonstrates knowledge of tools and technologies: + For developing IT systems and services that are barrier-free and accessible for persons with disabilities + Used by persons with disabilities to interface with IT systems and services + +3. Intermediate +Demonstrates a detailed knowledge of several programming environments and a good working knowledge of hardware and software interfaces. +Writes original multi-module/complex programs or applies reusable modules. +Designs, tests and integrates software modules and resolves programming errors using various debugging tools and techniques. +Provides support, guidance and production assurance for common problems. +Conducts impact analysis for proposed changes to or problems with the system. +Prepares technical documentation (e.g., user guides, technical specifications). +Undertakes routine analysis and works with designers and analysts to clarify and improve specifications or to identify alternative programming solutions. +Enforces standards (e.g., at walkthroughs), including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +4. Advanced +Demonstrates in-depth knowledge and capability in software construction, testing, infrastructure, configuration, a wide range of system development methodologies and operating standards. +Demonstrates knowledge in multiple applications, data management systems and technologies or in a single area of expertise. +Demonstrates application and corporate knowledge, and understands how a change would affect multiple applications. +Makes recommendations/ decisions in application and program design, standards and program enhancements, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. +Debugs very complex or urgent problems. +Analyzes and models business functions, processes and information flow within or between systems. +Provides guidance/mentors on programming practices and techniques to individuals and cross-functional teams. + +5. Expert +Demonstrates expert knowledge of software design, construction, programming trends, programming and scripting languages across government in multiple applications and data management systems or in a single area of expertise. +Provides effective strategic direction to enterprise-wide application design. +Guides and oversees multiple-concurrent software construction projects. +Works with users at all levels to define system requirements and specify appropriate system environments to meet operational needs and system performance objectives. +Presents software construction disciplines to peers in public forums. +Develops policy and standards for software construction. These include current and industry organizational standards related to quality control, copyright and privacy, accessibility for persons with disabilities, usability and inter-operability, for example. + + + 2. Architecture +Knowledge and ability to apply architecture theories, principles, concepts, practices, methodologies and frameworks. +Knowledge requirements: +Enterprise Architecture/Information Technology (IT) Strategy + Implementation/enforcement of policies and support + Architecture functions and the interrelationships with the organization’s vision + Architecture direction, policies and practices with a focus on Government of Canada priorities +Information Architecture + Organization of information to effectively support the work of the organization + Creation of an entity relationship model and an integrated function or process dependency model + Transaction services architecture, configuration and interfaces + Relationship between the information architecture and other architectures +Systems Architecture + Design of the systems architecture and how its components are connected and operate with each other and other applications + Relationship between the systems architecture and other architectures (e.g., integrating technology and business) +Technology Architecture + Design of the fundamental hardware, software and telecommunications systems that provide the infrastructure on which business applications are developed and run (e.g., network topologies) + Interrelationships of the various technologies and their respective roles + Technical standards + Relationship between the technology architecture and other architectures +Government and Department Policies and Standards + Business policy and standards development + Privacy Act + TBS Business Transformation Enablement Program (BTEP) + Management of Government Information (MGI) + + + + 3. Business Analysis +Knowledge and ability to apply the principles of business analysis in the planning, reengineering, requirement gathering for government business environments, operations, processes, and practices. +Knowledge requirements: +Government/business knowledge in various application areas (e.g., financial/accounting, human resources, purchasing, supply, policing, corrections) +Common government/business management and decision-making concepts, principles, activities and practices (e.g., Government and corporate planning cycles and processes, accountability and budgetary cycles and processes) +Business architecture (at a project level) and how it augments organizational design, planning systems and financial controls +Impact analysis and environmental scan methods, techniques and tools used to evaluate an organization’s strengths and challenges +Business case/cost benefit methodology and standards including return on investment (ROI) and total cost of ownership (TCO) +Typical organization structures, job functions, work activities and workflow +Business process analysis and business process reengineering methods and design benefits, methodologies and tools; roles in support of business change +Costing and cost recovery +Industry, business line and the technical aspects of the business line +Relationship between the business architecture and other architectures +Transaction processing theory and principles, flow and design +Government and Department policies and standards such as: + Business policy and standards development + Privacy Act + TBS Business Transformation Enablement Program (BTEP) + Management of Government Information (MGI) + + + 4. Database Design and Management +Knowledge and ability to apply the methods, practices and policies that are used in the design and the management of databases. +Knowledge requirements: +Concepts, policies, principles, theories, practices and techniques associated with information management and information technology as it relates to database design and management +Relationship between database design/management and application performance +Database design and architecture - logical structure and physical structure (e.g., functional, metadata and process models) +Database types (e.g., data warehouse, decision support, operational, query, ERP and relationship to technologies) +Data security and recovery +Database integrity, capacity planning, performance and tuning +DBMS and data warehouse principles, best practices and standards +Interoperability +Database software installation processes and techniques +Database tools to design and manage databases (e.g., data management tools, data modeling tools, database integration tools) +Languages for data modeling, manipulation, control and database query +Database trends and directions + +1. Introductory +Demonstrates basic understanding of database management, logical design concepts and levels of database security. +Understands the difference between different database structures (e.g., relational vs. network). +Comprehends database design (e.g., diagrams, schemas, models). +Demonstrates basic understanding of data manipulation language (DML). +Demonstrates an awareness of performance issues (e.g., distribution of data, size definitions). + +2. Basic +Understands a single database management system (DBMS), its components and how they relate to each other. +Demonstrates a good knowledge of data manipulation language (DML) and data definition language (DDL). +Codes/tests basic database access modules (e.g., stored procedures). +Troubleshoots, at a basic level, to understand database problem and identify where to direct it (e.g., basic database accessibility). +Recognizes the importance of database basic recovery and, with guidance, performs backup and recovery. +Understands database release management, applications business rules, data integrity issues, database security implementation, workload manager and interaction with DBMS (e.g., CICS, NT). +Performs data population, debugging and testing. +Conducts basic impact analysis for database change management. + +3. Intermediate +Demonstrates working level understanding of a single DBMS relevant operating systems, applications business rules and its dependencies with other applications, databases and/or business partners. +Applies wide range of concepts to the corporate/vendor environment (e.g., database security and/or individual profiles). +Makes recommendations on logical/physical models (e.g., converts from logical model, implements and maintains physical model to meet storage, availability, and performance requirements). +Develops, codes, tests and reviews complex database access modules. +Solves problems that impact on the business or service, resolves data integrity issues and implements data integrity safeguards, and uses diagnostic and monitoring tools to prevent problems/enhance performance and availability. +Demonstrates a solid knowledge of system testing and integration environments. +Develops, selects, recommends and implements strategies for backup and recovery, data population and migration. +Conducts general impact analysis on database change management. + +4. Advanced +Demonstrates broad understanding of multiple DBMS or an in-depth knowledge of one or more DBMS. +Develops logical models incorporating business requirements such as high availability, redundancy and disaster recovery into the logical/physical database design. +Researches, pilots, evaluates new technologies and standards, identifies how they will integrate with the corporate network and recommends strategies. +Solves unusual problems or problems with a significant impact on the business. +Deals with major and/or multiple application groups. +Creates or reviews certification testing. +Develops standards and procedures for implementing new database technology. +Mentors people and provides input/guidance to cross-functional teams. + +5. Expert +Demonstrates expert knowledge of data management, data stewardship, government-wide data management initiatives and trends in data management and how they can be applied. +Holds an enterprise-wide view and/or is regarded as the subject matter expert in one or more areas of expertise, and provides effective strategic direction to enterprise-wide data management. +Develops enterprise-wide multi-disciplinary architectural documents translating business data requirements into topographical format. +Demonstrates broad-based knowledge of information technology (e.g., programming, data management, platforms). +Develops business cases for enterprise-wide data management initiatives as a direct response to business drivers. +Guides and oversees multiple-concurrent data management projects. +Conducts procurement for data management solutions and related services. +Develops strategies, policy and standards for corporate data management and contributes to standards working groups - governmental and/or industry. + + + 5. Infrastructure/Platforms [2] +Knowledge and ability to support the enterprise computing infrastructure (e.g., enterprise servers, client server, storage devices and systems, hardware and software) in the provision, management, storage, operation, scheduling, support and maintenance of the infrastructure. +Knowledge requirements: +Principles, practices, standards, methods and techniques related to interoperability of hardware/software configuration controls +Platform environment (e.g., client-server environment, enterprise server/mainframe environment) +Storage and retrieval (e.g., area network, mainframe storage, media storage, virtual storage) +Systems hardware and its characteristics (e.g., mainframe computers, mini and micro-computers, CPU, memory, disk, registers, bus, channel) +Hardware/software and connection, implementation and maintenance +Operating systems, communications and software utilities used on enterprise server/mainframe and distributed computer systems +Cooperative processing (two or more computers simultaneously processing portions of the same program or operating on the same data such as multiple-CPU systems, distributed systems) +Monitoring of systems software (i.e., the operating system and all utility programs that manage computer resources at a low level) including compilers, loaders, linkers, and debuggers +Operations performance monitoring and capacity planning of the delivery platform +Treasury Board and corporate IT standards and policies regarding the development and support of infrastructure systems and networks + +[2] This competency does not include network/telecommunication systems (See competency 8). + +1. Introductory +Demonstrates awareness of the platform principles and procedures. +Understands need for capacity planning and performance management. +Operates the platform at a simple level under supervision. +Demonstrates awareness of the standards for the platform. + +2. Basic +Understands the platform technology and concepts. +Understands how basic concepts relate to each other and applies them. +Understands how the platform integrates with other environments, at a basic level, from an end-user perspective. +Operates the platform at a simple level. +Troubleshoots basic physical or software problems. +Understands and applies the standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +3. Intermediate +Understands how the platform integrates with other environments (e.g., network). +Participates in day-to-day operations (e.g., monitoring operations of the platform). +Uses performance data collection tools and techniques. +Installs software and hardware on the platform. +Solves routine problems. +Solves typical hardware and software problems. +Uses diagnostic tools to solve complex problems. +Executes standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +4. Advanced +Demonstrates in-depth knowledge of an area of expertise. +Contributes to high-level architecture. +Evaluates/pilots new technologies, assesses the results, identifies how they integrate with the platform and implements them. +Carries out performance measurement and capacity planning. +Incorporates business requirements such as high availability, redundancy and disaster recovery into platform design. +Demonstrates knowledge of tools and technologies: + For developing IT systems and services that are barrier-free and accessible for persons with disabilities + Used by persons with disabilities to interface with IT systems and services +Resolves complex problems. +Develops and monitors/enforces standards and procedures for new technology configuration and implementation, including those related to accessibility for persons with disabilities. +Mentors/guides individuals and cross-functional teams. + +5. Expert +Demonstrates expert knowledge of platform principles, technology, government-wide technology initiatives and technological trends. +Demonstrates an intimate knowledge of the environment, interdependencies and impact of change. +Provides effective strategic direction to enterprise-wide platform design and initiatives. +Develops enterprise-wide multi-disciplinary architectural and design documents. +Resolves very complex problems and recommends capacity and performance improvements. +Conducts procurement for platform hardware and services. +Sets standards and technology direction for the platform, including those related to accessibility for persons with disabilities. +Leads the development of people in the infrastructure domain. + + + 6. IT Procurement and Asset Management +Knowledge and ability to evaluate, negotiate, procure, track, manage IT assets including software licenses and computer leases: +Knowledge requirements: +Vendor liaison/management, service agreements, warrantees and lease agreements +Procedures related to procurement and contract administration +Processes and procedures necessary to critically evaluate products, services and claims +Processes involved in vendor negotiations for substantial and/or long-term contracts for hardware, software and licence agreements, support and services +Systems and applications for procurement (e.g., NMSO, DISO, Software Acquisition Reference Centre, Request for Software Discounts and Supply Arrangements) +Roles and responsibilities of TBS and PWGSC related to asset procurement and management +Corporate and Government of Canada legislation, standards and policies (e.g., regulating software licence agreements and renewals, disposal, procurement ethical practices and security policies) +Licence management +Policies, guidelines and procedures for IT asset management +IT asset management life cycle (e.g., planning, maintenance, retirement and disposal) +Negotiation and contracting processes and practices +Federal legislative and policy framework related to IM/IT procurement for goods and services +Departmental processes for acquisition of goods and services, including drafting of Statements of Work (SOW), Requests for Proposals (RFPs), evaluation of responses, contract negotiations and management of contracts +Remedial measures for IT equipment non-performance + +1. Introductory +Demonstrates broad knowledge of Government of Canada and the role of PWGSC in procurement. +Understands the values and ethics involved in procurement. +Demonstrates basic understanding of procurement process for IT services and goods. + +2. Basic +Understands Treasury Board and corporate processes, standards and governance structures. +Assists in gathering requirements from the business. +Understands internal procurement processes for IT services and goods. + +3. Intermediate +Knows the procurement cycle and processes, gathering of information through RFIs and RFPs, roles of interdepartmental partners and the proposal/ evaluation processes. +Demonstrates a general knowledge of procurement and conducts low-level procurement. +Evaluates products and services and identifies the vehicle(s) to use. +Provides advice on reporting and inventory, policies and procedures. +Establishes partnerships with Finance. +Understands IT asset business and language. +Formulates and applies performance management guidelines to asset management. + +4. Advanced +Possesses a specific area of expertise and business knowledge of the life cycle for his/her asset area (e.g., sunset procedures). +Negotiates multi-level, multi-layer million dollar contracts. +Knows rules for Canadian and International governing bodies (e.g., NAFTA, Trade Tribunal, CITT) and negotiates CITT challenges. +Reviews, signs off and approves RFP/RFI documents. +Liaises with PWGSC to communicate requirements, terms and conditions. +Monitors and enforces values and ethics. +Consults with regions and senior management (e.g., leveraging assets, inventory and plans for sunset/refresh, professional services and training). +Mentors junior staff. + +5. Expert +Demonstrates a very deep understanding of one area of expertise or a broad understanding of multiple areas and provides guidance to senior management. +Demonstrates a broad understanding of software licensing models, the market and how to leverage the knowledge. +Demonstrates an in-depth understanding of procurement, the industry, the vendor community and industry trends. +Possesses corporate knowledge and understands service levels. +Negotiates with vendors at a high/complex level. +Provides advice in large supply agreements. +Performs "total cost of ownership" analysis. + + + 9. Security/Information and Application Protection +Knowledge and ability to ensure there are adequate technical and organizational safeguards to protect the continuity of IT infrastructure services by the implementation of IT security principles, methods, practices, policies and tools that are used in securing IT resources including information and operations security, physical security, business continuity/disaster recovery planning, methods to deal with security breaches and security assessment in a technical environment. +Knowledge requirements: +IT security principles methods, policies, practices and tools +Information Protection/IT security principles, threat and risk assessment methodology, practices, procedures and tools (e.g., Government privacy and security related legislation and policies, biometric and cryptographic principles, firewalls, intrusion logs, encryption and digital (numeric) signature) +Theories, processes and methodologies involved in developing, implementing, monitoring and reporting IT security planning frameworks, policies, measures, counter-measures and monitoring programs, procedures and guidelines +Management tools such as data classification and risk assessment/analysis to identify threats, classify assets and to rate system vulnerabilities +IT software and hardware security requirements +Preparation and conduction of Privacy Impact Assessments (PIA), Statement of Sensitivity (SOS), Threat Risk Assessments (TRA), Vulnerability Assessments (VA) +Accreditation procedures, policies and practices +Security certification procedures +Security hardware and software +Treasury Board and corporate IT standards and policies regarding the development and support of infrastructure systems and networks, including security policies and operational standards +IT Operations Security +Protection techniques for the entire facility, from the outside perimeter to the inside office space, including all of the information system resources and methods to deal with security breaches +Requirements of hardware, media and of the operators and administrators with access privileges to these resources +Application product level security, access management and remote access +Auditing and monitoring the mechanisms, tools and facilities to permit the identification of security events and to assess operations security capacity +Viruses +Computer crimes laws and regulations and the measures and technologies used to investigate computer crime incidents +Cryptographic, graphic and hardware applications +Business Continuity/Disaster Recovery Planning +Disaster recovery strategies, plans, tests and management +Preservation and business recovery planning, practices, policies and procedures +Rollback and contingency strategies, planning practices and tools +Business continuity analysis procedures and exercise frameworks +Activities within the response, recovery, restoration and resumption phases applicable to business continuity plans +Roles and responsibilities of IT operational functions during business continuity exercises +Federal government business continuity planning policies and programs, including Treasury Board Standards + + +1. Introductory +Demonstrates awareness of security requirements. +Demonstrates awareness of certification policies. +Demonstrates awareness of privacy requirements and standards. + +2. Basic +Understands concepts of IT security and its application to computer systems architecture. + +3. Intermediate +Executes security test plans. +Deals with low impact threats. +Acts to protect integrity of system data at operation level (e.g., single key incident). +Performs security certifications. +Provides advice on disaster recovery planning. +Participates in disaster recovery tests. +Recommends security safeguards. +Executes standards. + +4. Advanced +Demonstrates a broad understanding or very detailed area of expertise in security subject(s). +Demonstrates a broad knowledge of security policies and interprets policies. +Understands a specific security application or tool and how it works. +Conducts risk assessments. +Assesses security safeguards. +Deals with threats and serious incidents. +Deals with intrusions at a high threat level. + +5. Expert +Demonstrates an expert understanding or very detailed area of expertise in multiple security subject(s). +Demonstrates expert knowledge of law, regulation and policies, and interprets policies and standards. +Is an expert in multiple security applications and tools. +Leads risk and security safeguards assessments. +Mitigates threats and serious security incidents at the enterprise level. +Consults on security issues and recommends corporate strategies. +Leads the development of enterprise policies and standards. +Directs employees and consultants and mentors others. + + + 11. Service Management Processes +Knowledge and ability to implement the methods, practices and policies governing the design, development and use of the IT support processes designed to keep the IT environment functioning efficiently, effectively and securely. +Knowledge requirements: +Service Management Principles +Relationship between different IT support processes and between support processes and clients +Implementation and management of services using the principles and methods associated with industry best practices (e.g., Information Technology Infrastructure Library (ITIL)) +Service level agreements +Processes and practices to ensure the Agreement and Statements of Work or contracts are met while taking steps to minimize any adverse impact on service quality +Government of Canada and department policies and standards (e.g., Service Management Life Cycle Framework) +Change Management +Processes and practices to ensure changes to the IT infrastructure are introduced successfully and on a scheduled basis +Planning, scheduling, distribution, application and tracking of changes to the IT environment +Configuration Management +Management of the physical and logistical properties of resources and their relationships (e.g., physical connections and dependencies) +Configuration management technologies that affect the IM/IT environment including the physical and logistical properties of resources +Release Management +Processes and practices to ensure the introduction and maintenance of all IS/IT infrastructure and that existing infrastructure falls within the standards and the technology suppliers supported release levels +Problem Management +Detection, reporting, analysis, recovery, resolution and tracking of problems +Help Desk/Client Support +Concepts, techniques and practices of help desk operations and service delivery +Provision of a single point of contact for all users of the IT infrastructure services +Installation, configuration, troubleshooting and application software support +Technical problem analysis, evaluation and solution proposal +Techniques and practices for client queries, troubleshooting and problem resolution and prioritization + + +1. Introductory +Understands service management processes and concepts (e.g., incident management, change management, release management). +Understands concepts, techniques and practices of help desk operations and service delivery. + +2. Basic +Understands and follows a process in problem management, change management or configuration management. +Provides IT help desk support services. +Gathers information from end-users to determine the nature of problems and resolve them. +Monitors SLAs and escalates problems. +Performs initial evaluation of problem and routes as necessary. +Understands the requirements of process (e.g., involvement of service management early in the process). + +3. Intermediate +Understands interrelationships and interdependencies between service management processes. +Installs, configures, troubleshoots and supports application software. +Analyzes, evaluates and diagnoses technical problems and proposes solutions. +Manages process ensuring it is followed (e.g., change, problem, testing, costing, backup and recovery, QA release). +Schedules release after ensuring absence of conflicts. +Serves as a point of escalation. +Conducts customer satisfaction surveys. +Guides others in processes. +Implements changes to processes. + +4. Advanced +Implements and manages services using the principles and methods associated with Information Technology Infrastructure Library (ITIL) and other industry best practices. +Identifies who to call for severe or complex problems. +Manages the provision of help desk services and problem resolution. +Analyzes problem trends and makes recommendations. +Develops service management processes. +Writes/negotiates SLAs for operational level agreements and internal SLAs. +Develops customer satisfaction surveys. +Sets guidelines for others to follow. + +5. Expert +Negotiates, develops, implements and manages service level agreements. +Develops service management standards, practices and policies. +Builds and maintains a network of experts. +Develops SLA templates. +Negotiates complex SLAs. +Provides guidelines for service management (e.g., recommends changes based upon results of a customer satisfaction survey). +Recommends continual improvements in service management strategy and processes. + + + 8. Telecommunications (Data and Voice) Network +Knowledge and ability to implement the methods, practices and policies governing the design, analysis, development, management and use of the hardware and software used to transfer information such as data, voice, images and video. +Knowledge requirements: +Theories and concepts, methods, policies and practices to design, develop, plan telecommunications network infrastructure systems (e.g., calculation of peak and mean bandwidth requirements, response time, propagation delays, priorities, traffic types, traffic flows (point-to-point, multicast, broadcast), error detection and protection, security, interoperability, growth, quality of service, availability) +Installation, configuration, operation and maintenance of telecommunications infrastructure hardware and software + Telecommunication systems’ operating systems, system software and utilities + Low level interfaces (e.g., modems, CSU/DSU) + Voice communication devices (e.g., Blackberry units, cell phones, gateways, routers, switches, PBX) +Standards describing the structure of data exchange between systems (e.g., OSI seven layer reference model) +Standards describing the format content and exchange mechanisms between systems, such as communication protocols (including protocols that relate to the convergence of technologies, such as Voice over IP), connection oriented versus connectionless protocols +Classes of networking systems (e.g., Local Area Network (LAN), Metropolitan Area Network (MAN), Department Wide Area Network (DWAN), Wide Area Network (WAN), Virtual Private Network (VPN), Voice Network System, Remote Access Networks, associated hardware and software, operating systems and protocols) +Network topologies (physical and logical) and their characteristics +Classes of telecommunication media, such as wire based (e.g., copper, fibre) and wireless (characteristics of various frequency bands from HF to microwave) +The purpose and use of different networks (e.g., Internet, Intranets, Extranets) +Value added networks (i.e., services added within a communications network beyond data transfer such as message routing, resource management and conversion facilities) +Performance analysis, diagnosis, capacity planning and data communications monitoring/management practices, protocols and tools +Data, voice and video requirements and services +Traffic and transmission management +Common carrier services - data transmission and telephony service offerings provided by private sector companies +Security, including specific methods, policies and best practices to secure information within the telecommunications network infrastructure +Industry regulations and tariffs (e.g., CRTC) + + +1. Introductory +Demonstrates basic understanding of data communications and components, definitions, key concepts, communication protocols and platforms (e.g., Firewalls, Security, Frame Relay, SNA, ATM, Hubs/Routers/ Gateways switches, VOIP, ISDN, routing protocols). +Understands need for capacity planning and performance management. + +2. Basic +Understands data communications routing and switching technology. +Understands how basic concepts relate to each other and applies them (e.g., vendor-specific standards). +Understands how data communications integrate with other environments (e.g., mainframe) and are distributed, at a basic level, from an end-user perspective. +Assists in the design of basic connections (e.g., connecting 100 people to a WAN or designing a small site (less than 50)). +Troubleshoots basic physical or software connectivity problems, network congestion (e.g., cables/connections, defective equipment, logging in to network equipment, checking configuration of routers/switches). +Uses data communications diagnostic tools. +Tests, configures, installs and supports hardware and software at any typical site. +Talks clients through troubleshooting. + +3. Intermediate +Understands how data communications integrate with other environments such as mainframe, distributed, E-commerce, firewalls and external networks, at a component level. +Demonstrates and applies wide range of concepts to the corporate/vendor environment. +Understands vendor-specific network switching and routing products. +Translates multiple client network connectivity requirements and limitations into technical specifications for building/site designs. +Designs complex building environments using existing standards (e.g., complex site layouts (many buildings and requirements)). +Resolves typical hardware and software problems (e.g., connectivity, network congestion, protocols, uses diagnostic tools). +Conducts certification testing. +Executes standards. + +4. Advanced +Incorporate business requirements (e.g., high availability, redundancy, disaster recovery) into data communications design using analytical techniques. +Evaluates/pilots new technologies, identifies how they integrate with the corporate network and implements. +Resolves unusual or atypical network problems without clear precedents and/or that have significant impact or consequence on the business or service. +Creates or reviews certification testing. +Develops standards and procedures for new technology configuration and implementation. +Mentors/guides individuals and cross-functional teams. +Deals with major client groups (e.g., regional or national client). + +5. Expert +Demonstrates expert knowledge of data communications principles, network technology, government-wide technology initiatives and technological trends. +Demonstrates broad-based knowledge of information technology. +Develops enterprise-wide multi-disciplinary architectural documents. +Develops business cases for enterprise-wide network technology initiatives as a direct response to business drivers. +Provides effective strategic direction to enterprise-wide network design. +Guides and oversees multiple-concurrent network projects. +Conducts procurement for network solutions network hardware and services procurements. +Develops policy and standards for networking technology and contributes to governmental and/or industry standards working groups (e.g., GOL, ITU, RC). + + + 10. Testing +Knowledge and ability to perform testing of software and/or hardware using a systematic approach (i.e., the orderly progression of testing in which software elements, hardware elements or both are combined and tested until the entire system has been integrated). +Knowledge requirements: +Quality assurance and control +Testing approaches and strategies +System and application testing methodologies, practices and principles (e.g., end-to-end) +Testing/validation in relation to the systems development life-cycle +Types of testing (e.g., volume, unit, compatibility, bandwidth, integration, system, end-to-end, web-stress) +Testing standards (e.g., Treasury Board and department, International organization for standardization (ISO)) +Testing and readiness functions and assessments including release processes and packages, change control and system integration +Testing tools including automated tools, test scripts and reporting/tracking tools +Certification and accreditation of new applications + + +1. Introductory +Demonstrates awareness of testing principles and processes. +Understands testing terminology. + +2. Basic +Tests and debugs software modules. +Conducts unit testing. +Understands testing methodologies and principles. +Understands standards for testing. +Executes test scripts. +Reports test results. +Understands and applies IT system security for applications. +Uses a testing tool. +Demonstrates knowledge of tools and technologies used by persons with disabilities to interface with IT systems and services. + +3. Intermediate +Understands systems integration principles (i.e., the methods, practices and policies that are used during a systems integration process, including hardware, software, network and applications). +Understands release and certification processes. +Prepares test cases/scripts. +Carries out complex testing/ validation (e.g., volume testing, integration testing). +Ensures other applications are not affected. +Matches results with expectations in the design document. +Troubleshoots/resolves issues. +Implements test tools. +Applies standards for testing, including a methodology and test plan to address accessibility for persons with disabilities, copyright, privacy, usability and inter-operability. + +4. Advanced +Conducts application testing. +Conducts complex series test scenarios. +Prepares test plans and strategies. +Researches/tests testing tools and makes recommendations. +Develops test practices. +Implements and monitors standards for testing. +Tests standards. +Understands the impact of testing on the environment and other tests being carried out. +Ensures that the right/appropriate tests are being carried out. +Mentors others. +Guides application stakeholders in testing methods and tools. + +5. Expert +Manages integration testing. +Sets standards for cycle testing. +Designs testing methodologies, including a methodology and test plan to address accessibility for persons with disabilities, copyright, privacy, usability and inter-operability. +Develops test standards, best practices and policies. + + + 7. IT Project Management +Knowledge and ability to apply formal project management principles and practices during the planning, implementation, monitoring and completion of projects, ensuring effective management of scope, resources, time, cost, quality, risk and communications. +Knowledge requirements: +Enhanced Management Framework for the management of information technology/projects +Project management concepts, techniques, methods and tools and industry best practices in the management of projects in an IT environment (e.g., Project Management Body of Knowledge (PMBoK)) +Project estimating and planning techniques +Project progress monitoring +Management of change, risk and problem +Human resources management +Government of Canada policies and standards + +1. Introductory +Understands basic concepts (e.g., project goals, risk, scope, participants’ roles, planning and the importance of project management principles such as time, cost and quality management). +Provides input to project plan. + +2. Basic +Understands project reporting. +Develops simple project plans including work breakdown structure and estimates. +Identifies and escalates issues and potential delays. +Manages small, straightforward projects or specific components of larger projects. + +3. Intermediate +Manages a complete multi-stage project in own area. +Identifies, allocates and manages resources needed to meet project objectives. +Develops and manages the project plan, including timelines, deliverables, milestones and costs. +Identifies potential roadblocks and risks and develops contingency plans to deal with them. +Oversees implementation of the project plan, monitors progress, resource usage and quality, and makes needed adjustments. + +4. Advanced +Manages complex, multifaceted/ interrelated projects that span own area or department boundaries. +Conducts comprehensive risk assessment and develops plans for eliminating or mitigating the risks identified. +Mentors other project managers. +Understands the impact of the project on the department as a whole. +Develops complex plans (e.g., with interdependencies or cross-department). +Implements standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + +5. Expert +Oversees/manages large, highly complex, diverse or strategic projects that impact the organization as a whole. +Develops departmental policies and standards. +Markets project management principles and benefits across the department. +Sets/evolves the vision of how project management should be done. +Changes project management practices. +Knows multiple projet management disciplines. + + + Breaks down concrete issues into parts and synthesizes succinctly. +Collects and analyses information from a variety of appropriate sources. +Identifies the links between situations and information. + + + + Analyses complex situations, breaking each into its constituent parts. +Recognizes and assesses several likely causal factors or ways of interpreting the information available. +Identifies connections between situations that are not obviously related. + + + + Integrates information from diverse sources, often involving large amounts of information. +Thinks several steps ahead in deciding on best course of action, anticipating likely outcomes. +Develops and recommends policy framework based on analysis of emerging trends. +Gathers information from many sources, including experts, in order to completely understand a problem/situation. + + + + Sees connections, patterns or trends in the information available. +Identifies the implications and possible consequences of trends or events. +Draws logical conclusions, providing options and recommendations. + + + + Identifies multiple relationships and disconnects in processes in order to identify options and reach conclusions. +Adopts a systems perspective, assessing and balancing vast amounts of diverse information on the varied systems and sub-systems that comprise and affect the working environment. +Thinks beyond the organization and into the future, balancing multiple perspectives when setting direction or reaching conclusions (e.g., social, economic, partner, stakeholder interests, short- and long-term benefits, national and global implications). + + + + Identifies important / effective practices that should continue after change is implemented. +Anticipates specific reasons underlying resistance to change and implements approaches that address resistance. + + + Links projects/objectives to department’s/public service’s change initiatives and describes the impact on operational goals. +Presents realities of change and, together with staff, develops strategies for managing it. +Identifies future needs for change that will promote progress toward identified objectives. + + + + Promotes the advantages of change. +Clarifies the potential opportunities and consequences of proposed changes. +Explains how change affects current practices. + + + Identifies and accepts the need and processes for change. +Explains the process, implications and rationale for change to those affected by it. +Invites discussion of views on the change. + + + Maintains ongoing communication with clients. +Regularly and systematically contacts clients or prospective clients to determine their needs. +Uses understanding of client’s perspective to identify constraints and advocate on their behalf. +Works with clients to adapt services, products or solutions to meet their needs. +Encourages co-workers and teams to achieve a high standard of service excellence. +Anticipates areas where support or influence will be required and discusses situation/concerns with appropriate individuals. +Proposes new, creative and sound alternatives to improve client service. + + + Tracks trends and developments that will affect own organization’s ability to meet current and future client needs. +Identifies benefits for clients; looks for ways to add value. +Seeks out and involves clients or prospective clients in assessing services, solutions or products to identify ways to improve. +Communicates the importance of providing appropriate resources that respect the needs of all clients and staff. +Establishes service standards and develops strategies to ensure staff meet them. + + + + Contacts clients to follow up on services, solutions or products to ensure that their needs have been correctly and effectively met. +Understands issues from the client’s perspective. +Keeps clients up-to-date with information and decisions that affect them. +Monitors services provided to clients and makes timely adjustments as required. + + + + Identifies client needs and expectations. +Responds to requests efficiently and effectively. +Takes action beyond explicit request within established service standards. +Refers complex questions to a higher decision-making level. +Meets client needs in a respectful, helpful and responsive manner. +Seeks feedback to develop a clear understanding of client needs and outcomes. +Uses client satisfaction monitoring methodologies to ensure client satisfaction. +Adjusts service based on client feedback. + + + Communicates the organization’s mission, vision and values to external clients. +Strategically and systematically evaluates new opportunities to develop client relationships. +Creates an environment in which concern for diverse client needs and satisfaction are key priorities. +Links a comprehensive and in-depth understanding of clients’ long-term needs and strategies with current and proposed projects/initiatives. +Recommends/ determines strategic business direction to meet projected needs of clients and prospective clients. + + + Makes self available and clearly encourages others to initiate communication. +Listens actively and objectively without interrupting. +Checks own understanding of others’ communication (e.g., repeats or paraphrases, asks additional questions). +Presents appropriate information in a clear and concise manner, both orally and in writing. + + + + Adapts content, style, tone and medium of communication to suit the target audience’s language, cultural background and level of understanding. +Takes others’ perspectives into account when communicating, negotiating or presenting arguments (e.g., presents benefits from all perspectives). +Responds to and discusses issues/questions in an understandable manner without being defensive and while maintaining the dignity of others. +Anticipates reactions to messages and adapts communications accordingly + + + + Elicits comments or feedback on what has been said. +Maintains continuous open and consistent communication with others. +Openly and constructively discusses diverse perspectives that could lead to misunderstandings. +Communicates decisions or recommendations that could be perceived negatively, with sensitivity and tact. +Supports messages with relevant data, information, examples and demonstrations. + + + + Handles complex on-the-spot questions (e.g., from senior public officials, special interest groups or the media). +Communicates complex issues clearly and credibly with widely varied audiences. +Uses varied communication systems, methodologies and strategies to promote dialogue and shared understanding. +Delivers difficult or unpopular messages with clarity, tact and diplomacy. + + + + Continually self-assesses and seeks feedback from others to identify strengths and weaknesses and ways of improving. +Pursues learning opportunities and ongoing development. + + + + Sets challenging goals and standards of excellence for self in view of growth beyond current job. +Actively pursues self-development on an ongoing basis (technically and personally). +Pursues assignments designed to challenge abilities. + + + + Tries new approaches to maximize learning in current situation. +Takes advantage of learning opportunities (e.g., courses, observation of others, assignments, etc.). +Integrates new learning into work methods. + + + + Designs personal learning objectives based on evolving needs of the portfolio or business unit. +Uses organizational change as an opportunity to develop new skills and knowledge. + + + + Is open to new ideas. +Questions the conventional approach and seeks alternatives. +Recognizes when a new approach is needed; integrates new information quickly while considering different options. + + + + Searches for ideas or solutions that have worked in other environments and applies them to the organization. +Uses existing solutions in innovative ways to solve problems. +Sees long-term consequences of potential solutions + + + + Analyzes strengths and weaknesses of current approaches. +Modifies and adapts current methods and approaches to better meet needs. +Identifies alternate solutions based on precedent. +Identifies an optimal solution after weighing the advantages and disadvantages of alternative approaches. + + + + Integrates and synthesizes relevant concepts into a new solution for which there is no previous experience. +Creates new models and methods for the organization. +Identifies flexible and adaptable solutions while still recognizing professional and organizational standards. + + + + Makes straightforward decisions based on pre-defined options using clear criteria/procedures. +Consults with others or refers an issue/situation for resolution when criteria are not clear. +Deals with exceptions within established parameters using clearly specified rules and procedures. +Makes decisions involving little or no consequence of error. +Verifies that the decision/resolution is correct. + + + + Applies guidelines and procedures that leave considerable room for discretion and interpretation. +Makes decisions by weighing several factors, some of which are partially defined and entail missing pieces of critical information. +As needed, involves the right people in the decision making process. +Balances the risks and implications of decisions across multiple issues. +Develops solutions that address the root cause of the problem and prevent recurrence. +Recognizes, analyzes and solves problems across projects and in complex situations. + + + + Applies guidelines and procedures that require some interpretation when dealing with exceptions. +Makes straight - forward decisions based on information that is generally clear and adequate. +Considers the risks and consequences of action and/or decisions. +Makes decisions involving minor consequence of error. +Seeks guidance as needed when the situation is unclear. + + + + Simplifies complex information from multiple sources to resolve issues. +Makes complex decisions for which there are no set procedures. +Considers a multiplicity of interrelated factors for which there is incomplete and contradictory information. +Balances competing priorities in reaching decisions. +Develops solutions to problems, balancing the risks and implications across multiple projects. +Recommends solutions in an environment of risk and ambiguity. + + + + Regularly shares expertise with team members to support continuous learning and improvement. +Advises, guides and coaches others by sharing experiences and discussing how to handle current or anticipated concerns. + + + + Helps team members develop their skills and abilities. +Engages in development and career planning dialogues with employees. +Works with employees and teams to define realistic yet challenging work goals. +Encourages team members to develop learning and career plans and follows-up to guide development and measure progress. +Advocates and commits to ongoing training and development to foster a learning culture. + + + + Provides performance feedback and support, reinforcing strengths and identifying areas for improvement. +Encourages staff to develop and apply their skills. +Suggests to individuals ways of improving performance and competence. + + + + Ensures that resources and time are available for development activities. +Ensures that all employees have equitable access to development opportunities. +Provides opportunities for development through tools, assignments, mentoring and coaching relationships etc. + + + + Uses appeals to reason, data, facts and figures. +Uses concrete examples, visual aids and demonstrations to make a point. +Describes the potential impact of own actions on others and how it will affect their perception of self. + + + + Builds on successful initiatives and best practices internal and external to the organization to gain acceptance for ideas. +Presents pros and cons and detailed analyses to emphasize the value of an idea. +Persuades others by drawing from experience and presenting multiple arguments in order to support a position. + + + + Anticipates the effect of one’s approach or chosen rationale on the emotions and sensitivities of others. +Adapts discussions and presentations to appeal to the needs or interests of others. +Uses the process of give-and-take to gain support. +Builds relationships through fair, honest and consistent behaviour. + + + + Seeks information from others (e.g., colleagues, customers). +Maintains personal contacts in other parts of the organization with those who can provide work-related information. + + + + Seeks opportunities to partner and transfer knowledge (e.g., by actively participating in trade shows, conferences, meetings, committees, multi-stakeholder groups and/or seminars). +Cultivates personal networks in different parts of the organization and effectively uses contacts to achieve results. +Initiates and develops diverse relationships. + + + + Seeks out the expertise of others and develops links with experts and information sources. +Develops and nurtures key contacts as a source of information. +Participates in networking and social events internal and external to the organization. + + + + Builds networks with parties that can enable the achievement of the organization’s strategy. +Brings informal teams of experts together to address issues/needs, share information and resolve differences, as required. +Uses knowledge of the formal or informal structure and the culture to further strategic objectives. + + + + Monitors work to ensure it aligns with formal procedures and the organization’s accountabilities. +Recognizes and uses formal structure, rules, processes, methods or operations to accomplish work. +Actively supports the public service mission and goals. + + + + Achieves solutions acceptable to varied parties based on understanding of issues, climates and cultures in own and other organizations. +Accurately describes the issues and culture of external stakeholders. Uses this information to negotiate goals and initiatives. + + + + Uses informal structures; can identify key decision-makers and influencers. +Effectively uses both formal and informal channels or networks for acquiring information, assistance and accomplishing work goals. + + + + Identifies requirements and uses available resources to meet own work objectives in optimal fashion. +Completes tasks in accordance with plans. +Monitors the attainment of own work objectives and/or quality of the work completed. +Sets priorities for tasks in order of importance. + + + + Considers a range of factors in the planning process (e.g., costs, timing, customer needs, resources available, etc.). +Identifies and plans activities that will result in overall improvement to services. +Challenges inefficient or ineffective work processes and offers constructive alternatives. +Anticipates issues and revises plans as required. +Helps to remove barriers by providing resources and encouragement as needed. + + + + Establishes goals and organizes work by bringing together the necessary resources. +Organizes work according to project and time management principles and processes. +Practices and plans for contingencies to deal with unexpected events or setbacks. +Makes needed adjustments to timelines, steps and resource allocation. +Directs issues to appropriate bodies when unable to resolve them within own area of responsibility. + + + + Establishes alternative courses of action, organizes people and prioritizes the activities of the team to achieve results more effectively. +Ensures that systems are in place to effectively monitor and evaluate progress. +Evaluates processes and results and makes appropriate adjustments to the plan. +Sets, communicates and regularly assesses priorities. + + + + Protects and uses resources and assets in a conscientious and effective manner. +Identifies wasteful practices and opportunities for optimizing resource use. + + + + Allocates and controls resources and assets within own area. +Implements ways of more effectively utilizing resources and assets. +Assigns and communicates roles and accountabilities to maximize team effectiveness; manages workload. + + + + Monitors and ensures the efficient and appropriate use of resources and assets. +Explores ways of leveraging funds to expand program effectiveness. + + + + Assumes personal responsibility and follows up to meet commitments to others. +Understands the goals of the team and each team member’s role within it. +Deals honestly and fairly with others, showing consideration and respect. +Willingly gives support to co-workers and works collaboratively rather than competitively. +Shares experiences, knowledge and best practices with team members. + + + + Builds relationships with team members and with other work units. +Fosters team spirit and collaboration within teams +Discusses problems/ issues with team members that could affect results. +Communicates expectations for teamwork and collaboration. +Facilitates the expression of diverse points of view to enhance teamwork. +Capitalizes on the strengths of all members. +Gives credit for success and acknowledges contributions and efforts of individuals to team effectiveness. + + + + Assumes responsibility for work activities and coordinating efforts. +Promotes team goals. +Seeks others’ input and involvement and listens to their viewpoints. +Shifts priorities, changes style and responds with new approaches as needed to meet team goals. +Suggests or develops methods and means for maximizing the input and involvement of team members. +Acknowledges the work of others. + + + + Ensures that team members have the necessary information to operate effectively. +Establishes the direction/goal(s) for the team. +Lets team members affected by a decision know exactly what is happening and gives a clear rationale for the decision. +Sets an example for team members (e.g., respect of others’ views, team loyalty, cooperating with others). + + + + Values and encourages others’ input and suggestions. +Stimulates constructive discussion of different points of view, focusing on the organization’s strategic objectives, vision or values. +Builds cooperation, loyalty and helps achieve consensus. +Provides constructive feedback and recognizes all contributions. +Ensures the respective strengths of team members are used in order to achieve the team’s overall objectives. + + + + Makes sure the practical needs of the team and team members are met. +Makes decisions by taking into account the differences among team members, and overall team requirements and objectives. +Ensures that the team’s tasks are completed. +Accepts responsibility for the team’s actions and results. + + + + Communicates team successes and organization-wide contribution to other organizational members. +Encourages the team to promote their work throughout the organization. +Establishes the team’s credibility with internal and external stakeholders. + + + + Sets personal work goals in line with operational goals of work area. +Continually evaluates personal progress and actions to ensure alignment with organizational vision and operational goals. +Liaises with others to ensure alignment with the business goals and vision of the organization. + + + + Works with teams to set program/operational goals and plans in keeping with the strategic direction. +Regularly promotes the organization, its vision and values to clients, stakeholders and partners. +Works with staff to set strategic goals for own sector of the organization. +Assesses the gap between the current state and desired future direction and establishes effective ways for closing the gap in own sector. + + + + Effectively communicates and interprets the strategic vision to employees within area of responsibility. +Clearly articulates and promotes the significance and impact of employee contributions to promoting and achieving organizational goals. +Monitors work of team to ensure alignment with strategic direction, vision and values for the organization. +Identifies potential future directions for work area in line with vision. +Proactively helps others to understand the importance of the strategy and vision. + + + + Foresees obstacles and opportunities for the organization and acts accordingly. +Defines issues, generates options and selects solutions, which are consistent with the strategy and vision. +Scans, seeks out and assesses information on potential future directions. +Provides direction and communicates the vision to encourage alignment within the organization. +Energetically and persistently promotes strategic objectives with colleagues in other business lines. + + + + Focuses on a single area of expertise. +Produces analytic and candidate design models to be used for further analysis (e.g., telecommunications, networks). +Demonstrates awareness of other architectures +Validates models created by projects and/or junior staff +Signs off functional models + + + + A good understanding of architecture across the business lines and how they interact although I focused on a single architecture +That I was able to produce frameworks for a single architecture +That I was able to assess new requirements and make design recommendations +That I signed off on architectural models +That I was able to manage transformations +That I was able to define metadata models and information models +That I was able to monitor standards +============================================== + NEW +============================================== +Demonstrates good understanding of architecture across the business lines and how they interact but focuses on a single architecture. +Produces frameworks for a single architecture. +Assesses new requirements and makes design recommendations. +Signs off architecture models. +Manages transformations. +Defines metadata models and information models. +Monitors standards. + + + Creates basic models based upon specifications. +Defines key terms and concepts. + + + + Possesses basic understanding of architecture principles. +Reads and understands architecture specifications and models. +Distinguishes between different architecture domains. + + + + Understands how architecture relates to the organization's vision, how new business fits in the current business lines, the integration of business and technology, and relates government priorities to target architectures. +Builds corporate data models. +Delivers and signs off frameworks for architectures and integration models. +Recommends priorities for business based upon the architecture. +Understands and applies TB standards (e.g., ISO, WC3 Quality standards). +Addresses governance issues. +Defines metadata models at the enterprise level, information models and the interoperability model. +Extends the body of knowledge and contributes to government standards. + + + + Works at the "integration level" by understanding the business architecture and its relationship to other architectures. +Makes recommendations to senior management on strategies and plans. +Carries out environmental scans of architecture. +Assesses corporate impacts of changes and recommends strategies to senior management. +Develops complex business cases across multiple business lines and platforms. +Sets standards for compliance and governance structures. + + + + Understands client business requirements, business roles, business planning and business processes. +Understands and works within governance principles. +Understands audit and compliance principles, change management principles and the impact of changes. +Understands how technologies can enable business processes. +Translates business requirements into technical requirements. +Develops clear requirement statements that reflect business needs as well as privacy, accessibility for persons with disabilities, usability and inter-operability. +Develops simple business cases. +Carries out simple business process reengineering, models and redesign processes. + + + Demonstrates awareness of business rules and concepts. + + + + Understands business lines. +Understands basic government and departmental services. +Drafts simple requirements. + + + + Validates business requirements, applies government and corporate priorities. +Gathers/refines complex business requirements, recommends or makes decisions on business requirements / interdependencies. +Develops complex business cases. +Carries out impact analyses and environmental scans to make recommendations. +Leads business process reengineering. +Presents and defends complex positions and strategies for business decisions, processes and plans. +Guides other business analysts. +Advises on compliance, governance structures and audit principles. + + + + Demonstrates awareness of the platform principles and procedures. +Understands need for capacity planning and performance management. +Operates the platform at a simple level under supervision. +Demonstrates awareness of the standards for the platform. + + + + Understands the platform technology and concepts. +Understands how basic concepts relate to each other and applies them. +Understands how the platform integrates with other environments, at a basic level, from an end-user perspective. +Operates the platform at a simple level. +Troubleshoots basic physical or software problems. +Understands and applies the standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + + + + Demonstrates broad knowledge of Government of Canada and the role of PWGSC in procurement. +Understands the values and ethics involved in procurement. +Demonstrates basic understanding of procurement process for IT services and goods. + + + + Knows the procurement cycle and processes, gathering of information through RFIs and RFPs, roles of interdepartmental partners and the proposal/ evaluation processes. +Demonstrates a general knowledge of procurement and conducts low-level procurement. +Evaluates products and services and identifies the vehicle(s) to use. +Provides advice on reporting and inventory, policies and procedures. +Establishes partnerships with Finance. +Understands IT asset business and language. +Formulates and applies performance management guidelines to asset management. + + + + Understands Treasury Board and corporate processes, standards and governance structures. +Assists in gathering requirements from the business. +Understands internal procurement processes for IT services and goods. + + + + Understands basic concepts (e.g., project goals, risk, scope, participants’ roles, planning and the importance of project management principles such as time, cost and quality management). +Provides input to project plan. + + + + Manages a complete multi-stage project in own area. +Identifies, allocates and manages resources needed to meet project objectives. +Develops and manages the project plan, including timelines, deliverables, milestones and costs. +Identifies potential roadblocks and risks and develops contingency plans to deal with them. +Oversees implementation of the project plan, monitors progress, resource usage and quality, and makes needed adjustments. + + + + Understands project reporting. +Develops simple project plans including work breakdown structure and estimates. +Identifies and escalates issues and potential delays. +Manages small, straightforward projects or specific components of larger projects. + + + + + Manages complex, multifaceted/ interrelated projects that span own area or department boundaries. +Conducts comprehensive risk assessment and develops plans for eliminating or mitigating the risks identified. +Mentors other project managers. +Understands the impact of the project on the department as a whole. +Develops complex plans (e.g., with interdependencies or cross-department). +Implements standards, including those related to privacy, accessibility for persons with disabilities, usability and inter-operability. + + + +  Demonstrates awareness of security requirements. + Demonstrates awareness of certification policies. + Demonstrates awareness of privacy requirements and standards. + + +  Understands concepts of IT security and its application to computer systems architecture. + + + + + + + + + + + + + IT Senior Advisor, IT Enterprise Architecture + +* CLIENT SERVICE RESULTS * + +Expert technical advice and strategic direction on the evolving state of the department/agency's enterprise architecture, and the provision of enterprise architectural frameworks, standards, policies, plans and designs for business and technology solutions and services, in support of service delivery to internal or external clients, and stakeholders. + +Definitions: + +IT infrastructure – refers to the set of hardware, software and networks including, as examples, Local Area Network, Municipal Area Network and Wide Area Network (LAN/MAN/WAN) systems, cloud technologies and services, networking devices, workstations, computers, mobile devices, voice/data systems, servers, IT peripheral equipment, operating system and enterprise software, and IT-related systems. + +Service management – refers to the set of service capabilities and practices used to operate and maintain IT services for clients and stakeholders. + +Systems development life-cycle methodologies – refers to the methodologies used in planning, requirements and analysis, design, development, integration, testing and implementation of information systems and software solutions for clients and stakeholders. + +* KEY ACTIVITIES * + +Acts as the department/agency's expert technical authority on the acquisition, development, integration, testing, implementation and maintenance of enterprise architecture and services. Leads or participates in project teams involved in specialized enterprise architecture projects. + +Provides expert advice to senior management, clients and colleagues on current and required technical changes to the departmental/agency enterprise architecture and services, frameworks, strategies and roadmaps, technologies, tools and products, cloud technologies and services, technology interoperability on various platforms, technology life cycle management, integrity of corporate and client applications, the roll-out of technologies, service management and technical support in order to achieve the department/agency's corporate objectives. + +Provides expert technical advice and guidance to senior management, other departmental organizations, and external client and partner organizations on the design, development, integration, testing, implementation and maintenance of enterprise architecture. Provides expert advice to support managers and project teams on all technical issues relating to enterprise architecture. + +Designs and develops departmental/agency enterprise architecture frameworks and roadmaps, and develops and recommends large, strategic enterprise architecture improvement initiatives to departmental/agency stakeholders, in order to ensure that the enterprise architecture and services effectively support the department/agency's requirements. + +Advises clients on IT policies, procedures and standards, interprets and disseminates government policies, standards and guidelines, and develops and implements departmental/agency standards and policies. + +Researches best practices and current trends in enterprise architecture and services, engages in technical activities, resolves technical issues and facilitates technical solutions. + +Represents the organization on internal, inter-departmental/agency and other government committees, meetings and working groups concerned with enterprise architecture, and liaises with industry representatives while conducting research into new technologies. + +Provides expert advice to senior management to support decisions to improve various aspects of the departmental/agency enterprise architecture including technical support, enterprise architecture frameworks, strategies and roadmaps, technologies, tools and services, and problem management. + +Chairs and facilitates project-related meetings with project sponsors, other stakeholders and vendor representatives. + +Develops strategies and project plans for management approval. Negotiates service level agreements and goods and services contracts with suppliers. Prepares requests for proposal specifications and develops evaluation criteria. + +* SKILL * + + +The work requires knowledge of: + +• Theories, principles and practices of computer science, information systems, IT infrastructure, cloud technologies and services, systems development life-cycle methodologies, information management and information technology (IM/IT), IT architectures, service management, quality assurance and testing, problem management, IT security, enterprise architecture, enterprise architecture methodologies, and IT strategies and plans. This knowledge is required to support enterprise architecture and services, to ensure optimum enterprise architecture and services, and to serve as an expert source of knowledge in issue and problem resolution. + +• Principles, theories and practices of enterprise architecture and design, hardware and software engineering, systems development, management and maintenance in order to address and resolve complex, large and wide-ranging enterprise architecture requirements, planning and projects for the department/agency and departmental/agency clients that ensures robust, reliable enterprise architecture solutions across all departmental/agency IT infrastructure and platforms including enterprise servers, cloud technologies and services, storage devices and systems, mobile devices, and other related IT systems. + +• Enterprise architecture solutions, technologies and industry-wide platform standards in order to provide expert advice and guidance to clients and senior management on major decisions for enterprise architecture improvements; and to provide resolution to complex technical issues, identify and document key technical requirements, lead in-depth technical research studies, influence contracting and outsourcing decisions, and design, develop and implement enterprise architecture strategy, policy and service delivery. + +• Government and departmental/agency policies, programs, objectives, services and priorities in order to recommend options and solutions to enhance departmental/agency enterprise architecture and services, in keeping with departmental/agency directions. + +• Departmental/agency, federal, Canadian and international standards in enterprise architecture processes, practices, services and tools in order to facilitate technical support and services with architectural frameworks, strategies and roadmaps, platforms, technologies, tools, vendor and contract management, cloud technologies and services, technology interoperability on various platforms, technology life cycle management, integrity of corporate and client applications, roll-out of technologies, and problem management in enterprise architecture. + +• Business activities, operations and services in order to evaluate proposals, recommend enterprise architecture IT solutions and reach consensus among client groups on issues such as technical and client requirements, and the implementation of organization-wide enterprise architecture IT standards. + +• Legislation, regulations and government policies in order to provide advice, guidance and support to senior management, clients and technical staff on enterprise architecture solutions and services. + +• Principles, techniques and practices of project management in order to plan, allocate, monitor and approve the work performed by project teams on enterprise architecture projects, programs and research for delivery of enterprise architecture and services. + +• Negotiation theories and practices in order to effectively work with a variety of internal and external stakeholders and senior management to determine complex service agreements, resolve contracting disputes and issues, understand positions on requirements, coordinate technical projects with various departmental/agency partners, and seek resolutions to contentious technology problems. + +• Principles, theories and practices of service management to contribute to the planning and management of enterprise architecture and services. + +• Contract management policies, practices and procedures in order to develop, negotiate and manage goods and services contracts related to enterprise architecture and services. + +The work also requires: + +• Analytical skills in order to conceptualize and articulate the development of enterprise architectures, frameworks, strategies, services and plans. + +• Analytical skills in order to identify and assess complex technical issues and key technical requirements, to evaluate and influence sourcing and contract decisions, to develop service delivery strategies, and to research technical studies and trends with enterprise architecture and technologies and industry-wide platform standards, for the purpose of departmental/agency enterprise architecture improvements. + +• Verbal and writing skills in order to communicate complex technical information, to provide authoritative technical advice and guidance to clients, management, contractors, suppliers and other technical staff, and to make presentations to senior management. + +• Negotiation and consultation skills in order to outline and resolve key technical requirements with clients, to negotiate service levels and service agreements with partners and suppliers, and to gain support from senior technical staff on the resolution of complex technical issues and development of enterprise architecture. + +• Writing skills in order to produce technology strategies, complex technical documents, plans, contract specifications, correspondence and other documents related to enterprise architecture. + +• Communication skills in order to articulate technical information, to provide expert advice, and to make presentations to senior management and key stakeholders dealing with complex technical subject matter. + +• Coaching and mentoring skills in order to coach individuals in technical skills and abilities. + +• Maintaining knowledge of trends, developments and challenges in business, technology, enterprise architecture, service management, testing, project management methodologies and practices, in order to serve as an expert source of knowledge. Participates in symposiums and seminars related to enterprise architecture. + +* EFFORT * + + +Intellectual: + +Intellectual effort is required to: + +• Conceptualize and articulate the development of complex enterprise architecture and frameworks, working effectively with a variety of senior departmental/agency and external stakeholders, and maintaining a strong understanding/focus on departmental/agency demands and competing priorities, leading to the development of large-scale enterprise architecture strategies, plans and systems that meet the department/agency's technology goals and objectives. + +• Conduct research and assess trends and developments in order to identify opportunities for the enhancement of departmental/agency processes that could result in cost savings, increased productivity and improved client service. + +• Provide expert advice in order to respond to business needs using enterprise architecture and services and provide direction and guidance to stakeholders. + +• Review complex technical reports, product evaluations and proposed system plans, working with senior technical personnel within the department/agency, central agencies and external departments/agencies, in order to determine options and alternatives and to minimize risks for major improvements to the departmental/agency enterprise architecture and services. + +• Design and develop enterprise architecture and frameworks, write detailed technical reports, recommend new initiatives or services, develop and evaluate recommendations, make presentations to senior client representatives, and negotiate goods and services contracts with suppliers. + +• Identify and analyze the IT needs of the department/agency and the path of the evolution of the enterprise architecture and services which can best address those needs; make recommendations to corporate IT senior managers and to clients. + +• Develop and prepare requests for proposal specifications, determine evaluation criteria, prepare project plans, and negotiate service level agreements and goods and services contracts with suppliers. + +• Research technical studies and evaluate trends with enterprise architecture and technologies and industry-wide platform standards in order to: guide management and departmental/agency decision-making on enterprise architectures improvements; identify and resolve complex technical issues and key technical requirements for sourcing and contract decisions; and develop, design and implement information systems strategies and policies used in service delivery. + +Judgment and innovative thinking are required to advise and make recommendations on services and systems for clients that meet complex departmental/agency technology goals and objectives. + +Activities, recommendations and decisions have an impact on the department/agency and affect: the successful planning, development and delivery of the department/agency's enterprise architecture and services; the expenditure of funds related to budgets, contracts and capital expenditures; the effective utilization of human resources; the development of detailed enterprise architecture frameworks, technology strategies and policies; the attainment of corporate objectives and the alignment of expected results; and on the efficient technology operations and services provided by the department/agency. + +Sensory: + +The work requires regular periods of sensory effort, such as listening, and reading or reviewing data and documentation. Sustained attention is required to detect errors and inconsistencies in the implementation of the enterprise architecture and services. + +Physical: + +The work requires sitting for prolonged periods while writing reports, business plans, presentations and memos, and while participating in lengthy meetings and conference calls; however, there is the opportunity to take breaks or to shift between tasks. + +* RESPONSIBILITIES * + + +Responsible for contacts with senior departmental/agency managers, central agencies, other external organizations, senior technical staff, clients and stakeholders, in order to negotiate and obtain agreement on requirements for services, consult on the resolution of complex technical issues, and seek common understanding and support on key technologies and frameworks on which to base solutions. + +Acts as the departmental/agency authority and provides expert technical guidance to technical advisors, managers, program specialists and work teams; leads inter-departmental/agency committees and diverse project teams on an ad hoc basis. Provides input to performance appraisals for technical personnel assigned to projects. + +Contributes to plans for financial resources for projects and ongoing operational needs, prepares cost estimates and recommendations (including cost benefit, technical and risk analysis) for equipment, software, contracts or professional services, and prepares business cases in order to help determine the most cost effective and lowest risk approach for developing, implementing and maintaining enterprise architecture and services. + +Manages allocated ad hoc project budgets, identifies the need for expenditures for supplies, equipment and contract services in order to support project requirements within approved budgets. Negotiates and manages service level agreements and contracts with suppliers of technical expertise and computer systems software; commits expenditures within established guidelines and procedures. Initiates contract process for services and approves payments on the fulfillment of contract technical specifications. + +Chairs or facilitates project-related meetings with project sponsors, other stakeholders and vendor representatives. + +* WORKING CONDITIONS * + + +Psychological: + +The work requires continuous exposure to heavy workloads, tight deadlines, changing priorities, pressure for immediate problem resolution and competing demands from clients and stakeholders. + +Physical: + +There is a requirement to work in a typical or open office environment resulting in frequent distractions from office conversations, telephones and interruptions from colleagues. + + + + + + + + + + + Technical Competency Dictionary for the IT Community +Community & Collaboration Division (CCD) +Treasury Board of Canada, Secretariat +November, 2011 + +Introduction +Competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviours needed for successful job performance. Often competencies reflect very general attributes common to all jobs (e.g., analytical thinking, problem solving, client orientation). However, the goal of the present exercise was to identify technical competencies - competencies required from incumbents occupying various jobs/roles in the IT Community that reflect the unique knowledge and skill set expected from these IT employees – that would complement the Behavioural Competency Dictionary. The resulting Technical Competency Dictionary for the IT Community was developed in partnership with subject matter experts in the IT Community and is the outcome of numerous interviews and discussions with CS representatives in different roles and levels from several large departments. + +How Are the Competencies Structured? +For all competencies in the dictionary, a brief definition is provided as well as a list of points of knowledge required. Each competency also includes a proficiency scale that indicates the full range of expression of the competency. Each proficiency scale has five levels indicating the depth and breadth to which knowledge and skill are required in the job. Each proficiency level is described in terms of behavioural indicators. The behaviours at each level of the scale are illustrative rather than definitive; that is, other examples of behaviour are possible and can be used at each level. Each competency scale is cumulative which means that, although behaviours from lower levels are not repeated at higher level, they nonetheless apply. + +1. Introductory - Demonstrates introductory understanding and ability and, with guidance, applies the competency in a few simple situations. +2. Basic - Demonstrates basic knowledge and ability and, with guidance, can apply the competency in common situations that present limited difficulties. +3. Intermediate - Demonstrates solid knowledge and ability, and can apply the competency with minimal or no guidance in the full range of typical situations. Would require guidance to handle novel or more complex situations. +4. Advanced - Demonstrates advanced knowledge and ability, and can apply the competency in new or complex situations. Guides other professionals. +5. Expert - Demonstrates expert knowledge and ability, and can apply the competency in the most complex situations. Develops new approaches, methods or policies in the area. Is recognized as an expert, internally and/or externally. Leads the guidance of other professionals. + + + Behavioural Competency Dictionary +Treasury Board of Canada, Secretariat +November 2011 + +What are Competencies? +Competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviours needed for successful job performance. Competencies are not new. What is new is their integrated use across human resource functions. + +How Are the Competencies Structured? +For all competencies in the dictionary, a definition is provided. Each competency also includes a proficiency scale that indicates the full range of expression of the competency. Most proficiency scales have five levels. Each proficiency level is described in terms of behavioural indicators. The behaviours at each level of the scale are illustrative rather than definitive; that is other examples of behaviour are possible. Each competency scale is cumulative which means that, although behaviours from lower levels are not repeated at higher level, they nonetheless apply. + +How to Use this Dictionary? +The contents of this dictionary represent the behavioural or non-technical competencies that apply to jobs in the federal Public Service. The dictionary can be used for a variety of purposes including recruitment and staffing, learning and career development and performance management. For each job, choose the competencies and proficiency levels that are most critical to performance excellence. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + OCHRO Digital Suite of Tools +Universal Competencies (ALL) + + + + v0.1.20211015 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + http://www.gcpedia.gc.ca/wiki/CIO_Suite/Organizational_Models/Enterprise_Architecture +Enterprise Architecture Option 1.1.1 + +What are Competency Dictionaries? +https://www.gcpedia.gc.ca/wiki/CIO_Suite/Competencies/Dictionaries +Competency dictionaries are catalogues of all competencies, both behavioural (non-technical) and technical, that apply to an organization or a community. They describe successful performance as observable, measureable behaviours and ensure that there is common, universally understood terminology linked to performance expectations. (For example, a consistent, clear description of what effective communication looks like on the job.) + +There are two types of competencies required for success in IT jobs: + +Behavioural competencies reflect general attributes that are common to many jobs. They are fundamental to success, transferrable and they enable employees to be versatile. Examples of behavioural competencies include creative thinking and risk management. +Technical competencies reflect the technical knowledge and skill required to perform in an IT discipline, function or "stream". Like behavioural competencies, they too are fundamental to success and are described in the dictionary as on-the-job actions. Examples of technical competencies include business analysis and testing. + +Universal Competency Levels +http://www.gcpedia.gc.ca/wiki/CIO_Suite +LEVEL - BEHAVIOUR - BEHAVIOUR DESCRIPTION - FOCUS +1 - Introductory +Demonstrates introductory understanding and ability and, with guidance, applies the competency in a few simple situations. +Applying this competency, with guidance, in a few simple situations. + +2 - Basic +Demonstrates basic knowledge and ability and, with guidance, can apply the competency in common situations that present limited difficulties. +Applying this competency, with guidance, in common situations that present limited difficulties. + +3 - Intermediate +Demonstrates solid knowledge and ability, and can apply the competency with minimal or no guidance in the full range of typical situations. Would require guidance to handle novel or more complex situations. +Minimal or no guidance required in the full range of typical situations. Guidance required with novel or more complex situations. + +4 - Advanced +Demonstrates advanced knowledge and ability, and can apply the competency in new or complex situations. Guides other professionals. +Applying this competency in new or complex situations. Able to guide others. + +5 - Expert +Demonstrates expert knowledge and ability, and can apply the competency in the most complex situations. Develops new approaches, methods or policies in the area. Is recognized as an expert, internally and/or externally. Leads the guidance of other professionals. +Applying the competency in the most complex situations and developing new approaches, methods or policies. Recognized widely as an expert. Leads the guidance of others. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + OCHRO Digital Suite of Tools +Universal Competencies (ALL) + + + + v0.1.20211015 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + OCHRO Digital Suite of Tools +Org Structure (EA Option 1.1.1) + + + + v0.1.20211015 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Enterprise Architecture Option 1.1.1 +http://www.gcpedia.gc.ca/wiki/CIO_Suite/Organizational_Models/Enterprise_Architecture +Technical Advisor: GNCS030003 --> GCIT030003 +Project Leader: GNCS030004 --> N/A +Senior Advisor: GNCS040003 --> GCIT040003 +Manager (4-10): GNCS040004 / GNCS041004 / GNCS050001 --> GCIT040004 +Director (4-50): GNCS051001 / GNCS052001 --> GCIT051001 + + + + + + OCHRO Digital Suite of Tools +GNCS040003 Senior Advisor +Competency Profile + + + + v0.1.20211015 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + CS *and* IT Classification + + + + + + + + + diff --git a/raw-data/github/archimate/The_Open_Group_CA_RA_c224-model.archimate b/raw-data/github/archimate/The_Open_Group_CA_RA_c224-model.archimate new file mode 100644 index 00000000..4093d3ce --- /dev/null +++ b/raw-data/github/archimate/The_Open_Group_CA_RA_c224-model.archimate @@ -0,0 +1,11185 @@ + + + + + Ground operations handle aircrafts, passengers and freight on the ground, typically at an airport. One important effort of ground operation is, after the safety and the quality of service, minimizing the ground time of aircrafts. Aircraft Maintenance is excluded. + + + Station Management is part of the Ground Operations Capability (Domain). According to (IATA, Air Industry Data Model) station is just a generic term for airport. This Capability (Group) handles the management services and processes at an airport. The following tasks are within the scope of this Capability (Group). The Management ramp (agent) activity supervises handling of baggage, techniques, freight, food, and cleaning, boarding, deboarding, (un-)loading. Furthermore the Management airport information handles and provides information like minimum ground times, connecting times, airport master data. Moreover, passenger streams Management is dedicated to minimizing of passenger transfer time and of aircraft ground time at an airport. The equipment Management handles the ground service equipment. Also, information to ground handling staff provides global work instructions and irregular information. The lounges management handles and analyze the using of passenger Lounges at an airport. Lastly, the Management of Irregularities recognizes records and resolves non-standard situations at an airport. + + + Load Planning is a sub domain of the Network & Fleet Planning domain. (IATA, IATA Ground Operations Manual) defines ground operations related to loading of an aircraft: load planning, load control flow and load reporting. These operations are the subject of the sub domain load planning, which has following tasks. It is responsible for preparing & calculating the electronic load plan and optimizing load planning for aircrafts considering account load limitations, individual baggage priorities and dangerous goods restrictions. Moreover it is aligning load process with all neighboring processes, e.g., boarding of aircraft. This domain is also providing load info to ramp agents and to the flight crew. + + + Ground Staff Management is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. It is responsible for planning ground manpower and does the shift planning. Moreover it manages activities like rostering and disposition. + + + Airport Infrastructure is a sub domain of the Network & Fleet Planning domain. The following task is within the scope of this sub domain. Airport Infrastructure is responsible for providing specific airport infrastructure and processes, i.e. CUTE, CUSS, CUPPS + QBG + + + Passenger Services is part of the Ground Operations Capability (Domain). The ground operations primary related to the passenger until they entered the aircraft are the subject of this Capability (Group). It includes following tasks. It is managing check-in and boarding process including check of reservation vs. ticket, documents issuing for boarding pass, voucher, "etix®" receipts, includes Self-service check-in incl. baggage (kiosk, web and mobile). It is also responsible for automatic check-in, interline through check-in processes. Furthermore it is accepting of baggage and collecting excess fees and fees for additional chargeable services (e.g. ASR). Moreover it is handling passengers on waiting list and irregularities like over bookings and checking documents required for checked-in segments (APIS, Passport and Visa) and transmit data. Lastly, it is issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations + + + Baggage Services is part of the Ground Operations Capability (Domain). The following task is within the scope of this Capability (Group). It reconciles baggage and flights, track baggage and trace baggage and reunites baggage with owner in case of losses. Furthermore it is responsible for managing loading and unloading activities of the baggage to and from aircraft. It also manages unloading of baggage of passengers who fail to board the flight. Moreover it redirects baggage that missed a flight and interacts with airport baggage management. Lastly this domain is monitoring and quality assurance of baggage processes. + + + + The Product Management & Design Capability (Group) is within the Product Capability (Domain). It consists of several tasks related to its Air Products, Ground Products, the product strategy, ancillary services, corporate design and the customer experience. It is responsible of defining and developing the product portfolio and product strategy of Product Ground and Product Air. It also defines and develops customer experience on board for different products parts (i.e. Cabin interior, Seat and bed, Services, in-flight entertainment and multi media). This domain also defines and develops customer experience for products on ground and reviews and develops the customer experience of all kinds of products like food and beverage. Lastly, it manages corporate design and branding of the company. + + + Inventory Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It is managing all flight related inventory restrictions / allotments, e.g. available seats, cap left for Special Service Requests (SSR)’s such as special food requirements, wheelchair, seat at window, etc. It is responsible for managing all flights with their available seats and divides seats into service classes and booking classes, for which different prices and booking conditions apply. The inventory management also distributes the schedules. + + + + Sales Agent Channels is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides all sales channels and allows sales agents to sell products (indirect/direct sales, domestic/international, online/offline and group sales). Moreover it is responsible for allowing corporate sales account to sell products (to business, domestic/international, online/offline and group sales). Lastly, it provides sales data reports and statistics for agents. + + + Sales Channel Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It set up sales channel strategy like B2B, agent, direct sales or agencies. It also defines sales channels, agents, company business and group travel. Furthermore it is responsible for the Account Management, which analyzes and monitors B2B customer relationship, Maintains B2B data, provides B2B customer care function and processes. + + + Reservation Ticketing is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It provides interfaces to external global distribution systems (GDS), such as Amadeus and independent online sites. The interfaces comprise technical functionality required to communicate with external systems, but not the GDS business functionality itself. It is also responsible for enabling call center agents to sell the airline’s product(s) and services, to inform customers, sell tickets to customers and provide services, such as ticket/EMD issuing, rebooking, reissuing, refunding. Furthermore it manages reservations and ticketing, i.e. preparation of "etix®" tickets, issuing of paper tickets, EMD’s, rebooking, reissuing, refunding, collection of payments. Lastly, it provides direct connect interface to third parties. + + + Direct Sales Channel & Shopping is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides direct sales channels and is responsible for the search of products (i.e. flight products and bundles). It also creates offers (including ancilliaries) and reservations and handles the (re-)book and order. Furthermore the sub domain is responsible for ancillary services, cross-selling, up-selling, product bundling and provides a shopping cart. + + + This Capability (Domain) covers the development and management of the commercial planning, strategic alliances and partnerships capabilities and also includes the commercial strategy. It includes the initial selection and on-going negotiations with alliances and partners, and the contracting, on-boarding and exiting activities. + + + Fleet Planning is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. It plans the future fleet size and the needed capacity and composition. As well as the configuration need and the delivery schedule. It is also responsible for supporting processes around A/C sourcing and Entry Into Service (EIS). + + + Network Management is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. The following tasks are within the scope of this sub domain. Network Management designs and optimizes airline's flight network regarding bases, destinations, routes and frequency of flights between the destinations to optimize yield and profitability. It also evaluates partner potential and opportunities concerning network and slots, sales and markets, product, alliances. + + + Network Data Analysis is a sub domain of the Network & Fleet Planning domain. The following tasks are within the scope of this sub domain. It analyzes market and customer data and prepares database to facilitate network planning and scheduling process. Furthermore it gathers data to allow analyses to understand and predict historic and future schedule preferences of customers. This domain is also responsible for gathering actual flight related cost data and provides predictions of cost figures for subsequent analysis processes. It creates origin and destination (O&D) view on customer's movements. Lastly, it feeds data into revenue/yield management and network planning processes to improve various optimizers. + + + Co-operations & Alliances is part of the Network & Alliances Capability (Domain). The following tasks are within the scope of this Capability (Group). The following task is within the scope of this sub domain. It provides reporting and accounting for alliances and joint ventures. + + + + Cargo operations handle items, which are carried by an airline usually by order of a forwarder. The operations on passenger’s baggage, however, are not seen as cargo handling, but rather as Ground Ops. + + + Cargo Management is part of the Cargo Capability (Domain). The following tasks are within the scope of this Capability (Group). It is responsible for the strategy components within this domain. It develops the cargo domain strategy and develops the products and services which are needed to perform the tasks. The other task is managing Cargo network & scheduling relations. + + + Forwarding is part of the Cargo Capability (Domain). According to (IATA, Air Cargo Industry Master Operation Plan) some cargo operations are regarded to the forwarder. +The following tasks are within the scope of this sub domain. It receive shipment validates security and customs status of a shipment, unloads the trucks, screening shipment, places freight into a warehouse. Moreover it is responsible for the handover shipment to forwarder includes also verifying customs release status, handover documents and preparing shipment for handover. + + + Cargo Station Management is part of the Cargo Capability (Domain), which takes care of the activities related to the Cargo stations. According to (IATA, Air Cargo Idustry Master Operation Plan) these cargo operations are regarded to the airline. It prepares freight for the flight plans flights and collects freight for flights. It is also responsible for departure activities move freight from warehouse to park position, load it into an aircraft and resolve all discrepancies between plan and actual load. Moreover it takes care of arriving activities unload freight from aircraft and store it on destination. Lastly, the carrying sub domain handles warehouse activities i.e. the freight in airline’s warehouse at departure and at arrival. + + + Manage end-to-end airline MRO (Maintenance, Repair, and Overhaul also referred to as Engineering) and CAMO (Continuing Airworthiness Management Organization) operations and all related aircraft asset handling. Maintenance may be defined as, "All actions which have the objective of retaining or restoring an item in or to a state in which it can perform its required function. The actions include the combination of all technical and corresponding administrative, managerial, and supervision actions.“ + + + Maintenance & Testing is the only domain of the Maintenance domain. The following tasks are within the scope of this sub domain. It defines the process for overall inspection, repair, overhaul and maintenance of aircrafts, machines and components. Maintenance is responsible for managing scheduling for compulsive viewing and maintenance and operations of compulsory quality assurances. Furthermore it does the maintenance of products on board (IFE) ground and the internet on board. Lastly, it needs to manage scheduling and is dependable for all kinds of product tests + + + The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is 5th of September then the time horizon of operations control is 3rd of September, 00:00 UTC to 5th of September, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. +Before the operations control phase occurs the planning phase that starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. +The main objects these processes work with are so-called “Rotations” (either aircraft related or crew related). A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end. + + + Operational Flight Planning is a sub domain of the Flight Ops domain. An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn ("trip fuel") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +In summary, the following tasks are within the scope of this sub domain. It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. Lastly, it prepares and provides briefing documents to crew. + + + Operations Planning & Control is part of the Flight Operations Capability (Domain). An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn ("trip fuel") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +Ensuring that the aircraft and the pilot are in the right place at the right time, both currently qualified and serviceable, is what an operations manager does. Multiply that by the number of flights per day, and that’s what the operations control department does – it keeps the airline working from moment to moment despite disruption by weather and a thousand other possible occurrences or mishaps. +Take so-called low cost carriers as (somewhat) simple examples. They can be big (300+ aircraft), but are designed for engineering and operations simplicity. They always aim to run single-type fleets with the cabin configuration completely standardized, so any aircraft in the fleet can perform any route, and all flight and cabin crew are type-rated on every aircraft. They are mainly short-haul, and if there are no mishaps every crew finishes each day going home rather than to a hotel. The ops departments can be rather small. +On the other hand, the ops staff at a big intercontinental carrier faces a far more complex task. For example, big carriers have to deal with a lot of aircraft with various different basic types, both short and long haul, and within those type groups there are multiple cabin configurations and – sometimes – different engine fits. Just because a route is normally served by a Boeing 777, if the scheduled one falls out, the ops department has to ensure that a schedule on which First Class tickets are sold is matched with a four-class configured 777 rather than a three-class version. +Operations control solves problems. It matches the airline’s assets – human and hardware, to the promised schedule, come what may. It takes just the smallest twitch of the weather somewhere in the world, or pilots and cabin crew reporting sick, or an unexpected component failure on an aircraft, for the carefully choreographed system to start tumbling unless a way can be found to arrest it. +It’s like juggling, but instead of balls, clubs, rings etc, the props are aircrafts with their maintenance schedules, pilots with their rosters, duty time limitations and recurrent training requirements, cabin crew likewise, airports with curfews, notams and changing weather forecasts, down-route accommodation for crew, passenger management – especially in the case of delay or cancellation, onboard medical emergencies, cargo management, aircraft weight and balance, dispatch coordination, and diversions. +Big, intercontinental carriers have to manage thousands of departures a day around the globe, carrying hundreds of thousands of passengers. It doesn’t require a lot of imagination to understand that every decision, action or inaction of the operations control department has a serious impact on the overall performance of an airline. +In summary, the following tasks are within the scope of this Capability (Group). It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. It prepares and provides briefing documents to crew. It monitors flight plan, identify and evaluate irregularities, i.e. delays caused by ATC or weather. Furthermore it handles irregularities keeping schedule deviation impact and costs as little as possible and interferes with flight plan to minimize disruptions (aircraft change, crew recovery). It is responsible for optimizing the fuel usage and coordinating ATC-slots with Eurocontrol. Lastly, it plans emergency response and does the Flight Dispatch and Crew dispatch. + + + Crew Management is a sub domain of the Flight Ops domain. Crew related costs are second only to fuel costs, typically accounting for about 10% - 20% of an airline's cost base. With such a large amount of money being spent on crew, even small improvements can result in significant savings. Of the several buckets that make up crew costs, crew supply chain performance (movement of crew from upstream manpower planning process to training, scheduling and tracking along with its critical interdependencies) is perhaps the only area which can be significantly optimized without pain. Schedule changes, both voluntary and involuntary, make the best laid out plan go awry resulting in inefficiencies in crew supply chain (swing from too many crew to too few). This leads to avoidable hidden costs and revenue leakages. +The following tasks are within the scope of this sub domain. It defines company recruiting standards (soft and hard facts) for cockpit instruction & ready entries and cabin). Defines marketing for recruiting. Executes recruiting process. It also derives crew demand from network capacity planning. This sub domain optimizes costs for crew under consideration of overall network in crew-pairing step. Furthermore it maps actual crews against each pairing in crew-rostering step. Considers legal restrictions, crew training and preferences from crew staff. It also ensures crew licensing and provides crew information. Crew Management is responsible for crew training management (simulator planning, cabin training, qualification request management) and crew monitoring and tracking, irregularities handling (e.g. check of crew duty limitations in terms of legal operation). Lastly, it is responsible for the communication with Crews, e.g. via crew portals and the preparation of all crew related dispatch activities. + + + Flight Support is a sub domain of the Flight Ops domain. The major components needing to be coordinated for any given flight include the aircraft and support equipment, cockpit and cabin crews (together known as the “flight crew”), maintenance, and ground service personnel. Although the maintenance and ground crew activities are critical to support flight operations, the emphasis in this sub domain is on the regulation and scheduling of the flight crews to conduct a given flight. +In many cases, crewmembers may have never worked together prior to a particular flight. In order to maintain a safe, smoothly functioning and efficient operation, airlines and regulators have developed very detailed procedures to be executed by crewmembers that leave very little room for improvisation. These procedures, including normal, abnormal, and emergency conditions, are detailed in the crewmember’s operating manuals and backed up through a system of checklists which are cross-checked between flight crewmembers. It is the responsibility of the training or flight standards department to establish crewmember proficiency and currency. The Captain, however, is always ultimately responsible for the safe and efficient conduct of the flight and in extraordinary circumstances may deviate from a procedure or regulation under his or her command authority (Captain’s Emergency Authority). +The cabin crew is primarily responsible for passenger safety during the flight. Other duties include providing customer service products (meals, entertainment, etc.) and assistance with boarding. Flight attendants receive specialized training in aircraft emergencies, evacuation procedures, medical issues and health hazards, care of special needs passengers, flight regulations and meal service. +Activities before take-off include flight planning, passenger processing, aircraft preflight, fueling, and other required ground processes. The preflight activities are orchestrated so as to achieve an “on-schedule” pushback from the departure gate, although any maintenance and gate hold issues must also be considered. +While taxiing to the departure runway, the cockpit crew prepares the aircraft for take-off and updates the take-off performance parameters with actual load data. In addition, any departure delays, aircraft icing, and environmental conditions such as runway contamination may need to be addressed. +The take-off is a highly critical maneuver where a number of factors must be taken into consideration including airport/runway, environmental, and emergency/abnormal contingencies. Departure from the terminal area, which may include route and speed restrictions, is followed by the climb to cruise altitude. The optimum cruise altitude is determined by a number of factors including efficiency, ride comfort, other traffic and/or airspace limitations. During cruise flight, the cockpit crew must continually evaluate contingency options in the event of a passenger or mechanical disruption. In addition, some flight situations require adherence to specialized procedures including international routing, mountainous terrain, and extended overwater operations. +During descent, the crew begins preparing the cockpit and cabin for landing. In addition to conforming to ATC (Air Traffic Control) restrictions, the cockpit crew plans the approach to landing which includes consideration of the destination weather, the approach procedures available, and the equipment available on the aircraft to safely and legally complete the arrival. Factors include environmental conditions (visibility, presence of convective weather, runway conditions, etc.), availability of approach aids, aircraft mechanical condition and, if necessary, available fuel for holding. In the event of an unsuccessful approach, diversion to a more suitable landing point may have to be considered. +After landing, the aircraft is taxied to the arrival gate while the crew readies the cockpit and cabin for parking. Once the aircraft is parked, passenger disembarkation is completed as well as baggage/cargo unloading. The flight crews proceed to the next departure gate, or to the ground transportation area if their duty day is complete. +The following tasks are within the scope of this sub domain. It is responsible for Cockpit and Cabin onboard flight preparation, flight operation and Cockpit and Cabin Onboard Communication. It also does the Signature of the Load Sheet by the Captain. Lastly, it manages Onboard Flight Reporting and Onboard Passenger support + + + The business capabilities grouped by sub domains of the “Revenue Management & Pricing” domain are depicted in Figure 25. The business capabilities belonging to the “Revenue Management & Pricing” domain are described in Table 5. Several of these have to be transformed into the definitions from the NDC Implementation Guide published by the International Air Transport Association [IATA14]. + + + Group Bookings is part of the Revenue Management & Pricing Capability (Domain). It deals with checking the availability for groups and the determination of group pricing. This is necessitated by the fact that the process for booking of groups slightly differs from the standard booking process. + + + Availability Management is part of the Revenue Management & Pricing Capability (Domain). Managing booking class availability derived from outputs of Forecast & Optimization (demand and no-show forecasts, bid prices), direct availability control (in case of irregularity management), decision support for revenue controlling and availability for ancillary and special services (advanced seat reservation, wheelchair, special meal, etc.) are within the scope of the Availability Management sub domain. + + + Forecast & Optimization is part of the Revenue Management & Pricing Capability (Domain). Forecast & Optimization covers forecasts of demand, bookings, cancellations, and buy-downs. In addition, no-show figures based on historical, special and expert data are also included in this domain. The Capability (Group) also caters for the controlling of the forecast and optimization process, which are monitored here. The aim here is to optimize revenue (fare-mix, over bookings) to steer capacity based on average earnings, the management of availability, inventory and reservation data. + + + Pricing Capability (Group) is part of the Revenue Management & Pricing Capability (Domain). Pricing, includes the provision and distribution of prices and conditions for each service and the booking class on each market. Maximizing the airline's revenue, monitoring competitor’s prices and defining the price concept and strategy also fall within this Capability (Group). + + + + Customer Communication is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group): responsible for essential standard communications to the customer to be handled automatically, such as notifications about service fulfillment; e.g., flight status; manage social media communication via proactive postings, and reactions to comments and customer private messages. + + + Customer Profile Management is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). To gain basic insights into customers, the relationship data between the organization and the customer (B2C) will be proper analyzed and monitored. The customer profiles will be identified and created and the corresponding values of the customer deposited. The customer preferences will be tracked and saved to the profile. Both, static customer data (address, etc.) and dynamic data (last ordered product, etc.) as well as other customer profiling functions will be saved and deposited in the profile. + + + Marketing Management Capability (Group) is part of the Brand & Marketing Capability (Domain). The following tasks are within the scope of this Capability (Group). Every advertising, sales promotion, campaign management and similar will be managed, tracked and saved in order to have every direct Marketing activities together. Out of the customer profiles, new personalized offers will be generated based on the existing data. Depending on the context of the customer, offers will be tailored based on the data and values of the customer. In addition to that, not only the company can provide personalized offers to the customer, also the customer will be given the opportunity to personalize the offers by himself. It also comprises the enabling of services backing analyses and reports that direct or measure marketing initiatives, and that measure success of/reaction on sales actions. This comprises a Sales Cockpit, Web Tracking services (measuring/ensuring Usability) and information gathered from Social Media content. +The following tasks are within the scope of this sub domain. It is responsible for essential standard communications to the customer like notifications about service fulfillment, e.g. flight status, IRREG communication will be automatically handled. It also manages Social Media communication via pro-active postings, reactions to comments and to customer private messages will be managed. + + + Feedback & Complaint is part of the Customer & Loyalty Capability (Domain). It ensures that service quality is measured and feedback is collected from the customer perspective. It forms a basis for improving the service quality based on the feedback. The following tasks are within the scope of this Capability (Group). It is managing feedback and complaints include an analysis of the customer’s feedback which is the basis for subsequently optimizing the satisfaction and loyalty of this customer. If customers have claims for compensation, restitution, repayment or any other remedy for loss or damage those have to be managed, tracked and taken care of. + + + Loyalty is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). For rewarding loyal customer, the existing loyalty program has to be ongoing developed and managed. Loyalty partners should be managed, which is the basis for a successful loyalty program. It is also responsible for collecting and spending miles of customers should be tracked in order to keep track of current mile status of the customer. Based on a customer loyalty, the corresponding tier levels have to be managed and customers will be matched to the proper level. + + + Business Domain (Top Level Element) + +Sub domain (assigned to a Business Domain) + +For each Business Domain a Business Capability Map exists. This map assigns to each sub domain all belonging business capabilities. + +In general, business capabilities claim to be free of overlap, express abilities organizations require or offer and provided a logical grouping of these services. A business capability answers the question of “what” a service carries out, clearly distinguishing from the analogous question of “how” something is being carried out. All business capabilities, especially when introduced into a reference architecture, must conform to these principles. + + + Cargo operations handle items, which are carried by an airline usually by order of a forwarder. The operations on passenger’s baggage, however, are not seen as cargo handling, but rather as Ground Ops. + + + Forwarding is part of the Cargo Capability (Domain). According to (IATA, Air Cargo Idustry Master Operation Plan) some cargo operations are regarded to the forwarder. +The following tasks are within the scope of this sub domain. It receive shipment validates security and customs status of a shipment, unloads the trucks, screening shipment, places freight into a warehouse. Moreover it is responsible for the handover shipment to forwarder includes also verifying customs release status, handover documents and preparing shipment for handover. + + + Validating of release status of the shipment, handover documents and shipments to the forwarder or redirect it to another airline. +It includes capabilities to arrange import customer delivery or re-routing or transhipment of cargo as appropriate at the destination warehouse / depot. + + + Unloading forwarder’s truck or receiving shipment from another airline, validating of status of the shipment, screening the shipment, storing the shipment in the airline’s warehouse, confirmation to forwarder. +It also includes capabilities to determine at the originating reception how cargo items should be prioritized for export and routed to their destinations. + + + Cargo Station Management is part of the Cargo Capability (Domain), which takes care of the activities related to the Cargo stations. According to (IATA, Air Cargo Idustry Master Operation Plan) these cargo operations are regarded to the airline. It prepares freight for the flight plans flights and collects freight for flights. It is also responsible for departure activities move freight from warehouse to park position, load it into an aircraft and resolve all discrepancies between plan and actual load. Moreover it takes care of arriving activities unload freight from aircraft and store it on destination. Lastly, the carrying sub domain handles warehouse activities i.e. the freight in airline’s warehouse at departure and at arrival. + + + Clearing the security of the freight, planning flights, collecting freight from airline’s warehouse. +This includes Customs Management, i.e. capabilities to calculate and handle the required declarations, inspections, payments of duties and taxes to national customs authorities or customs agents for imported cargo. + + + Moving shipment to the parking position, loading the aircraft, documenting and clearing discrepancies between plan and actual freight + + + Storing freight at destination and informing the forwarder + + + Storing freight, collecting freight, planning of warehouse capacity. +Also, planning and executing the loading of the freight to cargo units. + + + Cargo Management is part of the Cargo Capability (Domain). The following tasks are within the scope of this Capability (Group). It is responsible for the strategy components within this domain. It develops the cargo domain strategy and develops the products and services which are needed to perform the tasks. The other task is managing Cargo network & scheduling relations. + + + Defines the cargo strategy and processes for cargo operations and product development + + + Manages the cargo network and partnerships and enabling a high quality of service by customizing the cargo network. One task is scheduling operations between with involving parties. + + + Capability that includes the creation, maintenance and control of airport operational cargo plans. This will differ for different airports and include planning capabilities to manage customer deliveries and collections and unit build and break. + + + Capability to manage paper or electronic air waybills, including waybill information generation, updates and queries. + + + The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is 5th of September then the time horizon of operations control is 3rd of September, 00:00 UTC to 5th of September, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. +Before the operations control phase occurs the planning phase that starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. +The main objects these processes work with are so-called “Rotations” (either aircraft related or crew related). A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end. + + + Operations Planning & Control is part of the Flight Operations Capability (Domain). An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn ("trip fuel") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +Ensuring that the aircraft and the pilot are in the right place at the right time, both currently qualified and serviceable, is what an operations manager does. Multiply that by the number of flights per day, and that’s what the operations control department does – it keeps the airline working from moment to moment despite disruption by weather and a thousand other possible occurrences or mishaps. +Take so-called low cost carriers as (somewhat) simple examples. They can be big (300+ aircraft), but are designed for engineering and operations simplicity. They always aim to run single-type fleets with the cabin configuration completely standardized, so any aircraft in the fleet can perform any route, and all flight and cabin crew are type-rated on every aircraft. They are mainly short-haul, and if there are no mishaps every crew finishes each day going home rather than to a hotel. The ops departments can be rather small. +On the other hand, the ops staff at a big intercontinental carrier faces a far more complex task. For example, big carriers have to deal with a lot of aircraft with various different basic types, both short and long haul, and within those type groups there are multiple cabin configurations and – sometimes – different engine fits. Just because a route is normally served by a Boeing 777, if the scheduled one falls out, the ops department has to ensure that a schedule on which First Class tickets are sold is matched with a four-class configured 777 rather than a three-class version. +Operations control solves problems. It matches the airline’s assets – human and hardware, to the promised schedule, come what may. It takes just the smallest twitch of the weather somewhere in the world, or pilots and cabin crew reporting sick, or an unexpected component failure on an aircraft, for the carefully choreographed system to start tumbling unless a way can be found to arrest it. +It’s like juggling, but instead of balls, clubs, rings etc, the props are aircrafts with their maintenance schedules, pilots with their rosters, duty time limitations and recurrent training requirements, cabin crew likewise, airports with curfews, notams and changing weather forecasts, down-route accommodation for crew, passenger management – especially in the case of delay or cancellation, onboard medical emergencies, cargo management, aircraft weight and balance, dispatch coordination, and diversions. +Big, intercontinental carriers have to manage thousands of departures a day around the globe, carrying hundreds of thousands of passengers. It doesn’t require a lot of imagination to understand that every decision, action or inaction of the operations control department has a serious impact on the overall performance of an airline. +In summary, the following tasks are within the scope of this Capability (Group). It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. It prepares and provides briefing documents to crew. It monitors flight plan, identify and evaluate irregularities, i.e. delays caused by ATC or weather. Furthermore it handles irregularities keeping schedule deviation impact and costs as little as possible and interferes with flight plan to minimize disruptions (aircraft change, crew recovery). It is responsible for optimizing the fuel usage and coordinating ATC-slots with Eurocontrol. Lastly, it plans emergency response and does the Flight Dispatch and Crew dispatch. + + + Capability that manages the real time control of the flying operation including control of aircraft movements and monitoring the worldwide operation, fine tuning the operational plan, coordination across all local control functions and providing decision making capability in disruption. + + + Capability that enables flight and cabin crew check-in management which is focused on registering that crew have arrived and are fit for work (this data is used by other systems e.g. to book baggage against etc.). +It also enables Flight Crew Technical briefing and include: fuel and route updates, aircraft loads (passenger numbers and cargo), NOTAMs (airport closures, ASH updates, weather conditions, etc.). +On the day comms are included as well. + + + This capability takes account of routing, performance management, flight operations and all other relevant information (e.g. seasonal and weather data, charts, NOTAMs), to manage and navigate a flight. +It also includes managing the ZFL (Zonal, Final and Landing), landing approach, etc. + + + Capability that manages the creation and development of an operationally feasible flight plan that incorporates: +- the optimal allocation of aircraft to flights +- the provision of any necessary flight control permissions +- the acquisition of runway slots. + + + Capability involved in the maintenance of the schedule through to handover to Operations tactical planning. + + + Capability that covers any activities required to ensure that the aircraft is ready for takeoff. +It covers activities and checks to ensure that an aircraft released to service is airworthy from an MRO perspective and compliant with regulatory requirements. +It includes the management of aircraft security checks, consolidation of maintenance paperwork, a declaration of compliance and handoff/release of the aircraft to the flight crew. +It also monitors and manages available as well as owned slots; preventing slot loss. + + + Flight Support is part of the Flight Operations Capability (Domain). The major components needing to be coordinated for any given flight include the aircraft and support equipment, cockpit and cabin crews (together known as the “flight crew”), maintenance, and ground service personnel. Although the maintenance and ground crew activities are critical to support flight operations, the emphasis in this Capability (Group) is on the regulation and scheduling of the flight crews to conduct a given flight. +In many cases, crewmembers may have never worked together prior to a particular flight. In order to maintain a safe, smoothly functioning and efficient operation, airlines and regulators have developed very detailed procedures to be executed by crewmembers that leave very little room for improvisation. These procedures, including normal, abnormal, and emergency conditions, are detailed in the crewmember’s operating manuals and backed up through a system of checklists which are cross-checked between flight crewmembers. It is the responsibility of the training or flight standards department to establish crewmember proficiency and currency. The Captain, however, is always ultimately responsible for the safe and efficient conduct of the flight and in extraordinary circumstances may deviate from a procedure or regulation under his or her command authority (Captain’s Emergency Authority). +The cabin crew is primarily responsible for passenger safety during the flight. Other duties include providing customer service products (meals, entertainment, etc.) and assistance with boarding. Flight attendants receive specialized training in aircraft emergencies, evacuation procedures, medical issues and health hazards, care of special needs passengers, flight regulations and meal service. +Activities before take-off include flight planning, passenger processing, aircraft preflight, fueling, and other required ground processes. The preflight activities are orchestrated so as to achieve an “on-schedule” pushback from the departure gate, although any maintenance and gate hold issues must also be considered. +While taxiing to the departure runway, the cockpit crew prepares the aircraft for take-off and updates the take-off performance parameters with actual load data. In addition, any departure delays, aircraft icing, and environmental conditions such as runway contamination may need to be addressed. +The take-off is a highly critical maneuver where a number of factors must be taken into consideration including airport/runway, environmental, and emergency/abnormal contingencies. Departure from the terminal area, which may include route and speed restrictions, is followed by the climb to cruise altitude. The optimum cruise altitude is determined by a number of factors including efficiency, ride comfort, other traffic and/or airspace limitations. During cruise flight, the cockpit crew must continually evaluate contingency options in the event of a passenger or mechanical disruption. In addition, some flight situations require adherence to specialized procedures including international routing, mountainous terrain, and extended overwater operations. +During descent, the crew begins preparing the cockpit and cabin for landing. In addition to conforming to ATC (Air Traffic Control) restrictions, the cockpit crew plans the approach to landing which includes consideration of the destination weather, the approach procedures available, and the equipment available on the aircraft to safely and legally complete the arrival. Factors include environmental conditions (visibility, presence of convective weather, runway conditions, etc.), availability of approach aids, aircraft mechanical condition and, if necessary, available fuel for holding. In the event of an unsuccessful approach, diversion to a more suitable landing point may have to be considered. +After landing, the aircraft is taxied to the arrival gate while the crew readies the cockpit and cabin for parking. Once the aircraft is parked, passenger disembarkation is completed as well as baggage/cargo unloading. The flight crews proceed to the next departure gate, or to the ground transportation area if their duty day is complete. +The following tasks are within the scope of this sub domain. It is responsible for Cockpit and Cabin onboard flight preparation, flight operation and Cockpit and Cabin Onboard Communication. It also does the Signature of the Load Sheet by the Captain. Lastly, it manages Onboard Flight Reporting and Onboard Passenger support + + + Supporting functionality for pre-flight preparation (e.g. updating of electronic flight bag, purser mobile device, checklists etc.) + + + Any and all incidents related to a flight have to be reported. Each incident is rated according its severity and impact. + + + Capability to manage the centralized load control function and includes activities to control weight and balance requirements including calculating the estimated space taken by baggage and therefore the space available for cargo, planning the total distributed weight which enables the derivation of the 'Estimated Zero Fuel Weight', and deciding and requesting an amount of fuel for a specific aircraft taking account of the known loads, routings, weather and any other particular conditions that could impact the aircraft fuel requirements. + + + Capability that enables flight operations and flight crew to pick up relevant information (e.g. seasonal and weather data, alternate route info, charts, NOTAMs), request further information, evaluate and plan flight routings or change a slot and calculate fuel required. +Fuel optimization for the route of the aircraft to be take into account too. + + + This Capability covers activities that acquire, package, publish, update, maintain, distribute and install technical information mandated for flight crew and to a lesser degree by cabin crew for operational purposes. Increasingly this information is held in digital form on the aircraft and in tablets rather than paper form (manuals) and therefore this capability includes the software management of technical information. + + + This capability covers activities that manage inflight system, equipment and performance monitoring primarily with the objective of identifying and managing any aviation safety threats. + + + Crew Management is part of the Flight Operations Capability (Domain). Crew related costs are second only to fuel costs, typically accounting for about 10% - 20% of an airline's cost base. With such a large amount of money being spent on crew, even small improvements can result in significant savings. Of the several buckets that make up crew costs, crew supply chain performance (movement of crew from upstream manpower planning process to training, scheduling and tracking along with its critical interdependencies) is perhaps the only area which can be significantly optimized without pain. Schedule changes, both voluntary and involuntary, make the best laid out plan go awry resulting in inefficiencies in crew supply chain (swing from too many crew to too few). This leads to avoidable hidden costs and revenue leakages. +The following tasks are within the scope of this sub domain. It defines company recruiting standards (soft and hard facts) for cockpit instruction & ready entries and cabin). Defines marketing for recruiting. Executes recruiting process. It also derives crew demand from network capacity planning. This sub domain optimizes costs for crew under consideration of overall network in crew-pairing step. Furthermore it maps actual crews against each pairing in crew-rostering step. Considers legal restrictions, crew training and preferences from crew staff. It also ensures crew licensing and provides crew information. Crew Management is responsible for crew training management (simulator planning, cabin training, qualification request management) and crew monitoring and tracking, irregularities handling (e.g. check of crew duty limitations in terms of legal operation). Lastly, it is responsible for the communication with Crews, e.g. via crew portals and the preparation of all crew related dispatch activities. + + + Provide crewmembers with all necessary information in time (e.g. roster, training information, layover details, changes etc.) + + + Crew Transport and Hotels Planning. + + + Capability that ensures the passage of crew into and out of destinations by managing regulatory visa and clearance arrangements. + + + Capability that covers Crew Check-In, Briefing, Boarding and Departure Management, Cabin and Galley Checks and Preparation, Crew Arrival and Debriefing, etc. + + + In-flight Services is part of the Flight Operations Capability (Domain). Manage & Deliver In-flight Products and Services, Entertainment and Connectivity. + + + This capability covers the delivery by cabin crew of onboard meals, drinks and in-flight sales. + + + This capability includes all activities related to providing in-flight entertainment and connectivity for passengers on board flights. + + + This capability covers the delivery by cabin crew of passenger safety & security. + + + Ground operations handle aircrafts, passengers and freight on the ground, typically at an airport. One important effort of ground operation is, after the safety and the quality of service, minimizing the ground time of aircrafts. Aircraft Maintenance is excluded. + + + Station Management is part of the Ground Operations Capability (Domain). According to (IATA, Air Industry Data Model) station is just a generic term for airport. This Capability (Group) handles the management services and processes at an airport. The following tasks are within the scope of this Capability (Group). The Management ramp (agent) activity supervises handling of baggage, techniques, freight, food, and cleaning, boarding, deboarding, (un-)loading. Furthermore the Management airport information handles and provides information like minimum ground times, connecting times, airport master data. Moreover, passenger streams Management is dedicated to minimizing of passenger transfer time and of aircraft ground time at an airport. The equipment Management handles the ground service equipment. Also, information to ground handling staff provides global work instructions and irregular information. The lounges management handles and analyze the using of passenger Lounges at an airport. Lastly, the Management of Irregularities recognizes records and resolves non-standard situations at an airport. + + + Capability that manages the overall management command and control of an operation including: +- departure control activities +- providing coordination to all local control functions +- decision making capability in disruption +- communicating decisions made to the appropriate parties for local action +Monitoring and coordination of airport operations is performed in all airports worldwide. In some airports the airline plays a major part in the actual monitoring and coordination functions. In most worldwide airports the airline buys services from airport owners/authorities who perform these functions and therefore in these instances the airline communicates and reacts to the overall command and control authority. +It also includes recognizing, recording and resolving of non-standard situations during ground operations. + + + Capability that provides coaching and high lift services to transport passengers and staff to/from the aircraft as required and inter terminal transfer coaching, deliver staff to where they need to be positioned (cleaning services etc.), TSU and water to the aircraft, as well as Vehicle and Equipment Maintenance. + + + Capability providing Lost Property Management. + + + Capabilities that manage the on-going input and updating of the actual available equipment for task assignment. + + + Capability that covers the management and control of airport and airport terminal facilities such as lounges which covers for CIPs (commercially important people), UMs (Unaccompanied Minors) and arrival lounges, baggage belts etc. +Also, activities that provide flight data information updates for displays and announcements in terminals. + + + Managing of on loading and offloading of an aircraft and providing cabin crew with load documents. + + + Passenger Services is part of the Ground Operations Capability (Domain). The ground operations primary related to the passenger until they entered the aircraft are the subject of this Capability (Group). It includes following tasks. It is managing check-in and boarding process including check of reservation vs. ticket, documents issuing for boarding pass, voucher, eTickets receipts, includes Self-service check-in incl. baggage (kiosk, web and mobile). It is also responsible for automatic check-in, interline through check-in processes. Furthermore it is accepting of baggage and collecting excess fees and fees for additional chargeable services (e.g. ASR). Moreover it is handling passengers on waiting list and irregularities like over bookings and checking documents required for checked-in segments (APIS, Passport and Visa) and transmit data. Lastly, it is issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations + + + Registering of passenger for a flight. Creating of a passenger information list and issuing of standard check-in messages + + + Register of passenger for entering aircraft + + + Checking of passenger’s travel documents and place passenger in departure control system according to IATA (IATA Ground Operations Manual) + + + Management of Passenger Disruption, including Issue Vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations, re-booking, communications, etc. + + + Capability to gather and complete necessary regulatory travel / transport information, e.g. identity / advance information / visa & security data. Includes Health Clearance. + + + Control and optimize the passenger stream on the ground. Transfer passenger with minimum waiting time. +Includes special needs passenger assistance, e.g. UMs (Unaccompanied Minors), RMPs (Reduced Mobility Passengers). +Also, setting passenger on wait lists based on booking status and airline policy. + + + Baggage Services is part of the Ground Operations Capability (Domain). The following task is within the scope of this Capability (Group). It reconciles baggage and flights, track baggage and trace baggage and reunites baggage with owner in case of losses. Furthermore it is responsible for managing loading and unloading activities of the baggage to and from aircraft. It also manages unloading of baggage of passengers who fail to board the flight. Moreover it redirects baggage that missed a flight and interacts with airport baggage management. Lastly this domain is monitoring and quality assurance of baggage processes. + + + Record the baggage movements at airport + + + Baggage Acceptance and Security Checks and Preparation for Departure. +It includes ensuring that the baggage in aircraft belongs to boarded passenger. + + + Capability to assist passengers and crew to recover missing or damaged baggage. + + + Tagging, check-in and registering checked baggage for a flight. +This includes any customs and border protection, and specifically US CBP integration. + + + Distributing of pieces of baggage to unit load devices before load into aircraft as well as Collecting pieces of baggage from unit load devices after unload from aircraft. + + + Capability dealing with baggage after unloading onto the stand on an arrival and subsequent handling of arriving terminating baggage from when it has been offloaded to delivery to a carousel in the reclaim hall. It also includes extraction and routing of through checked transfer bags through to insertion into the departure baggage flow - from offloaded bag at local Transfer input dock. + + + Load Planning is a Capability (Group) of the Network & Fleet Planning Capability (Domain). IATA, (IATA Ground Operations Manual) defines ground operations related to loading of an aircraft: load planning, load control flow and load reporting. These operations are the subject of this Capability (Group), which has following tasks. It is responsible for preparing & calculating the electronic load plan and optimizing load planning for aircrafts considering account load limitations, individual baggage priorities and dangerous goods restrictions. Moreover it is aligning load process with all neighboring processes, e.g., boarding of aircraft. This domain is also providing load info to ramp agents and to the flight crew. + + + According to (IATA, IATA Ground Operations Manual) documenting of all load activities for each flight and issuing of load messages. + + + Planning of aircraft load based on passenger, freight, fueling and other information. + + + Creating load documentation for load staff and cabin crew. + + + Aircraft Services is part of the Ground Operations Capability (Domain). Aircraft Services encompasses capabilities to cater for cabin cleaning, fluid servicing, aircraft de-icing and catering operation. + + + Capability to clean the cabin interior. + + + Capability to fuel, de-fuel or add other fluids to the aircraft via tanker or bowser at the stand according to weight, flight plan or aircraft movements requirements. +Also to remove toilet waste and top up and drain water tanks. + + + Capability to deliver and load Catering, Amenities, Retail and Bonded Goods to an aircraft or lounge: +- unload and remove unused items from an aircraft or lounge +- manage waste disposal for bagged waste from aircraft and lounges (note: bagged waste is disposed of at the airport and catering waste in trolleys is managed at catering premises) +- manage top up catering where loads are heavier than expected or where there are last minute aircraft changes +- manage last minute product shortage replacements etc. +- manage delivery of overnight kits, sandwiches, plastic macs etc. to the terminal when required in response to disruption event. + + + This capability covers all activities included in aircraft de-icing. Depending on the weather conditions, the aircraft is de-iced or anti icing is undertaken ready for departure. In some airports de-icing services are brought to the aircraft while in other airports, the aircraft may taxi to de-icing units located close to the runway. + + + Ground Ops Strategy and Planning is part of the Ground Operations Capability (Domain). Definition of the Ground Operations Strategy and management of the Station Planning. + + + Defines the Ground Operations strategy and processes. + + + Capability that includes the creation, maintenance and control of stations operational plans. This includes planning ground manpower and doing the shift planning. Moreover, it manages activities like detailed rostering, disposition, allocation of staff (including Load Control staff) to positions and/or activities by generating and maintaining a task allocation plan. Flight schedules and other local plans (stand, baggage and load plans etc.) are fed into this capability. Also, the actual allocation of tasks on the day taking the real time operation into account. + + + Manage end-to-end airline MRO (Maintenance, Repair, and Overhaul also referred to as Engineering) and CAMO (Continuing Airworthiness Management Organization) operations and all related aircraft asset handling. Maintenance may be defined as, "All actions which have the objective of retaining or restoring an item in or to a state in which it can perform its required function. The actions include the combination of all technical and corresponding administrative, managerial, and supervision actions.“ + + + Maintenance Engineering is part of the Maintenance Capability (Domain). Capability (Group) providing Maintenance Engineering functions such as Configuration Management, Maintenance Programs Management and Technical Publications. + + + This capability covers activities that understand the composition of an asset and ensure that operations are not disrupted due to the asset (or parts of the asset) overrunning limits of planned lifespan or falling below quality levels. + + + Understand, setup and maintain templates for the maintenance activities that will need to be performed on each aircraft asset. + + + This capability covers the intake, acknowledgement, processing and distribution of all aircraft technical publications and any amendments to those publications including reference lists used to verify current versions and encompasses data standards for documentation. + + + Maintenance Scheduling is part of the Maintenance Capability (Domain). Capability (Group) providing Service Planning and Support for Flight Operations. + + + Plan the maintenance activities that will need to be performed on the aviation assets across all timeframes up to on-the-day. This includes resource planning, cost planning and task card production. + + + Engineering coordination with Operations on the availability and suitability of specific aircraft for the operation of the planned schedule. This includes real-time and near real-time monitoring of the performance of the aircraft and its components, diagnosis of performance deviations and consequential decision making on future asset use and maintenance, and maintenance of logs and records for control and regulatory purposes. + + + Maintenance Operations is part of the Maintenance Capability (Domain). Core operations of the MRO, including Line, Heavy, Simple and Complex Components and Pool Management. + + + Undertake routine and non-routine maintenance activities on and around the aircraft at maintenance base locations including within maintenance hangers, as well as on the ramp. + + + Undertake routine and non-routine maintenance activities on simple and complex aviation components, including engines, undercarriages and other assets. + + + Capability that manages the spare parts pool and/or the interaction with the pool responsible authority in order to borrow spare parts. + + + Maintenance Support is part of the Maintenance Capability (Domain). Capability (Group) providing Quality Management and Tooling & Ground Support Equipment. + + + Capability that manages all MRO related quality monitoring, reporting, recording and management including audit management, aircraft compliance, material processes, technical data and document management and crisis management. + + + Capability that manages the requisition and acquisition, storage and tracking, maintenance and calibration, certification and recording, scrapping and usage reporting of MRO tools and equipment. + + + Maintenance Supply Chain is part of the Maintenance Capability (Domain). Capability (Group) that determines, manages and controls stock levels. It includes service parts planning, procurement and logistics. + + + Understand the potential need for aviation parts taking into account what parts may be needed, where and when and balance the cost of holding spare parts with the potential cost of part shortages. + + + Source the required aviation parts including managing the relationship with the manufacturer and supplier of the parts. Covers borrowing parts as well as purchasing them and covers the sourcing of approved equivalent parts. + + + Move and store the required aviation parts. This includes the management of storage locations including warehouses and industrial vending machines. + + + Maintenance Strategy is part of the Maintenance Capability (Domain). Definition, planning and execution of the Maintenance Strategy. + + + Maintenance Strategy is part of the Maintenance Capability (Domain). Definition, planning and execution of the Maintenance Strategy. + + + This Capability (Domain) covers the development and management of the commercial planning, strategic alliances and partnerships capabilities and also includes the commercial strategy. It includes the initial selection and on-going negotiations with alliances and partners, and the contracting, on-boarding and exiting activities. + + + Co-operations & Alliances is part of the Network & Alliances Capability (Domain). The following tasks are within the scope of this Capability (Group). The following task is within the scope of this sub domain. It provides reporting and accounting for alliances and joint ventures. + + + Joint Business Management: manage joint business and service agreements including agreement on the following: route, flight and passenger information exchange, single ticketing between airline partners / interline, agreement of 'plated' carriers for flight legs, coordination and sharing of joint airport facilities (e.g. lounges), definition of scope of partnership contracts, definition and disbursement of revenue shares. +Partner Airline Management: manage looser partnerships and alliances (e.g. oneworld) with other airlines. Includes agreements on route, flight and passenger information exchange, coordinated ticketing between airline partners / interlines, sharing of joint airport facilities where appropriate, definition of scope of partnership contracts, definition and disbursement of revenue shares. +Franchise and Subsidiary Management: manage agreements and relationships with franchise partners.(Carriers that use the airline name & flight code, fly the airline liveried and interior branded aircraft, use their own Flight Crew, and their own Cabin Crew wearing the airline uniforms. The franchise carrier operates under its own AOC (Air Operator's Certificate) with its own slots, and pays fees for the use of the brand and various services that we provide.) Manage agreements and relationships with subsidiaries, (wholly owned subsidiary companies). + + + Capability that manages partnerships with non-airline providers. +Travel Rewards Partner Management: Capabilities that manage Travel Reward partnerships including: + - Collection partners (partners that customers collect reward points from e.g. Amex, Lloyds, Tesco etc.) + - Supplier partners (partners through which customers can spend reward points e.g. airlines and hotels) + - Program Partners + + + GHA and GSA Agreements and Partnerships: Capabilities to manage Ground Handling Agent and General Sales Agents agreements and partnerships. It includes definition and management of airport service level agreements, agreement of landing / handling fees, leasing of facilities / equipment, information sharing (e.g. for flight information displays). +Cargo Partner Management: Capabilities that manage Cargo partners. + + + Network Planning is part of the Network & Alliances Capability (Domain). Planning and definition of passenger and cargo flight schedules, fleet, capacity, destinations and airport slots. This planning occurs some time out and feeds into the commercial and operational capabilities. + + + It plans the future fleet size and the needed capacity and composition. As well as the configuration need and the delivery schedule. It is also responsible for supporting processes around A/C sourcing and Entry Into Service (EIS). + + + Network Management designs and optimizes airline's flight network regarding bases, destinations, routes and frequency of flights between the destinations to optimize yield and profitability. It also evaluates partner potential and opportunities concerning network and slots, sales and markets, product, alliances. +This typically requires specialization on longhaul versus short and medium. + + + It defines schedule including flights, timings, aircraft type for periodical and fully dated flight schedules. The domain also manages slot assets & contracts with AOL. Negotiates slots in IATA slot conference and enriches code share information. +Moreover, it publishes flight schedules and timetables and distribute them to various systems (Global Distribution System and internally). + + + Generation, evolution, execution and measurement of the long term vision, business strategy and associated strategic initiatives. +Creation and evolution of the long term vision, to reflect the aspirational target of the business. +Creation and evolution of the business strategy, guided by the long term vision. +Creation and execution of strategic initiatives and measuring against the strategy. +It includes Network Data Analysis to analyzes market and customer data and prepares database to facilitate network planning and scheduling process. Furthermore it gathers data to allow analyses to understand and predict historic and future schedule preferences of customers. This domain is also responsible for gathering actual flight related cost data and provides predictions of cost figures for subsequent analysis processes. It creates origin and destination (O&D) view on customer's movements. Lastly, it feeds data into revenue/yield management and network planning processes to improve various optimizers. + + + + International and Industry Affairs is part of the Network & Alliances Capability (Domain). + + + + + + The Product Management & Design Capability (Group) is within the Product Capability (Domain). It consists of several tasks related to its Air Products, Ground Products, the product strategy, ancillary services, corporate design and the customer experience. It is responsible of defining and developing the product portfolio and product strategy of Product Ground and Product Air. It also defines and develops customer experience on board for different products parts (i.e. Cabin interior, Seat and bed, Services, in-flight entertainment and multi media). This domain also defines and develops customer experience for products on ground and reviews and develops the customer experience of all kinds of products like food and beverage. Lastly, it manages corporate design and branding of the company. + + + Define product and service development requirements following assessment, review and business agreement. +Develop and integrate new products and services, including: + - developing associated delivery processes for new products + - managing the process for a re-design of service styles and standards +Product Innovation: respond to external or internal opportunities and identify, introduce, evaluate and select new ideas, processes and products and integrate new technologies into products and services. + + + Defines and develop product & service portfolio and strategy. + + + Capability that includes product lifecycle management for the entire range of products & services including resale products. It includes activities related to the production and maintenance of the 'Product Catalog'. + + + Capability that includes packaging and selection of products we sell onwards to customers such as ancillary product/s and services and the terms and conditions and liaising with ancillary suppliers to ensure product alignment/fit (e.g. these products, these routes etc.) and the selection of retail products, liaising with retail suppliers and catering provisioning with regards to on board storage etc. It also may evaluate new products and feed these into the strategy function. + + + Capability that monitors and assesses product and service performance against competitor offerings, changing customer expectations and market innovations and opportunities. + + + + IT Services is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). It manages and controls Airline’s own equipment located at home and foreign airports. It provides services for communicating/interacting with external IT-services and third party services/IT systems are made available for the Airline’s own processes. It is responsible for the management of interfaces to third party systems, for example interfaces to luggage distribution and routing systems of other Airlines. Furthermore it provides a middleware, messaging, enterprise service bus (ESB) and provides an infrastructure that supports the usual communication patterns: request/response, pub/sub, etc. Lastly, it provides the Enterprise Application Integration facilities. +This sub domain shall be more technical oriented and therefore it shall not implement business services but basic services used by several other domains. Knowing that the difference between technical and business services is somehow difficult to determine, Enterprise Architecture Management is a crucial part for each organization. + +User Data Management +Establish central / group-wide data access to customer data: A central user data model and a common storage of user data does not imply sharing of airline related customer to the group. Governance of identity and access management to common user data storage is a prerequisite for this concept. +User Data Management aims to derive high-level target user data model from CUSTIS and SAMBA, gather requirements from airline-individual personalization initiatives and to use existing customer data where available. Recognize personalization initiatives supporting the idea of customer centricity: Personalization depends, simply spoken, on available information in a specific context (service). A common user data model should include all information which will be useful to provide personalized services. + + + HR is part of the Support Capability (Domain). HR as a cross-sectional Capability (Group) is primarily concerned with the management of people within organizations, focusing on policies and on systems. HR departments and units in organizations typically undertake a number of activities, including employee benefits design, employee recruitment, "training and development", performance appraisal, and rewarding (e.g., managing pay and benefit systems). In most organizations off-the-shelf services based on standard solutions are used. Anyhow, it is possible that HR delivers special services for staff of airlines for identity and access management. + + + Definition, planning and execution of HR Strategy at all levels of the business. + + + Giving the right people the best onboarding experience. + + + Deploying structured administration and management to enable an optimized organization. This includes the creation and maintenance of the Resource Plans, rostering and resources allocation and management. +For Flight Ops and MRO specially, qualification and certification needs to be taken into account when rostering the staff. + + + Sustainable colleague engagement to support them meeting the standards set out in the HR policy. + + + Developing leadership and management excellence. Building competence throughout the organization by ensuring the right training and coaching is delivered through the appropriate media when required. It includes qualification and certification, which have legal implications for Flight Ops and MRO staff. + + + Identifying talent and, through career development and performance management, retaining the best. + + + Driving colleague experience with HR Systems through the best interactive UX. + + + Providing the best health services and advice to all colleagues. + + + Managing the planning and delivery of compensation and benefits schemes. + + + Finance is part of the Corporate Functions Capability (Domain). Finance is a cross-sectional Capability (Group) and is governed by both local and international accounting standards and mostly based on standard solutions. +Financial Accounting refers to accounting suppliers and business partners. This comprises services such as preparing remittance, refunding. The request for a refund includes the details of what is to be refunded. The details may contain the order id, document number, coupon number(s). In addition to the details of the refunded document(s) the response must contain accounting information to allow correct processing of the refund e.g. settlement authorization code. + + + Capability to manage the budgeting and forecasting lifecycle, including capital and operational spend planning, revenue and cash forecasting and management accounting. It includes provision of information to support group, enterprise and local decision making. + + + Capability to manage and mitigate financial risk. + + + Capability to manage receivables (monies owed by customers and debtors) including credit controls, reconciliation of bills and receipts and expediting receipt of receipts, including debtor ageing analysis, active pursuit of late payments, invoice discounting, etc. + + + Capability to manage any required corporate payments for the purchase of physical goods that are recorded in inventory, and goods or services that are expensed e.g. utilities,office rent, etc. + + + Billing and Settlement encompasses interline, credit card and partner billing and settlement. + + + Financial management and accounting of loyalty points. + + + Capability to account for revenue (earned and forward sales revenue) accounting activities including: +- customer invoicing (the process of developing and delivering customer invoices including creating methods and procedures for communicating and delivering invoices and statements for services and products, the maintenance of customer/product master files, the generation and transmittal of customer billing data to the customer, the posting of receivable entries, and the resolution of customer billing inquiries.) +- calculation of ticket taxes, fares and + commission +- accounting for refunds/exchanges +- charge backs +- mail revenue +- cargo revenue +- backend deal payments +- auditing and reporting of all the above. + + + Capability to manage and account for fixed assets (assets that have physical substance and are held for use in the company on a continuing basis). + + + Capability to manage project spend, including work-in-progress / accrual management, actual against budget numbers, release of funding, etc. + + + Capability to manage and reconcile the company financial accounts, through defining and managing the Chart of Accounts, Ledgers and Journals. + + + Capability to manage the calculation, declaration, withholding and payment of taxes, VAT etc. + + + Capability to ensure that transactions with banking and financial interfaces are managed effectively and the optimum return in any exchange is achieved. +It includes activities to control cash / cash equivalents, including creditor / debtor controls, planning (including borrowing and financial investment) to ensure future cash commitments can be met and activities to manage overall foreign exchange and fuel risks / hedging, financial insurance, and major leasing / finance arrangements. + + + Capability to perform group close processes, including the whole consolidation process for month end, quarter end and year-end and critical balance sheet reconciliation. + + + Capabilities that manage the production of statutory/legal reports and financial reports, e.g. annual report and blue book. + + + Capability to independently verify internal financial accounts and compliance with financial procedures and controls. + + + Contract Management & Procurement is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). Contract Management is the Airline’s administration of contracts with its vendors. This comprises the contract creation, negotiation, adherence, and the definition of Service Level Agreements (SLA) and Key Performance Indicators (KPI) for managing the day-to-day performance of the vendor. Furthermore Contract Management includes managing changes that may be required as the relationship changes and problems arise, documentation of changes that may have been agreed and analyzing the benefits that accrue or may be available from the contract. +The procurement refers for example to Fuel for aircraft, equipment and required third-party services. Here, procurement guidelines are set, which describe the rules for procurement such as target, statement of validity, fundamentals, and the ethics of procurement including interest, confidentiality, and fairness and competition compliance. Procurement includes supplier management as well. +Within the procurement process, sources of supply are investigated, price quotations obtained, negotiations with suppliers on price and delivery performed, contracts prepared (which is part of contract management), documentation, insurance and shipping arranged, installation and commissioning of procured equipment monitored. +The ICAO provides in the document “ICAO/TCB PROCUREMENT PROCEDURES AND MECHANISMS” a detailed standard for Contract Management & Procurement of aviation industry: http://www2010.icao.int/APAC/Meetings/2013%20CRVTF1/WP07_ICAO%20AI3%20-%20ICAO_Revised%20TCB%20Procurement%20Procedures%20and%20Mechanisms.pdf +Following procurement services (named by ICAO) belong to Contract Management & Procurement: +• identification of supply sources on a worldwide basis; +• call for tenders +• commercial evaluation of tenders +• commercial contract negotiations +• drafting and award of purchase order/contract documentation +• commercial administration of purchase order/contract +Including following technical services: +• preparation of detailed technical specifications +• preparation of technical tender documentation +• technical evaluation of tenders +• technical contract negotiations +• drafting of technical component of purchase order/contract document +• review of system design document +• site and equipment inspections +• acceptance and commissioning activities, etc. + + + Capabilities that enable purchase requisitions / orders to be raised, approved and processed. + + + Activities that range from the selection of both potential and actual suppliers, through to the award of a contract to a specific supplier for a particular good or service. It includes the ongoing review and selection of 'approved' suppliers. + + + Capabilities to manage ongoing relationships with and performance of suppliers including fulfilment of contract terms and the quality and completeness of supplied goods and services. + + + Facilities to provide standards catalogs, categories and pricing of products and services that can be procured. + + + Capabilities to plan, track and monitor the delivery and distribution of ordered products and services. e.g. catering provisions, uniforms, consumables, etc. + + + + Property Management is part of the Support Capability (Domain). This Capability (Group) covers management and development of the property portfolio, including property planning / development, property registers and facilities management within properties. + + + Capability that manages the property portfolio, developing optimum facilities and providing the right product, in the right quantum, to the right quality in the right locations to meet organization requirements. + + + Develop, negotiate & implement real estate solutions to support the Corporate Plan, professionally estate manage the airline's global portfolio of property leases, business rates liabilities, town planning implications and utility costs and protect the legal and operational integrity of occupation. + + + Capability that manages the set up and maintenance of facilities (mainly through service suppliers). + + + Capability to handle the logistics of property moves, including move planning, removal / installation of office fittings, connection of IT services, assignment of staff locations, transfer of staff and staff effects. + + + Corporate Safety and Security is part of the Support Capability (Domain). This Capability (Group) includes Capabilities not related to the operation of aircraft, focused on future accident and injury prevention and continuous safety improvement achieved through the development, implementation and compliance of safety policies, management projects and programs that turn around/tackle adverse safety trends and implement actions identified through investigation and analysis. +Security not related to the operation of aircraft focused on directing the physical security of assets including human resource, property & facilities. + + + + + + + + Enterprise Management is part of the Support Capability (Domain). Consolidation of other cross business capabilities. + + + Capability that provides management of information and data for secure and structured storage, access and exploitation. + + + Capability that manages all enterprise communications, within and across organizations, departments and groups. + + + + Capability that provides appropriate enterprise reporting lines, responsibilities and management structures / processes to ensure clear enterprise management direction and efficiency. + + + Capability that focuses on the practical management, governance and organizational practice aspects. + + + + Defining, developing & managing the brand for customers & colleagues. +It also includes Marketing Management. + + + Marketing Management Capability (Group) is part of the Brand & Marketing Capability (Domain). The following tasks are within the scope of this Capability (Group). Every advertising, sales promotion, campaign management and similar will be managed, tracked and saved in order to have every direct Marketing activities together. Out of the customer profiles, new personalized offers will be generated based on the existing data. Depending on the context of the customer, offers will be tailored based on the data and values of the customer. In addition to that, not only the company can provide personalized offers to the customer, also the customer will be given the opportunity to personalize the offers by himself. It also comprises the enabling of services backing analyses and reports that direct or measure marketing initiatives, and that measure success of/reaction on sales actions. This comprises a Sales Cockpit, Web Tracking services (measuring/ensuring Usability) and information gathered from Social Media content. +The following tasks are within the scope of this sub domain. It is responsible for essential standard communications to the customer like notifications about service fulfillment, e.g. flight status, IRREG communication will be automatically handled. It also manages Social Media communication via pro-active postings, reactions to comments and to customer private messages will be managed. + + + Capability that defines, produces and delivers and evaluates marketing campaigns for products and services including the management of the marketing supply chain (the chain of suppliers, agencies and sub-contractors that we rely on to produce marketing materials). +Also including the project management service for planned, ongoing or bygone marketing campaigns. + + + Capability that develops a marketing plan to specify how the company will execute the chosen strategy and campaigns to achieve the business' objectives. + + + Capability that synthesizes data from various sources and convert it to actionable information and models that guide strategic investments and decisions that drive marketing performance. + + + Capability that divides a broad target market into subsets of consumers, businesses, or countries who have, or are perceived to have, common needs, interests, and priorities, and then design and implement strategies to target them. + + + The Brand capability (Group) is within the Brand & Marketing capability (Domain). Defining, developing & managing the brand for customers & colleagues which includes: + - managing the brand reputation + - conveying who we are & what we do + - creating customer, colleague and stakeholder loyalty and emotional connections + - designing and maintaining brand repositories, including product look and feel, business logos and livery etc. + - communicating the market brand (personality, promise, products, services and delivery style) + - differentiating the brand from other organizations and brands + + + Capability that defines and controls who we are and what we do and what we aspire to do as an organization. The Brand Identity is the outward expression of the organization and includes the name, trademark, communications, and visual appearance, logos, look and style. It reflects how we want the consumer to perceive the brand and our products and services and it is fundamental to consumer recognition and differentiation from competitors. + + + Capability that manages the development of the brand in an environment of continuous and sustainable business change. + + + + Loyalty is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). For rewarding loyal customer, the existing loyalty program has to be ongoing developed and managed. Loyalty partners should be managed, which is the basis for a successful loyalty program. It is also responsible for collecting and spending miles of customers should be tracked in order to keep track of current mile status of the customer. Based on a customer loyalty, the corresponding tier levels have to be managed and customers will be matched to the proper level. + + + A service for crediting miles to a customer for each booking. + + + A service for the customer to spent earned miles. + + + Tracking customer loyalty and awarding it via (status) upgrades. + + + Awarding customer for frequent bookings for the airline. + + + Analyzes frequent customer bookings and provides recommendations for partnerships. + + + Feedback & Complaint is part of the Customer & Loyalty Capability (Domain). It ensures that service quality is measured and feedback is collected from the customer perspective. It forms a basis for improving the service quality based on the feedback. The following tasks are within the scope of this Capability (Group). It is managing feedback and complaints include an analysis of the customer’s feedback which is the basis for subsequently optimizing the satisfaction and loyalty of this customer. If customers have claims for compensation, restitution, repayment or any other remedy for loss or damage those have to be managed, tracked and taken care of. + + + Collects all the customer feedbacks and provides a place for communication to the customer and internal actions + + + Collects all the customer claims and provides a place for communication to the customer and internal escalations and reaction plans. + + + Manages after sales automated customer communication. + + + Manages regular customer surveys to retrieve customer feedback. + + + Customer Profile Management is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). To gain basic insights into customers, the relationship data between the organization and the customer (B2C) will be proper analyzed and monitored. The customer profiles will be identified and created and the corresponding values of the customer deposited. The customer preferences will be tracked and saved to the profile. Both, static customer data (address, etc.) and dynamic data (last ordered product, etc.) as well as other customer profiling functions will be saved and deposited in the profile. + + + Maintains the customer data like name or birthdates. + + + Handles the customers preferences from either entered information by the customer itself or analyzed customer behavior. + + + Manages the customer profile and consolidates all information to one place. + + + Analyzes customer behavior towards the aviation organization and preferred bookings. + + + Customer Communication is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group): responsible for essential standard communications to the customer to be handled automatically, such as notifications about service fulfillment; e.g., flight status; manage social media communication via proactive postings, and reactions to comments and customer private messages. + + + Notifies the customer via various channels like e-mail or SMS about irregularities concerning the booked flight like e.g. delays. + + + Notifies the customer about regular events like the completed booking of a flight or check-in times. + + + Manages different social media accounts of the aviation organization and the communication with the community. + + + The business capabilities grouped by sub domains of the “Revenue Management & Pricing” domain are depicted in Figure 25. The business capabilities belonging to the “Revenue Management & Pricing” domain are described in Table 5. Several of these have to be transformed into the definitions from the NDC Implementation Guide published by the International Air Transport Association [IATA14]. + + + Group Bookings is part of the Revenue Management & Pricing Capability (Domain). It deals with checking the availability for groups and the determination of group pricing. This is necessitated by the fact that the process for booking of groups slightly differs from the standard booking process. + + + A flight search consist of search criteria including more than 9 passenger criteria and returns availability, fares and flight related ancillaries + + + Check the availability of more than 9 seats for a specific flight and booking class + + + If the user searches for flights with more than 9 passengers, the seat availability has to be checked first + + + Availability Management is part of the Revenue Management & Pricing Capability (Domain). Managing booking class availability derived from outputs of Forecast & Optimization (demand and no-show forecasts, bid prices), direct availability control (in case of irregularity management), decision support for revenue controlling and availability for ancillary and special services (advanced seat reservation, wheelchair, special meal, etc.) are within the scope of the Availability Management sub domain. + + + A service to receive available seats by booking class + + + (Re-)Calculates availabilities (to be presented to customers or published through the eCommerce channel) based on relevant settings and stored sold bookings + + + Allows to adjust the influence settings, which are used as input to the calculation of availabilities and results therefore in a modified output + + + Forecast & Optimization is part of the Revenue Management & Pricing Capability (Domain). Forecast & Optimization covers forecasts of demand, bookings, cancellations, and buy-downs. In addition, no-show figures based on historical, special and expert data are also included in this domain. The Capability (Group) also caters for the controlling of the forecast and optimization process, which are monitored here. The aim here is to optimize revenue (fare-mix, over bookings) to steer capacity based on average earnings, the management of availability, inventory and reservation data. + + + Calculate the expected demand of seats based on historical bookings and current booking trend, including costs, prices and margins. + + + Optimizes availabilities by utilizing forecasts and the current sold capacity to recalculate the inventory settings. + + + Pricing Capability (Group) is part of the Revenue Management & Pricing Capability (Domain). Pricing, includes the provision and distribution of prices and conditions for each service and the booking class on each market. Maximizing the airline's revenue, monitoring competitor’s prices and defining the price concept and strategy also fall within this Capability (Group). + + + A service to provide the fares fitting the search criteria (the available flights) + + + Provision and communication of the fare model including conditions to partners and fare filing + + + Calculate and distribute the prices to be provided for the various fares + + + Track and observe pricing models and current fares offered by competitors + + + + Reservation Ticketing is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It provides interfaces to external global distribution systems (GDS), such as Amadeus and independent online sites. The interfaces comprise technical functionality required to communicate with external systems, but not the GDS business functionality itself. It is also responsible for enabling call center agents to sell the airline’s product(s) and services, to inform customers, sell tickets to customers and provide services, such as ticket/EMD issuing, rebooking, reissuing, refunding. Furthermore it manages reservations and ticketing, i.e. preparation eTickets, issuing of paper tickets, EMD’s, rebooking, reissuing, refunding, collection of payments. Lastly, it provides direct connect interface to third parties. + + + A flight search consists of search criteria and additional information, like personalized context, and returns availability, fares and flight related ancillaries + + + Collect and delegate search params to FlightOfferComponent + + + A multi stop flight is simply spoken a group of basic flights, excluding return and repeated flights + + + Search for flights like basic search but added with information of rebooking to fare calculation + + + The user can select a flight for reservation. This process execute the debit and the creation of the reservation + + + An IATA NDC API comparable service to provide ancillaries for the flight(s) + + + Sales Agent Channels is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides all sales channels and allows sales agents to sell products (indirect/direct sales, domestic/international, online/offline and group sales). Moreover it is responsible for allowing corporate sales account to sell products (to business, domestic/international, online/offline and group sales). Lastly, it provides sales data reports and statistics for agents. + + + Manages the lifecycle of the direct Sales Agents. + + + Provides relevant statistics and analytical reports + + + Manages the Sales Account + + + Sales Channel Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It set up sales channel strategy like B2B, agent, direct sales or agencies. It also defines sales channels, agents, company business and group travel. Furthermore it is responsible for the Account Management, which analyzes and monitors B2B customer relationship, Maintains B2B data, provides B2B customer care function and processes. + + + Defines Sales Channels and the strategies for each channel + + + Responsible for operations and overview of a sales channel + + + Inventory Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It is managing all flight related inventory restrictions / allotments, e.g. available seats, cap left for Special Service Requests (SSR)’s such as special food requirements, wheelchair, seat at window, etc. It is responsible for managing all flights with their available seats and divides seats into service classes and booking classes, for which different prices and booking conditions apply. The inventory management also distributes the schedules. + + + Managing the seat inventory + + + Manages the internal waiting lists + + + Responsible for distributing different schedules within + + + Manages all incoming flight related availability restrictions + + + Direct Sales Channel & Shopping is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides direct sales channels and is responsible for the search of products (i.e. flight products and bundles). It also creates offers (including ancilliaries) and reservations and handles the (re-)book and order. Furthermore the sub domain is responsible for ancillary services, cross-selling, up-selling, product bundling and provides a shopping cart. + + + Responsible for the search and availability of products. Flight selection, ancilliaries, etc. + + + Booking order capture and Management + + + Order capture, management and fulfilment. This includes managing later changes to the order. + + + The user can book a refundable flight + + + Cargo operations handle items, which are carried by an airline usually by order of a forwarder. The operations on passenger’s baggage, however, are not seen as cargo handling, but rather as Ground Ops. + + + Forwarding is part of the Cargo Capability (Domain). According to (IATA, Air Cargo Idustry Master Operation Plan) some cargo operations are regarded to the forwarder. +The following tasks are within the scope of this sub domain. It receive shipment validates security and customs status of a shipment, unloads the trucks, screening shipment, places freight into a warehouse. Moreover it is responsible for the handover shipment to forwarder includes also verifying customs release status, handover documents and preparing shipment for handover. + + + Cargo Station Management is part of the Cargo Capability (Domain), which takes care of the activities related to the Cargo stations. According to (IATA, Air Cargo Idustry Master Operation Plan) these cargo operations are regarded to the airline. It prepares freight for the flight plans flights and collects freight for flights. It is also responsible for departure activities move freight from warehouse to park position, load it into an aircraft and resolve all discrepancies between plan and actual load. Moreover it takes care of arriving activities unload freight from aircraft and store it on destination. Lastly, the carrying sub domain handles warehouse activities i.e. the freight in airline’s warehouse at departure and at arrival. + + + Cargo Management is part of the Cargo Capability (Domain). The following tasks are within the scope of this Capability (Group). It is responsible for the strategy components within this domain. It develops the cargo domain strategy and develops the products and services which are needed to perform the tasks. The other task is managing Cargo network & scheduling relations. + + + The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is 5th of September then the time horizon of operations control is 3rd of September, 00:00 UTC to 5th of September, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. +Before the operations control phase occurs the planning phase that starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. +The main objects these processes work with are so-called “Rotations” (either aircraft related or crew related). A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end. + + + Operations Planning & Control is part of the Flight Operations Capability (Domain). An operational flight plan is required to ensure an airplane meets all of the operational regulations for a specific flight, to give the flight crew information to help them conduct the flight safely, and to coordinate with air traffic control (ATC). +A flight plan includes the route the crew will fly and specifies altitudes and speeds. It also provides calculations for how much fuel the airplane will use and the additional fuel it will need to carry to meet various requirements for safety. Minimum information on an operational flight plan +1) What speed to fly (possibly varying along the route) +2) How much fuel the airplane will burn ("trip fuel") +3) Total departure fuel, and how it is allocated — fuel to alternate, contingency fuel, and other allocations that vary between airlines and regulatory rules +4) What route (ground track) to fly +5) What profile (altitudes along the route) to fly +By varying the route (i.e., ground track), altitudes, speeds, and amount of departure fuel, an effective flight plan can reduce fuel costs, time-based costs, overflight costs (to obtain the right to fly over a country’s airspace), and lost revenue from payload that can't be carried. These variations are subject to airplane performance, weather, allowed route and altitude structure, schedule constraints, and operational constraints. +Ensuring that the aircraft and the pilot are in the right place at the right time, both currently qualified and serviceable, is what an operations manager does. Multiply that by the number of flights per day, and that’s what the operations control department does – it keeps the airline working from moment to moment despite disruption by weather and a thousand other possible occurrences or mishaps. +Take so-called low cost carriers as (somewhat) simple examples. They can be big (300+ aircraft), but are designed for engineering and operations simplicity. They always aim to run single-type fleets with the cabin configuration completely standardized, so any aircraft in the fleet can perform any route, and all flight and cabin crew are type-rated on every aircraft. They are mainly short-haul, and if there are no mishaps every crew finishes each day going home rather than to a hotel. The ops departments can be rather small. +On the other hand, the ops staff at a big intercontinental carrier faces a far more complex task. For example, big carriers have to deal with a lot of aircraft with various different basic types, both short and long haul, and within those type groups there are multiple cabin configurations and – sometimes – different engine fits. Just because a route is normally served by a Boeing 777, if the scheduled one falls out, the ops department has to ensure that a schedule on which First Class tickets are sold is matched with a four-class configured 777 rather than a three-class version. +Operations control solves problems. It matches the airline’s assets – human and hardware, to the promised schedule, come what may. It takes just the smallest twitch of the weather somewhere in the world, or pilots and cabin crew reporting sick, or an unexpected component failure on an aircraft, for the carefully choreographed system to start tumbling unless a way can be found to arrest it. +It’s like juggling, but instead of balls, clubs, rings etc, the props are aircrafts with their maintenance schedules, pilots with their rosters, duty time limitations and recurrent training requirements, cabin crew likewise, airports with curfews, notams and changing weather forecasts, down-route accommodation for crew, passenger management – especially in the case of delay or cancellation, onboard medical emergencies, cargo management, aircraft weight and balance, dispatch coordination, and diversions. +Big, intercontinental carriers have to manage thousands of departures a day around the globe, carrying hundreds of thousands of passengers. It doesn’t require a lot of imagination to understand that every decision, action or inaction of the operations control department has a serious impact on the overall performance of an airline. +In summary, the following tasks are within the scope of this Capability (Group). It is responsible for calculating operational flight plan (flight path) under consideration of slots, info by ATC, Over-flight rights, Weather, Costs, Flight time. Furthermore it announces operational Flight Plan to ATC and computes payload and minimum fuel. It also provides flight and navigation information to pilots. It prepares and provides briefing documents to crew. It monitors flight plan, identify and evaluate irregularities, i.e. delays caused by ATC or weather. Furthermore it handles irregularities keeping schedule deviation impact and costs as little as possible and interferes with flight plan to minimize disruptions (aircraft change, crew recovery). It is responsible for optimizing the fuel usage and coordinating ATC-slots with Eurocontrol. Lastly, it plans emergency response and does the Flight Dispatch and Crew dispatch. + + + Flight Support is part of the Flight Operations Capability (Domain). The major components needing to be coordinated for any given flight include the aircraft and support equipment, cockpit and cabin crews (together known as the “flight crew”), maintenance, and ground service personnel. Although the maintenance and ground crew activities are critical to support flight operations, the emphasis in this Capability (Group) is on the regulation and scheduling of the flight crews to conduct a given flight. +In many cases, crewmembers may have never worked together prior to a particular flight. In order to maintain a safe, smoothly functioning and efficient operation, airlines and regulators have developed very detailed procedures to be executed by crewmembers that leave very little room for improvisation. These procedures, including normal, abnormal, and emergency conditions, are detailed in the crewmember’s operating manuals and backed up through a system of checklists which are cross-checked between flight crewmembers. It is the responsibility of the training or flight standards department to establish crewmember proficiency and currency. The Captain, however, is always ultimately responsible for the safe and efficient conduct of the flight and in extraordinary circumstances may deviate from a procedure or regulation under his or her command authority (Captain’s Emergency Authority). +The cabin crew is primarily responsible for passenger safety during the flight. Other duties include providing customer service products (meals, entertainment, etc.) and assistance with boarding. Flight attendants receive specialized training in aircraft emergencies, evacuation procedures, medical issues and health hazards, care of special needs passengers, flight regulations and meal service. +Activities before take-off include flight planning, passenger processing, aircraft preflight, fueling, and other required ground processes. The preflight activities are orchestrated so as to achieve an “on-schedule” pushback from the departure gate, although any maintenance and gate hold issues must also be considered. +While taxiing to the departure runway, the cockpit crew prepares the aircraft for take-off and updates the take-off performance parameters with actual load data. In addition, any departure delays, aircraft icing, and environmental conditions such as runway contamination may need to be addressed. +The take-off is a highly critical maneuver where a number of factors must be taken into consideration including airport/runway, environmental, and emergency/abnormal contingencies. Departure from the terminal area, which may include route and speed restrictions, is followed by the climb to cruise altitude. The optimum cruise altitude is determined by a number of factors including efficiency, ride comfort, other traffic and/or airspace limitations. During cruise flight, the cockpit crew must continually evaluate contingency options in the event of a passenger or mechanical disruption. In addition, some flight situations require adherence to specialized procedures including international routing, mountainous terrain, and extended overwater operations. +During descent, the crew begins preparing the cockpit and cabin for landing. In addition to conforming to ATC (Air Traffic Control) restrictions, the cockpit crew plans the approach to landing which includes consideration of the destination weather, the approach procedures available, and the equipment available on the aircraft to safely and legally complete the arrival. Factors include environmental conditions (visibility, presence of convective weather, runway conditions, etc.), availability of approach aids, aircraft mechanical condition and, if necessary, available fuel for holding. In the event of an unsuccessful approach, diversion to a more suitable landing point may have to be considered. +After landing, the aircraft is taxied to the arrival gate while the crew readies the cockpit and cabin for parking. Once the aircraft is parked, passenger disembarkation is completed as well as baggage/cargo unloading. The flight crews proceed to the next departure gate, or to the ground transportation area if their duty day is complete. +The following tasks are within the scope of this sub domain. It is responsible for Cockpit and Cabin onboard flight preparation, flight operation and Cockpit and Cabin Onboard Communication. It also does the Signature of the Load Sheet by the Captain. Lastly, it manages Onboard Flight Reporting and Onboard Passenger support + + + Crew Management is part of the Flight Operations Capability (Domain). Crew related costs are second only to fuel costs, typically accounting for about 10% - 20% of an airline's cost base. With such a large amount of money being spent on crew, even small improvements can result in significant savings. Of the several buckets that make up crew costs, crew supply chain performance (movement of crew from upstream manpower planning process to training, scheduling and tracking along with its critical interdependencies) is perhaps the only area which can be significantly optimized without pain. Schedule changes, both voluntary and involuntary, make the best laid out plan go awry resulting in inefficiencies in crew supply chain (swing from too many crew to too few). This leads to avoidable hidden costs and revenue leakages. +The following tasks are within the scope of this sub domain. It defines company recruiting standards (soft and hard facts) for cockpit instruction & ready entries and cabin). Defines marketing for recruiting. Executes recruiting process. It also derives crew demand from network capacity planning. This sub domain optimizes costs for crew under consideration of overall network in crew-pairing step. Furthermore it maps actual crews against each pairing in crew-rostering step. Considers legal restrictions, crew training and preferences from crew staff. It also ensures crew licensing and provides crew information. Crew Management is responsible for crew training management (simulator planning, cabin training, qualification request management) and crew monitoring and tracking, irregularities handling (e.g. check of crew duty limitations in terms of legal operation). Lastly, it is responsible for the communication with Crews, e.g. via crew portals and the preparation of all crew related dispatch activities. + + + In-flight Services is part of the Flight Operations Capability (Domain). Manage & Deliver In-flight Products and Services, Entertainment and Connectivity. + + + Ground operations handle aircrafts, passengers and freight on the ground, typically at an airport. One important effort of ground operation is, after the safety and the quality of service, minimizing the ground time of aircrafts. Aircraft Maintenance is excluded. + + + Station Management is part of the Ground Operations Capability (Domain). According to (IATA, Air Industry Data Model) station is just a generic term for airport. This Capability (Group) handles the management services and processes at an airport. The following tasks are within the scope of this Capability (Group). The Management ramp (agent) activity supervises handling of baggage, techniques, freight, food, and cleaning, boarding, deboarding, (un-)loading. Furthermore the Management airport information handles and provides information like minimum ground times, connecting times, airport master data. Moreover, passenger streams Management is dedicated to minimizing of passenger transfer time and of aircraft ground time at an airport. The equipment Management handles the ground service equipment. Also, information to ground handling staff provides global work instructions and irregular information. The lounges management handles and analyze the using of passenger Lounges at an airport. Lastly, the Management of Irregularities recognizes records and resolves non-standard situations at an airport. + + + Passenger Services is part of the Ground Operations Capability (Domain). The ground operations primary related to the passenger until they entered the aircraft are the subject of this Capability (Group). It includes following tasks. It is managing check-in and boarding process including check of reservation vs. ticket, documents issuing for boarding pass, voucher, eTickets receipts, includes Self-service check-in incl. baggage (kiosk, web and mobile). It is also responsible for automatic check-in, interline through check-in processes. Furthermore it is accepting of baggage and collecting excess fees and fees for additional chargeable services (e.g. ASR). Moreover it is handling passengers on waiting list and irregularities like over bookings and checking documents required for checked-in segments (APIS, Passport and Visa) and transmit data. Lastly, it is issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations + + + Baggage Services is part of the Ground Operations Capability (Domain). The following task is within the scope of this Capability (Group). It reconciles baggage and flights, track baggage and trace baggage and reunites baggage with owner in case of losses. Furthermore it is responsible for managing loading and unloading activities of the baggage to and from aircraft. It also manages unloading of baggage of passengers who fail to board the flight. Moreover it redirects baggage that missed a flight and interacts with airport baggage management. Lastly this domain is monitoring and quality assurance of baggage processes. + + + Load Planning is a Capability (Group) of the Network & Fleet Planning Capability (Domain). IATA, (IATA Ground Operations Manual) defines ground operations related to loading of an aircraft: load planning, load control flow and load reporting. These operations are the subject of this Capability (Group), which has following tasks. It is responsible for preparing & calculating the electronic load plan and optimizing load planning for aircrafts considering account load limitations, individual baggage priorities and dangerous goods restrictions. Moreover it is aligning load process with all neighboring processes, e.g., boarding of aircraft. This domain is also providing load info to ramp agents and to the flight crew. + + + Aircraft Services is part of the Ground Operations Capability (Domain). Aircraft Services encompasses capabilities to cater for cabin cleaning, fluid servicing, aircraft de-icing and catering operation. + + + Ground Ops Strategy and Planning is part of the Ground Operations Capability (Domain). Definition of the Ground Operations Strategy and management of the Station Planning. + + + Manage end-to-end airline MRO (Maintenance, Repair, and Overhaul also referred to as Engineering) and CAMO (Continuing Airworthiness Management Organisation) operations and all related aircraft asset handling. Maintenance may be defined as, "All actions which have the objective of retaining or restoring an item in or to a state in which it can perform its required function. The actions include the combination of all technical and corresponding administrative, managerial, and supervision actions.“ + + + Maintenance Engineering is part of the Maintenance Capability (Domain). Capability (Group) providing Maintenance Engineering functions such as Configuration Management, Maintenance Programs Management and Technical Publications. + + + Maintenance Scheduling is part of the Maintenance Capability (Domain). Capability (Group) providing Service Planning and Support for Flight Operations. + + + Maintenance Operations is part of the Maintenance Capability (Domain). Core operations of the MRO, including Line, Heavy, Simple and Complex Components and Pool Management. + + + Maintenance Support is part of the Maintenance Capability (Domain). Capability (Group) providing Quality Management and Tooling & Ground Support Equipment. + + + Maintenance Supply Chain is part of the Maintenance Capability (Domain). Capability (Group) that determines, manages and controls stock levels. It includes service parts planning, procurement and logistics. + + + Maintenance Strategy is part of the Maintenance Capability (Domain). Definition, planning and execution of the Maintenance Strategy. + + + This Capability (Domain) covers the development and management of the commercial planning, strategic alliances and partnerships capabilities and also includes the commercial strategy. It includes the initial selection and on-going negotiations with alliances and partners, and the contracting, on-boarding and exiting activities. + + + Co-operations & Alliances is part of the Network & Alliances Capability (Domain). The following tasks are within the scope of this Capability (Group). The following task is within the scope of this sub domain. It provides reporting and accounting for alliances and joint ventures. + + + Network Planning is part of the Network & Alliances Capability (Domain). Planning and definition of passenger and cargo flight schedules, fleet, capacity, destinations and airport slots. This planning occurs some time out and feeds into the commercial and operational capabilities. + + + International and Industry Affairs is part of the Network & Alliances Capability (Domain). + + + + The Product Management & Design Capability (Group) is within the Product Capability (Domain). It consists of several tasks related to its Air Products, Ground Products, the product strategy, ancillary services, corporate design and the customer experience. It is responsible of defining and developing the product portfolio and product strategy of Product Ground and Product Air. It also defines and develops customer experience on board for different products parts (i.e. Cabin interior, Seat and bed, Services, in-flight entertainment and multi media). This domain also defines and develops customer experience for products on ground and reviews and develops the customer experience of all kinds of products like food and beverage. Lastly, it manages corporate design and branding of the company. + + + + IT Services is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). It manages and controls Airline’s own equipment located at home and foreign airports. It provides services for communicating/interacting with external IT-services and third party services/IT systems are made available for the Airline’s own processes. It is responsible for the management of interfaces to third party systems, for example interfaces to luggage distribution and routing systems of other Airlines. Furthermore it provides a middleware, messaging, enterprise service bus (ESB) and provides an infrastructure that supports the usual communication patterns: request/response, pub/sub, etc. Lastly, it provides the Enterprise Application Integration facilities. +This sub domain shall be more technical oriented and therefore it shall not implement business services but basic services used by several other domains. Knowing that the difference between technical and business services is somehow difficult to determine, Enterprise Architecture Management is a crucial part for each organization. + +User Data Management +Establish central / group-wide data access to customer data: A central user data model and a common storage of user data does not imply sharing of airline related customer to the group. Governance of identity and access management to common user data storage is a prerequisite for this concept. +User Data Management aims to derive high-level target user data model from CUSTIS and SAMBA, gather requirements from airline-individual personalization initiatives and to use existing customer data where available. Recognize personalization initiatives supporting the idea of customer centricity: Personalization depends, simply spoken, on available information in a specific context (service). A common user data model should include all information which will be useful to provide personalized services. + + + HR is part of the Support Capability (Domain). HR as a cross-sectional Capability (Group) is primarily concerned with the management of people within organizations, focusing on policies and on systems. HR departments and units in organizations typically undertake a number of activities, including employee benefits design, employee recruitment, "training and development", performance appraisal, and rewarding (e.g., managing pay and benefit systems). In most organizations off-the-shelf services based on standard solutions are used. Anyhow, it is possible that HR delivers special services for staff of airlines for identity and access management. + + + Finance is part of the Corporate Functions Capability (Domain). Finance is a cross-sectional Capability (Group) and is governed by both local and international accounting standards and mostly based on standard solutions. +Financial Accounting refers to accounting suppliers and business partners. This comprises services such as preparing remittance, refunding. The request for a refund includes the details of what is to be refunded. The details may contain the order id, document number, coupon number(s). In addition to the details of the refunded document(s) the response must contain accounting information to allow correct processing of the refund e.g. settlement authorization code. + + + Contract Management & Procurement is part of the Corporate Functions Capability (Domain). The following tasks are within the scope of this Capability (Group). Contract Management is the Airline’s administration of contracts with its vendors. This comprises the contract creation, negotiation, adherence, and the definition of Service Level Agreements (SLA) and Key Performance Indicators (KPI) for managing the day-to-day performance of the vendor. Furthermore Contract Management includes managing changes that may be required as the relationship changes and problems arise, documentation of changes that may have been agreed and analyzing the benefits that accrue or may be available from the contract. +The procurement refers for example to Fuel for aircraft, equipment and required third-party services. Here, procurement guidelines are set, which describe the rules for procurement such as target, statement of validity, fundamentals, and the ethics of procurement including interest, confidentiality, and fairness and competition compliance. Procurement includes supplier management as well. +Within the procurement process, sources of supply are investigated, price quotations obtained, negotiations with suppliers on price and delivery performed, contracts prepared (which is part of contract management), documentation, insurance and shipping arranged, installation and commissioning of procured equipment monitored. +The ICAO provides in the document “ICAO/TCB PROCUREMENT PROCEDURES AND MECHANISMS” a detailed standard for Contract Management & Procurement of aviation industry: http://www2010.icao.int/APAC/Meetings/2013%20CRVTF1/WP07_ICAO%20AI3%20-%20ICAO_Revised%20TCB%20Procurement%20Procedures%20and%20Mechanisms.pdf +Following procurement services (named by ICAO) belong to Contract Management & Procurement: +• identification of supply sources on a worldwide basis; +• call for tenders +• commercial evaluation of tenders +• commercial contract negotiations +• drafting and award of purchase order/contract documentation +• commercial administration of purchase order/contract +Including following technical services: +• preparation of detailed technical specifications +• preparation of technical tender documentation +• technical evaluation of tenders +• technical contract negotiations +• drafting of technical component of purchase order/contract document +• review of system design document +• site and equipment inspections +• acceptance and commissioning activities, etc. + + + Property Management is part of the Support Capability (Domain). This Capability (Group) covers management and development of the property portfolio, including property planning / development, property registers and facilities management within properties. + + + Corporate Safety and Security is part of the Support Capability (Domain). This Capability (Group) includes Capabilities not related to the operation of aircraft, focused on future accident and injury prevention and continuous safety improvement achieved through the development, implementation and compliance of safety policies, management projects and programmes that turn around/tackle adverse safety trends and implement actions identified through investigation and analysis. +Security not related to the operation of aircraft focused on directing the physical security of assets including human resource, property & facilities. + + + Enterprise Management is part of the Support Capability (Domain). Consolidation of other cross business capabilities. + + + Defining, developing & managing the brand for customers & colleagues. +It also includes Marketing Management. + + + Marketing Management Capability (Group) is part of the Brand & Marketing Capability (Domain). The following tasks are within the scope of this Capability (Group). Every advertising, sales promotion, campaign management and similar will be managed, tracked and saved in order to have every direct Marketing activities together. Out of the customer profiles, new personalized offers will be generated based on the existing data. Depending on the context of the customer, offers will be tailored based on the data and values of the customer. In addition to that, not only the company can provide personalized offers to the customer, also the customer will be given the opportunity to personalize the offers by himself. It also comprises the enabling of services backing analyses and reports that direct or measure marketing initiatives, and that measure success of/reaction on sales actions. This comprises a Sales Cockpit, Web Tracking services (measuring/ensuring Usability) and information gathered from Social Media content. +The following tasks are within the scope of this sub domain. It is responsible for essential standard communications to the customer like notifications about service fulfillment, e.g. flight status, IRREG communication will be automatically handled. It also manages Social Media communication via pro-active postings, reactions to comments and to customer private messages will be managed. + + + The Brand capability (Group) is within the Brand & Marketing capability (Domain). Defining, developing & managing the brand for customers & colleagues which includes: + - managing the brand reputation + - conveying who we are & what we do + - creating customer, colleague and stakeholder loyalty and emotional connections + - designing and maintaining brand repositories, including product look and feel, business logos and livery etc. + - communicating the market brand (personality, promise, products, services and delivery style) + - differentiating the brand from other organisations and brands + + + + Loyalty is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). For rewarding loyal customer, the existing loyalty program has to be ongoing developed and managed. Loyalty partners should be managed, which is the basis for a successful loyalty program. It is also responsible for collecting and spending miles of customers should be tracked in order to keep track of current mile status of the customer. Based on a customer loyalty, the corresponding tier levels have to be managed and customers will be matched to the proper level. + + + Feedback & Complaint is part of the Customer & Loyalty Capability (Domain). It ensures that service quality is measured and feedback is collected from the customer perspective. It forms a basis for improving the service quality based on the feedback. The following tasks are within the scope of this Capability (Group). It is managing feedback and complaints include an analysis of the customer’s feedback which is the basis for subsequently optimizing the satisfaction and loyalty of this customer. If customers have claims for compensation, restitution, repayment or any other remedy for loss or damage those have to be managed, tracked and taken care of. + + + Customer Profile Management is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group). To gain basic insights into customers, the relationship data between the organization and the customer (B2C) will be proper analyzed and monitored. The customer profiles will be identified and created and the corresponding values of the customer deposited. The customer preferences will be tracked and saved to the profile. Both, static customer data (address, etc.) and dynamic data (last ordered product, etc.) as well as other customer profiling functions will be saved and deposited in the profile. + + + Customer Communication is part of the Customer & Loyalty Capability (Domain). The following tasks are within the scope of this Capability (Group): responsible for essential standard communications to the customer to be handled automatically, such as notifications about service fulfillment; e.g., flight status; manage social media communication via proactive postings, and reactions to comments and customer private messages. + + + The business capabilities grouped by sub domains of the “Revenue Management & Pricing” domain are depicted in Figure 25. The business capabilities belonging to the “Revenue Management & Pricing” domain are described in Table 5. Several of these have to be transformed into the definitions from the NDC Implementation Guide published by the International Air Transport Association [IATA14]. + + + Group Bookings is part of the Revenue Management & Pricing Capability (Domain). It deals with checking the availability for groups and the determination of group pricing. This is necessitated by the fact that the process for booking of groups slightly differs from the standard booking process. + + + Availability Management is part of the Revenue Management & Pricing Capability (Domain). Managing booking class availability derived from outputs of Forecast & Optimization (demand and no-show forecasts, bid prices), direct availability control (in case of irregularity management), decision support for revenue controlling and availability for ancillary and special services (advanced seat reservation, wheelchair, special meal, etc.) are within the scope of the Availability Management sub domain. + + + Forecast & Optimization is part of the Revenue Management & Pricing Capability (Domain). Forecast & Optimization covers forecasts of demand, bookings, cancellations, and buy-downs. In addition, no-show figures based on historical, special and expert data are also included in this domain. The Capability (Group) also caters for the controlling of the forecast and optimization process, which are monitored here. The aim here is to optimize revenue (fare-mix, over bookings) to steer capacity based on average earnings, the management of availability, inventory and reservation data. + + + Pricing Capability (Group) is part of the Revenue Management & Pricing Capability (Domain). Pricing, includes the provision and distribution of prices and conditions for each service and the booking class on each market. Maximizing the airline's revenue, monitoring competitor’s prices and defining the price concept and strategy also fall within this Capability (Group). + + + + Reservation Ticketing is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It provides interfaces to external global distribution systems (GDS), such as Amadeus and independent online sites. The interfaces comprise technical functionality required to communicate with external systems, but not the GDS business functionality itself. It is also responsible for enabling call center agents to sell the airline’s product(s) and services, to inform customers, sell tickets to customers and provide services, such as ticket/EMD issuing, rebooking, reissuing, refunding. Furthermore it manages reservations and ticketing, i.e. preparation eTickets, issuing of paper tickets, EMD’s, rebooking, reissuing, refunding, collection of payments. Lastly, it provides direct connect interface to third parties. + + + Sales Agent Channels is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides all sales channels and allows sales agents to sell products (indirect/direct sales, domestic/international, online/offline and group sales). Moreover it is responsible for allowing corporate sales account to sell products (to business, domestic/international, online/offline and group sales). Lastly, it provides sales data reports and statistics for agents. + + + Sales Channel Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It set up sales channel strategy like B2B, agent, direct sales or agencies. It also defines sales channels, agents, company business and group travel. Furthermore it is responsible for the Account Management, which analyzes and monitors B2B customer relationship, Maintains B2B data, provides B2B customer care function and processes. + + + Inventory Management is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). It is managing all flight related inventory restrictions / allotments, e.g. available seats, cap left for Special Service Requests (SSR)’s such as special food requirements, wheelchair, seat at window, etc. It is responsible for managing all flights with their available seats and divides seats into service classes and booking classes, for which different prices and booking conditions apply. The inventory management also distributes the schedules. + + + Direct Sales Channel & Shopping is part of the Sales Capability (Domain). The following tasks are within the scope of this Capability (Group). The following tasks are within the scope of this sub domain. It provides direct sales channels and is responsible for the search of products (i.e. flight products and bundles). It also creates offers (including ancilliaries) and reservations and handles the (re-)book and order. Furthermore the sub domain is responsible for ancillary services, cross-selling, up-selling, product bundling and provides a shopping cart. + + + + + Handles and manages all Ancillary systems and services. + + + Handles and manages all Ancillary systems and services. + + + Handles and manages all Ancillary systems and services. + + + + Information Object encompassing entities + + + Entity describing a data object + +Entities (Data Objects) and Information Objects relate to each other. They can be nested hierarchically and have attributes. + + + Business Capability (assigned to a Sub domain) + + + Activities of a business process (can be chained) + +For each Business Domain a Business Capability Map exists. This map assigns to each sub domain all belonging business capabilities. + +Business process models provide a means of developing a behavioral view of the system under investigation. + + + + An aircraft is a machine that flies between airports carrying passengers and freight. + +An aircraft usually is part of a fleet the airline operates and in case of passenger flights offers seats according to a given seat map. + + + An airport is an aerodrome including a suitably large area for take offs and landings of aircrafts as well as buildings to operate flights. + + + + An aviation product is an airline's service a customer is willing to pay a price for. + + + + The point of sale is the time and place where aviation products are sold. + + + Baggage or luggage is what a passenger is allowed to carry on a flight. + + + A passenger is a customer holding a specific valid ticket. + +A passenger is a customer in person holding a valid ticket for a specific flight for which he is allowed to bring his baggage. + +the customer resolves to a passenger who related to a reservation, booking and the acquired ticket. + + In this model the customer resolves to a passenger who related to a reservation, booking and the acquired ticket. + + + A code share is an aviation business arrangement where two or more airlines share the same flight. + +Code shares are used to organize co-operations between airlines. + + + A crew rotation is a team of aviation staff actually servicing a flight. + +Crews are assigned to a flight which is serviced by a specific aircraft + + + A customer is a company or human being doing business with the airline. + + + A fleet is the sum of an airline's operating, planned and retired aircrafts. + + + A flight is a logical combination of flight legs. A passenger can have ticket for a flight. + +A flight is an abstract entity that consists of flight legs, the actual air travel between departure and arrival airport. + + + A flight leg or flight segment is a section of a flight that connects the departing and arriving airport. + + + Freight or cargo are goods stored in various containers being transported by an aircraft. + + + + The network is a list of all planned regularly operated flights of an airline. + +The Network is directly related to the Flight where the Network is extended by the Codeshare entity. + +Airlines manage a network of flights in certain regions or globally. + +The network is periodically re-organized, reduced or extended according to customer's demand. + + + A sales channel is the communication and transaction mechanism for point of sales to sell products to customers. + + + A seat is a location for a passenger to sit during a flight. + + + A seat map represents the current arrangement of seats in an aircraft. + +flights offers seats according to a given seat map. + + + A ticket or airline ticket is a travel document to confirm that a passenger has purchased and reserved a seat on a flight on an aircraft. + + + + + + + starts off with defining the product strategy + +For that product data, requirements and market information is composed. + + + + responsible for the Product Quality and creates several reports and monitors the systems data. + + + all the necessary product components are designed and subsequently developed for production. In this phase the Customer Experience, Product & Service and Corporate Design is defined. + + + + + Defines and develop product & service portfolio and strategy. + + + Handles and manages all Ancillary systems and services. + + + Definition of corporate design and branding. + + + Defines and develop customer experience on board for cabin interior, seat and bed, service and customer experience of food and beverage. + + + Define product and service development requirements following assessment, review and business agreement. +Develop and integrate new products and services, including: + - developing associated delivery processes for new products + - managing the process for a re-design of service styles and standards +Product Innovation: respond to external or internal opportunities and identify, introduce, evaluate and select new ideas, processes and products and integrate new technologies into products and services. + + + The user can book a refundable flight + + + Defines Sales Channels and the strategies for each channel + + + Responsible for distributing different schedules within + + + The user can select a flight for reservation. This process execute the debit and the creation of the reservation + + + Order capture, management and fulfilment. This includes managing later changes to the order. + + + Manages all incoming flight related availability restrictions + + + Booking order capture and Management + + + Manages the Sales Account + + + Manages the lifecycle of the direct Sales Agents. + + + Responsible for operations and overview of a sales channel + + + Managing the seat inventory + + + Manages the internal waiting lists + + + Provides relevant statistics and analytical reports + + + Responsible for the search and availability of products. Flight selection, ancilliaries, etc. + + + Collect and delegate search params to FlightOfferComponent + + + A flight search consist of search criteria and additional information, like personalized context, and returns availability, fares and flight related ancillaries + + + A multi stop flight is simply spoken a group of basic flights, excluding return and repeated flights + + + Search for flights like basic search but added with information of rebooking to fare calculation + + + + The Price also relates to the available booking and service classes. + + + The Fare or also prices of the tickets are directly related to the offering. The Price also relates to the available booking and service classes. + + + + + The business process starts off with defining the sales channel strategy. The required documentation, Fare information and account responsibilities are created there. + + + Within the Inventory Management, seat inventory, waiting lists and recurring ticket/booking statuses are produced. Subsequently Sales channel KPIs and coordination and sales guidelines are defined. + + + Therefore, it needs to overview the booking and ticket status. + + + The sales domain is also responsible for the reservation of tickets + + + Within the sales process, reports are created. + + + + Analyses markets based on internal and external facts and sources + + + Assigns the appropriate fleet to the published flight plan + + + The process of designing a future flight network based on the current setup and influenced by market demands and partner's capabilities + + + Collects the actual costs generated by individual flights. + + + Collects internal and external historic facts and figures on actual sales + + + Insures the correct accounting of business with cooperation partners. + + + Manages slot assets & contracts with AOL + + + Support the process of managing existing partnerships, on-boarding new ones and hibernating less productive ones. + + + Manages the transition of aircrafts from the state of purchased to fully serviceable. + + + Determines the adequate size of the future fleet based on customer and market demands. Takes into account the contribution of partners and joint ventures. + + + Negotiate slots in IATA slot conference + + + Analytical model of the flight plan + + + Optimize plans for future flight networks by simulating variations and finding potential optimums. + + + Optimizes the schedule with respect to customer satisfaction and profitability at the same time + + + Analyze Flight Plan Data according to model to gather requirements for next flight plan schedule. + + + Makes the current flight plan available to internal and external consumers + + + Generates and publishes reports about operational and financial aspects of business with alliance members. + + + Generates and publishes reports about operational and financial aspects of business in joint ventures. + + + Supports the business process of aircraft sourcing by delivering the most current demand model for fleet size and time lines. + + + + Network & Fleet Operations and Network Data Analysis creates market data reports, gathers flight costs, and several other reports. + + + The business process starts off with defining the Network & Fleet Planning strategy. It defines the network requirements and calculates the optimal fleet sizes. + + + + Network & Fleet Operations and Network Data Analysis creates market data reports, gathers flight costs, and several other reports. + + + Within Network Management it compares historical sales statistics and defines commercial partners. + + + Within the code sharing process it creates the flight plan, optimized the schedule and a code sharing object. + + + + + + + + + + + + + + + + + + + + Storing freight at destination and informing the forwarder + + + Moving shipment to the parking position, loading the aircraft, documenting and clearing discrepancies between plan and actual freight + + + Manages the cargo network and partnerships and enabling a high quality of service by customizing the cargo network. One task is scheduling operations between with involving parties. + + + Defines the cargo strategy and processes for cargo operations and product development + + + Validating of release status of the shipment, handover documents and shipments to the forwarder or redirect it to another airline. +It includes capabilities to arrange import customer delivery or re-routing or transhipment of cargo as appropriate at the destination warehouse / depot. + + + Clearing the security of the freight, planning flights, collecting freight from airline’s warehouse. +This includes Customs Management, i.e. capabilities to calculate and handle the required declarations, inspections, payments of duties and taxes to national customs authorities or customs agents for imported cargo. + + + Unloading forwarder’s truck or receiving shipment from another airline, validating of status of the shipment, screening the shipment, storing the shipment in the airline’s warehouse, confirmation to forwarder. +It also includes capabilities to determine at the originating reception how cargo items should be prioritized for export and routed to their destinations. + + + Storing freight, collecting freight, planning of warehouse capacity. +Also, planning and executing the loading of the freight to cargo units. + + + Calculate and optimize a flight plan for the airlines fleets + + + Provide crewmembers with all necessary information in time (e.g. roster, training information, layover details, changes etc.) + + + Monitor and manage available as well as owned slots; prevent slot loss. + + + Capabilities to ensure the correct weight and balance situation of an aircraft for a specific flight- balance and adjustment if necessary between passenger, baggage, cargo and fuel weights and aircraft locations taking account of all relevant flight technical data.Capabilities to check (and expedite if necessary) that all items have been correctly loaded on an aircraft and the required pre-dispatch procedures have been completed. + + + Distribute the operational flight plan to all required parties (e.g. ATC, crewmembers, etc.) + + + React to and recover from disruptions + + + Manage crewmembers and their rosters + + + Manage the flight plan as it is being flown and adapt to changes (e.g. as required by ATC) + + + Optimize fuel load of an aircraft + + + Supporting functionality for pre-flight preparation (e.g. updating of electronic flight bag, purser mobile device, checklists etc.) + + + Provide all necessary information required for the crew for a particular flight in a so-called briefing package (e.g. flight plan, maps, manuals etc.). + + + Provide navigational and flight related information (e.g. current weather information, weather forecast, etc.) + + + Enable communication between crewmembers; especially between flight crew and cabin crew (especially important during sterile cockpit periods) + + + Provide aircraft payload and fuel load calculations + + + Any and all incidents related to a flight have to be reported. Each incident is rated according its severity and impact. + + + Before departure, the cockpit receives the final load sheet showing critical information like total weight, weight distribution, total fuel, information on dangerous goods etc. Wrong calculations on this sheet will prevent the aircraft from achieving published certified performance that can lead to catastrophe. Depending on regulations, the cockpit crew is required to cross-check the load sheet. The captain has to document concurrence by signing the sheet and a copy of the signed sheet will remain on ground and has to be retained for a defined time. + + + Support passengers onboard (e.g. ordering of meals and beverages, filing complaints etc.) + + + A rotation in this context is a sequence of flight legs that start at a station and end at that same station; usually, that station has to be a so-called “home base” (i.e. where crewmembers or the airline’s aircraft are “at home”) to qualify as rotation start or end. + + + + + + + + + Climb The dynamics of the flight environment, including accommodation of ATC directives, require the crew to continuously monitor aircraft performance in order to realize the best possible flight profile. At some point during the climb, the cockpit crew checks the FMS and/or performance charts to compare the optimal and maximum cruise altitudes with the planned data and desired cruise Mach. This information is used to coordinate an optimal cruise altitude with ATC. Other factors include wind data and ride (turbulence) conditions, en-route convective weather, MEL contingencies, traffic-induced speed restrictions and fuel consumption issues. Winds aloft notwithstanding, in most cases higher altitudes provide for more efficient engine operation. If the flight is restricted to a lower altitude due to weather or traffic, the crew must consider the effects on total fuel burn and reserves. In addition, some aircraft types are more fuel sensitive to off-optimal cruise Mach than others, which may also limit the cruise altitude options. +Passenger-related activities during the climb include beginning the meal and/or beverage service, delivering any marketing PA announcements and activating any entertainment systems. In addition, the Captain usually makes a PA describing en-route flight time and weather conditions, points of interest, arrival estimate, destination weather and, if applicable, any information concerning the presence of an augmented crew. Seat belt sign usage is at the Captain’s discretion and is typically activated in the presence of adverse ride conditions, or at the flight attendants’ request such as during the meal service. The segment of the Captain’s PA which informs the passengers that “while in their seats they are to keep their seatbelts fastened” is included by many airlines as a standard procedure and a mandatory disclaimer. + + + As cruise altitude is reached, the power settings/Mach target are established, and the crews will report level to ATC. The crew also performs various administrative duties, including downlinking any departure delay ACARS codes and recording the engine monitor log (if not automated). +During cruise, the crew must maintain a time/fuel log in order to compare planned time and fuel burn performance with the actual time of arrival (ATA) and fuel on board (FOB) over each flight plan waypoint. The baseline departure time and take-off FOB is used to generate the ETA/EFOB (Estimated Time of Arrival/Estimated Fuel On Board) log which is usually very accurate. Consideration must be given by the cockpit crew to the possible causes of any deviations from the waypoint ETAs/EFOBs (including fuel imbalance) and the effect on the destination arrival time and fuel. Potential sources of time/burn variation include winds aloft greater or less than forecast, cruise speed or altitude different than planned or mechanical problems such as a fuel leak. The cockpit crew also continuously evaluates altitude options. As the aircraft weight decreases due to fuel burn, the optimum cruise altitude typically increases due to better engine efficiency at higher altitudes. Available altitude options may be limited by ATC. +On international flights, transitioning through airspace boundaries under the jurisdiction of other national sovereignties may require supplementary procedures to address local restrictions. These FIR (Flight Information Region) boundaries normally require advance notification via the flight planning process (filed flight plan), and preliminary contact by the aircraft as the flight approaches the boundary. Generally, separate ATC clearances must be issued at each boundary crossing, including entering the oceanic airspace. Before entering such airspace, it is the responsibility of the crew to familiarize themselves with any specific procedural requirements including position reporting, use of datalink, radio communications, and any other airspeed or operational limitations (holding speeds, speed limit below a given altitude, etc.). +The need to deviate from the desired track due to adverse weather is always a possibility. The nature of hazardous weather en-route varies with the geographical region (e.g. transcontinental, Caribbean, North Atlantic, etc.) as well as the type of aircraft and the equipment on board. The procedures and available options for coping with adverse weather is also airspace-dependent. +As in other phases of flight, the crew must be constantly prepared for the possibility of contingencies requiring diversion of the aircraft to an en-route alternate airport. In addition to the possible closure of the destination airport (due to weather, power outages, or other field situations), reasons for diverting include medical emergencies (sick passengers/crew), aircraft equipment problems, terrorist activities inflight, unacceptable holding times, fuel diversion due to wind or traffic delays. The decision to divert usually includes input from dispatch and must include a clearance from the controller – unless the Captain declares an emergency. If the situation warrants the declaration of an emergency, the flight is given priority handling en-route, and the necessary ground and rescue services are assembled to meet the aircraft upon arrival. + + + The descent profile is determined by both ATC limitations and optimal aircraft performance. An aircraft operating at typical cruise altitudes (31,000 to 41,000 feet) will nominally initiate the descent at 100 to 130 nautical miles from the destination airport. The distance varies primarily due to ATC restrictions/procedures but also may be influenced by equipment type and environmental conditions such as winds aloft and turbulence. The initial descent takes place with about 30 to 40 minutes remaining in the flight, at which time the crew begins their approach and landing preparations. An “In Range” message is often transmitted to the destination station either through ACARS or by VHF radio. This message includes the latest touchdown estimate, special passenger requests (wheelchairs/connections), and if not already transmitted, any maintenance discrepancies. The station transmits or uplinks the arrival gate assignment, ground power unit status and any other relevant status message such as a “tow-in only” requirement for the assigned gate. +During the descent, ATC may issue crossing restrictions which can be part of a published standard arrival procedure or as a response to a traffic sequencing requirement. If the clearance is not issued as an immediate descent, it is the responsibility of the cockpit crew to determine a top-of-descent (TOD) point which satisfies the crossing restriction. +Ride conditions notwithstanding, it is desirable from an efficiency standpoint to delay the descent as long as possible, then descend at or near engine idle at an optimum speed and meet the restriction within a few miles before the fix to give a margin to ensure the restriction is met. Factors which must be taken into consideration during descent planning include wind direction and intensity for the relevant altitudes, possibility of speed restrictions if not already assigned, high barometric local pressure at the transition level and turbulence. +The FMS is the primary resource available to the crew for descent planning as restrictions can be programmed directly and a profile calculated. There are other ad hoc methods for determining the distance required to lose a given amount of altitude. The “3 to 1” rule is still used by most pilots to back up the FMS solution in which 3 miles are required for every 1000 ft of altitude loss, e.g. 30,000 feet would require 90 miles. Adjustments are then made to accommodate headwinds/tailwinds and anticipated speed restrictions. +Destination weather and the expected approach/runway procedures are major considerations in planning the arrival. The primary source of this information is the ATIS previously described, although holding delays, weather conditions and runway operations may be passed along via ATC and/or dispatch. ATIS provides the current weather, instrument approach procedures in use, and active runways, as well as details concerning runway and taxiway closures, windshear reports, precise visibility values for individual runways, braking capability, bird activity, temporary obstructions (e.g. construction), land and hold short operations utilization and any other relevant safety-related information. +Once the crew has received the destination weather and approach information, they begin setting up the navigation equipment for the expected arrival procedure. Of primary concern are the current weather conditions vs. the available approach procedures. Low ceilings and visibility mandate specialized procedures which in turn require specific navigation equipment necessary for executing the approaches. If the current weather is below the minimums available for the procedure in use, or the necessary equipment is unavailable or inoperative, the crew must consider other options which include holding (if weather improvement is anticipated) or diverting to an alternate airport. Either course of action requires coordination with ATC and the airline’s dispatch office. +After the crew has programmed the navigation systems and FMS for the anticipated procedure, the PF briefs the approach, using the published approach procedure as a reference. Some low visibility weather situations may mandate that the Captain always perform the PF duties to meet standardization requirements during critical low visibility operations. In addition to designating the PF, the approach briefing includes information about the required navaids, key segment and crossing altitudes, approach minimums vs. current weather, obstacles and terrain awareness, and the missed approach procedure. +The cabin crew activities during the descent include preparing the cabin and galleys for landing, forwarding connecting gate information to the passengers, completing customs-related documents, forwarding any cabin-related discrepancies to the cockpit and verifying that seatbelt compliance requirements are satisfied. The Captain’s descent PA announcement usually includes updates of arrival estimates and weather conditions. Any anticipated adverse weather or delays are usually briefed to both cabin crew and passengers. +As the aircraft descends below the transition level, the PNF works on completing the descent checklist which includes monitoring the pressurization, correcting any accumulated fuel imbalance, and calculating and/or reviewing landing data (approach speeds, runway limits). While passing through 10,000 feet, the Captain alerts the cabin crew (by chime or PA) that the sterile cockpit period is in effect and that the final cabin preparations for landing should be completed. + + + The aircraft operated by most air carriers are usually equipped to satisfy the navigation requirements of a variety of approach procedures. Precision approaches include Global Positioning System (GPS) autoland, GPS LNAV/VNAV and Category (CAT) I, II and III ILS approaches. Many runways at larger airports utilize the Instrument Landing System (ILS) to provide guidance to pilots during instrument conditions along a well-defined path made up of lateral and vertical elements called the localizer and glide slope respectively. +A non-precision approach is a procedure where lateral track information is provided by a local navigation aid (navaid) or satellite, but vertical guidance is received through barometric referencing or other means not directly associated with the specific runway. As expected, precision approaches provide for operations in much lower ceiling and visibility conditions. +When very low visibility conditions exist, CAT III approaches are mandated which require autoland or HUD (heads up display) guidance. Arrival delays should be anticipated during these operations due to limited spacing and runway options. When VFR (Visual Flight Rules) conditions exist, pilots are encouraged to use all available navaids as a back-up even during visual approaches. In addition, many airfields employ instrument procedures during VFR conditions in order to manage aircraft sequencing or noise restrictions. +At some point during the vectoring or feeder segment, the flight will be “cleared for the approach”. An approach clearance by ATC authorizes the crew to execute the procedures for landing. As mentioned earlier, it is the cockpit crew’s responsibility to determine approach legality. The current weather conditions must be compared to the procedures and equipment available, both ground-based and airborne. Downgrades in onboard automation or displays may dictate higher landing minimums and/or unavailability of certain procedures. Likewise, the inoperative status of any ground components may result in additional landing restrictions. An adverse condition of any required approach facilities is usually reported by ATC or the ATIS, but also may be detected by onboard alerting systems. +Most authorities designate a specific location in the procedure where the current weather must be at or above weather minimums in order for the aircraft to continue on the approach. If the flight passes the designated position with reported weather at or above minimums, it may continue to the missed approach point or decision height, as applicable. If weather conditions are below minimums at the designated position, the procedure must be aborted and other alternatives considered i.e. diversion, holding, etc. +Runway wind conditions must be addressed by the crew during the final approach and landing. Depending on the wind direction, intensity, and presence of gusts, adjustments may have to be made resulting in a higher planned approach speed. Maximum crosswind limitations vary among equipment type and weather conditions. +In the event the requirements for completing the approach and landing are not satisfied, a “go-around” is executed and a standardized “missed approach procedure” and/or ATC instructions must be followed. Options available following a missed approach include entering holding to wait out whatever unacceptable condition resulted in the aborted landing, diverting to an alternate airport, or most commonly, accepting ATC vectors to initiate another approach. Many aborted landings are initiated by ATC or the cockpit crew due to traffic on the runway. In most cases a prior arrival failed to clear the runway in a timely manner, but a delayed take-off by an aircraft sitting in position at the threshold can also result in an aborted landing. +If the runway is in-sight and clear when at the decision point, the cockpit crew continues the descent until initiating the landing “flare” maneuver where the descent rate is reduced just before touchdown. + + + Once assigned to a flight sequence, crewmembers are required to sign in at the station flight operations office (nominally) one hour prior to the departure of the first leg. Crews normally arrive earlier than one hour in order to accommodate international flight planning, publication/flight manual updating, or other administrative responsibilities. Once introductions between crewmembers are complete, the flight crew begins the planning tasks. In situations where the time available before departure is minimal, the First Officer may proceed to the aircraft to begin the preflight duties there. + + + During this stage, the flight deck crew receives the so-called briefing package (containing the flight plan, current weather and fuel information, etc.) and cabin crew the passenger lists. This information is either printed out or, if available, electronic devices of the crew are updated with the information. +The crew must determine the airworthiness of the aircraft and address any open issues before departure. The term “preflight” is typically used to describe the interior and exterior inspections of the aircraft, but in a general sense can be used to describe any activity involved with preparing the aircraft for departure. The aircraft inspection is usually divided among the cockpit crew and includes an exterior walkaround examination, interior cockpit set-up, and systems checks. These preflight inspections are outlined in a checklist. +The preflight also includes verification that all required manuals and paperwork are onboard and complete. The aircraft mechanical logbook serves as a means for flight and cabin crews to convey mechanical discrepancies to station maintenance personnel and subsequent flight crews. Any discrepancy entered into the logbook must be balanced with an entry by a certified aircraft mechanic who either resolve the problem or defer it according to specified guidelines. Some items can be deferred based on time (hours of flight, or days/weeks), type of maintenance available, or whether they are listed in the Minimum Equipment List (MEL). The MEL identifies the components which may be inoperative on a given aircraft while still maintaining legality for dispatch as well as the deferral rules. Crew responses associated with MEL items range from simple awareness to complex critical procedural changes. +The Configuration Deviation List (CDL) is similar to the MEL, but references airframe components that are more structural in nature (e.g. missing flap track fairing). +Modern aircraft have extensive autoflight capabilities that allow many of the navigation and performance optimization tasks to be handled automatically if desired. Autoflight initialization and Flight Management System (FMS) programming are conducted during the pre-flight phase. +Some airlines have information systems which allow information required to initialize the autoflight systems to be uploaded automatically via an ACARS (Aircraft Communication and Reporting System) datalink unit. In general, the use of ACARS by air carriers satisfies the requirement that their aircraft are continuously able to be contacted by dispatch during the entire flight. Initialization of this system is also part of the cockpit setup procedures. +Communication between the cockpit and cabin crewmembers is critical to the safety and efficiency of the flight. At some point during or before preflight activities and passenger boarding, the Captain conducts a briefing with the Purser or senior “#1” flight attendant. This includes standard information covering en-route flight time and destination weather, as well as taxi-out time (in the case of a short taxi, the flight attendants must start the safety video/demonstration as early as practicable), security issues and alerts, ride conditions and turbulence, inoperative cabin components, requirement of overwater flight passenger life vest demonstrations, augmented crew, crew meal service and any other relevant safety or operational issues. The Captain may also discuss adherence to the sterile cockpit period in which access to the flight deck is limited to reduce distractions during critical flight phases, nominally anytime the aircraft is below 10,000 feet above Mean Sea Level (MSL). + + + Once the agent moves the jetbridge out of the way, the pushback crew advises the cockpit that the wheel chocks are removed and that it is safe to release the parking brake. The Captain acknowledges release of the parking brake and signals the First Officer to call ramp control (or ATC, depending on local requirements) for pushback clearance. Usually, the cockpit crew is advised by the pushback crew that the area is clear for engine start. +Under certain weather conditions, ice or frost may be present on the airframe or airfoil surfaces which require removal before take-off. In situations where deicing or anti-icing is required, the Captain delays the engine start while the push crew positions the aircraft in a designated de-ice location. At many airports, secondary de-icing locations are established nearer to the departure runway in order to keep the time to take-off below the holdover time. The holdover time is the length of time (in minutes) that the anti-icing fluid is effective and is determined by the flight crew from tables in their flight manuals. The time may vary according to temperature, type and intensity of precipitation, and type and concentration of fluid used. Once the anti-ice application is complete, the icing coordinator advises the cockpit crew when the holdover time begins. It is then the responsibility of the Captain to monitor the holdover time vs. take-off time. If the delay before take-off is too long, the aircraft may have to return to a de-icing location to be re-treated. +After the engines are started and the towbar is disconnected, the Captain gives the guideman permission to disconnect the interphone headset. The guideman then steps into a position where he is visible from the flight deck, shows the nulling pin (used to disable the aircraft’s nosewheel steering system during pushback) and gives a salute which confirms the ramp area is clear to taxi. The Captain acknowledges the salute and the First Officer calls for taxi clearance. Once clearance is received, the Captain begins the taxi-out only after both pilots have visually checked outside and verbally announced “clear left” and “clear right”. + + + + After touching down on the runway, the PF uses reverse thrust, ground spoilers, and wheel braking to decelerate to taxi-speed and vacate the runway. As the aircraft slows to turnoff speed, the Captain and First Officer assume the taxi and communications tasks as per normal ground operations. Once clear of the runway, the crew reports any adverse wind or braking conditions to the tower (in low visibility conditions the crew may also be required to report clear of the runway). After exiting the runway, the First Officer contacts ground control for taxi-in instructions, completes the after landing-taxi checklist and calls the local ramp control to confirm the arrival gate assignment and occupancy status. + + + In most cases, setting the parking brake and opening a cabin door trigger the “IN” event. The “IN” time is used to determine a number of metrics including the length of the flight (which is used to calculate flight crew compensation and legality for subsequent trips), on-time arrival report card, customs and immigration data, and company-specific performance monitoring and scheduling adjustments. +Once a source of ground power is connected (APU or external power cable), the engines are shutdown and the crew completes the engine shutdown checklist. The agent verifies the disarming of the doors with the flight attendants and opens the designated exit door(s) to commence passenger disembarkation. Usually any wheelchair passengers or unaccompanied minors are accommodated last. After engine shutdown, the ground crew begins unloading and processing the baggage and freight. The flight crew secures the cockpit and cabin before departing the aircraft. At specified outstations, an exterior post-flight walkaround inspection may be required which is completed by the cockpit crew before leaving the gate area. Post-flight inspections are not as thorough as the preflight and are usually mandated after the last flight of the day at stations with limited or contract maintenance. Finally, for international operations, any customs/immigration requirements may need to be addressed. + + + Upon completion of postflight duties at the aircraft, the cockpit crew accomplishes any required debrief reports while the flight attendants make liquor and duty-free deposits, usually at the station operations. Debriefs/reports are required by the cockpit crew in instances of a declared emergency or ATC violation, significant mechanical failures (including engine shutdown), fuel dumping, illness, injury or death of a passenger or crew member, passenger misconduct/smoking, overweight landing, HAZMAT issues, diversions, high speed aborts, lightning strikes, near midair collisions and a number of other situations involving non-standard operations or issues. Once all cockpit and cabin obligations are fulfilled, the crew begins preparations for the next flight leg. In situations where the same aircraft is to be used, a new flight plan is pulled up and the pre-flight sequence starts all over. In most cases, however, the crew must change aircraft and relocate to the new departure gate where the planning/preflight duties are repeated. If this is the last flight of the day, the crew is released from duty and typically proceeds to the crew hotel limo in cases of out of base layovers, or the bus to the employee parking lot if the inbound flight was the last leg of a sequence. +If the aircraft is to be “turned around” for use in a subsequent leg, maintenance personnel will attempt to meet the flight upon gate arrival. Any discrepancies are discussed with the inbound flight crew and the necessary repairs are begun as soon as possible. If the discrepancy has been reported in in-flight, the mechanics often meet the aircraft with replacement parts such as Line Replaceable Units (LRUs) which can often allow repair in the normally-scheduled turn-around window. If the aircraft is not to be used right away, required maintenance may be performed during periods of less demand. In situations where the aircraft is finished for the day, it may be towed or taxied to a remote location, or the hangar, where the requisite maintenance and/or inspections are completed. In addition to maintenance requirements, other post-flight activity conducted by ground personnel include aircraft cleaning and de-catering, security checks and any required customs inspections. When customs or security inspections are required, delays are often incurred since the outbound crew cannot access the aircraft until the inspection is complete. In any event, it is desirable from an efficiency standpoint that ground service activities associated with the inbound flight such as catering, cleaning, and baggage handling should dovetail with the departure cycles of subsequent flight legs. + + + As the scheduled departure time approaches, the Captain, lead gate agent and ground crew chief coordinate their efforts to see that all pre-departure requirements are met. The pilots finalize the FMS and autoflight parameters by obtaining an update on weather conditions and runway utilization through the Airport Terminal Information Service. In addition, the crew must receive confirmation of the flight’s routing from ATC. Prior to the scheduled departure (usually at least a few hours before), the airline’s dispatch office files a requested routing based on their flight plan optimization with ATC. Approximately 20 minutes prior to departure, the ATC route clearance is requested, preferably through an ACARS function. The ATC route clearance received by the crew may differ from the filed routing and the changes must be addressed (fuel/performance/dispatch considerations) and reprogrammed. In addition to possible routing changes, ATC may also adjust the planned departure time as a result of current airspace dynamics or weather conditions. +Latest at this stage, the cockpit will receive a signed load sheet from the loading agent. This typically includes finalized aircraft and fuel weights, stabilizer trim settings, center of gravity data, passenger count, cargo loading and live animal and security information. The First Officer uses the updated information to calculate finalized take-off performance data. The FO will also reset the stabilizer trim and set take-off reference speeds. In cases where the load sheet weights are greater than planned, adjustments may have to be made to the flap and/or power settings, or an alternate runway may be required. The load sheet is a critical document, because errors on it can have catastrophic consequences (e.g. plane crash due to wrong trimmings). Therefore, in many countries, the crew is obliged to cross-check the calculations for gross errors and, depending on regulations, the captain has to indicate concurrence with the figures by signing the load sheet. Often, copies of the signed load sheet are taken by various parties (e.g. load agent, airline, etc.) and kept for a defined period of time. +Once the clearance is received, the crew can perform the “Before Starting Engines” checklist. At approximately 10 minutes prior to departure, the Captain turns on the Fasten Seat Belt sign which signals the Flight Attendants to ready the cabin for departure and deliver the requisite PA announcements. +In order to prepare the aircraft for movement, the ground crew completes the baggage and cargo loading, including late bags, and closes the cargo doors. If necessary, any required external power or air is removed from the aircraft, unless required for engine start. The tug is connected to the aircraft via a towbar unless a “powerback” is planned. The flight deck crew performs the “just prior to pushback” portion of the checklist which includes, among other things, confirmation that all the doors are closed and that the anti-collision (red flashing) beacon is operating. At this time the flight attendants arm the escape slide mechanism of the entry doors in case a ground evacuation becomes necessary. When the checks are complete and the aircraft is ready for gate departure, the ground crew becomes the pushback crew. + + + During this stage, the flight deck crew receives the so-called briefing package (containing the flight plan, current weather and fuel information, etc.) and cabin crew the passenger lists. This information is either printed out or, if available, electronic devices of the crew are updated with the information. +The crew must determine the airworthiness of the aircraft and address any open issues before departure. The term “preflight” is typically used to describe the interior and exterior inspections of the aircraft, but in a general sense can be used to describe any activity involved with preparing the aircraft for departure. The aircraft inspection is usually divided among the cockpit crew and includes an exterior walkaround examination, interior cockpit set-up, and systems checks. These preflight inspections are outlined in a checklist. +The preflight also includes verification that all required manuals and paperwork are onboard and complete. The aircraft mechanical logbook serves as a means for flight and cabin crews to convey mechanical discrepancies to station maintenance personnel and subsequent flight crews. Any discrepancy entered into the logbook must be balanced with an entry by a certified aircraft mechanic who either resolve the problem or defer it according to specified guidelines. Some items can be deferred based on time (hours of flight, or days/weeks), type of maintenance available, or whether they are listed in the Minimum Equipment List (MEL). The MEL identifies the components which may be inoperative on a given aircraft while still maintaining legality for dispatch as well as the deferral rules. Crew responses associated with MEL items range from simple awareness to complex critical procedural changes. +The Configuration Deviation List (CDL) is similar to the MEL, but references airframe components that are more structural in nature (e.g. missing flap track fairing). +Modern aircraft have extensive autoflight capabilities that allow many of the navigation and performance optimization tasks to be handled automatically if desired. Autoflight initialization and Flight Management System (FMS) programming are conducted during the pre-flight phase. +Some airlines have information systems which allow information required to initialize the autoflight systems to be uploaded automatically via an ACARS (Aircraft Communication and Reporting System) datalink unit. In general, the use of ACARS by air carriers satisfies the requirement that their aircraft are continuously able to be contacted by dispatch during the entire flight. Initialization of this system is also part of the cockpit setup procedures. +Communication between the cockpit and cabin crewmembers is critical to the safety and efficiency of the flight. At some point during or before preflight activities and passenger boarding, the Captain conducts a briefing with the Purser or senior “#1” flight attendant. This includes standard information covering en-route flight time and destination weather, as well as taxi-out time (in the case of a short taxi, the flight attendants must start the safety video/demonstration as early as practicable), security issues and alerts, ride conditions and turbulence, inoperative cabin components, requirement of overwater flight passenger life vest demonstrations, augmented crew, crew meal service and any other relevant safety or operational issues. The Captain may also discuss adherence to the sterile cockpit period in which access to the flight deck is limited to reduce distractions during critical flight phases, nominally anytime the aircraft is below 10,000 feet above Mean Sea Level (MSL). + + + In order to make most efficient use of runway resources, the local tower controller often issues a “position and hold” clearance to an aircraft in preparation for final take-off clearance. This allows the aircraft to taxi into position and hold on the departure runway while waiting for other traffic, runway restrictions or an ATC issued departure time. If this hold time is not required or a departure needs to be expedited, the tower may clear the flight for take-off without holding in position. At this time the crew makes final checks of the wind/weather and the presence of runway contamination. If the flight is following the departure of a large aircraft, adequate wake separation requirements must be assured by confirming that an acceptable interval of time has elapsed before commencing the take-off roll. +Once the take-off clearance is received, the pilots’ roles of Captain/First Officer change to pilot-flying/pilot not-flying (PF/PNF) in order to accomplish the procedures commensurate with which pilot is flying the leg. At all times, however, the Captain is still pilot-in-command (PIC) and, since he/she remains responsible for the flight and may choose to assume the PF role at his/her discretion. Certain weather conditions (low visibility) or crew experience levels may dictate that the Captain remain PF during some or all of the flight. +During the take-off roll, the crew monitors the aircraft centerline tracking, engine parameters, and conditions both inside and outside of the aircraft. The PNF calls out each V-speed as part of the normal procedure. Should a critical problem occur before the abort decision speed, V1, the take-off is rejected and the aircraft is stopped on the runway. +An uneventful take-off is followed by a normal initial climb-out which includes “cleaning up” the aircraft (gear raised, flaps/slats retracted) while conforming to any noise and/or obstacle requirements. + + + As in the case of pushback, anytime ground movement is initiated, permission must be received from the controlling authority. At some point before leaving the ramp area, the First Officer contacts ground control to get taxi clearance to the active runway. +At this stage, any last minute changes (LMC) to the load sheet are received via ACARS or by radio. These may result in the reprogramming of affected parameters and too high take-off weight may dictate the request for a special runway which can result in a taxi and/or take-off delay while ATC works out a modified sequence. Once the load sheet information is processed, the crew completes the “taxi” and “before take-off” checklists. +At some point, the Captain conducts a take-off briefing which includes which pilot will be making the take-off, initial heading, altitude and departure procedure requirements, obstacle clearance and noise abatement issues, airport elevation and the normal cleanup altitude. In addition, the briefing must address runway abort considerations, engine out procedures and associated cleanup altitudes, and emergency contingencies requiring returning to the departure point or other proximate landing options. In situations where there will be a long taxi due to numerous departures ahead in sequence for take-off, it is desirable for the Captain to make a PA announcement informing the passengers and cabin crew of his/her best estimate of the length of the delay. This is typically done by counting the number of aircraft ahead in the take-off queue. If the delay is significant, the airline may have to be updated via ACARS or radio with a new ETD (estimated time of departure). As the aircraft approaches the departure end of the runway, the Captain makes a departure PA announcement to inform the flight attendants that the take-off is imminent and they should secure themselves at their stations. The Captain must assure that the passenger briefing has been completed, which may be a factor in short taxi-out situations. + + + The pilots use taxiway charts of the destination airport to assist in the execution of taxi clearances given to them by ATC. Pilots must be diligent during ground operations at airports with which they are unfamiliar or that are undergoing construction. Operations during nighttime or heavy precipitation also require special consideration and may substantially impede the overall traffic movement on the airfield. At some point during taxi-in the Captain determines the necessity of starting the APU. In the interest of fuel conservation, an engine may be shutdown which may require utilizing the APU, depending on the aircraft type. Normally the APU is started while the aircraft is a few minutes from the gate area, unless it has been determined that ground power will be used. In that case, the APU is not started and an engine is left running after gate arrival until the ground electric is connected by the guide crew. +If the arrival gate is occupied, the aircraft may be required to wait out the delay at a remote location. Occupied gates are often the result of a delayed departure or other operational issues with the aircraft currently positioned at the gate and the anticipated delay should be passed on to ATC and the passengers. Once clearance to the gate is received, the Captain taxis to the ramp area and visually acquires the marshallers. After the crew confirms the gate area is unobstructed, the marshallers utilize lighted wands to signal clearance to taxi to the stop point adjacent to the jetbridge. Often delays are encountered at this point due to the unavailability of the ground crew, carts or vehicular traffic in the gate area, or a tow-in requirement for the assigned gate (in which the aircraft engines are shut down and a tug is used to tow the aircraft onto the gate position). Some stations utilize automatic parking systems which employ an arrangement of lights and/or signs that the Captain uses for lead-in line and stopping position guidance. In the absence of self-guidance, the marshaller uses wand signals to direct and stop the aircraft at the desired location. Once the brakes are parked, the agent moves the jetbridge into position at the entry door, or in the case of airstair disembarkation, positions the truck(s) under the appropriate exit door(s). + + + Terminal area maneuvering generally begins when the aircraft descends below 10,000 feet about 30 to 40 miles from the destination airport. At this point the flight path is defined by the vectors from ATC. Radar vectors consist of heading directives issued to the pilots and are used by ATC for the sequencing and/or spacing of air traffic. In non-radar environments, the flight is operated along established airways or feeder routes to an initial approach point defined by the approach procedure in use. In either case, the crew must keep a vigilant traffic watch and maintain terrain awareness (using electronic aids, charts, visual, etc) especially in mountainous areas and/or areas of high traffic congestion +As the flight nears the position where it will commence the approach, the crew may be issued additional real time landing information or instructions. Braking action reports are given by previous arrivals and include a qualitative ranking of the braking effectiveness during rollout after touchdown. Certain braking action conditions may require the utilization of specified on-board systems such as autobrakes and/or autospoilers, or may dictate that the flight enter holding until the runway condition can be improved through plowing or chemical treatment. In low visibility conditions, real time RVR (Runway Visual Range) reports are issued to the arriving flights for the purpose of determining approach legality, or applying other operating restrictions to the flight (e.g. crosswind limitations, autoland requirements, etc.). ATC. Microburst alerts and airspeed loss/gain reports from prior arrivals are also passed on to the crew. Adjustments may have to be made to reference landing speeds to operate under such conditions. In many cases, the flight will have to enter holding to wait out low visibility, poor braking, or windshear/microburst conditions + + + The climb flight profile is determined by both ATC/airspace requirements, and performance characteristics which may be aircraft-specific. When clear of the immediate airport traffic area, the aircraft is accelerated to maximum low altitude climb speed unless a restriction has been issued by ATC. Terminal-area airspace may be very complex and certain standard procedures have been developed for both departing and arriving flights at high-density locations. During climb-out the flight typically conforms to a standard Departure Procedure (DP). +As the aircraft climbs through approximately 1500 feet above ground level (AGL), the flight attendants are notified (by a chime) that they may commence their service duties. When 10,000 feet MSL is reached, the aircraft is accelerated to the optimal climb speed. In addition, the flight attendants are again chimed to indicate the end of the sterile cockpit period. + + + + + + Publish at the end of every month for the whole next month, e.g. publication at the end of SEP will contain rosters of OCT. Any change after publication is published to affected crew members. + + + + + + + + + + + + + + + + + + + + + + + + + + + e.g. Sickness + + + + e.g. Crew Strike, Extreme Weather + + + e.g. Delay, Equipment Change + + + + + + + + + The luggage is then picked up and all information is passed on in order to plan the load in an automated way. + + + After these tasks are completed and all necessary information is available and consistent in itself, the process is completed. + + + + When boarding, the passenger data are recorded, stored and forwarded. + + + After the pre-check-in, the process starts with the open check-in and the check-in of a passenger with his ticket. + + + + + + + + + + + + + + Tagging, check-in and registering checked baggage for a flight. +This includes any customs and border protection, and specifically US CBP integration. + + + Register of passenger for entering aircraft + + + Checking of passenger’s travel documents and place passenger in departure control system according to IATA (IATA Ground Operations Manual) + + + Registering of passenger for a flight. Creating of a passenger information list and issuing of standard check-in messages + + + According to (IATA, IATA Ground Operations Manual) documenting of all load activities for each flight and issuing of load messages + + + Setting passenger on wait lists based on booking status and airline policy + + + Issuing vouchers (e.g. meal vouchers, lounge invitations) during regular & irregular operations + + + Hold airport information (e.g. minimum ground times, connecting times, airport master data) up-to-date. + + + Distributing of pieces of baggage to unit load devices before load into aircraft + + + Collecting pieces of baggage from unit load devices after unload from aircraft + + + Ensure, all required ground operation are done + + + Capability that manages the overall management command and control of an operation including: +- departure control activities +- providing coordination to all local control functions +- decision making capability in disruption +- communicating decisions made to the appropriate parties for local action +Monitoring and coordination of airport operations is performed in all airports worldwide. In some airports the airline plays a major part in the actual monitoring and coordination functions. In most worldwide airports the airline buys services from airport owners/authorities who perform these functions and therefore in these instances the airline communicates and reacts to the overall command and control authority. +It also includes recognizing, recording and resolving of non-standard situations during ground operations. + + + + Control and optimize the passenger stream on the ground. Transfer passenger with minimum waiting time. +Includes special needs passenger assistance, e.g. UMs (Unaccompanied Minors), RMPs (Reduced Mobility Passengers). +Also, setting passenger on wait lists based on booking status and airline policy + + + Managing of on loading and offloading of an aircraft and providing cabin crew with load documents. + + + Creating and Managing of rosters for ground staff and ground equipment + + + Planning of aircraft load based on passenger, freight, fueling and other information + + + Plans shifts of ground staff and equipment. + + + Placing the ground staff at right time to right operating area and document it + + + Managing of airport’s infrastructure i.e. common used terminal, self-service kiosks, passenger processing system + + + Creating load documentation for load staff and cabin crew + + + Baggage Acceptance and Security Checks and Preparation for Departure. +It includes ensuring that the baggage in aircraft belongs to boarded passenger. + + + Forwarding baggage, that missed flight + + + Record the baggage movements at airport + + + The baggage is declared until the guest's actual boarding, information is processed and the aircraft is loaded according to the intelligent planning. + + + Shipping processes are, as already mentioned, not part of this domain and thus explicitly out-of-scope. + + + + + + + + + + + + Awarding customer for frequent bookings for the airline. + + + Manages different social media accounts of the aviation organization and the communication with the community. + + + A service for crediting miles to a customer for each booking. + + + Maintains the customer data like name or birthdates. + + + Handles the customers preferences from either entered information by the customer itself or analyzed customer behavior. + + + + Manages after sales automated customer communication. + + + Collects all the customer claims and provides a place for communication to the customer and internal escalations and reaction plans. + + + Collects all the customer feedbacks and provides a place for communication to the customer and internal actions + + + Manages regular customer surveys to retrieve customer feedback. + + + Tracking customer loyalty and awarding it via (status) upgrades. + + + Defines the process for parts procurement, logistics of spare parts and overall material logistics within the Maintenance process. + + + Notifies the customer via various channels like e-mail or SMS about irregularities concerning the booked flight like e.g. delays. + + + Notifies the customer about regular events like the completed booking of a flight or check-in times. + + + Executes the process for overall inspection, repair, overhaul and maintenance of aircrafts, machines and components. Furthermore, it is responsible for planning operational resources like skill management. + + + Analyzes frequent customer bookings and provides recommendations for partnerships. + + + A service for the customer to spent earned miles. + + + All schedules for compulsory testing, maintenance documentations and testing requirements are compromised within the maintenance information object. + + + All reports are summed up in the Quality Reports entity which is related to the testing data. + + + + + + + + + + Analyzes customer behavior towards the aviation organization and preferred bookings. + + + Capability that defines, produces and delivers and evaluates marketing campaigns for products and services including the management of the marketing supply chain (the chain of suppliers, agencies and sub-contractors that we rely on to produce marketing materials). +Also including the project management service for planned, ongoing or bygone marketing campaigns. + + + Manages the customer profile and consolidates all information to one place. + + + Project management service for planned, ongoing or bygone sales promotions + + + Service to examine customer preferences and providing personalized offers based on preferred products. + + + + + + Calculate the expected demand of seats based on historical bookings and current booking trend, including costs, prices and margins. + + + Calculate and distribute the prices to be provided for the various fares + + + Check the availability of more than 9 seats for a specific flight and booking class + + + A service to provide the fares fitting the search criteria (the available flights) + + + Provision and communication of the fare model including conditions to partners and fare filing + + + (Re-)Calculates availabilities (to be presented to customers or published through the eCommerce channel) based on relevant settings and stored sold bookings + + + Allows to adjust the influence settings, which are used as input to the calculation of availabilities and results therefore in a modified output + + + Track and observe pricing models and current fares offered by competitors + + + Optimizes availabilities by utilizing forecasts and the current sold capacity to recalculate the inventory settings. + + + If the user searches for flights with more than 9 passengers, the seat availability has to be checked first + + + A flight search consist of search criteria including more than 9 passenger criteria and returns availability, fares and flight related ancillaries + + + A service to receive available seats by booking class + + + + + + + + + + + + + There may be other examples methods of communication... + + + Application covers/possesses one or more Business Capabilities + +The business capabilities are mapped to the applications, which cover/possess these capabilities. + + + + + + + + The reporting and communication is done using internal analytics and communication tools. Furthermore the Media System is the tool for managing IFE and multimedia systems. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Unit Load Device + + + + + + + + One is the Cargo Control System, which plans the freight and loads/unloads the freight for each flight. + + + + The Cargo Management system is responsible for developing the domains strategy and products. The other task within this application is Cargo Network & Scheduling which Manages the cargo network and partnerships and enabling a high quality of service by customizing the cargo network. One task is scheduling operations between with involving parties + + + The other application is the Warehouse Management System which stores and collects the freight, plans the capacity and is responsible for the warehouse reporting. + + + + manages the crew resources and communications with the whole team + + + + responsible for processes like Crew Briefing or calculating the flight plan + + + + + + + + + + C + + + + + + + + + Aircraft Communications Addressing and Reporting System + + + + + + + + + + + + + + + The Airport Management System bundles and provides all airport infrastructure tasks. + + + With the Baggage Tracking System, an application is integrated, which allows you to track the location and the progress of the luggage at any time. + + + The Load Planning Tool handles the loading processes of the aircraft + + + Finally, the passenger flows are guided, information is collected, bundled and evaluated in the Passenger and Departure Control System. + + + A resource planning tool ensures that layers of employees are sorted in groups and tasks are distributed between them. + + + Container Pallet Distribution Message + + + Electronic Ticket List + + + Load Distribution Message + + + Passenger Service Message + + + Passenger Transfer Message + + + Unit Load Device Control Message + + + + + + + + + + + + + It includes a loyalty system which keeps track of customers miles as he earns and spends miles and calculates loyalty status of customer. With this data it rewards customer due to his loyalty status with various kinds of benefits. + + + + + + + + It also includes a Social Media Management Tool for managing all types of social media. This tool is concentrated on posts and managing reaction of posts while excluding user message handling. + + + The Customer Communication Manager includes a Campaign Management Tool for managing marketing promotions and campaigns. + + + The Customer Relationship Manager keeps all the relevant customer data together, analyzes the stored data of the customer and provides reports about customer behavior. + + + The Support Ticket System is a gateway for concentrated inbox for various types of communication (including e-mail, social media and non-digital), as well as every topic (e.g. complaints). The incoming messages will be centrally assigned to the responsible agent + + + helps to manage communication after a customer purchased services + + + stores and manages all the data + + + keeps track of every customer feedback sent to the company and helps to react + + + keeps track of loyal customer and manages different kinds of rewards for them + + + analyzes profiles in order to gain more insight. + + + helps to act in forms of asking the customer about specific topics directly + + + keeps track of every past, current and future marketing campaigns and helps managing them + + + keep track of the miles of a customer – how much he earns, how much he spends + + + Notifying Service, which informs the customer about important activities belonging his bookings + + + automatically generates offers tailored to a specific customer + + + Social Media Manager, which gives employees the ability to manage Social Media Accounts in one application. + + + + An Availability Request Processor, which is high throughput-oriented, forms the core part of the last area: Availability Management. Here, the critical aspect is the ability to process as many requests in the shortest possible timeframe. + + + + + Availability Optimization, the third area, is technologically represented by a Linear Optimization Problem Solver such as IBM CPEX. + + + + + The Pricing sub domain is covered by the Fare Engine, which calculates prices and distributes fares. + + + + + + + monitors published offers by competitors. + + + + + + Within the second area, namely the Forecast area, a data loader, integrator, store and analyzer are located, which corresponds to a typical Business Intelligence (Bl) architecture + + + Aircraft Communication and Reporting System + + + + + + + + Common Use Passenger Processing System + +The third component, Common Use Passenger Processing System (CUPPS) platform, includes applications for passenger and luggage systems and control systems. + + + The first component, Common Enterprise Software Platform or Cloud Enterprise Platform, includes several tools for operationally managing resources and cargo, as well as providing a system for airport and airline management. + + + The second component Communication and Messaging Platform is responsible for communication in the domain and includes applications such as Aircraft Communication and Reporting System or E-Mail. + + + The last component of the technology architecture is the Tracking Platform. This includes applications for the tracking and administration of luggage and shipments. + + + + + An artifact (document, table, item, …) that is input or output of an activity and that relates to an Information Object + + + + + + + + The Offering represents offered Air Products, Ground Products and Services which are managed accordingly to the Product Management catalog. + + + . Product & Services descriptions and guidelines help staff to maintain a high product quality to ensure superb customer experience. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Origin and Destination + + + + House Air Waybill + + + Master Air Waybill + + + + + the main input to many of the processes are checklists that the crewmembers need to work through to ensure safe and efficient operation of the aircraft. Most, if not all of these checklists don’t need to be kept afterwards. + + + + + + Provided at the end of every week for the 4th week following it, e.g. handover at end of week 33 will contain rotations for week 37. + +changes to Aircraft Rotations continually provided to Crew pairing/ - Maintenance processes, possibly resulting in changes to Crew Rotation and to Crew Rosters if applicable. + + + published at the end of every month for the whole next month, e.g. publication at the end of SEP will contain rosters of OCT. Any change after publication is published to affected crewmembers. + + + provided at the beginning of every month for the whole next month, e.g. handover at the begin of SEP will contain pairings for OCT. + + + Additions and Deletions List + + + + + + + + + Passenger Name List + + + Passenger Information List + + + Teletype Passenger Manifest + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Origin and Destination + + + + + + + + + + + + + + + + + + + starts about 9 weeks before the day of operation and encompasses the time until three days before the day of operation. The main concerns of this phase are to schedule flights taking all legal and commercial restrictions into account. + + + 2 Days Before Day of Operation up to and including day of Operation + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Crews are assigned to a flight + + + + + + Customers contact a point of sale such as travel agents via sales channels in order to purchase aviation products. Products can be tickets for passenger flights as well as contingents for cargo. + + + + + + + + + + + + + a flight which is serviced by a specific aircraft + + + + + An aircraft usually is part of a fleet the airline operates + + + flights offers seats according to a given seat map + +The Ticket is related to the Seat Map which includes seats. + + + + + + + + + + + The Fare or also prices of the tickets are directly related to the offering. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Provided at the middle of every month for the whole month after the next, e.g. handover at mid of AUG will contain schedules for OCT. + + + + + + + + + + + + + provided at the end of every week for the 4th week following it, e.g. handover at end of week 33 will contain rotations for week 37. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This depicts the Data Architecture of the Cargo Capability (Domain). All information objects related to this capability are included in this representation. Furthermore, Baggage, Unit Load Device, Aircraft, Freight Document, and Cargo are directly related to the Freight entity. All information objects which are generated during the execution of the process are included in entities or found in the Data Architecture. + +This illustrates important information objects, which are related to ground operations and their relationships. Regarding the business process of the Ground Operations Capability (Domain) the derived sub-processes produce information objects; e.g., freight documents or a passenger list. The objects were modeled into entities and are represented in the data model above. In the center is the entity Aircraft, to which the entities Flight, Seat Map, Fleet, and Freight are directly connected. A crew rotation is assigned directly to a flight. Freight is related to Cargo/Mail, Freight Document, and Baggage. The Data Architecture describes the structure of the Ground Operations Capability (Domain), whereas the business capabilities depict the behavior of the domain. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The business process of the Cargo Capability (Domain) is separated in two main pools: airline and forwarder. The process starts with Receive Shipment from Shipper. The operations are responsible for enabling the airline to receive the shipment. All warehouse activities and freight preparation for the flight need to be done before departure. The departure activities send the flight manifest to the next station. After executing the arrival activities, all cargo is shipped to the forwarder. Finally, all operating cargo arrives at the destination. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Technology Architecture represents a general view over all applications used within the Cargo Capability (Domain). It contains four main features such as the Cloud Enterprise Platform, the Communication and Messaging Platform, the Tracking Platform, and the Passenger Processing System. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + All business capabilities create information objects around those entities; i.e., a customer can, for instance, report an entry which consists of a debrief report. Information about the station which represents the home base of the aircraft and the crew member is also described within this Data Architecture. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The whole process targets the so-called “Day of Operation”, which is the day a particular flight takes place. The day of operation is part of the operations control phase, which is a 3-day window starting two days before and including the day of operation, if the day of operation is September 5, then the time horizon of operations control is September 3, 00:00 UTC to September 5, 24:00 UTC. The main concerns during this phase are enabling the safe and efficient conduction of flights as well as keeping changes to schedules to an absolute minimum. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This diagram only considers flight crew processes – with the focus placed on the cockpit crew (“flight deck”). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This describes how the sub-domains and services work together. The process is basically divided into the four process sections, Ground Operations on Aircraft, Common Ground Operations, Operations on Baggage, and Operations on Passenger. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Application Architecture is divided into applications, which integrate the services of the sub-domains. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Technology Architecture describes the infrastructure as well as the platform, database, and other technological components needed as the foundation for the applications. In the Ground Operations Capability (Domain), the Technology Architecture is represented in four components (the platforms). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Maintenance application has several responsibilities such as monitoring and analytics, testing, and maintenance. All business capabilities are executed mostly in support of IT systems. The Maintenance Capability (Domain) comprises one major application which is responsible for planning capabilities and tracking of all testing-relevant data. It also manages the maintenance and monitoring processes for all products and services, depending on the structure of the maintenance. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This describes the relation of information objects and entities within the Maintenance Capability (Domain). Most information objects within this domain are maintenance schedules and maintenance or testing reports. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The process shows which information objects are derived from the Maintenance Capability (Domain). Within the first process step all maintenance-related processes are planned and documented. Furthermore, data and requirements for different products are collected by the responsible team. Another essential process within this Capability (Domain) is scheduling all compulsory and regular tests. All reports are organized and reported to the responsible manager. Also, product testing is done within this Capability (Domain). Schedules and reports are derived from processes here. Finally, documentation of the whole process is constantly collected and updated to ensure a high level of product and service quality. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This describes the relation of information objects and entities within the Marketing & Customer Care Capability (Domain). All marketing-related information objects and entities are related to either the Customer or Passenger entity. Certain KPIs and data is collected from the passenger; i.e., loyalty data, feedback, or complaints. This data is used to create a loyalty data profile and helps to develop personalized marketing campaigns which are used to attract more customers. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This shows which information objects are derived from the Marketing & Customer Care process. Within the first process step all communication channels are used to reach potential customers. Feedback & Complaints from pre existing customers are collected and analyzed to create customer feedback documentations and results for customer surveys. Product is used to enhance existing customer profiles. One aspect of the customer profile is loyalty programs where loyalty accounts of customers are managed. From all analytical reports and marketing campaign data direct marketing procedures and guidelines are created and used for further sales activities. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The business process and extracted information objects of the Network & Alliances Capability (Domain) are depicted. + + + + + + + + + + This describes the relation of information objects and entities within the Network & Alliances Capability (Domain). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Technology Architecture consists of multiple applications. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Technology Architecture consists of multiple applications. Accounting is an application component which uses the transaction infrastructure service for the processing of monetary flows. It is a logical application component for the management of financial accounts of partners and suppliers. The Accounting applications include two infrastructure services, Managing Business Transactions and Managing Enterprise Resources. Managing Business Transactions is used to monitor and manage business transactions. Managing Enterprise Resources is used to effectively distribute resources where they are needed at the right time. + +Another application component is Business Intelligence (BI). It is a logical application component for all BI functionality, such as reports of historic business data and optional forecasts thereof. The BI applications include several infrastructure services like Data Warehousing, Predictive Analytics, and Providing Data Science. An intelligent business environment includes data warehousing, which is used to analyze data, to extract reports, and to store related data. Predictive Analytics is used to make predictions based on historical data. Lastly, Providing Data Science is an operation about extracting knowledge or gaining insights into various types of information. It is often coupled with similar operations such as statistics, data mining, or predictive analytics and is similar to knowledge discovery in databases. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + In the Product & Service Design phase all the necessary product components are designed and subsequently developed for production. In this phase the Customer Experience, Product & Service, and Corporate Design are defined. The Offering represents offered Air Products, Ground Products, and Services which are managed accordingly to the Product Management catalog. Product & Services descriptions and guidelines help staff to maintain a high product quality to ensure superb customer experience. In the last step the Product Capability (Domain) is also responsible for the product quality and creates several reports and monitors the systems data. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + not in the standard + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Regarding the Technology Architecture, the Product Management Applications have following responsibilities. The Applications are applied for developing products and services. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Regarding the Technology Architecture, the Product Management Applications have the following responsibilities. The Applications are applied for developing products and services. They receive corporate product strategy and include corporate design requirements, and are responsible for designing customer experience throughout the product and service lifecycle. Furthermore, they receive new services and products based on the corporate strategy and customer data based on requirements, which they receive from various departments. The reporting and communication is done using internal analytics and communication tools. Furthermore, the Media System is the tool for managing IFE and multimedia systems. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Technology Architecture of the Revenue Management & Pricing Capability (Domain) is subdivided into four technological areas, Bookings & Direct Sales (1), Forecast (2), Availability Optimization (3), and Availability Management (4). + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The business process and extracted information objects of the Sales Capability (Domain) are depicted. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Data Architecture is structured by means of a core model and extensions for specific business domains. The core model contains and describes the top-level business objects for the Commercial Aviation Industry. Specific extensions add information objects to the core model for the sake of clarification and more detailed considerations. + + + + + Metamodel Diagram + + + + + + + + Application + + + + + + + + + + + + + + + + + + + + + + + + Technology Platform + + + + + + + + + + + + + + + Technology Component + + + + + + + + + + + + Entity + + + + n..m + + + + 1..n + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Digital Output + + + + 1:1 + + + + + + + + + + + + + + + + Activity + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + assignment + + + + + + + + + + + + + Business Capability + + + + Capability (Domain) - Capability (Group) - Capability +(assignment) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + The Data Architecture offers an insight into the organizational data model. A suitable reference point for a data model fitting organizations of the Commercial Aviation Industry is the IATA Airline Industry Data Model, which facilitates the development and maintenance of messaging standards in the Commercial Aviation Industry. + +Note: The basis is a consistent model collaboratively developed and maintained by globally distributed industry working groups that use the Sparx Enterprise Architect tool, including the “industry-agreed vocabulary, data models, and message definitions, as well as the related business process context and requirements”. Oracle® provides a particularly detailed data model as well, the Oracle Airline Data Model (OADM). It is “a standards-based, industry-specific, prebuilt data warehouse database schema with associated analytic models and dashboard” and a key component of the Oracle Passenger Data Management Industry Solution. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Copyright © 2022, The Open Group +The Open Group hereby authorizes you to use this model for any purpose, PROVIDED THAT any copy of this model, or any part thereof, which you make shall retain all copyright and other proprietary notices contained herein. + +This model may contain other proprietary notices and copyright information. + +Nothing contained herein shall be construed as conferring by implication, estoppel, or otherwise any license or right under any patent or trademark of The Open Group or any third party. Except as expressly provided above, nothing contained herein shall be construed as conferring any license or right under any copyright of The Open Group. + +Note that any product, process, or technology in this document may be the subject of other intellectual property rights reserved by The Open Group, and may not be licensed hereunder. + +This model is provided “AS IS” WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESSED OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR NON-INFRINGEMENT. Some jurisdictions do not allow the exclusion of implied warranties, so the above exclusion may not apply to you. + +Any model product of The Open Group may include technical inaccuracies or typographical errors. Changes may be periodically made to these models; these changes will be incorporated in new editions of these models. The Open Group may make improvements and/or changes in the products and/or the programs described in these models at any time without notice. + +Should any user of this model respond with information including feedback data, such as questions, comments, suggestions, or the like regarding the content of this model, such information shall be deemed to be non-confidential and The Open Group shall have no obligation of any kind with respect to such information and shall be free to reproduce, use, disclose, and distribute the information to others without limitation. Further, The Open Group shall be free to use any ideas, concepts, know-how, or techniques contained in such information for any purpose whatsoever including but not limited to developing, manufacturing, and marketing products incorporating such information. + +If you did not obtain this copy through The Open Group, it may not be the latest version. For your convenience, the latest version of this model may be downloaded at www.opengroup.org/library. + +This model was created by The Open Group and is a supporting artifact for The Open Group the Commercial Aviation Reference Architecture, a standard of The Open Group. +In the event of any discrepancy between this model and the standard, the standard remains the authoritative version. + +Version: 1.0 Standard +Status: Final + diff --git a/raw-data/github/archimate/archi_v5.archimate b/raw-data/github/archimate/archi_v5.archimate new file mode 100644 index 00000000..be46344c --- /dev/null +++ b/raw-data/github/archimate/archi_v5.archimate @@ -0,0 +1,523 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + This is a documentation test + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Teste + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/raw-data/github/archimate/migration_guide_3_1.archimate b/raw-data/github/archimate/migration_guide_3_1.archimate new file mode 100644 index 00000000..eb4ab0d0 --- /dev/null +++ b/raw-data/github/archimate/migration_guide_3_1.archimate @@ -0,0 +1,573 @@ + + + + + + This is a documentation test + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Teste + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + DR01 e DR08 + + + + DR02, DR04 e DR07 + + + + DR03 + + + + DR05 e DR06 + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git a/raw-data/github/archimate/warehouse.archimate b/raw-data/github/archimate/warehouse.archimate new file mode 100644 index 00000000..5bbfac36 --- /dev/null +++ b/raw-data/github/archimate/warehouse.archimate @@ -0,0 +1,610 @@ + + + + + Продукт. Автомитизированная система "Склад". + + + + + + Google Web Toolkit + + + + Spring Security Framework + + + Промежуточный слой ПО, серверная сторона + + + На ближайшую неделю + + + + + Spring Security Framework + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Tomcat + + + + + Tomcat + + + + Tomcat + + + + Tomcat + + + + + + + + + + + + + + + + + + + + + + + + Продажа или непосредственное использование корп. инф. + + + + + + + + + + + + + + + + + Кроме информации на данный момент производится прогнозирование заполненности склада на ближайшую неделю. Если емкости склада не хватает, то требуется запланировать поставку товара со склада в филиалы, либо отменить одну или несколько ближайших поставок, либо провести реарганизацию в наиболее заполненных секциях. + + + + + + Планирование закупок руководством +Принятие решений о продолжении сотрудничества с конкретными транспортными компаниями по результатах их деятельности + + + + Реализуется с помощью Spring Security Framework + + + + 1) Google Web Toolkit создает javascript-код для клиентской части, тем самым оставляя часть бизнес-логики приложения на клиентской части, что снижает количество запросов к серверу. Вся визуальная часть обрабатывается на клиенте. +2) Google Web Toolkit предоставляет механизм асинхронных вызовов серверных сервис-методов вкупе с AJAX-подобным обновлением страниц, что снижает нагрузку на сервер и канал связи, т.к. не требуется дублировать уже переданную однажды информацию. + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git "a/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_09_12_\320\267\320\260\320\264\320\260\320\275\320\270\320\2651.archimate" "b/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_09_12_\320\267\320\260\320\264\320\260\320\275\320\270\320\2651.archimate" new file mode 100644 index 00000000..a4952631 --- /dev/null +++ "b/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_09_12_\320\267\320\260\320\264\320\260\320\275\320\270\320\2651.archimate" @@ -0,0 +1,199 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git "a/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_09_12_\320\267\320\260\320\264\320\260\320\275\320\270\320\2652.archimate" "b/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_09_12_\320\267\320\260\320\264\320\260\320\275\320\270\320\2652.archimate" new file mode 100644 index 00000000..b79eb190 --- /dev/null +++ "b/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_09_12_\320\267\320\260\320\264\320\260\320\275\320\270\320\2652.archimate" @@ -0,0 +1,236 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + % онлайн бронирований от общего числа + + + + + % на рынке аренды среди конкурентов + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + % числа сделок без участия менеджера по продажам + + + + + + + + + + + + + + + + + + + + + + + + diff --git "a/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_09_12_\320\267\320\260\320\264\320\260\320\275\320\270\320\2653.archimate" "b/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_09_12_\320\267\320\260\320\264\320\260\320\275\320\270\320\2653.archimate" new file mode 100644 index 00000000..30fab9ca --- /dev/null +++ "b/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_09_12_\320\267\320\260\320\264\320\260\320\275\320\270\320\2653.archimate" @@ -0,0 +1,189 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + % положительных отзывов о компании в Google/Yandex + + + + + + + % положительных отзывов об обслуживании клиентов (опрос сразу после обслуживания) + + + + % заявок, поданных через сайт от общего числа заявок + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Реализация бейкапов переписок, хранение не менее 90 дней + + + + + + + + + + + + + + + + + + + + + + + + + + + + + Аренда/постройка не менее 100 м2 помещения + + + + + + + + + + diff --git "a/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_28_10_\320\267\320\260\320\264\320\260\320\275\320\270\320\2651.archimate" "b/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_28_10_\320\267\320\260\320\264\320\260\320\275\320\270\320\2651.archimate" new file mode 100644 index 00000000..cc55e52f --- /dev/null +++ "b/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_28_10_\320\267\320\260\320\264\320\260\320\275\320\270\320\2651.archimate" @@ -0,0 +1,170 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git "a/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_28_10_\320\267\320\260\320\264\320\260\320\275\320\270\320\2652.archimate" "b/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_28_10_\320\267\320\260\320\264\320\260\320\275\320\270\320\2652.archimate" new file mode 100644 index 00000000..4e2dc719 --- /dev/null +++ "b/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272_\320\223\320\265\320\276\321\200\320\263\320\270\320\271_28_10_\320\267\320\260\320\264\320\260\320\275\320\270\320\2652.archimate" @@ -0,0 +1,174 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git "a/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272\320\223\320\265\320\276\321\200\320\263\320\270\320\271_21102022_task2.archimate" "b/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272\320\223\320\265\320\276\321\200\320\263\320\270\320\271_21102022_task2.archimate" new file mode 100644 index 00000000..cc828403 --- /dev/null +++ "b/raw-data/github/archimate/\320\224\320\265\320\274\320\265\320\275\321\207\321\203\320\272\320\223\320\265\320\276\321\200\320\263\320\270\320\271_21102022_task2.archimate" @@ -0,0 +1,143 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + diff --git "a/raw-data/github/archimate/\320\241\320\265\320\274\320\270\320\275\320\260\321\2002_ready.archimate" "b/raw-data/github/archimate/\320\241\320\265\320\274\320\270\320\275\320\260\321\2002_ready.archimate" new file mode 100644 index 00000000..f8bb6df5 --- /dev/null +++ "b/raw-data/github/archimate/\320\241\320\265\320\274\320\270\320\275\320\260\321\2002_ready.archimate" @@ -0,0 +1,79 @@ + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +